COURSE TITLE: Strategic Management
(A case study of the University of Asmara)
CODE: MBL915 -P
GROUP ASSIGNMENT # 1: CODE G1
GROUP No. ERI 0403A
PARTICIPANTS STUDENTS No.
. Menghisteab Yohannes Beyin .............................. 34224734 [email protected] [email protected]
2. Tewolde Sibhatu Habtemichael ..............................34224939 [email protected]
3. Ghenet Merhazion Tesfazion ................................ 34889027 [email protected]
4. Eyob Berhane Abraha ..........................................34224890 [email protected]
5. Fisahazion Negasi Weldeselassie .............................34224866 [email protected]
6. Seltene Ghebrearegawi Desta ............................... 34224610 [email protected]
TABLE OF CONTENTS
. Introduction .......................................................................................2
2. Analysis of the Strategic Position of University of Asmara ..............................3
2.1 Resources and Capabilities and its Support to the Strategy.........................5
2.2 Capabilities ....................................................................................6
2.3 Key points of Successful Strategies ......................................................6
3. Review of its performance ......................................................................8
3.1 Strategic Issues Facing the Institution ..................................................10
3.2 University and its challenges ..............................................................11
3.2.1 Goals of University through Development Linkage Projects .............12
3.2.2 Revitalise Secondary School .....................................................12
4. Strategic Plan for the Coming Five Years .................................................14
5. Recommendation ................................................................................15
6. Conclusion .........................................................................................17
BIBLIOGRAPHY .............................................................................. X
APPENDICES ...............................................................................I - VI
. INTRODUCTION.
The Missionary Congregation Pie Madri della Nigrizia of Verona, Italy, established University of Asmara on December 20, 1958. The University started its work at the building of the Instituito Santa Famiglia, now, the building of college of Business and Economics of University of Asmara with 10 girls and two instructors. The courses were offered in Italian according to the established plan of the Italian University, with a view to preparing students for the final year of study in an Italian University to earn the "LAUREA''.
By the year 1965, it was found essential that University of Asmara award its own degrees and on July 17, 1968, it was granted a Charter and financial assistance by the Ethiopian Government. In 1975, it adopted English as the sole medium of instruction. After 16 years, the University striving to address itself to the challenges facing higher institution, it was dismantled by the Ethiopian Government (Derg). University of Asmara was re-established in August 1991 after the Eritrean liberation and granted a Charter by the Provisional government of Eritrea, guaranteeing its autonomy and academic freedom.
Strategic Management refers to the managerial process of forming a strategic vision, setting objectives, crafting a strategy, implementing and executing the strategy, and then overtime imitating what ever corrective adjustments in the vision, objectives, strategy, and execution are deemed appropriate.
Strategy:
A company's strategy is the game management is using to take out a market position, conduct its operation, attract and please customers, complete successfully, and achieve organisational objectives. A strategy thus entails managerial choice among alternatives and signal organisational commitment to specific markets, competitive approaches, and ways of operating.
To achieve its mission the University has developed the following strategy.
. The University's development will require internal and external assistance. For this reason a linkage model; has been developed that seeks to establish significant and sustained relationship and will both the public and private sectors locally as well as with a few selected universities around the world. ( See appendix 5).
2. A very close linkage will also be maintained with the various sectors so as to closely monitor the relevance of the university's academic programme and as the academic discipline will take to be well developed, it is necessary to take unconventional steps to solve immediate problem that are currently faced in the sector.
2. ANALYSIS IN THE STRATEGIC POSITION OF UNIVERSITY OF ASMARA
Mission and Objectives of the University of Asmara
Mission:
The mission of the University is the discovery, generation and dissemination of knowledge in the service of society. In fulfilling this mission, the University of Asmara aspires to become a national centre of higher learning and scientific inquiry, a genuine seat of freedom, tolerance and culture, and a powerful catalyst for change and social progress. As an integral part of the Eritrean community, it will always endeavour to serve the needs of society, strive to address itself to the challenges facing our people and contribute to the solution of the problems afflicting our country.
Objectives:
The major objectives of the University of Asmara are stated to:
* Gather, advance and disseminate knowledge and to provide training so as to generate the skills and expertise required for national reconstruction and socio-economic development;
* Enhance the quality of higher education, to expand its scope and to increase its accessibility through a mix of Day, Evening, and Distance programs,
* Conduct basic and applied research, independent or collaborative, by Eritrean and non- Eritrean scholars and institutions,
* Facilitate and organise training programmes so as to enhance the managerial and technical capacity of Eritrea's human resources in order to help enable the country make the transition from the ravages of war to peaceful reconstruction and development; and
* Contribute to the restoration and improvement of Eritrea's ruined ecology through applied and developmental and environmental research.
2.1 RESOURCES AND CAPABILITIES AND ITS SUPPORT TO THE STRATEGY.
To classify and analyse university resources, we refer Grants classifying and assessing the firm's resources.1
RESOURCES
MAIN CHARACTERISTICS
KEY INDICATORS.
Financial Resources
The University has three main sources:
* The government appropriation
* Internal income
* Grants from linkage models.
The number of students continuing and performing their studies.
Physical Resources
The University has 8 sizeable buildings
Which includes, administration sites, Classrooms, libraries, laboratories, Computer rooms, furnished offices,
Dormitories, cafeterias, museum, Staff residential, sports ground
Farming plot, buses, vehicles, boats and tractors, etc.
Teaching and training depends on them, It is a valuable sum, and however, it needs refurbishment and upgrading it for a better use. 90% of the classrooms are utilized.
(A case study of the University of Asmara)
CODE: MBL915 -P
GROUP ASSIGNMENT # 1: CODE G1
GROUP No. ERI 0403A
PARTICIPANTS STUDENTS No.
. Menghisteab Yohannes Beyin .............................. 34224734 [email protected] [email protected]
2. Tewolde Sibhatu Habtemichael ..............................34224939 [email protected]
3. Ghenet Merhazion Tesfazion ................................ 34889027 [email protected]
4. Eyob Berhane Abraha ..........................................34224890 [email protected]
5. Fisahazion Negasi Weldeselassie .............................34224866 [email protected]
6. Seltene Ghebrearegawi Desta ............................... 34224610 [email protected]
TABLE OF CONTENTS
. Introduction .......................................................................................2
2. Analysis of the Strategic Position of University of Asmara ..............................3
2.1 Resources and Capabilities and its Support to the Strategy.........................5
2.2 Capabilities ....................................................................................6
2.3 Key points of Successful Strategies ......................................................6
3. Review of its performance ......................................................................8
3.1 Strategic Issues Facing the Institution ..................................................10
3.2 University and its challenges ..............................................................11
3.2.1 Goals of University through Development Linkage Projects .............12
3.2.2 Revitalise Secondary School .....................................................12
4. Strategic Plan for the Coming Five Years .................................................14
5. Recommendation ................................................................................15
6. Conclusion .........................................................................................17
BIBLIOGRAPHY .............................................................................. X
APPENDICES ...............................................................................I - VI
. INTRODUCTION.
The Missionary Congregation Pie Madri della Nigrizia of Verona, Italy, established University of Asmara on December 20, 1958. The University started its work at the building of the Instituito Santa Famiglia, now, the building of college of Business and Economics of University of Asmara with 10 girls and two instructors. The courses were offered in Italian according to the established plan of the Italian University, with a view to preparing students for the final year of study in an Italian University to earn the "LAUREA''.
By the year 1965, it was found essential that University of Asmara award its own degrees and on July 17, 1968, it was granted a Charter and financial assistance by the Ethiopian Government. In 1975, it adopted English as the sole medium of instruction. After 16 years, the University striving to address itself to the challenges facing higher institution, it was dismantled by the Ethiopian Government (Derg). University of Asmara was re-established in August 1991 after the Eritrean liberation and granted a Charter by the Provisional government of Eritrea, guaranteeing its autonomy and academic freedom.
Strategic Management refers to the managerial process of forming a strategic vision, setting objectives, crafting a strategy, implementing and executing the strategy, and then overtime imitating what ever corrective adjustments in the vision, objectives, strategy, and execution are deemed appropriate.
Strategy:
A company's strategy is the game management is using to take out a market position, conduct its operation, attract and please customers, complete successfully, and achieve organisational objectives. A strategy thus entails managerial choice among alternatives and signal organisational commitment to specific markets, competitive approaches, and ways of operating.
To achieve its mission the University has developed the following strategy.
. The University's development will require internal and external assistance. For this reason a linkage model; has been developed that seeks to establish significant and sustained relationship and will both the public and private sectors locally as well as with a few selected universities around the world. ( See appendix 5).
2. A very close linkage will also be maintained with the various sectors so as to closely monitor the relevance of the university's academic programme and as the academic discipline will take to be well developed, it is necessary to take unconventional steps to solve immediate problem that are currently faced in the sector.
2. ANALYSIS IN THE STRATEGIC POSITION OF UNIVERSITY OF ASMARA
Mission and Objectives of the University of Asmara
Mission:
The mission of the University is the discovery, generation and dissemination of knowledge in the service of society. In fulfilling this mission, the University of Asmara aspires to become a national centre of higher learning and scientific inquiry, a genuine seat of freedom, tolerance and culture, and a powerful catalyst for change and social progress. As an integral part of the Eritrean community, it will always endeavour to serve the needs of society, strive to address itself to the challenges facing our people and contribute to the solution of the problems afflicting our country.
Objectives:
The major objectives of the University of Asmara are stated to:
* Gather, advance and disseminate knowledge and to provide training so as to generate the skills and expertise required for national reconstruction and socio-economic development;
* Enhance the quality of higher education, to expand its scope and to increase its accessibility through a mix of Day, Evening, and Distance programs,
* Conduct basic and applied research, independent or collaborative, by Eritrean and non- Eritrean scholars and institutions,
* Facilitate and organise training programmes so as to enhance the managerial and technical capacity of Eritrea's human resources in order to help enable the country make the transition from the ravages of war to peaceful reconstruction and development; and
* Contribute to the restoration and improvement of Eritrea's ruined ecology through applied and developmental and environmental research.
2.1 RESOURCES AND CAPABILITIES AND ITS SUPPORT TO THE STRATEGY.
To classify and analyse university resources, we refer Grants classifying and assessing the firm's resources.1
RESOURCES
MAIN CHARACTERISTICS
KEY INDICATORS.
Financial Resources
The University has three main sources:
* The government appropriation
* Internal income
* Grants from linkage models.
The number of students continuing and performing their studies.
Physical Resources
The University has 8 sizeable buildings
Which includes, administration sites, Classrooms, libraries, laboratories, Computer rooms, furnished offices,
Dormitories, cafeterias, museum, Staff residential, sports ground
Farming plot, buses, vehicles, boats and tractors, etc.
Teaching and training depends on them, It is a valuable sum, and however, it needs refurbishment and upgrading it for a better use. 90% of the classrooms are utilized.
