Strategic plan
College of Business Administration in Hotat Bani Tamim
Vision, mission, strategic objectives and key performance indicators
Vision, Mission, Strategic Goals & KPIs
It is no secret to anyone the importance of strategic planning, whether for institutions, groups or individuals. Good preparation for the future is an essential foundation for achieving distinct and unique successes, God willing, for that future. Since good and successful strategic planning is based on basic pillars and inevitable future concepts, which are the clarity and comprehensiveness of the mission, vision, values and goals. And that our Islamic religion urged us to plan and encouraged us to prepare and prepare for the future.
Therefore, the leadership of the College of Business Administration in Hotat Bani Tamim pays great attention to strategic planning through a quantitative shift with horizontal and vertical expansions of buildings, students, and distinct and competitive educational and training programs to meet the increasing need in higher education in the Kingdom of Saudi Arabia, as well as focusing on the qualitative transformation centered on the quality of educational outputs in light of Rapid technological and technical developments for a bright future - God willing - in line with the competitive requirements in the local market in the Kingdom of Saudi Arabia and the regional and international market. All of this called on the college leadership to search for creative and innovative methodologies that fit the requirements of the present and conform to the expectations of that future.
In order for the college to develop a successful strategic plan - God willing - it followed the best methodologies and foundations in formulating and setting its strategic plan, as it carried out a complete survey of its internal and external environment, including students, faculty members, employees and stakeholders in the region, where the college leadership assigned a committee specialized in strategic planning, which in turn was briefed on The college also worked on drafting and distributing questionnaires and held many brainstorming meetings, sessions and workshops with a bright group of stakeholders, where it reached a number of strengths, weaknesses, opportunities, and immediate and future determinations, which were formulated in a vision, message and strategic goals that are fully compatible and consistent with the vision and mission And the strategic objectives of Prince Sattam bin Abdulaziz University.
Analysis of the internal and external environment of the college
SWOT ANALYSIS
1- The methodology of preparing the strategic plan for the college:
The strategic plan committee followed a scientific approach in formulating and developing its plan by focusing on the participation of stakeholders inside and outside the college. Where the internal community is represented in the students, faculty members and staff, as well as models from the external community in the province of Hotat Bani Tamim, in addition to the directives of the university leadership represented by its leadership, agencies and various deanships. The methodology found a great response and interaction through: workshops, meetings, direct meetings, filling out questionnaires after collecting and analyzing them, as well as reports, observations and opinions of business owners, activists and counsellors in the community.
2- Analysis of the internal and external environment of the college:
The internal and external environment of the college was analyzed through the use of the four-way SWOT analysis, through which the mission and vision of the college as well as its strategic objectives, which resulted from weaknesses and external risks, reinforced by the strengths and opportunities available inside and outside the college environment?
SWOT Analysis:
The quadripartite analysis is an important step in the process of internal and external academic diagnosis of the college, in which its leadership structure, including the dean, the vice dean, as well as the heads of departments, the teaching staff, and an elite group of students contribute, which is considered as a starting point and a foundation for the next stages of the plan. This stage includes the so-called internal and external environmental diagnosis of the college, which is the process that requires obtaining primary and secondary information through tools and mechanisms represented in questionnaires, direct meetings, reports and academic and administrative records of the college with the participation of stakeholders in the internal and external environment. Where many factors that affect the achievement of the mission and vision of the college have been identified, which are strengths, weaknesses, opportunities and limitations (Strengths, Opportunities, Weaknesses & Threats). Praise be to God, the strengths and weaknesses were taken advantage of and turned into strategic goals, which, God willing, will be achieved through executive goals, projects and initiatives during specific periods.
3- Key issues:
Through the quadripartite, statistical and individual and collective intellectual analysis, and what was compared with the best practices of faculties inside and outside the university, the college reached a package of urgent issues, which were reinforced by the vision of the college leadership to focus on these issues, which were represented in ten points that were combined and formulated in seven strategic goals consistent and compatible with the objectives The strategy of the university, according to the following tracks:
Where is the college and where do you want to be (Vision):
It is clear from the results of the four-way environmental analysis (strengths, weaknesses, opportunities and challenges) of the possibility of bridging the gaps by combining strengths and opportunities and strengthening them more in facing the immediate and future challenges of the college so that it can meet the aspirations of its leaders and the external environment, whether in Al-Hawtah Governorate or the Kingdom of Saudi Arabia as a whole. Therefore, the college, with the participation of all stakeholders, has developed a clear vision and mission that respond to the requirements of the present and the ambitious hopes for the future of Saudi Arabia's Vision 2030.
Reference comparisons:
Benchmarking is an organized and continuous process of evaluating the performance of the organization or one aspect of its performance by comparing with a model, whether inside or outside this organization, in order to identify the causes of the gap and work to address it and reach the best performance.
Types of benchmarking:
Internal benchmark comparisons
and external comparisons (Internal & External Benchmarking). Internal comparisons The institution compares each department or department in it with other similar departments or departments in the light of certain criteria. This type of benchmarking is considered one of the easiest and the required information and data are collected using multiple measuring tools. Self-comparison is when the institution itself or the program compares itself with its performance or performance in previous years. This type of comparison is useful in knowing the state of performance if it is improving and developing, deteriorating or in a state of stability. As for the external benchmarking, in which the educational institution compares its performance as an institution or program with another similar institution in the light of certain criteria, and the required information and data are collected using multiple measurement tools.
quality comparison
Hotat Bani Tamim College of Business Administration
College of Business Administration in Al-Kharj
Faculty of Economics and Administration - King Abdulaziz University 2015-2019
College of Business Administration - King Saud University
Departments (Specialties)
1. Department of Management Information Systems
2. Accounting Department
3. General Preparation Section
4. Administration Department (inactive)
5. Department of Finance (inactive)
6. Department of Insurance and Risk Management (Suggested)
1. Administration Department
2. Accounting
3. Marketing Department
4. Human Resources Department
5. Department of Management Information Systems
6. Law Department
7. Finance department
1. Department of Business Administration
2. Accounting Department
3. Department of Management Information Systems
4. Marketing Department
5. Department of Economics
6. Department of Human Resources Management
7. Department of General Administration
8. Department of Political Science
9. Department of Health Services and Hospitals Administration
10. Finance Department
1. Administration Department
2. Accounting Department
3. Department of Economics
4. Finance department
5. Department of Health Administration
6. Department of Management Information Systems
7. Marketing Department
8. Department of General Administration
9. Quantitative analysis section
Vision
A distinguished college in education, scientific research and community partnership in the field of business administration
To be a leading educational institution at the regional level in business education and community partnership.
The College of Economics and Administration seeks to achieve a leadership position in shaping the educational process and applied practices in the fields of management, economics, accounting and political science at the local, regional and international levels.
Pioneering education and research in business administration to contribute to building a knowledge economy.
The message
Providing distinguished educational programs and encouraging the development of scientific research compatible with the labor market and community service through an advanced educational environment and qualified human resources.
The College of Business Administration in Al-Kharj seeks to provide cadres and entrepreneurs at a high level of efficiency, innovation and professionalism, through an academic and research environment with a community partnership, and in accordance with national and international academic standards.
Providing its graduates with the knowledge, values and skills that prepare them to pursue their professional lives at the highest levels of professionalism. ▪ Enabling faculty members to conduct theoretical and applied research in a way that contributes to the enrichment and development of knowledge and providing innovative solutions to problems facing the public and private sectors. ▪ Increasing the contributions of faculty, staff and students in order to advance society, business institutions, and government agencies at the local, regional and international levels, through the provision of specialized studies, consultations, and targeted training programs that suit the needs of each group.
Providing a distinguished educational environment to prepare specialists and business leaders with a global perspective, conducting research that contributes to advancing knowledge in business management and economic development, and building effective community partnerships locally and globally.
Focusing strategic goals
Education - scientific research - community partnership
Education - scientific research - community partnership
Education - scientific research - community partnership
Education - scientific research - faculty members - community partnership - resources - accreditation
Vision: Vision
A distinguished college in education, scientific research and community partnership in the field of business administration
Message: Mission
Providing distinguished educational programs and encouraging the development of scientific research that is compatible with the labor market and community service through an advanced educational environment and qualified human resources.
Values: Values
1- Quality and Excellence: The college is committed to standards of quality and excellence in all its programs and projects
2- Transparency and accountability: The college is committed to presenting its programs and projects to its employees and concerned parties, and works to receive their suggestions and take them into consideration.
3- Teamwork: The college believes in joint work and is committed to team spirit in its work to achieve its goals.
4- Justice and Integrity: The college is committed to applying standards of justice and integrity to all its employees
Strategic Objectives of the College of Business Administration in Hotat Bani Tamim:
The College of Business Administration in Hotat Bani Tamim has set seven strategic objectives stemming from the analysis of its internal and external environment, consistent and compatible with the strategic objectives of Prince Sattam bin Abdulaziz University. Also, executive goals and initiatives (projects) have been set with quantitative KPIs that can be measured and followed up during a specified period of time.
Strategic Objectives
1. Enhancing students' abilities and developing their skills.
2. Achieving excellence in scientific research.
3. Providing an attractive environment to attract, develop and maintain distinguished human resources.
4. Building bridges of communication with the community.
5. Developing academic programs in line with quality standards and academic accreditation locally and internationally
6. Development of self-financial resources.
7. Building a supportive administrative organization
Strategic objectives and key performance indicators: Strat
Strategic Goals and Major KPIs
Administrator
KPIs:
Strategic Objective One: Strengthening students' abilities and developing their skills
Heads of Departments
Dr. Mahmoud Sakhawi
Dr. Zuhair Maghri
Dr. Ahmed Saeed
Percentage of graduates from a bachelor’s program who are within 6 months:
They were hired
Sign up for postgraduate studies
They are not looking for a job or study
1-2 Employers’ satisfaction rate with graduates’ performance
Target description:
Continuous focus on enhancing the skills and knowledge necessary for students' performance by selecting and providing courses and educational and training programs in line with the requirements of the local market and community service. As well as providing distinguished classroom and non-classroom programs and courses that increase students' scientific and practical skills in the areas of communication, innovative communication and creative thinking.
Administrator
Key Performance Indicators:
The second strategic objective: Achieving excellence in scientific research
Deanship of Graduate Studies and Scientific Research
Dr. Bader Al-Tamim
Dr Montaser Zaghdoud
Number of research published in peer-reviewed journals in one year
Number of times cited by each faculty member's research
Target description:
Providing solid scientific research that contributes to raising the scientific level of faculty members and students in particular and the university in general and contributes to the development of society and raises its productive efficiency and to be an added value to the national economy.
Administrator
Key Performance Indicators:
The third strategic objective: To provide an attractive environment to attract, develop and preserve distinguished human resources.
Dr. Al-Badri
Administrative and Financial Affairs (Faculty Management)
3-1 Percentage of faculty members holding accredited doctorate qualifications
3-2 Percentage of faculty members and employees who were exploited during the year
3-3 Satisfaction rate of university employees
Target description:
Providing an attractive work environment for highly qualified human resources to work in the academic, research and administrative fields, and developing programs and activities that stimulate their survival and preservation.
Administrator
Key Performance Indicators:
Fourth Strategic Objective: Building bridges of communication with the external community and building effective development partnerships
A Abdulaziz Al-Qarni
Mr. Mohamed Abdel Azim
A Fawzy
4-1 Number of cooperation programs signed with foreign institutions
4-2 Number of programs and activities offered to civil society during the year
4-3 Percentage of college employees who contribute to community service
Target description:
Establishing and developing programs and activities for communication and community partnership aimed at social and economic development and development, and the consolidation of sustainable knowledge exchange.
Administrator
KPIs:
Fifth Strategic Objective: To develop academic programs in line with quality standards and academic accreditation locally and internationally.
College Vice Deanship for Development and Quality
Dr Montaser Zaghdoud
Dr. Ahmed Saeed
Dr. Zuhair Maghri
5-1 Percentage of courses whose quality students evaluated during the year
5-2 Participation of faculty, staff and students in quality planning and assurance processes
3-5 times the number of quality assurance and continuous improvement evaluation procedures.
Target description:
Following and applying academic and administrative quality standards in order to obtain local and international accreditation and to strengthen the foundations and systems for measuring performance for total quality.
Administrator
KPIs:
Sixth Strategic Objective: Develop own financial resources
Dr. Ahmed Said
Hamza Al-Harbi
Mr. Zaid Al-Tamimi
A Youssef Al-Qarni
6-1 Develop mechanisms and systems for investments inside and outside the college
6-2 Concluding investment agreements with businessmen in the region
6-3 Develop mechanisms and systems for optimal use of resources and reduction of waste
Target description:
Develop investment and economic projects in the college and introduce new projects to ensure the sustainability of financial funding for the educational and research process to serve national and community economic development
Administrator
KPIs:
Seventh Strategic Objective: Building a supportive administrative organization
Dr. Al-Badri
Deanship of Development and Quality
Administrative Affairs
financial affairs
7-1 Restructuring the college
7-2 Create and implement a performance measurement system
Target description:
Building and developing administrative and organizational structures that comply with the mission and vision of the college emanating from the policies and systems of higher education in the Kingdom of Saudi Arabia to serve the outputs of the college system and meet the requirements of the local market for the region and the Kingdom.