BSC-SWOT/QFD-Sunzi Strategic Management Model for a Semi-governmental Non-profit Educational Organization in Hong Kong

Abstract
The case organization (ORG) has been implementing its new vocational education system since the school term 1999/2000, in replacing its former TC/TI (technical colleges / institutes) system. At the end of the second year of implementation, the author, as a lecturer in computing, conducted a survey on students’ satisfaction in their learning using the SWOT analysis. It is fascinating to see that the students could really draw up an account on their learning situation. However, the whole picture would not be complete without the perspectives from the management, the teaching and the administrative staff who are at the front line. A comparison is made between the perceived and the expected factors as to find out the discrepancy between the customers (the students) and the organization that provides the service (education).

The model developed in this action learning research is a combination of “what’s” and “how’s” in strategic management. In which, the “what’s” is the strategic development stage that uses the SWOT analysis to build the Balanced Scorecard (BSC), while the “how’s” is the strategic deployment stage that employs the Quality Function Deployment (QFD) methodology with the aid of the Chinese Sunzi’s military strategy.

Through objective analysis, the author, as a member of ORG, hopes that this paper would be useful to the strategic management of ORG in implementing its vocational education arm, ANI, successfully under the administrative crisis of the Hong Kong Government and the economic crisis of Hong Kong in the first few years of the 21st century.

Keywords:
alignment, business policy, crisis management, leadership, strategic choice, strategic evaluation