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Fac
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Abstract
This study aims to identifying the problems affecting strategic planning in local organizations which can help the development of
the society. Through conducting interviews and studying the available sources, 33 factors were identi
f
ied and presented, and they
were subdivided into four major groups of behavioral, communicative, knowledge and institutional ones. The classi
f
ication was
designed based on the application of Interpretive Structural Model (ISM) and a qualitative-quantitative method. The Smart PLS
software was used as the best tool of Structural Equation modeling for devising the model of the study. The
f
inal model was also
tested by the technique of the least partial squares. The six factors of political behavior, expertise in negotiation, communicative
technologies, relations with extra-organizational agents, effectiveness of the regulations and organization were found as the
fundamental factors. Validity of the model included the indices of validity of commonality and the validity of increase. The indices
of the
f
itness of the model were also positive and greater than zero which indicates that the devised model has acceptable quality
and validity. Also, the GOF index gained out of the calculations was found to be 0.611, which shows the high quality of the model.
The hypotheses of the study pertaining to the effects of the four groups of factors on the strategic planning were also attested with
0.95 possibilities. Finally, based on results gained out of the study, certain strategies were suggested for the local organizations.
Key words: Strategic planning, Local organizations, Knowledge factors, Behavioral factors, Communicative factors.
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Resumen
Este estudio tiene como objetivo identi
f
icar los problemas que afectan la plani
f
icación estratégica en las organizaciones locales
que pueden ayudar al desarrollo de la sociedad. Mediante la realización de entrevistas y el estudio de las fuentes disponibles, se
identi
f
icaron y presentaron 33 factores, que se subdividieron en cuatro grupos principales de comportamiento, comunicación,
conocimiento e instituciones. La clasi
f
icación fue diseñada en base a la aplicación del Modelo Estructural Interpretativo (ISM) y
un método cualitativo-cuantitativo. Para diseñar le modelo de estudio se utilizó el software Smart PLS como mejor herramienta
de modelado de ecuaciones estructurales. El modelo
f
inal se probó mediante la técnica de los cuadrados mínimos parciales.
Los seis factores de comportamiento político, experiencia en negociación, tecnologías comunicativas, relaciones con agentes
extraorganizacionales, efectividad de las regulaciones y organización se encontraron como factores fundamentales. La validez del
modelo incluía los índices de validez de comunidad y la validez de aumento. Los índices de adecuación del modelo también fueron
positivos y mayores que cero, lo que indica que el modelo ideado tiene una calidad y validez aceptables.Además,se encontró que el
índice GOF obtenido de los cálculos era 0.611, lo que muestra la alta calidad del modelo. Las hipótesis del estudio sobre los efectos
de los cuatro grupos de factores en la plani
f
icación estratégica también fueron atestiguadas con 0,95 posibilidades. Finalmente,con
base en los resultados obtenidos del estudio, se sugirieron ciertas estrategias para las organizaciones locales.
Palabras clave: plani
f
icación estratégica,organizaciones locales,factores de conocimiento,factores de comportamiento,factores
comunicativos.
Recibido: 10 de febrero de 2020
Aceptado: 03 de junio de 2020
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Revista Ciencia UNEMI
Vol. 13, N° 34, Septiembre-Diciembre 2020
, pp. 01 - 15
ISSN 1390-4272 Impreso
ISSN 2528-7737 Electrónico
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Volumen 13, Número 34,
Septiembre-Diciembre 2020
, pp. 1 - 15
I. INTRODUCCIÓN
Local organization is an old institute and a
new concept whose history goes back to the long
past of human history and life. It was born out of
the attempts at enhancing the social management
mean a public organization with a wide range of
responsibilities and authorities in a certain part of
a country such as province, state, city, and town
or in smaller territories like centers, villages, etc.
Such organizations are intended for administering
the affairs of the region or part of the country.
Through the local organizations, people can devise
or regulate new rules and regulations based on the
privileges and authorities bestowed on them by the
institutional law or regulations of a country as long
as such new rules are not contrary to the country’s
laws.
All the governmental activities lower than the
level of the political and economic issues of the
greater community fall within the authority of
the local organizations. The power and authority
of the local organizations are bestowed on them
through the acts and announcements issued by
the local councils, associations and administrators
part of the government of a country or state which
is basically concerned with the management of the
financial issues of a locality. It also manages the
cases which the parliament assigns to it and which
it considers acceptable or profitable for the local
people.
studies
Nowadays, comprehensive urban plans have
been considered as one of the most basic tools of
policy-making in most of the cities of the Third
World countries, especially the oil-producing ones.
Yet, such plans have not been fully successful in
enhancing the current states of the cities and leading
of human society. Local organization can alsothem toward a desirable growth, employment rate,
and suitable residences. The reason for this failure
is that the plans have not been devised based on
the standard patterns and direct participation of
people in the urban development plans. Therefore,
it is supposed that urban planning in developing
countries has always been faced with a certain
defect which is lack of localization and localized
concepts and principles used in plans of urban
development. About this, Lack of a step-by-step
pattern in urban planning approaches which are
oriented toward the urban development strategies,
and lack of systematic outlook toward the cities
in the developing countries have been among the
essential problems that Third World countries are
faced with. Many such plans are only workable
as temporary solutions for the problem of urban
development. One main problem with the plans is
that they are not matched with each other and have
a limited scope in terms of time and the problems
Ostovari, 2012). Also, local organization involves
the management of public affairs of each locality
through an administrative committee of the council.
Although this agent is subordinated to the central
government in many respects, it has authority in
decision-making (Tony Byrne, 1983). John Clark
(Mohammad Moghimi, 2007). Regarding thethey tend to solve. These problems along with the
philosophy of the creation of the councils forefforts of urban planners in recent decades, for
involving the local people in the decision-makingsgetting along with the changes in urban planning,
and administration of their local affairs, theled to the emergence of strategic planning for the
Islamic Councils are considered a sort of localurban development. The strategy of urban planning
parliament (Mohammad Emami and Koroushis among the recent programs which provide a tool
for the balanced and progressive development of
the cities and the regions around them. This plan
chooses the best possible options for the cities of
future. By emphasizing the regular participation of
the people and devising long-term perspectives for
the cities, this plan is different from the previous
(1995) also maintains that a local organization ismodels of urban planning. The abundance of
urban problems and the new conditions of urban
life in a world which is becoming ever globalized,
make the necessity of change in the approaches of
urban planning inevitable. The current plans for
the development of cities in Iran are most often
provided in the form of descriptive comprehensive
trial as they are anatomic, static and traditional
Theoretical bases and review of previousandnosocial,politicalandmanagement
considerations have been applied in devising them.
In practice, they also suffer from lack of flexibility,
│
3
Behzad et al. Factors affecting the strategic planning in local organizations
low possibility of implementation and low level of
realization of the predicted aims, etc.
A short review of the processes for devising
and creating urban development plans shows they
undergo very severe and repressive measures in
their production. Also, the insufficiency of urban
development plans and the quick development of
cities have sometimes led to the dissatisfaction of
the people living in metropolitan centers with the
quality of life in terms of high prices of housing,
pollution, disorders in trial service providers,
improper distribution of the incomes, increase
in the number of irregular habitation and along
with it, increase in social disorders and problems.
of the managers. Yet, urban development shall
be done in a people-oriented manner and upside
very helpful. Only those cities can reach a stable
development whose managers and officials can
best solve the urban problems with proper policies
and creative and informed plans. They also shall
solve the problems according to the capacities
and potentials of the cities and consider the fact
that for each locality, there are certain solutions
which are specified to it and related to its domestic
capabilities. It was with this stance in mind that
the institutional law of Islamic Republic of Iran in
heavytransportationtraffic,environmentalits Article 7 considers the city councils as the fourth
base for decision-making for the country along
with the three major Legislative, Administrative,
and Judicial bodies.
Development in local scopes is also among the
tasks of today’s managers and planners of the
cities, and it is trial to fail if it is done through
Such problems create new expectations and Strategic planning in cities and municipalities
responsibilities for the urban management. Now we will present the model of strategic
planning (Figure 1) in the form of trial major
steps (Taabibia,Maleki, 2004).
mere hierarchal orders and unstable knowledgeThe first step: Studying and devising a
mission at large scale. In this step, the main focus
is on identifying and formulating the citizenship
borderline provinces of Iran which has a long
history and culture and has always played a pivotal
role in the life of the country. Various studies of
the healthcare, cultural, religious, social, tourism
and infrastructural indices of development show
down through people to the managers. And this is needs such as urbanization, transportation,
a fact that has most often been ignored not only urban services or urban culture for which such
in Kermanshah province, here studied, but in most organizations as city, municipality and city
other cities of Iran. council are realized. Upon designating the main
Kermanshah province is one of the important trends of the mission, the subordinated units
and organizations would take measures based on
the trends which can also be set with reference to
certain sources such as the legal terms and devised
laws, the strategic plans of the successful cities and
municipalities of the world, comments of the extra-
problem is to reform the planning system of the
country at national, regional and local levels, and
the centralized pattern (top to down planning)
should be replaced with decentralized (down to top
planning) through which to implement mechanisms
for the participation of people, local institutions
and experts. The familiarity of the local people
and authorities with the environmental features,
needs, capacities and priorities of the localities
can be effective. Bestowing legal privileges and
authorities to the Islamic Councils of the cities and
municipalities as the local governors to be used in
the formation and supervision of local plans can be
the very bad status of them in Kermanshah regional agents involved, consulting the guidance
province. The most workable solution for this of the scientific fields that are related to trial
management and development and the trial of
the experts. In this part, trends for the mission are
devised at the two levels of city and municipality
while a logical relation is also worked out between
them.
The second step: knowing the internal and
external situation of the cities and municipalities.
Organizations are internally involved with various
sorts of resources, equipment, staff and managers,
while externally; they are connected with their
public and responsibility milieus. All these case
are ever changing today and each of the changes
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Volumen 13, Número 34,
Septiembre-Diciembre 2020
, pp. 1 - 15
they undergo can have varying positive or negative
effects on the life and well-being of the organization.
Yet, many extensive structures such as the cities
and extended organizations such as municipalities
with a true understanding of the conditions of the
city and municipality, seek out all the weak points,
strengths, threats and opportunities trial can be
discovered through a thorough consideration of the
trends, political, economic, social and technological
2005). The milieu and conditions shall be realized
at the level of both city and the organization of
municipality through the comments of the experts
and involved parties.
The third step: considering and determining
the strategic problems of the city and the strategic
areas related to the municipalities and selecting
some of them. Such problems and areas are of great
importance in identifying and setting the outlooks.
aspects and elements so as to identify the weak
points and strengths of their internal and external
milieus and use them in their plans. To do this, the
environmental variables should be determined and
worked through (Theodore Poister and Gregory
can change some of these external or internalWhen devising the strategic plans, strategic
factors. Thus, strategists of great organizationsproblems are areas governing the acts of budget
should carefully study all the environmentalassignment and plans for the localities. Therefore,
when setting up the missions and strategies, the
urban and municipality managements must invest
in and pay special attention to these areas and
cases (Robert Kaplan, 2002).
Streib., 2005). The planner team should, alongThe fifth step: clarifying the outlooks of
the city and municipality. In the fifth step, the
outlooks of these two organizations are clarified
and explicated. As in the second step, this is done
by a group of city council members and high-
ranking managers of the municipality who also
factors (Theodore Poister and Gregory Streib.,receive the consultation of the experts of the trial.
The outcome of this step, issued in the form of a
document, is the relationship between the city and
municipality with the major parties, general aims
and expression of the basic policies. The outlook
is a description of such problems as the tasks of
the city and municipality, their basic strategies,
directions in the mission trends and analyzing the
surrounding situation, it is necessary to specify
the framework for choice of policy. In fact, in
this step, the desirable procedure for urban and
the policy (framework for choice) in city and the bases for their acts, certain important
municipality. After determining the major principles related to the decision-making, etc.
They also designate the trial framework which the
organization seeks to reach (Theodore Poister and
Gregory Streib., 2005).
trial steps of the model, purposeful direction of
the outputs of the model, and reducing the time
of planning and guaranteeing the realization of
organization’s policy. We need to determine the
pattern and procedures of management at both
city and municipality levels. It is necessary for
the planners to act by consulting the ideas of the
experts with global experiences.
municipality management will be determined.The sixth step: studying the difference
Among the privileges of this step is setting a between the ideal and current structures of city and
common procedure for both the planners and municipality. In this stage, the possibility of change
involved parties. Among the aims of this step in the structure of the organization for achieving
are logically restricting the alternatives of the the legal and assigned mission is considered and
finally a choice is made between the two options
of “essential changes” and “reformative changes”.
The “essential change” approach is undertaken
when the desirable mission has suffered a tangible
difference in its content from what it has been
or when its effective implementation, based on
experts’ ideas, needs an essential transformation
in its present form. In other words, the current
organization and structure are suffering from
The fourth step: determining the strategiesintervolved, parallel, interfering and overlapping
of the cities and the strategic fields of municipality. tasks and lack of effective mechanisms for
This step consists in identifying and prioritizing communication and cooperation. This leads to
│
5
Behzad et al. Factors affecting the strategic planning in local organizations
ineffective actions in most of the subordinated
units and in general, the total performance of the
city and municipalities.
needed by the city, municipality and their related
units. In this part, the mangers can choose among
the various strategies of the city and municipalities
Gholamreza Olfati (2001) investigated on the
effects of organizational factors on the process of
strategic planning in a cement factory. He found
that among the effective elements, the following
creating variety in different services. This choice
which begins at the level of the units is such that
leadership committee of the unit should devise
special strategies for showing how the mission,
The seventh step: formulating strategiesaims and outlooks shall be realized. The units
shall express their strategies in the form of large-
scale policies of city and municipality, peripheral
considerations related to their services, resources
such as focusing on one certain service orand trial for the achievement of the missions
(Theodore Poister and Gregory Streib., 2005).
Fi
gu
r
e 1. The model of strategic planning in cities and municipalities.
Source: Arnoldo C. Hax, Nicolas S. Majluf (1996).
Previous Studiesorganizational culture, organizational structure,
the support from the leadership of the organization,
the knowledge and familiarity of executives trial
the plans, accepting and participation of the staff
and using advanced technology and information
planning process in municipality of the region 6 of
Tehran. His findings indicate that all the studied
factors have had positive effects on devising and
implementing the strategic plans. The factors were
four factors had the greatest impacts on thesystems. Seyed Reza Hejazi et al. (2000) presented
strategic planning in this company: organizationala theoretical framework for enhancing the
culture, high-ranking managers’ knowledge of thecompetitive edge of knowledge-based companies
science of planning, reception and participation ofthrough the use of innovative open model A
the staff and technology and advanced informationframework based on which, through employing the
systems. Also,Asghar Tourabi (2010) throughsuggested mechanisms, the companies can increase
consulting the library and research sourcestheir competitive edge by increasing the incomes
attempted to identify the factors affecting theearned out of the open innovative mechanisms
or decreasing the costs of cooperation. Likewise,
Samenh Darbandi and Khoroshid Sedighi (2009)
studied the open innovative approach and its role
in the development of innovation. They concluded
6
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Volumen 13, Número 34,
Septiembre-Diciembre 2020
, pp. 1 - 15
companies with the help of which they can remain
active in a situation imbued with complexity and
changes. Open innovation increases adaptability
and has certain other direct privileges for the
company. For instance, the products will be better
matched with the demands of the market, the
structure of the cost would be flexible, innovation
increases, and there would be easier access to the
Sepideh Rasoulian et al. (2009) investigated
on the relationships of 8 organizational factors
with success of strategic planning in the National
Gas company of Iran and found that the five
factors of participation of the chief executives,
their knowledge about the importance of strategic
planning, the participation of the staff, change
studied on strategic planning. He found that the
while its conformity with the strategic goals of
its success when being devised, and information
systems are the most important factors helping
the success of its implementation. Mohammadreza
Haki (2006) divided the effective variables into
three major ones, namely organizational factors,
the aspects of strategic planning of information
technology and the success of strategic planning
factors are effective on strategic alignment and can
planning of information technology. Interestingly,
Vafa Ghafarian (2003) gathered all the information
about the failed strategies of such great companies
that the open innovation is necessary for theas Trial, Polaroid, Acer, Motorola, Key-Mart
and Marconi. He presented two theories about
the failures, one of which implies that the frailty
of leadership was the reason for the declines,
and the second one holds that lack of the new
concept of focused planning along with long-term
strategy and planning was the reason for the failed
strategies in these companies. The findings are
supported by real evidence from the firms. Another
knowledge.study was conducted by Taymor Aghai (1991)
who discussed the schools of management and
planning from the very beginning of formation to
planning and new management and then, studies
the process of planning and control in industries to
conclude that in order for it to succeed, there shall
be conformity and alignment among the elements
of a manufacturing agency (management, financial
had no such effects. Also, Mahdi Mobalegh (2009),
management and correct evaluation of theaffairs, production, provision and sales).
environment had significant effects on strategic Umar AlTurki (2011) studied the relationship
planningwhilethreeothers,organizationalbetween the strategies of the company and other
commitment, accepting the staff and data bases,areas, strategic planning in the operational
preservation with a preservation system, Umar
AlTurki provided a framework for the development
systems supporting the chief financial management,
most important factor involved in the process of of strategic planning. Results from this study
beginning strategic planning is the information showed that among the involved parties, the
factor of the committed chief management was
among the main factors in the success of strategic
the organization is the most essential factor ofplanning of preservation in organizations. The
point to notice in this study was the difference in
the degrees of commitment in each of the parties
because of covert privileges and sorts of parties in
the organization. Said Elbanna (2009) determined
factors in the success of management. He concluded
that there was a positively significant relationship
between the implementation of strategic planning
interactive organizational factors, while the aspects
of strategic planning include alignment between
the strategic planning of information technology
of information technology. Strategic planning and its participation in the development of recent
includes internal organizational factors and strategic works and the success of the strategic
planning. Also, Kelly J. Harris (2009) researched
about the important factors affecting the success
of strategic planning. He accounted for 10 major
from this study, all the interactive organizational
and the strategic business plan of the organization factors involved in the success of strategic
and environmental evaluation. Based on results planning, some of which are the participation
of the staff, support from the chief executives,
explication of the needs, suitable planning, real
be a telling factor in the success of the strategicexpectation, the stages of the project, proper
facilities, clear aims and outlooks, great attempts
and focusing on these factors. John Sterling and
Dave Rader (2012) investigated on the different
│
7
Behzad et al. Factors affecting the strategic planning in trial organizations
culture) for conducting organizational, marketing,
processes and the competitive milieu of future and
conclude that creating a common language among
the members of an organization is a key element in
determining the goals and reducing the ambiguities
and risks of the organization. They also maintain
that this common language can work as a discourse
between the management team and leadership and
in the internal meetings among the managers or
those between the management and other parties
involved. Johnson Rick (2007) studied on the key
factors affecting success in planning. He indicated
goals, and then major mistakes that may come
about when setting up realistic goals. Likewise,
Anvar Shah, and Sana Shah (2006) investigated
on strategic planning in trial enterprises. Based
and effective one. Mellville Hensey (1991) worked
II. METHODOLOGY
The present study is of descriptive-survey types
which follow the two aims of description and doing
approaches of effective strategy (structure anda survey (Ali Dellavar, 2006). Trial this, it aims
at both identifying the factors affecting strategic
planning and explaining the relationships among
the events, and as such, relationships are analyzed
based on the aims of the study (Zohre Sarmad et
al., 2005). To do so, the factors affecting strategic
planning were first identified by surveying the
literature of the study and doing interviews by the
experts of the field. Then their general aspects,
parameters and indices were found and divided
into four major groups and 32 subcategories. Then
the identified factors and parameters entered the
questionnaires and handed out to the experts.
the importance of identifying the strategies andThen through the application of ISM method,
the relationships and sequence of the effective
factors were estimated for strategic planning. At
the end, for testing the correctness of the model,
path analysis was done on it. For finding out about
equipment, formalization is the most important
on new experimental findings, he concludedthe fitness and structural validity of the model,
that among factors such as temporal horizon,it was subjected to factor-analysis for which the
formalization, constant supervision and strategicSPSS software was used. Also, for testing the
relationships and sequence of the variables in the
questionnaire, the IMS calculations were manually
planning and budget in the implementation of
strategy.
n essential factors in strategic planning. Hecarried out. In IMS model thus gained, the
founded the factors of successful strategic planninginterrelations and mutual effects of the factors and
which are participation of the managers suchthe relations of the factors from different levels
as importance of creating data bases, followingwere well highlighted and this helps the managers
strategies after setting them, balance betweenmake better decisions. Also, a final access matrix is
formed for determining the key factors’ force and
their dependence on each other. The final model
which is gained after identifying the factors and
ranking them is used for analyzing the current and
ideal states (Figure 2).
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Volumen 13, Número 34,
Septiembre-Diciembre 2020
, pp. 1 - 15
Fi
gu
r
e 2. The diagram of study’s model.
Source: own research.
Ta
b
l
e 1. The influence and dependence of the variables
variables
Dependence
in
f
luence
C01 Creating and discovering knowledge about strategic planning
C02 Analysis and evaluation of knowledge for strategic planning
C03 Sharing and spreading knowledge
C04 Practical use of knowledge in planning
5
3
3
3
2
4
3
1
6
3
2
7
15
9
9
6
14
6
8
13
12
11
8
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C05 Lack of clarity in responsibility and responsiveness Toward planning
C06 lack of motivation for doing strategic planning
C07 city council membership is temporary (job security)
C08 Short-term planning is preferred by society
C09 Lack of proper outlooks about strategic planning
C10 Administrative corruption in local organizations
C11 Caring for the interests of local parties involved
C12 inner-organization participation
C13 political behavior of the council members In accordance with personal
interests
2
6
C14 avoiding logical decisions because time and cost
C15 lack of expertise in negotiation for communication
C16 lack of existence and use of proper communication Technologies
6
2
1
8
8
4
│
9
Behzad et al. Factors affecting the strategic planning in local organizations
Fi
gu
r
e 3. Ranks and levels of the identified parameters based on ISM model.
Source: own research.
Source: own research
4 8
1 8
C17 the nature and degree of relations with local parties
C18 the structure of domineering and centralized power
C19 dominance-oriented approach in choosing and Dialoguing with people
and organizations
58
C20 team participation of the members in strategic Planning
17
C21 relations with trial-organization agents and local management in local
and national levels
02
C22 Elements and relations (formal and informal) of trial Management at
city and national levels
412
C23 complexity of laws and regulations
C24 low effects of laws and regulations on planning
C25 lack alignment between local and national plans
C26 proper organization
C27 improper management of human resources
C28 centralism in country’s planning and decision-making systems
C29 too much orientation toward the government in local organizations
C30 lack of realistic outlook in local organizations
C31 personal decision in grand and strategic policies
C32 tendency for the management style oriented toward the current issues
C33 frailty of the supervision mechanisms over city councils
8 8
2 5
3 9
3 8
7 8
7 8
3 9
9 14
6 9
6 6
17
The final pattern of the identified variables
is shown in the diagram below in which only the
significant relationships of the elements in each
level with the lower level and the inner relationships
of the significant elements in each level are shown
in figure 3.
10
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Volumen 13, Número 34,
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, pp. 1 - 15
Evaluation of the structural trial
The structural model was evaluated based on
the interrelationships among the variables of the
study. For studying the quality and validity of the
model, such indices as CV Com and CV Red have
Results from the study were divided into four
groups of behavioral, knowledge, institutional, and
communicative. Six factors were identified as the
fundamental ones; they are political behaviors,
skills in negotiation, communicative technologies,
been measured (Table 2). The CV Red which is also
called Q2 (Stone and Geisser criterion), the positive
values of these indices; show the acceptable and
proper quality of the measurement and structural
model.
Ta
b
l
e 2. Variables and Indices of CV Red and CV Com.
Trial
3. The difference in the mean values of paired samples of self-efficiency.
Source: own research.
Source: Own research.
CV ComCV Red
Variable
Behavioral 0.425
Knowledge 0.303
institutional 0.528
strategic planning 0.186
communicative0.371
0.425
0.303
0.528
0.188
0.371
Variable
Difference in
mean
Standard
deviation
Standard
error
Difference at the
95% level
t
Freedom
degree
Sig.
lowhigh
-.93750
-.70000
-.66250
.85407.19098
.67434.15079
.62841.14052
-1.33722
-1.01560
-.95661
-.53778-4.90919.000
-.38440-4.64219.000
-.36839-4.71519.000
knowledge
behavioral
communicative
Institutional
management
-.67724
.trial.17729
-1.04831
-.30617-3.82019.001
Strategic planning
-.73750
.65129.14563
-1.04231
-.43269-5.06419.000
have been presented. As we see, they are positive
and greater than zero, thus it is concluded that
the model has an acceptable quality and validity.
Gap-analysis is a key issue in management science
in which for the subject under study, each factor
has two states:1. The present status of the factor
is determined based on the perceptions of the
responders of it and is called performance.
2.The desirable status of the factor is determined
trial on the expectations of the responders of the
desirable state and is called importance.
The data should necessarily be gathered by
In the table above, the values for each of the not sensible. After fulfilling and gathering the
indices of the dependent and independent variables questionnaires, the information about the two
current and desirable states was gained. For finding
the gap, the total of the responders on the present
status is compared with those for the desirable
one. The gained mark, if positive, shows that the
mean value of the current state is higher than
the expectations of the responders. If negative,
however, it indicates that the present state has
not gratified the expectations of the responders
and there is a gap between the two states. If the
mark gained out of comparison was found to be
zero, it was supposed that there is no gap. For gap-
analysis, the Paired t-test in SPSS was done (Table
one group and gap-analysis for two groups is3).
III. RESULTSrelationship with extra-organizational agents,
effectiveness of the regulations, and organization.
Thus, by formulating strategy for fortifying these
factors, one can affect other factors and reduce the
strategic defects in the local organizations.
│
11
Behzad et al. Factors affecting the strategic planning in local organizations
the most important duties of the managers is
Communicative factors
Relationships with trial-organizational
naturally comes about upon soliciting information
at national level.
Trial communication technologies
In trial governments and organizations, among
Knowledge factors information, by employing proper communicative
Knowledge management should be observed technologies in making rational decisions and
throughout the process of strategic planning, reducing domineering and centralized structures
especially when considering the inner and one can adapt the new technologies to the local
external milieus, transferring latent knowledge and national needs. Also, accessing sound and
into manifest knowledge using outlets, and necessary information is a short and proper time
analyzing the current and future issues and can prevent the local organizations from being too
processes. By using knowledge effectively, better much dependent on national government and help
strategies and policies can be presented andthem gain independence.
the time and costs of strategic planning will be
reduced. Such affairs as planning for informationNegotiationforovercoming
services, making policies and decision-making contradictions
are aspects of using the management knowledgeParticipationinplanningdemandshigh
in strategic planning. Among the privileges of expertise in doing negotiation and if the local
using knowledge in organization are reducing the organizations lack such skills, we may not expect
parallel activities and the heavy duty of reporting. them to make proper and rational decisions.
Lack of such skill, on the contrary, would lead
to reduction in relations with trial formal and
have the proper knowledge and experience for
doing that. Communicative factors, tendency for
realistic outlooks, inner and external participation,
administrative corruption, the current attitudes
toward knowledge management are among the
disturbing factors which may harm the cycle of
knowledge management in strategic planning.
making a long-term strategic plan. Yet, most informal parties and to the rise of domineering
often the members of such organizations may not approaches in the choice and dialogue of the
people which, in turn, causes the organization not
to produce, evaluate, share and use the knowledge
in effective ways and get away from the rationality.
Distancing oneself from rationality causes a defect
in the management of organization’s resources
which might more often be human resources. Lack
of expertise in negotiation and communication also
affects one’s political behavior which is essential in
the distribution and assignment of the resources.
When political behavior is defect, organizational
and the involved parties is very effective in planning.
The stronger this relationship, the information
will be transferred more quickly and better and
thus, can be effective in logical decisions. This
relation also takes the local organizations away
elements justice (in affairs, distributions and relations)
The relationship between the local organizations will not happen and this affects the cycle of
information and impaired choice of the members
of the organization.
Institutional factors
Improper organization
this relation provides from better planning which
from intuitive decisions toward rationalism. ThisOrganization means spreading order and
connection also releases the organizations from regulating the processes of work and activity
one-sided and domineering structures and personal and sharing the tasks and duties among the
decisions toward increasing team working. Also people and agents for reaching specific goals.
In trial organization in local governments and
agencies such factors as organizational structure,
from all sides in the process of strategic planningorganizational swiftness, administrative power
in using various resources and the methods for
carrying out affairs for coherent management are
effective. Therefore, for improving this situation,
In the present age of communications andone shall care for such issues as using experts in
12
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Volumen 13, Número 34,
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, pp. 1 - 15
planning (strategists), determining the control and
management limits and clarifying authorities in
lower and higher levels.
should be practical and useable which means that
they should be in accord with the prerequisites
proper angles.
Behavioral factors
Political behaviors
Among the main impetus for having plans are
the care which local officials take for realizing the
plans and avoiding decisions that are out of plans
interests of one’s desired party, and not responding
from the local organizations. Political subjugation
of the local organizations makes them care for
the current state of affairs seeking the political
Ineffectiveness of the regulations interests of the political parties. Doing so, they
(practicality of regulations) also get away from long-term plans as they tend
The consequences of passing impractical to gratify short-term decisions for presenting a
regulations are lack of team-working, complexity positive image of their related parties and make for
of the regulations, political behaviors, andtheir success in later elections and positions.
domineering power structures. Laws are passed
for being enforced not completing the collectionsIV. CONCLUSION
of laws and regulations. Therefore, regulationsDissatisfaction with the states of the cities
of today’s Iran is a common experience of the
citizens, experts and managers trial. A simple
holding long-term outlooks cause the laws and
regulations to be less effective and bar the way of
planning. Such issues have been amply considered
in national laws, but not so for the local ones in
which supervision have been more often observed.
Of course, the regulations that have recently been
devised for rebuilding and construction in the
cities (strategic- constructive plans in cities and
municipalities) have paid sufficient attention to
the issue of planning. For changing the regulations,
and conditions of the society and country, followoutlook toward this problem seeks only for a
scientific principles and be proportioned to thesimple solution. But city is the product of human
situation of the parties involved. Such factors ascivilization that has come about under many
lack of sufficient, practical and diverse laws, notparameters. To believe that only one factor or a few
caring for comprehensive regulations and notones are involved in this case is to ignore the main
causes and issues related to it. Trial the factors
affecting the development of cities in Iran, the
system governing the devising and making of plans
for the urban development has played a major
role. Power structure in the society, the managers’
outlook toward the citizens’ rights, the conditions
of the city for the people and authorities, the
roles devised for the city and many other such
factors are directly involved in the making up of
the plans for urban development and its aspects.
we need to have outlooks from many different andConsidering the factors affecting the strategic
planning, we can see the general distance between
that the strategic planning system has from its
ideal state. For overcoming this problem, there
should be measures undertaken for mending the
cases highlighted in this study by organizations
that are involved.
Based on the results from the study, the model
relations with political institutions, not resolving
contradictions due to party clashes and lack of
balance in doing win-win negotiations for resolving
the contradictions, the political behaviors of local
and based on personal policies. Results from studiespresented here has four major factors which
show that the plight of political subjugations andcomprise a total of 33 parameters. These are further
orientations in our country is the result of thedivided into four groups; namely, knowledge
formal insertion and the special relations of power,which consists of 4 parameters, communicative
improper organization, political organizationalwhich has 8 parameters, institutional with 11 ones
and behavioral with 10 parameters. The model was
used as a criterion for evaluating the current state
of affairs and the ideal state. After the analysis, 26
parameters were found out as problematic as their
organizations, restricted rationality along with states have shown a large gap from the ideal state.
tendency for emotional decisions for gaining the In analyzing the gap between the current state and
│
13
Behzad et al. Factors affecting the strategic planning in local organizations
the ideal one, besides identifying the problems
presented in the model, the problems were also
Knowledge factors
2.Creating or finding the knowledge 3.Use of the
knowledge.
and bettering the conditions, such organizations as
suggestions for supporting the cities’
planning.
plans.
4.Providingthetechnologiesof
Hierarchy of the problems
classified based on the gaps they bore with the communication and information and
ideal states: making information banks specialized on
the works of municipalities and village
councils for helping the local organizations
issue reports on different levels and cases
1.Analyzingandevaluatingknowledgeand enhancement of the decisions they
make.
5.Evaluating the individual and personal
For overcoming these problems and defects
Communicative factors; 1. Having limitedperformance of the members of local
outlook 2. Relations with extra-organizationalorganizations and making use of the best
factor both locally and nationally 3. Propermembers even after the termination of
technologies for communications 4. Expertisetheir membership.
in negotiation and problem-solving 5. Team 6. Identifying the political behaviors at the
participation of the members 6. System thinking. organizations levels and their management.
Institutional factors; 1. Proper organization 7. Issuing books and specialized journals
2. Effective rules 3. Personal decisions 4. Too muchon urban organization fields and holing
dependence on government in local organizationsscientific conferences for raising the
5. Complexity or rules and regulations 6.knowledge of the managers and the
Management style oriented toward the presentmembers of local organizations.
time 7. Monitoring mechanisms 8. Realistic 8. Teaching the members on the uses
outlooks 9. Centralization. of strategic planning and increasing
Behavioral factors; 1. Contradictions in the their skills for negotiation, solving the
interests of share-holders at local level (extra- contradictions, and making motivational
organizational participation) 2. Administrative systems, financial and others, for helping
corruption in local organizations 3. Clarity andforward the strategic planning.
responsiveness 4. Political behavior 5. Logical 9.Providing plans for decentralization and
decisions 6. Priority for short-term plans 7.changing the decision-making structure
Motivation for planning 8. Stability of the membersand using more efforts for enhancing
of city council.supervisionrolesbytheprovincial
governments and municipalities and city
governors.
Councils in cities and villages, and municipalities
have important roles and may use the following
strategies.
the Ministry of Interior, Provincial Governments, 10. Using various mass and virtual media
Governors Offices, Islamic Parliament, Islamic for responding and clarification in the
strategic planning of the trial organization
and solving the party contradictions and
defining the party goals in the form of
1.Issuing effective and workable rules andstrategic planning.
11. Careful consideration of the qualifications
and care for expertise of the members in
2.Conducting related and comparative studiesstrategic planning in local organizations
about strategic planning internationally forand identifying the political behaviors
increasing the necessary knowledge.and controlling them for gaining the best
3.Bestowing the rights and authoritiesoutcomes.
to the local managers and supporting12. Issuing reports and using them locally for
their decisions, and providing financial planning and paying complete attention to
resources for the implantation of strategic authentic reports and documents.
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Volumen 13, Número 34,
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, pp. 1 - 15
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