COLLEGE OF BUSINESS AND ECONOMICS

MASTER OF BUSINESS ADMINISTRATION

THESIS SUBMITTED TO DEBREBERHAN UNIVERSITY COLLEGE OF BUSINESS
AND ECONOMICSIN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR
THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION (MBA)

ASSESSMENT OF STRTATEGIC MANAGEMENT PRACTICE AND ITS ROLE ON

ORGANIZATION PERFORMANCE: THE CASE OF FOUR BRANCHES OF ETHIO-
TELECOM LOCATED IN NORTH SHEWA ZONE

BY: - TILAHUN KIFLE MANAHILO

ID:-PGE263/11

ADVISOR: BEKELE MEAZA (PHD)

JULY, 2021
DEBRE BERHAN
ETHIOPIA
Table of Contents
DECLARATION ......................................................................................................................................... vi
APPROVAL ............................................................................................................................................... vii
ACKNOWLEDGEMENT ......................................................................................................................... viii
ABSTRACT................................................................................................................................................. ix
LIST OF ACRONYMS/ABBRIVATION .................................................................................................... x
CHAPTER ONE ........................................................................................................................................... 1
INTRODUCTION ........................................................................................................................................ 1
1.1 Background of the Study............................................................................................................... 1
1.2 Statement of the Problem ............................................................................................................ 12
1.3 Research Questions ........................................................................................................................... 13
1.4 objectives of the studies .................................................................................................................... 13
1.4.1 General objectives ...................................................................................................................... 13
1.4.2 specific objectives ............................................................................................................... 13
1.5. Significant Of the Study ................................................................................................................... 14
1.6. Scope of the Study ........................................................................................................................... 14
1.7. Scope and Limitation of the Study ................................................................................................... 14
1.8. Organization of the paper/division of chapter .................................................................................. 15
CHAPTER TWO ........................................................................................................................................ 16
LITERATURE REVIEW ........................................................................................................................... 16
2.1. Theoretical Review ..................................................................................................................... 16
2.2 Strategy and Strategic Management Concepts .................................................................................. 16
2.3. Strategic Management Concepts ...................................................................................................... 16
2.4. There is no agreed-upon definition .................................................................................................. 17
2.5. Mission, Vision, Goals and Objectives of an organization .............................................................. 17
2.5.1 Mission....................................................................................................................................... 18
2.5.2. Vision ........................................................................................................................................ 18
2.6. Goals and Objectives ....................................................................................................................... 18
2.7. Basic components of Strategy .......................................................................................................... 18
2.8. Evolution of Strategic Management ................................................................................................ 20

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 2.9. Theoretical Framework ............................................................................................................... 24
2.9.1. Strategic Management Models.................................................................................................. 24
2.9.2. Matching Strategy with Resources............................................................................................ 25
2.10. Conceptual Framework of the Study............................................................................................. 26
2.11.Emperical review……………………………………………………………………………………………………………27
CHAPTER THREE .................................................................................................................................... 29
RESEARCH METHODOLOGY ................................................................................................................ 29
3.1. Research design and Approach ........................................................................................................ 29
3.2. Population and Sampling Technique ............................................................................................... 29
3.3. Instrumentation and data collection methods ................................................................................... 31
3.4. Data analysis and Presentation ......................................................................................................... 32
Multiple Regression (MR) Model ........................................................................................................... 32
3.5. Reliability and Validity Reliability Test .......................................................................................... 33
3.5.1. Data Validity ............................................................................................................................. 33
3.5.2. Assessing Reliability ................................................................................................................. 33
3.6. Ethical consideration ........................................................................................... ……………… … 33
CHAPTER FOUR....................................................................................................................................... 35
DATA PRESENTATION AND ANALYSIS ............................................................................................ 35
4.1Characterstics of the respondents ....................................................................................................... 35
4.2 Environmental scanning .................................................................................................................... 39
4.5 Analysis of Strategy Performance Monitoring and Evaluation ........................................................ 47
Correlation Analysis ................................................................................................................................... 52
Data Distribution/Testing Normality .......................................................................................................... 53
CHAPTER FIVE ........................................................................................................................................ 60
CONCLUSION AND RECOMMENDATIONS ........................................................................................ 60
5.1 CONCLUSION ................................................................................................................................. 60
5.2. RECOMMENDATIONS ................................................................................................................. 61
REFERENCES ........................................................................................................................................... 63

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 LIST OF FIGURES

Figure 1.1. Basic Elements of the strategic management process ....................................... 19

Figure1.2. Conceptual frame work...................................................................................... 27

Figure 4.1 Gender statistics .................................................................................................. 37

Figure 4.2 Age statistics ....................................................................................................... 38

Figure 4.3 Marriage statistics ............................................................................................... 38

Figure 4.4 Educational background statistics....................................................................... 39

Figure 4.5: Normality Test ................................................................................................... 54

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 LIST OF TABLES

4.1 Table Characteristics of respondent ........................................................................... 36

Table 4.2 Environmental scanning statistics .................................................................... 39

Table 4.3 Descriptive Statistics of Strategic Formulation (STR.FOR) ............................ 40

Table 4.4 Strategic Implementation.................................................................................. 44

Table 4.5 Strategic Evaluation Statistics .......................................................................... 48

Table 4.6 Organizational Performance ............................................................................. 51

Table 4.7:Test For Data Reliability And Validity Using Cronbach’s Alpha Coefficient 52

Table 4.8 Pearson Correlation Coefficient ....................................................................... 53

Table 4.9:Multicollinearity Test ....................................................................................... 55

Table 4.10: Model Summary ............................................................................................ 55

Table 4.11: Analysis of Variance (ANOVA) ................................................................... 56

Table 4.12: Regression Coefficients ................................................................................. 56

Table 4.13: Correlation Coefficient Table ....................................................................... 57

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 APPROVED BY BOARD OF EXAMINERS

__________________________ ________________
Dean, Graduate Studies Signature

______________________________ _____________________
Advisor Signature

______________________________ _____________________
External Examiner Signature

______________________________ _____________________
Internal Examiner Signature

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 DECLARATION
I, the under signee declare that this thesis is my original work, prepared under the guidance of
Dr.Bekele All source of materials used for the thesis have been duly acknowledged. I further
confirm that the thesis has not been submitted either in part or in full to any other higher learning
institution for the purpose of earning any degree.

_________________________ ______________________
Name Signature
DEBREBERHAN UNIVERSITY 2021

vi
 APPROVAL
This thesis “Assessment of Strategic Management Practices and its role on organizational
performance in the case of four branches of ethio –telecom located in north shewa zone has been
submitted to Debreberhan university College of Business and Economics, MBA Program for
examination with my approval as a university Advisor.

_________________________ ______________________
Advisor’s Name Signature
DebreBerhan University
July, 2021

vii
 ACKNOWLEDGEMENT
First, my deepest appreciation and gratitude is to BekeleMeaza(Ph.D) my advisor, for his unreserved
advises, very prompt responses and guidance throughout the preparation of this thesis.
Second, I would like to thank all Managers and Directors who allow me to distribute my
questionnaire to their employees and also I thank all the respondents of my research questionnaire,
because their kindness to share their very precious time and very valuable feedback was in did the
pillar of this thesis.
I would like forward my thankfulness to my parent and friends for their supporting and motivation in
every ways and allowing me to work on my own initiative.

viii
 ABSTRACT
Strategic management is the comprehensive collection of ongoing activities and processes that
organizations use to systematically coordinate and align resources and actions with mission, vision
and strategy throughout an organization. A strategy management has three stages named strategy
formulation, strategy implementation and strategy evaluation and control. Strategic management is
important for the organizations because it can make a difference in how well an organization
performs, help to achieve organizational goals and objectives and help to cope with this uncertainty
Thus, this paper has been conducted to assess the strategic management practice and its role on
organizational performance of ethio-telecom. `Therefore, it articulates the existing strategic
planning, formulation, implementation and monitoring and evaluation practices and performance of
the organization. Both primary and secondary data were collected using questionnaires, interview
and written materials. Simple all sampling is used to collect primary information and accordingly
descriptive statistics was used to analyze the data gathered. Based on this, the finding of the study
revealed that Ethio-telecom practice and implementation of communicating the strategy plan is poor
and thorough participation of stakeholders is not realized. In addition, the Telecom’s weak use of
SWOT analysis results, misalignment or linking strategic plan with work unites and individual tasks
are observed.
Key words: Strategic Management practice, environmental scanning formulation,
implementation, evaluation and performance.

ix
LIST OF ACRONYMS/ABBRIVATION

ETC……………Ethio-Telecommunications
SPM……………Strategic Plan Management
SWOT………….Strength, Weakness, Opportunity and Threat
ETA…………….Ethiopian Telecommunications Authority
IBTE……………Imperial Board of Telecommunications of Ethiopia
APP……………..Aggregate production planning
SPSS……………Statistical Package for Social Science

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 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

According to Bruner (2003), strategy can be defined as the determinate of the fundamental long term
goals of a firm, and the adoption of courses of action and the allocation of resources required for
execution of these goals. Strategic management is the comprehensive collection of ongoing activities
and processes that organizations use to systematically coordinate and align resources and actions
with mission, vision and strategy throughout an organization. Strategy formulation includes the
planning and decision making that leads to the establishment of a firm’s goal and the development of
a specific strategic plan.
Strategy formulation may include assessing the external environment and internal problems and
integrating the results into goals and strategy. Strategy implementation is the administration and
execution of the strategy plan. Managers may use persuasion, new equipment, changes in the
organization structure, or a reward system to ensure that employees and resources are used to make
the formulated strategy a reality (Ali &Hadi, 2012). Strategy implementation is the action stage of
strategic management. It refers to decisions that are made to install new strategy or reinforce existing
strategy. The basic strategy implementation activities are establishing annual objectives, devising
policies, and allocating resources. Strategy implementation also includes the making of decisions
with regard to matching strategy and organizational structure; developing budgets and motivational
systemBarnat,2013).
Evaluating strategies used in the implementation phase serve as performance feedback. Some
companies use a gap analysis to compare how the company performed to set goals. Analyzing
present state compared to desired future state identifies the need for new products or additions to
existing products. One example is a company comparing its anticipated consumer purchase response
with the actual number of sales (Barnat, 2013). The modification phase is essential in correcting any
weaknesses or failures found during evaluation. Strengths identified can lead to implementation in
other areas. One example is a strategy to sell a selected number of products on the Internet and sales
data shows a significant profit. A decision to add more products and refine the process can result in a
new lucrative endeavor (Barnat, 2013).

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The formulation of a sound strategy facilitates a number of actions and desired results that would be
difficult otherwise. A strategic plan, when communicated to all members of an organization,
provides employees with a clear vision of what the purposes and objectives of the firm are. The
formulation of strategy forces organizations to examine the prospect of change in the fore see able
future and to prepare for change rather than to wait passively until market forces compel it. Strategic
formulation allows the firm to plan its capital budgeting.
Companies have limited funds to invest and must allocate capital funds where they will be most
effective and derive the highest returns on their investments (Guilbeau 2005).On the other hand,
Strategy implementation is one of the three fundamental components of the strategic management.
Strategic management scholars agreed that strategy implementation is a vital component of the
strategic management process, despite strategy implementation is only activated after the process of
strategy formulation (Guilbeau 2005).
The performance of organization is the focus of intensive research efforts; how well organization
performs its mission and accomplishes its goals of programs delivery is to paramount concern. The
success of failure of a strategy is significantly determined by the quality of leadership displayed by
the strategy leader normally the COE, during the strategy implementation process. In today’s
increasingly chaotic world and an ever changing environment, it is not enough to just keep the
organization a float it is far more essential to make steady progress some well defined objectives.
Strategic management is defined by Thompson and Strickland(2001)as(the process whereby
managers establish an organization’s ng-term direction, set specific performance objectives, develop
strategies to achieve these objectives in the light of all the relevant internal and external
circumstances and undertake to execute the choose action plan).In addition, strategic management
practices are hypothesized, and have an impact in organizational process and enhances coordination
of work for a well designed productivity, there for strategy managers must stay close enough to the
situation to detect when changing conditions requires a strategic response and when they don’t. It is
their job sense the winds of change, recognize significant changes and initiate adjustments.
Measuring performance of an organization is important in monitoring an organizations progress. It
entails the measurement of the organization’s actual performance results of out comes against its
intended goals. Drucker(1954)demonstrated that measurement is a critical part of evaluation from
His work titled the practice of management.

2
 Historical Back Ground of the Ethio –Telecom

Telecom service was introduced in Ethiopia by Emperor Minilik II in 1894 during the
commencement of the telephone line installation from Harare to Addis Ababa. Then the inter-urban
network was expanded in all other directions from the capital and many important centers in the
Empire were interconnected by landlines to facilitate long-distance communications with the help of
intermediate operators acting as verbal human repeaters. Ethio telecom was born on 29 November
2010, from this ambition of supporting the steady growth of our country.

Organizational reform

 1890: - Central Administration of Telephone and Telegraph System of Ethiopia

 1907: - The central office of Post, Telegraph and Telephone (PTT) System of Ethiopia
 1910: - Ministry of Post, Telegraph and Telephone (PT&T)
 1952: - The Imperial board Telecommunication of Ethiopia (IBTE)
 1975: - The Provisional Military of Socialist Ethiopian Telecommunication Services
 1996: - Ethiopian Telecommunication Corporation (ETC)
 2010: - Ethio telecom

Ethio telecom has got its current status since 29th November 2010 as a part of Ethiopia’s 2005/06 –
2009/10 GTP following the federal government’s decision to focus on improving telecom services,
taking them as key to national development. Consequently, the country’s telecom infrastructure and
services have been transformed to world-class standards to facilitate the development of the country
with a great paradigm shift in the improvement of the sector.

Telecom service has been recognized as an enabler for the socio-economic growth of a nation and
plays significant role in overall betterment of citizens’ life. Ethio telecom has been serving the nation
for the last 125 years. The company has been engaged in multifaceted reform initiatives to bring
operational excellence, ensure affordable and quality services, enhance strategy execution capability,
empower and build leadership and staff capacity, and shorten TTM and competitiveness.

The vision, mission and values of a company.

3
Vision

To become a world class telecom service provider

Mission

To provide world class, modern and high quality telecom service accessible to all citizens thereby to
support the multifaceted development of the country to the highest level.

Core Value

 Customer centric-provide quick response to our customers and employees in link with their
interest and value
 Excellence-we are committed for our quality and efficiency so that we are able to ensure
excellent customers experience
 Accountability-we carry out our activity with integrity, transparency, honesty, and full
responsibility.
 Impartiality and Sharing
Following the government’s direction to reform the Ethiopian telecom market, to create a
competitive space, Ethio telecom management has taken its own initiative to develop a three-
year strategic plan to get ready for the upcoming change, reshape the company and lead with
business orientation and competitive mindset.

To improve the quality of services and service accessibility, network expansion and
alternative power solutions will be implemented in Addis Ababa and regions. Based on data
traffic growth and demand, 4G/LTE Advanced network capacity expansion will be carried

4
 out in Addis Ababa and 4G/LTE roll out will be conducted in regional towns. To improve
network coverage and capacity, more than 5.47 Million additional Mobile network capacity
will be installed in Addis Ababa and Regions. Furthermore, to accommodate growing data
usage, International gateway capacity will be upgraded.

Ethiopia telecom outlook report is a comprehensive analytical research on the Ethiopia’s cellular,
fixed telephone and fixed broadband segments. Through detailed analysis of the current market
conditions and industry trends, the report analyzes the Ethiopia telecommunications sector.

In addition to emerging industry trends, consumption patterns, geographic coverage, demographic

analysis and tariffs of key players are provided to understand the key strategies and analysis of
revenues, investments and infrastructure. Further, industry dynamics, SWOT Analysis of the market
and changing business scenario of Ethiopia telecommunications industry is included.

Forecasts of users in mobile segment, landline segment and broadband segment are provided from
2005 to 2025. Further, demographic and economic factors including GDP, population (by age, by
gender and by location) and disposable income are forecasted to 2025.

5
Ethiopia mobile, landline and broadband industry is benchmarked with peer countries to evaluate its
position in regional front. Further, recent Ethiopia telecom industry trends along with drivers and
challenges confronting Ethiopia telecom markets are analyzed.

On the competitive landscape, key players in each of the segment are detailed. Further, company
profiles of three leading players along with their SWOT analyses are included. In addition, foreign
and domestic participation in the industry is also included. Further, latest developments and their
impact on players in the Ethiopia telecommunications industry are also provided. Based on our data
collected from regional operation director of central north region-Debrebirhan ethio telecom; Ato
Ketema Dadi, we tried to organize the analysis and implementation of overall company operations
like service design, aggregate production planning, operational scheduling, inventory management
and control, service quality improving techniques, quality management and control of the telecom
service on different stages with different quality inspection and quality domination.
Strategic capacity planning

Capacity planning is the process of determining the production capacity needed by an organization
to meet changing demands for its products.[1] In the context of capacity planning, design capacity is
the maximum amount of work that an organization is capable of completing in a given period.
Effective capacity is the maximum amount of work that an organization is capable of completing in
a given period due to constraints such as quality problems, delays, material handling, etc. Capacity
planning is long-term decision that establishes a firm's overall level resources. It extends over a time
horizon long enough to obtain resources. Capacity decisions affect the production lead time,
customer responsiveness, operating cost and company ability to compete. Inadequate capacity
planning can lead to the loss of the customer and business. Excess capacity can drain the company's
resources and prevent investments into more lucrative ventures.

The broad classes of capacity planning are lead strategy, lag strategy, match strategy, and adjustment
strategy.

1. Lead strategy is adding capacity in anticipation of an increase in demand. Lead strategy is an

aggressive strategy with the goal of luring customers away from the company's competitors by

6
improving the service level and reducing lead time. It is also a strategy aimed at reducing stock out
costs. A large capacity does not necessarily imply high inventory levels, but it can imply higher
cycle stock costs. Excess capacity can also be rented to other companies.

2.Lag strategy refers to adding capacity only after the organization is running at full capacity or
beyond due to increase in demand (North Carolina State University, 2006). This is a more
conservative strategy and opposite of a lead capacity strategy. It decreases the risk of waste, but it
may result in the loss of possible customers either by stock out or low service levels.

3. Match strategy is adding capacity in small amounts in response to changing demand in the
market. This is a more moderate strategy.

4. Adjustment strategy is adding or reducing capacity in small or large amounts due to consumer's
demand, or, due to major changes to product or system architecture.

Facility Location and Layout

Facility location is the most strategic and critical. Once you build a new manufacturing facility, you
have made a substantial investment of time, resources, and capital that can’t be changed for a long
time. Selecting the wrong location can be disastrous. Some of the key factors that influence facility
location are the following:

 Proximity to customers, suppliers, and skilled labor

 Environmental regulations
 Financial incentives offered by state and local development authorities
 Quality-of-life considerations
 Potential for future expansion

The next step, after planning the production process, is deciding on plant layout how equipment,
machinery, and people will be arranged to make the production process as efficient as possible;

7
 Facility Layout

After the site location decision has been made, the next focus in production planning is the facility’s
layout. The goal is to determine the most efficient and effective design for the particular production
process.

Service organizations must also consider layout, but they are more concerned with how it affects
customer behavior. It may be more convenient for a hospital to place its freight elevators in the
center of the building, for example, but doing so may block the flow of patients, visitors, and
medical personnel between floors and departments.

There are four main types of facility layouts: process, product, fixed-position, and cellular.

The process layout arranges workflow around the production process. All workers performing
similar tasks are grouped together.

Job Design and Work measurement

Job design referred to as work design or task design is a core function of human resource
management and it is related to the specification of contents, methods and relationship of jobs in
order to satisfy technological and organizational requirements as well as the social and personal
requirements of the job holder or the employee. Its principles are geared towards how the nature of a
person's job affects their attitudes and behavior at work, particularly relating to characteristics such
as skill variety and autonomy. It is the process of organizing work into the tasks required to perform
a specific job.

Job design specifying the content (what) and method (how) of a job, Objective of job/work design:
to assign the required organizational tasks to employees so that long-term productivity/profitability
is maximized, Scientific management breaks down the set of tasks in a job into a sequence of
elements and each element into a sequence of motions, Work/job design is affected by efficiency and
behavioral approaches.

Davis (1966) has defined job design as the specification of the content, methods and relationships of
jobs in order to satisfy technological and organizational requirements as well as the social and
personal requirements of the job holder.

8
The main goals of designing a job are as follows:

 Facilitating the interest of employees towards the job and enhancing their
satisfaction
 Increasing employee motivation and productivity
 Enhancing employees’ skills by identifying their training needs
 Covering the modern needs of employee participation
 Ensuring safer working environment
 Making the communication process clear and effective in the organization
 Improving the quality of working life of employees
 Eliminating the unnecessary levels of supervision, checking, and control

Work measurement is concerned with the determination of the amount of time required to perform a
unit of work. Work measurement is very important for promoting productivity of an organization. It
enables management to compare alternate methods and also to do initial staffing. Work measurement
provides basis for proper planning.

Objectives of Work Measurement:

 To compare the times of performance by alternative methods.

 To enable realistic schedule of work to be prepared.
 To arrive at a realistic and fair incentive scheme
 To analyze the activities for doing a job with the view to reduce or eliminate unnecessary
jobs.
 To minimize the human effort.
 To assist in the organization of labor by daily comparing the actual time with that of target
time.

Work Measurement is a technique for establishing a Standard Time, which is the required time to
perform a given task, based on time measurements of the work content of the prescribed method,
with due consideration for fatigue and for personal and unavoidable delays. Method study is the

9
principal technique for reducing the work involved, primarily by eliminating unnecessary movement
on the part of material
aterial or operatives and by substituting good methods for poor ones.

Aggregate production planning

Aggregate production planning, abbreviated as APP, is useful for operation management. It is

associated with the determination of production, inventory, an
andd personnel levels to fulfill varying
demand over a planning perspective that ranges from a period of six months to one year. Aggregate
production plans are needed to exploit workforce opportunity and represent a crucial part of
operations management. Aggregate
egate production plans facilitate matching of supply and demand while
reducing costs.

Concept of aggregate production planning denotes to the process of determine the overall quantities
of products to be manufactured or produced in a plant or other manufa
manufacturing
cturing facility during a
medium term planning period such as a month, or a quarter. The aggregate plan output comprises of
the total quantities of each product or a group of product to bemanufactured in theplan period of
going into details of scheduling off different manufacturing activities required to attain the planned
production levels. The aggregate plans then form the basis of more comprehensive production such
as daily and weekly production schedules and customer delivery schedules.

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Aggregate Planning is concerned with matching supply and demand of output over the medium time
range, up to approximately 12 months into the future. The term aggregate implies that the planning is
done for a single overall measure of output or, at the most, a few aggregated product categories. The
aim of aggregate planning is to set overall output levels in the near to medium future in the face of
fluctuating or uncertain demands. Aggregate planning might seek to influence demand as well as
supply.

Operation Scheduling

Scheduling pertains to establishing both the timing and use of resources within an organization.
Under the operations function (both manufacturing and services), scheduling relates to use of
equipment and facilities, the scheduling of human activities, and receipt of materials.

It is usually the final step in the transformation process before the actual output (e.g., finished goods)
is produced. Consequently, scheduling decisions are made within the constraints established by these
longer-term decisions. Generally, scheduling objectives deals with tradeoffs among conflicting goals
for efficient utilization of labor and equipment, lead time, inventory levels, and processing times.

There are two general approaches to scheduling: forward scheduling and backward scheduling. As
long as the concepts are applied properly, the choice of methods is not significant. In fact, if process
lead times (move, queue and setup times) add to the job lead time and process time is assumed to
occur at the end of process time, then forward scheduling and backward scheduling yield the same
result. With forward scheduling, the scheduler selects a planned order release date and schedules all
activities from this point forward in time

Objectives of Operations Scheduling

Maximize Resource Utilization: One area that incurs high costs for a manufacturing company is the
poor utilization of all resources. This can be due to a poor schedule that leaves machines idle for
long periods of time.

Manufacturing Time Reduction: When a proper schedule is created, your overall production time
should be reduced. This is usually because all operations required to make a product will be
performed only when they are needed. Therefore, the start to finish time will be shorter as you will
have less time between the various operations.

11
Inventory Minimization: To elaborate on the last point, a shorter manufacturing time usually means
that you have less WIP inventory items waiting on availability on a resource.

Optimizing Efficiency of Labor: A great production schedule will be one that minimizes the
amounts of back and forth and changeovers/setup time on machines. In addition, when workers
know which item they are producing next and where the material is coming from, they will be more
efficient.

Service Level Improvement: Having an efficient production schedule not only benefits the workers
on the shop floor but also the customer service employees.

Increasing Profits and Output: Overall, having an efficient schedule will increase the number of
products that are capable of being produced. This is turn will decrease production costs, as all
resources will be utilized optimally. The overall result will be increased profits and increased on-
time delivery.

1.2 Statement of the Problem

According to Wernerfelt(1984), the organization’s resource base only affects organizational
performance to some extent up on which other factors some in since the organization operates in a
dynamic environment.
Etho- telecom had developed and implemented three years strategic plans for two consecutive five
periods. Though the telecom formulated a strategic plan, the practice has not yet escaped from
common strategic management intense competition of technology advancement, which results in a
decline on the Telecom’s industry, employees less awareness on the telecom’s strategy, the strategic
plan and organizational structure development being formulated and implemented at different
period, inconsistency on strategic alignment, employees dissatisfaction are some of the problems
shown in strategic plan management. As a result, many companies have designed different kinds of
competitive strategies to take advantages over their rivals. Accordingly some of them followed cost
leadership strategies while others would follow product and service differentiations or focused
strategy (Porter, 1985).It exerts pressure on the Telecom’s to be proactive and to formulate
successful strategies that facilitate proactive response to anticipated and actual changes in the
competitive environment (Johnson & Scholes, 1999).In addition, strategic management remains
undeniable considering the fact that recourses are inadequate in scope, volume and composition to
meet the varying wants of individuals. organizations and society couple with the present rapid

12
realization that the environment is increasingly becoming unpredictable where nothing has an air of
certainty.

1.3 Research Questions

The study is expected to answer the following questions;

 What is the practice of strategic management in ethio-telecom?

 How is the organization strategy translated in to operational terms?
 What is the link between strategic management and organizational resources and identify
factors affecting the strategic implementation of the telecom?
 What is the level of staff awareness of strategy plan and how is the strategic management
communication method?
 What is the effect of organizational structure on the success of strategic plan implementation?
 What is the practice of environmental scanning in ethio-telecom
1.4 objectives of the studies
The objectives of the study have two broad categories; these are general objectives and specific
objectives.

1.4.1 General objectives

The general objective of the study is to assess the strategic management practice and its role on
organizational performance in ethio- telecom `
1.4.2 specific objectives
 To assess and identify the current strategic management practices anditsrole on
organization’s performance in the study area.
 To examine the method of the company is using to translate its strategies into operational
terms
 To assess the links between strategic management and organizational resources and identify
factors affecting the strategic implementation of the telecom.
 To analyze the staff awareness of strategic plan and the Telecom’s strategic plan
communication process and.
 To check the effects of the organization’s structure on the success of the strategic plan.
 To assess the environmental scanning practice of the ethio-telecom

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 1.5. Significant Of the Study
 The research has both theoretical and empirical contributions to academics and management
practices respectively.
 The findings of this research add to the knowledge of the subject of strategy implementation by
deepening readers’ understanding of the subject of strategy implementation from the perspective
of telecom industries.
 The study help the ethio- telecom industry in benchmarking the experience of ethio-telecom
strategic Management practices.
 The research will make a significant contribution to the top of management of the organization
as it will establish the effectiveness of their strategic management practice on performance.

1.6. Scope of the Study

The scope of the study only focuses on ethio-telecom. Subject wise, among the strategy management
practice the research is concerned only in explaining strategy implementation and its relationship
with organizational performance.

In relation to the geographical context, the study focuses on four branches of North shewa zone
located in Debreberhan. The sources of information for the research are organizational members
involved directly in the strategy management process, managerial staff and also non managerial
employees. The research relies on both primary and secondary sources of data.

The result of study also showed strength and weakness on strategy formulation and implementation
practices of ethio-telecom.

1.7. Scope and Limitation of the Study

This study covered the topic of strategic management formulation, development, implementation
and monitoring and evaluation practices and its organization’s performance in the case of ethio-
telecom. Considering constraints (i.e. time and resources) the data collection is delimited to only
north shewa zone four Branch of the ethio-telecom. On the other hand, the validity of the data
collected from the respondents is not perfect. Because of the respondent knowledge gap regarding
strategic plan, the researcher enforced to dig further.

14
Furthermore, due to limitation of finance and time the survey instrument is distributed for the
telecom’s employees at north shewa zone four Branch of ethio-telecom’s only. Despite all these
limitations, the study will provides the basic foundation required for future research.

1.8. Organization of the paper/division of chapter

This research paper has five chapters. Chapter one covers introduction which included background
of the study, statement of the problem, objectives of the study, significance of the study, scope and
limitation of the study and back ground of the organization. Chapter two is entirely dedicated to
literature review. Chapter three presented research methodology. Chapter four incorporates data
analysis, findings of the research and discussions. Chapter five interpreted that conclusions and
recommendations.

15
 CHAPTER TWO
LITERATURE REVIEW
2.1. Theoretical Review
This chapter reviews the different streams of strategic management theories. First, it explores
general strategic management concept and theories including different schools of thought in strategy,
it then focuses on theories and past research on strategy. Finally, a relevant facts about ethio telecom
is reviewed and the theoretical framework is presented. Theoretical review on the subject of strategy
implementation and organizational performance explored, under this section

2.2 Strategy and Strategic Management Concepts

A strategy is an integrated and coordinated set of commitments and actions designed to exploit core
competencies and gain a competitive advantage. Thomas & David (2012) also stated that a strategy
of a corporation forms a comprehensive master plan that states how the corporation will achieve its
mission and objectives. It maximizes competitive advantage and minimizes competitive
disadvantage. Strategy is not simply about “competing for today”; it is also concerned with
“competing for tomorrow.” This dynamic concept of strategy involves establishing objectives for the
future and determining how they will be achieved. Future objectives relate to the overall purpose of
the firm (mission), what it seeks to become (vision) and specific performance targets according to
(Robert,)

2.3. Strategic Management Concepts

Strategic management the word strategy comes from the Greek word “Strategos” which refers to
military generalship or leading and combines “stratos” (the army) and “ago” (the lead). The history
of strategic planning has its foundation in, and is a heritage of the military (David, 2003). The
Webster’s New World Dictionary alludes to this militarism, defining strategy as the science of
planning and directing large scale military operations of maneuvering forces into the most
advantageous position prior to actual engagement with the enemy Strategic management is a set of
managerial decisions and actions that help determine the long-term performance of an organization.
Originally it was called business policy, strategic management has advanced substantially with the
concentrated efforts of researchers and practitioners (Wheelen and Hunger 2017). Whereas, David
(2011) defined strategic management as art and science of formulating, implementing, and

16
evaluating cross functional decisions that enable an organization to achieve its objective. However,
the argument Alkhafaji (2003) on strategic management is different it is a concept which is
concerned with making decisions and taking corrective actions to achieve long term targets and
goals of an organization. Strategic Management is one of the efforts of management to confront
situations that arise in an organization’s daily routine while trying to achieve organizational goals
and objectives.

2.4. There is no agreed-upon definition

There is no agreed-upon definition of strategy that describes the field and limits its Boundaries.
Some of the definitions given by management scholars are described below.
 Strategy "the determination of the basic long-term goals and objectives of an Enterprise, and
the adoption of courses of action and the allocation of resources necessary for carrying out
these goals" (Henry, 1978 p: 122).
 Strategy is the creation of a unique and valued position, involving a different set of activities’
(Porter, 1996 p: 16).
 Strategies are means to ends. All organizations, large and small, profit-seeking and not-for
profit, private and public sector, have a purpose, which may or may not be articulated in the
form of a mission and/or vision statement (Thompson, 2005).
 Different authors provide definitions of strategy. Accordingly, Bruner (2003) defines
strategy as the determinate of the basic long term goals of an enterprise, and the adoption of
courses of action and the allocation of resources necessary for carrying out these goals.

2.5. Mission, Vision, Goals and Objectives of an organization

Thompson (2004) stated that a company’s strategic plan typically lays out its mission, vision and
future direction, performance targets (objectives) and strategy,. For it to be effective therefore,
(Drucker, 1999) emphasizes that strategic plans must be designed to support corporate mission,
vision and objectives. Both Thompson (2004) and Drucker (1999) agreed that mission, vision
and objectives are vital for any organization to have coordinated and purposeful business
direction.

17
 2.5.1 Mission
According to (Pitts, 2003) a firm’s mission describes the organization in terms of the business it is
in, the customers it serves and the skills it intends to develop to fulfill its vision. Daft (1991) agrees
it is the firm’s reason for existence and (Ritson, 2008) affirms its linkage with vision.

2.5.2. Vision
Vision describes the firm’s aspirations of what it really wants to be. Pitts (2003) notes that vision
statements are designed to capture the imagination of the public and as well galvanize the efforts of
employees at all levels such that its emotional appeal challenges them to commit their full energies
and minds to believe it is the best.

2.6. Goals and Objectives

Goals are the broad, long-term accomplishments that an organization wants to attain, achieve or
where it wants to be. It provides the overall context for what the vision tries to achieve (Nickels et al
2000). They are powerful tools that break the vision statement into specific tasks and actions to
attain desired results across the organization. They function as the yardstick for tracking an
organization’s performance or progress (Thompson et al, 2004).
They must be measurable and time specific as against having vague objectives like “maximize
profit‟, “reduce costs‟, become more efficient or “increase sales‟. These specify neither how much
(figures) nor when (time) an objective is to be achieved. They thus do not challenge employees to
work hard to meet performance targets. Objectives must be realistic and achievable.

2.7. Basic components of Strategy

Strategic management is the domain of top level management and involves four basic components:
2.7.1. Environmental Scanning (Gathering Information)
2.7.2. Strategy Formulation (Developing Long-Range Plans)
2.7.3. Strategy Implementation (Putting Strategy into Action)
2.7.4. Evaluation and Control (Monitoring Performance)
(Alkhafaji, 2003) Ahlstrand and Lampel (1998) and Zafar, et.al, (2013) also noted that strategy
passes through four stages Environmental scanning, strategy formulation, strategy implementation
and evaluation or monitoring. All of these four components are crucial to successful business

18
(Baroto, Arvand&Ahmad, 2014). The figure below shows the basic elements of the strategic
management process and their inter relationship.

Figure 1.1. Basic Elements of the strategic management process

Environmental Strategy Strategy Evaluation

Scanning Formulation Implementa and Control
tion

Source: Wheelen and Hunger (2008)

 Environmental Scanning - is the monitoring, evaluating, and disseminating of information from

the external and internal environments to key people within the corporation. Its purpose is to
identity strategic factors – those external and internal elements that will determine the future of
the corporation. For Alkhafaji (2003) success of a strategy depends on its alignment with the
company’s environment. This is done using environmental scanning.
 Strategy Formulation - Charles and Gareth (2012) defined strategy formulation as analyzing the
organization’s external and internal environments and then selecting appropriate strategies.
Similarly, (Azhar, et.al. 2013) stated that strategy formulation is the process of developing long
term plans to deal effectively with environmental opportunities and threats. It starts when a
leader tries to change the thinking of people. It incorporates decision as to which business to
pursue and how to allocate resources.
It comprises the articulation of a mission, vision and a set of long term objectives to be achieved
within the stated mission and selection of strategies.
 Strategy Implementations –The stage of strategic management that involves theuse of managerial
and organizational tools to direct resources toward achieving strategic outcomes according to
(Daft, 2010). Arguably it is the most demanding and time-consuming part of the strategic
management process. It requires preparing a strategic plan that sets out annual objectives,
establishes an effective organizational structure, fixes a budget, develops a viable information
system and generally devices a work plan for job execution. It also involves Motivating

19
 employees, creating a supportive culture, allocating resources and linking employee
compensation to the organization objective(Thompson, 2004).
 Evaluation and controlling - Alkhafaji (2003) defines evaluation and control as the step
succeeding implementation and entails monitoring the organization’s performance to ensure that
the chosen strategy achieves the desired objectives. This final step of the strategic management
process includes analysis of the effect of internal and external factors on present strategies,
measuring performance, and taking remedial or corrective steps. It is a tool to ensure effective
implementation of the process (Zafar, et.al. 2013). Strategic control involves monitoring the
extent to which the strategy is achieving the objectives and suggesting corrective action or a
reconsideration of the objectives (Johnson, et.al. 2007).

2.8. Evolution of Strategic Management

Why a Firm’s Strategy Evolves over Time? Because Managers modify strategy in response to
changing market conditions, Advancing technology, Fresh moves of competitors, shifting buyer
needs, emerging market opportunities and new ideas for improving the strategy (Forbes, 2013).Since
its first mention In the Old Testament, the concept of strategy has been largely a juice issue.
Numerous authors have focused their attention on the concept of strategy but have failed to
comprehensively investigate its historical evolution.

This omission, in favor of an exclusively contemporaneous approach, has led to confusion among
professionals and students alike. Our word strategy comes from the Greek strategy is, "a general,"
which in turn comes from roots meaning "army" and "lead." The Greek verb strategy means to "plan
the destruction of one's enemies through effective use of resources." The concept of strategy in a
military or political context has remained prominent throughout history, and has been discussed by
such major writers as Shakespeare, Montesquieu, Kant, Mill, Hegel, Clausewitz, Liddell Hart, and
Tolstoy (Ansoff, 1969).
The strategic concepts developed by these writers have been used by numerous militarists and
political theorists, such as Machiavelli, Napoleon, Bismarck, Yamamoto, and Hitler. One of the first
known applications of strategy to business occurred when Socrates consoled NichoMachides, a
Greek militarist who lost an election to the position of general to Antisthenes, a Greek businessman.
Socrates compared the duties of a general and a businessman and showed NichoMachides that in

20
either case one plans the use of one's resources to meet objectives. This viewpoint was lost, for all
practical purposes, with the fall of the Greek city-states and was not to rise again until after the
Industrial Revolution.
The need for a concept of strategy related to business became greater after World War II, as business
moved from a relatively stable environment into a more rapidly changing and Competitive
environment. Ansoff (1969)has attributed this change in environment to two significant factors: one
the marked acceleration in the rate of change within firms, and the accelerated application of science
and technology to the process of management.
The accelerated rate of change put a premium on the ability to anticipate change, to take advantage
of new opportunities, and to take timely action in avoiding threats to the firm. New technologies
spurred interest in and acceptance of analytic and explicit approaches to decision making that
increased management's ability to deal with the increasingly uncertain future. The first modern
writers to relate the concept of strategy to business were Neumann and Morgenstern (1947). With
their theory of games other authors have developed concepts of
business strategy in the past 30 years. A comparison of these modern authors' concepts has been
presented by Hofer &Schendel (1978).
They found that among the authors, there was major disagreement in three primary areas: the breadth
of the concept of business strategy, the components, if any, of strategy, and the inclusiveness of the
strategy-formulation process.
2.8.1. Strategy Development; According to Barnat (2013) Strategic Management has three
Stages, called Strategy Formulation, Strategy Implementation and Strategy Evaluation
and Modification.
2.8.2. Strategy Formulation; is the process of establishing the organization's mission,
objectives, and choosing among alternative strategies Sometimes strategy formulation is
called "strategic planning. “Strategic analysis is a time-consuming process, involving
comprehensive market research on the external and competitive environments as well as
extensive internal assessments. The process involves conducting Porter's Five Forces,
SWOT, and value chain analyses and gathering experts in each industry relating to the
strategy.
2.8.3. Strategy Formation: Following the analysis phase, the organization selects a generic
strategy (for example, low-cost, differentiation, etc.) based upon the value-chain

21
 implications for core competence and potential competitive advantage. Risk assessments
and contingency plans are also developed based upon external forecasting. Brand
positioning and image should be solidified.
2.8.4. Goal Setting; with the defined strategy in mind, management identifies and
communicates goals and objectives that correlate to the predicted outcomes, strengths,
and opportunities. These objectives include quantitative ways to measure the success or
failure of the goals, along with corresponding organizational policy. Goal setting is the
final phase before implementation begins (Boundless, 2015).
2.8.5. Strategy Implementation; is the action stage of strategic management? It refers to
decisions that are made to install new strategy or reinforce existing strategy. The basic
strategy - implementation activities are establishing annual objectives, devising policies,
and allocating resources. Strategy implementation also includes the making of decisions
with regard to matching strategy and organizational structure; developing budgets, and
motivational systems. Strategy implementation also includes the making of decisions
with regard to matching strategy and organizational structure; developing budgets, and
motivational systems.
2.8.6. Structure: The implementation phase begins with the strategy in place, and the business
solidifies its organizational structure and leadership (making changes if necessary).
Leaders allocate resources to specific projects and enact any necessary strategic
partnerships. According to Harrison and John (1994), organizational structure influences
the type of strategy used by the organization. For the implementation to be successful the
structure should be consistent with the strategy to be implemented. The organizational
structure could be defined as the grouping of positions into departments based on similar
skills, expertise, and resource use (Daft, 1994). According to (Daft 1994), a company can
realize the importance of the structure through permits of economies of scale and
efficient resource use, enhance the development of in-depth skills, employees are
motivated to develop their skills, managers and employees are compatible because of the
similar pieces of training and expertise.
2.8.7. Feedback: During the final stage of strategy, all budgetary figures are submitted for
evaluation. Financial ratios should be calculated and performance reviews delivered to

22
 relevant personnel and departments. This information will be used to restart the planning
process, or reinforce the success of the previous strategy (Boundless, 2015).
2.8.8. Evaluating Strategies: Used in the implementation phase serve as performance
feedback. Some companies use a gap analysis to compare how the company performed to
set goals. Analyzing present state compared to desired future state identifies the need for
new products or additions to existing products. One example is a company comparing its
anticipated consumer purchase response with the actual number of sales (Barnat, 2015).
2.8.9. Modification: It is essential in correcting any weaknesses or failures found during
evaluation. Strengths identified can lead to implementation in other areas. One example is
a strategy to sell a selected number of products on the Internet and sales data shows a
significant profit. A decision to add more products and refine the process can result in a
new lucrative endeavor (Barnat, 2015). On the other hand Mintzberg (1978) classified
strategy development by using 5 Ps. Mintzberg first wrote about the 5 Ps of Strategy in
1987. Each of the 5 Ps is a different approach to strategy. They are: Plan, Ploy, Pattern,
Position and Perspective. By understanding each Part, you can develop a robust business
strategy that takes full advantage of your organization's strengths and capabilities. In this
article the 5 Ps are explored in more detail, and we'll look at tools that you can use in
each area.
2.8.10. Strategy as a Plan; Planning is something that many managers are happy with, and it's
something that comes naturally to us. As such, this is the default, automatic approach that we adopt –
brainstorming options and planning how to deliver them. This is fine, and planning is an essential
part of the strategy formulation process. SWOT Analysis and Brainstorming help you think about
and identify opportunities; the article on practical business planning looks at the planning process in
more detail; and our sections on change management and project management teach the skills you
need to deliver the strategic plan in detail. The problem with planning, however, is that it's not
enough on its own. This is where the other four Ps come into play.
2.8.11Strategy as Ploy: Mint berg says that getting the better of competitors, by plotting to disrupt,
dissuade, discourage, or otherwise influence them, can be part of a strategy. This is where strategy
can be a ploy, as well as a plan. For example, a grocery chain might threaten to expand a store, so
that a competitor doesn't move into the same area; or a telecommunications company might buy up
patents that a competitor could potentially use to launch a rival product. Here, techniques and tools

23
such as the Futures Wheel, Impact Analysis and Scenario Analysis can help you explore the possible
future scenarios in which competition will occur.
2.8.12Strategy as Position: “Position “is another way to define strategy – that is, how you decide to
position yourself in the marketplace. In this way, strategy helps you explore the fit between your
organization and your environment, and it helps you develop a sustainable competitive advantage.
For example, your strategy might include developing a niche product to avoid competition, or
choosing to position yourself amongst a variety of competitors, while looking for ways to
differentiate your services. When you think about your strategic position, it helps to understand your
organization's "bigger picture" in relation to external factors. To do this Porter's Diamond, and
Porter's Five Forces to analyze your environment these tools will show where you have a strong
position, and where you may have issues.
Generally rely heavily on its culture – just as patterns of behavior can emerge as strategy, patterns of
thinking will shape an organization's perspective, and the things that it is able to do well.
2.8.13. Strategy as Perspective; The choices an organization makes about its strategy rely heavily
on its culture – just as patterns of behavior can emerge as strategy, patterns of thinking will
shape an organization's perspective, and the things that it is able to do well. For instance, an
organization that encourages risk-taking and innovation from employees might focus on
coming up with innovative products as the main thrust behind its strategy. By contrast, an
organization that emphasizes the reliable processing of data may follow a strategy of offering
these services to other organizations under outsourcing arrangements. To get an insight into
your organization's perspective, use cultural analysis tools like the Cultural Web, Deal and
Kennedy's Cultural Model, and the Congruence Model (Mintzberg, 1978).
2.9. Theoretical Framework

2.9.1. Strategic Management Models

According to Wheelen and Hunger (2017) the strategic management model is both rational and
prescriptive. It is a planning model that presents what a corporation should do in terms of the
strategic management process, not what any particular firm may actually do. The rational planning
model predicts that as environmental uncertainty increases, corporations that work more diligently to
analyze and predict more accurately the changing situation in which they operate will outperform
those that do not. Empirical research studies also support this model For the purpose of this
study a model is adopted from Wheelen and Hunger (2015) as a reference the model is segmented to

24
four sections, which are as follow: Bakar et.al. (2011) compared six strategic management models
by various authors namely. Sharplin (1985) Greenley (1989) Certo and Peter (1991), Stahl and Grigsby
(1992) David,F. R. (2011) and also Hunger and Wheelen (2003 ). Even though it can be seen that each
model of strategic management is different, the actions or activities that are involved are actually
similar, majority of authors have put strategy formulation, implementation of organizational
strategy and strategic control focuses in their mode. According to Wheelen and Hunger (2017), the
process of strategic management involves four basic elements these are Environmental scanning,
Strategy formulation, Strategy implementation and lastly Evaluation and control.

2.9.2. Matching Strategy with Resources

Once a strategic option has been settled upon (in the strategic selection stage), management attention
turns to evaluating the resource implications of the strategy. The extent to which the resource base
needs to be adjusted will, of course, depend upon the degree of change that the proposed strategy
entails. Broadly speaking, resource planning falls into three categories Johnson & Scholes (1998).
First, some strategies, particularly those that are not particularly ambitious, require few changes in
the resource base. They may require, for example, a slight increase in financing to fund modest
expansion or the recruitment or retraining of a small number of new employees to meet a skill
shortage in one or two areas.
Conversely, of course, a ‘few changes’ strategy may require the disposal of some assets or a slight
reduction in the human resource base. Second, some strategies require an increase in the resource
base in order to facilitate a more substantial programmer of growth. This usually entails two things:
an internal reallocation of resources and the purchasing of fresh resource inputs from external
suppliers.
Internal reallocation entails reducing resource employment in one area of the business and moving it
across to where it is needed, say by redeploying human resources or by selling some equipment to
reinvest the money in the area of growth. New resources (from outside the organization) are obtained
through the usual channels: the job market, the real estate market, the financial markets and so on.
Third, some strategies involve a reduction in the resource base in order to successfully manage
decline in one or more areas of the business (Johnson & Scholes, 1998). If an organization finds,
after a resource audit, that it has too many resources (say too many employees, too much land, etc.)
then measures are put in place to carry out some reduction. Excess capital or physical resources can

25
often be successfully reinvested in business areas that are in more buoyant markets while excess
human resources must usually be made redundant (Campbell, Storehouse & Houston, 2002)

2.10. CONCEPTUAL FRAMEWORK OF THE STUDY

• Described as the abstract, logical structure of meaning that guide the development of the study.•
All frameworks are based on the identification of key concepts and the relationships among those
concepts. Concept• abstractly describes and names an object or phenomenon, thus providing it with
a separate identity and meaning.
• An intellectual representation of some aspect of reality that is derived from observations made
from phenomena.
• These signify a more concrete level and are narrow in their definitions
A variable is more specific and is measurable.• Framework can be derived from related
concepts(conceptual) or existing theories (theoretical)Conceptual Framework• This consists of
concepts that are placed within a logical and sequential design.• represents less formal structure and
used for studies in which existing theory is inapplicable or insufficient.• based on specific concepts
and propositions, derived from empirical observation and intuition.• may deduce theories from a
conceptual framework.
Purposes of Conceptual Framework;-
• To clarify concepts and propose relationships among the concepts in a study
• To provide a context for interpreting the study findings
• To explain observations• To encourage theory development that is useful to practice.
CONCEPTUAL PARADIGM• a diagram that visually represents and interprets the underlying
theory, principles and concepts of a research.• a visual presentation of variables that interrelate with
one another as perceived by the researcher before an actual empirical investigation is done to prove
its relationships.

26
 Figure 1.2 Conceptual framework
Independent variable
Dependent variable
Dependent Variable
Environmental scanning

Strategic formulation
Organizational
performance

Strategic implementation

Monitoring and Evaluation

Source: Literatures

2.11. Empirical review

Forest and kinser(2007).argues that a notable amount of investigation in strategy were focusing on
the scope of the organization and its performance indications. It is good to note that, strategic
management broadly will answer the questions of why some firms succeed while others fail and in
most cases, it can cover cause for a firm’s success or failure. In the past works of previous scholars
they have demonstrated that strategic management practices about deterring on stratagem and
planning on how that plan of action is to be implemented in the organization. One can look at it as
having three major components within it: the first one is strategic choice stage is concerned with
formulation of options of action, and then there is assessment and the choice between them. Recent
research empirical proof shows that, organizations that exercise strategic planning out _perform
those that do not plan. Building on the work of dorling, scott and deakins (2006) using porter’s
in19980s five force model of completion they the resources will be more important in relation to the
type of strategy adopted.
Taiwo andIdunnu (2010) did a study on the first bank of Nigeria: the investigation was to determine
effects of strategic planning organization’s performance. The research assessed the link between
planning performance in an organization and the degree to which strategic planning can affect
organizational performance, which if sustained impact it survival. Bakar et al.., (2011)researched on
the strategic management practices in media companies in Malaysia .The limitation of Bakar et al
(2011)is context in that it was studied in the Malaysia and the findings cannot be generalized due to

27
lack of sufficient similar findings in a sufficient number of studies. This will provide information
that can contribute towards generalization of the findings in Kenya. The study did not consider
performance as a key variable and hence a gap which the present study seeks to bridge.
Sifuna(2016) studied strategic management and performance of Kenya commercial bank; the
researcher reported that cost leader ship, market focus and differentiation had a notable effect on the
organization performance. The study proposed that a similar study be carried out on the
organizations. The study is limited due to differences in sector and institutional context.
Both primary and secondary data were collected using questionnaires, interview and written
materials. Simple random sampling is uses to collect primary information and accordingly
descriptive statistics is to be uses for analyzing the data gathers. Based on this, the finding of the
study reveals that ethio-telecom’s practice of communicating the strategy plan is poor and thorough
participation of stakeholders is not realize. In addition, the telecom’s weak use of SWOT analysis
results, misalignment or linking strategic plan with work unites and individual tasks are observe.
When it comes to the performance measures, the strategic plan lacks comprehensive performance
measurements. Work unit and individuals’ performance measurements are not effective; if
performance management is not links with strategic management. The researcher recommends that
the telecom will work on its strategic plan communication, alleviate its weakness of utilizing its
analysis, shall balance its performance measures and link those measures with work unit and
individual performances.

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 CHAPTER THREE
RESEARCH METHODOLOGY

3.1. Research design and Approach

The research design was used for the study is descriptive research. It is selected due to its ability to
assess and describe the existing nature of strategic management practice at the ethio telecom. This
further was enabling the study to analyze the existing practice by comparing it with the theoretical
aspects.
Since the research focuses on the assessment of strategic management practices and its role on ethio-
telecom performance which demands narrations, data analysis and interpretations, the researcher
believed that the best research strategy is applying qualitative research strategy. Qualitative research
method allows the researcher to collect and analyze quantitative data to have detail viewpoints. And
it is helps for creating a relationship among the sample and the wider population of the study, by
explaining the actual practice of strategic management. The primary data has to be collect through
survey using structure questionnaires and interview. The study based on the collection of both
primary and secondary data. Primary data gathers through multiple data collecting techniques which
are questionnaires and interview. The questionnaires designs in close end way, while the interview
uses semi structural methods. It is designing for the concerns management staff whose task is
directly relates with strategy implementation and organization performance.

3.2. Population and Sampling Technique

Establishing its Debreberhan,Mojanawodera,Ankober and Moretinajiru(4) branch of ethio telecom

operating in the Currently the total number of employees of the telecom; The 4 branch ethio-
telecom contains sampling employees out of the total. On its structure the 4branch of ethio- telecom
is further organize into different departments, divisions and sections that perform different tasks of
that organization. The total population of this research includes all the top managers, middle
managers and experts of the organization. But, due to limitation of finance and time shortage the
researcher specifically focused only on Debrebrhn,Mojanawoderan,Ankober and Moretinajiru (4)
branch of ethio-telecom. The target population in this case comprises 200 employees of the
company who are working in north shewa zone. This constitutes managerial staff and non-
managerial staffs who work at least above five years of working experience in ethio-telecom.
employees outside four branches, are not involved since they are not reachable easily and the

29
remaining segment of the population like outsource (subcontract employee,), temporary employees
and non-clerical employees are not involved since they didn’t perform professional services and
aren’t consider as part of a team and the corporate scorecard is cascaded up to the level of teams.

Probability sampling technique is employed to select this sample for interview to gain a
comprehensive reflection on the subject matter.
A stratified sampling technique is applies to identify sample from the remaining target population. A
stratified sample can be defined as one in which every member of the population has an equal
chance of being selected in relation to their proportion within the total population (Denscombe,
2007:14). A stratified sampling is chosen as the target population comprises of two strata,
managerial staff and non-managerial staff. If the population from which a sample is to be drawn
doesn’t constitute a homogeneous group, then stratified sampling technique is applied so as to obtain
a representative sample (Kothari, 20004). In this technique, the population is stratified into a number
of non-overlapping subpopulations or strata and sample items are selected from each stratum.
Proportional stratified sampling specifically is the one in which the number of sampling units drawn
from each stratum is in proportion to the relative population size of that stratum. This sampling
technique is advantageous since it assures representation of all groups in sample population needed.
The desired sample size is 135. The sample size has been determined by using the statistical formula
by Yamane (1967). The following formula has been used:
n = N/ (1 + N (e) ²
Where
N = Target population
n = sample size
e = level of precision=0.05
Given confidence level of 95% and precision rate of ±5 percent
n =200 / (1+200(0.05)²) = 133.333---135
The total number of managerial staff working in north shewa zone is 13 and non-managerial
employees are 187. The above sample size is proportionately distributed into these two strata to
guarantee appropriate and equal representation. Strata one consists of the managerial staff and strata
two consists of the non-managerial employees.

30
The applicable formula to identify the respective sample size for each strata is
Ns= (D1/N)*n
Where, Ns= sample size for each strata
N= Total Number of population
D1= population size of the strata
n= sample size
 The total number of sample from managerial staff, Strata one is 13
Ns1= (13/200*135 =8.775=9,
The total number of sample from non-managerial staff, Strata two is 187
Ns2= (187/200)*135=126.225

3.3. Instrumentation and data collection methods

The primary data has been collected through survey using structure questionnaires and interview.
The study based on the collection of both primary and secondary data. Primary data gathers through
multiple data collecting techniques which are questionnaires and interview. The questionnaires
designs in close end way, while the interview uses semi structural methods. It is designed for the
concerns management staff whose task is directly related with strategy implementation and
organization performance.

Secondary data used to gather review from different publishing documents, performance reports,
and other related documents from the organization. To collect those data from the target sources and
assess the practice of strategic management, both close end and open end questions were presented.
The questionnaire data were collected by using likert scale and explanations were given for open end
questions and interview. The secondary data has been collected from strategic Planning and different
literature focuses on strategic management development and practices about the ethio-telecom. The
research has been used both primary and secondary data as a source.

31
 3.4. Data analysis and Presentation
The data collection through questionnaire, interviews and document review is analyze and interpret.
To create clear view, the data analysis is categorizing under five parts, namely, demography of
respondents,strategic plan environmental scanning, formulation, implementation and performance
monitoring and evaluation.
The collection of the data has been analyzed and interpreted by using descriptive methods.These
methods help the researcher to describe the findings as they are practice there. Interpretations was
given from analyzed the practice of strategic management using frequency table that was derived by
using SPSS. A simple average method such as mean, standard deviation and frequency was used to
assess the practice of strategic management.

Multiple Regression (MR) Model

The researcher has considered the following Ordinary List Square (OLS). It was a method for
estimating the unknown parameter in a multiple linear regression model.

Yi = βo+ β1x1 + β2x2 + β3x3 + β4x4 +Ɛi

Where; Y- was the dependent variable -Organizational Performance

X1 =Environmental Scanning

X2 = Strategic Formulation

X3= Strategic Implementation

X4 =Strategic Evaluation

Whereas, β0 = intercept

β1 =coefficient of environmental scanning

β2= coefficient of strategic formulation

β3=coefficient of strategic implementation

β4= coefficient of strategic evaluation

32
 Ɛ - Refers Margin of error.

3.5. Reliability and Validity Reliability Test

3.5.1. Data Validity

Validity of an instrument is how accurate the instrument is in obtaining the data it intends to collect
Mugenda (2003). Validity indicates the degree to which the instrument measures what it is supposed
to measure (Kothari, 2004). Data validity refers to how well the result of a research can give the
right answer to the research question (Remenyi et al, 1998). To ensure validity, information from
previous studies and different literatures which cover all the areas of the study would use.

3.5.2. Assessing Reliability

Polit and Hungler (1993) refer reliability as the degree of consistency with which an instrument
measures the attribute it is designed to measure. Reliability is done to ensure that same results are
obtained when used consecutively. This is established following pre-test procedure before they are
used for actual respondents. This is done by minimizing sources of measurement error like data
collector bias by the researcher’s being the only one to administer the questionnaires, exhibiting
similar personal attributes to all respondents.

According to Bryman& Bell (2007), reliability analysis is concerned with the internal consistency of
the research instrument. As multiple items in all constructs have been used, the internal
consistency/reliabilities of business income tax assessment will be assessed with Cronbach’s Alpha.
Alpha values over 0.7 indicate that all scales can be considered reliable. A questionnaire is said to be
reliable if we get same/similar answers repeatedly. According to Sekaran (2003) values between
0.50 and 0.80 are acceptable while values below 0.50 are considered less reliable and therefore
unacceptable.

3.6. Ethical consideration

The ethical issues is considered in the study: informed consent (by informing the respondents
regarding that background of the study, including the importance of the data is going to be

33
gathered from them) and issues of confidentiality (by ensuring that respondents that all of the
information in this study will solely be used for the academic purpose only).

34
 CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
In this chapter of the study, the data collected through questionnaire, interviews and document
review is analyzed and interpreted. The first part of the questionnaires distributed to both managerial
staff and non-managerial staff consist of demographic information of the respondents. Create clear
view, the data analysis is categorized under six parts, namely, demography of respondents,
environmental scanning, strategic formulation, implementation, monitoring and evaluation, as well
as organization’s performance. The details are presented below

4.1Characterstics of the respondents

In this section, the personal profile of respondents is presented. This includes Gender, Age, Marital
Status, Educational level and current work position. Analyzing the characteristics of the respondent
will help to know whether the data obtained from the respondent is reliable or not and to determine
the knowledge of the respondent about the topic of the study through their work experience,
educational background and age. As shown in the table 4.1 below, out of 135 respondents, 85(63%)
were male, whereas 50(37%) were female. This is visibly indicates that the administration position
of ethio -telecom had been highly dominated by male.

Regarding to age of the respondent, majority of them were between the four age intervals, the
interval were, between 21-30, 31-40 ,41-50and 51 -60, years of age respectively. Which account
66(48.9%), of the total respondent 21 - 30 years old, more specifically while, 55(40.7%) of the
managers were 31-40 years age intervals, 11(8.1%) of were 41 -50 age intervals and 2(1.5%) were
51-60 years age. Thus this implies that under normal circumstance they were matured enough and
can express their ideas related to the study consistently and with better understanding. From
68(50.4%) of respondents were single,66(48.9%)of respondents were married and 1(7%) of the
respondent was divorced .This indicted that 50.4% of the majority respondents were single. In
addition to this there were adequate numbers of respondent that can provide better information on
the practice and challenges of the data obtained from the respondent could be dependable in terms of
service years and current work position With respect to educational back ground of the respondent
110(81.5%) of the respondent have first degree holders while 16(11.9%) of the respondent have
second degree and also9 (6.7) have below degree.

35
4.1 Table Characteristics of respondent

No Description Frequency percent Valid Commutative

percent percent
1 Gender Male 85 63.0 63.0 63.0
Female 50 37.0 37.0 100.0
Total
135 100.0 100.0

2 Age 21-30
66 48.9 48.9 48.9

31-40 56 41.5 41.5 90.4

41-50 11 8.1 8.1 98.5
51-60 2 1.5 1.5 100.0
Total 135 100.0 100.0
3 Marriage Single 68 50.4 50.4 11.9
Married 66 48.9 48.9 93.3
Divorced 1 .7 .7 100.0
Total 135 100.0 100.0
4 Educational Masters 16 11.9 11.9 11.9
level First degree 110 81.5 81.5 93.3
Below degree 9 6.7 6.7 100.0
Source Own survey (2021)
No. Type All Returned Not Total
Variables Questionnaire Returned
Managerial staff 10 9 1 10
1 Position of
respondent Non-managerial staff 134 126 8 134

Total 144 135 9 144

36
Source Own survey (2021)

Figure 4.1 Gender statistics

Source Own survey (2021

37
Figure 4.2 Age statistics

Source Own survey (2021)

Figure 4.3 Marriage statistics

Source Own survey (2021

38
Figure 4.4 Educational background statistics

Source Own survey (2021

4.2 Environmental scanning

In this part of the data presentation three questions were raised for respondents to reflect on Ethio -
telecom’s strategic plan environment scanning
From the table indicated below, we can consider that all of the respondents have agreed
(mean=4.3333) that the telecom has set up effective mechanism to prepare the strategic plan. On the
other hand in the environmental scanning implies that the respondents were agreed (4.2074)the
ethio- telecom was used environmental mechanisms that can help it to examine the general,
operating and internal environments. In the addition to the above explanation all significant stake
holders have been considered in the preparation of stakeholders analysis were agreed(4.0222) by the
respondents in the Tele-com.

Table 4.2 Environmental scanning statistics

No Variables Sum Std.
N Minimum Maximum Mean
Deviation
Environmental
135 2.00 5.00 565.33 4.1877 .57535
scanning

1 The Telecom has set up

effective mechanism to 135 2.00 5.00 585.00 4.3333 .64646
prepare the strategic
plan(ES1)
2 The telecom uses
environmental scanning
mechanisms that can
help it to examine the 135 2.00 5.00 568.00 4.2074 .69213
General, Operating and
Internal
Environments(ES2).

39
3 All significant
stakeholders have been
considered in the
preparation of
stakeholder’s
2.00 5.00 543.00 4.0222 .82378
analysis.(ES3

135

Valid N (listwise 135

Source: Own survey (2021)

Table 4.3 Descriptive Statistics of Strategic Formulation (STR.FOR)

No Variables N Minimum Maximum Sum Mean Std.

Deviation

Strategic formulation 135 1.85 5.00 524.23 3.8832 .61300

1 The telecom significantly uses
strategic plan to make business 135 1.00 5.00 523.00 3.8741 .93385
decisions.
2 The ethio-telecom has engaged in
and undertaken strategic planning 135 1.00 5.00 531.00 3.9333 1.03087
process
3 The Strategic planning process is
participatory and employees are
135 1.00 5.00 498.00 3.6889 1.00348
involved adequately in the process
of strategy planning.
4 Main stakeholders of the 135 1.00 5.00 500.00 3.7037 .93899

40
 organization are communicated
about the strategy and Convinced
adequately for the implementation
of strategic planning.
5 The current mission statement of
the Telecom is compatible with
135 1.00 5.00 524.00 3.8815 1.02979
the activities being carried on by
the telecom.
6 Organizational values are
135 1.00 5.00 562.00 4.1630 .87424
identified and stated properly.
7 The strategic plan can be said set
the long term vision of the 135 1.00 5.00 561.00 4.1556 .83636
organization.
8 Goals and Objectives are crafted
and emanated from the vision of 135 1.00 5.00 553.00 4.0963 .88835
the organization.
9 The strategic plan exhaustively
analyzed SWOT (Strength,
135 1.00 5.00 516.00 3.8222 .91314
Weakness, Opportunity and
Threat) of the organization.
10 The strategic plan adequately
incorporate issues regarding to 135 2.00 5.00 519.00 3.8444 .79988
budgeting.
11 The strategic plan adequately
incorporate issues regarding 135 1.00 5.00 498.00 3.6889 .95782
human resource capacity.
12 The strategic plan adequately
incorporate issues regarding
135 1.00 5.00 502.00 3.7185 .95145
customer’s suggestions and
complaints.

41
13
The strategic plan has been well
135 2.00 5.00 528.00 3.9111 .85052
aligned down in the organizational
hierarchy.

135
Valid N (listwise

Source: Own survey (2021)

Concerning to the strategic formulation in the above table, Indicated that all respondents were agreed
(3.8741) tele-com significantly uses strategic plan to make business decisions. In the same way all
respondents were agreed (3.9333) regarding to the ethio-telecom has engaged in and undertaken
strategic planning process. The same is true the Strategic planning process is participatory and
employees are involved adequately in the process of strategy planning were strongly agreed (3.6889)
by all respondents.
Main stakeholders of the organization are communicated about the strategy and Convinced
adequately for the implementation of strategic planning was agreed (3.7037) by the respondents. In
the strategic formulation he current mission statement of the Telecom is compatible with the
activities being carried on by the telecom were agreed (3.8815)by all respondents. All respondents
were agreed (4.1630) for the statements that Organizational values are identified and stated properly.
The strategic plan can be said set the long term vision of the organization in this description the
respondents were agreed (4.1556). The respondents were agreed (4.0963) for the statement of
Goals and Objectives are crafted and emanated from the vision of the organization. Regarding to the
strategic plan exhaustively analyzed SWOT (Strength, Weakness, Opportunity and Threat) of the
organization have been agreed (3.8222) by all respondents.
The strategic plan adequately incorporate issues regarding to budgeting were agreed (3.8444) by all
respondents. The rest respondents were agreed (3.6889) for the descriptions that for the strategic
plan adequately incorporate issues regarding human resource capacity. The strategic plan adequately
incorporate issues regarding customers were agreed(3.7185) by all respondents. And also the other
respondents have been agreed (3.9111) the statements that the strategic plan have been well aligned
down in the organizational hierarchy. Kaplan and Norton (2008, p: 88) also stated “Before

42
formulating a strategy, managers need to agree on the company’s purpose (mission), the internal
compass that will guide its actions (values), and its aspiration for the future results (vision). The
organization’s mission and values typically remain stable over time. The vision, although not as
stable as the mission and values, is often constant during an organization an organization’s three-to
five-year strategic plan.”As it is stated above, a well define mission will lead the organization to set
its long term vision and objectives. “A mission statement is a brief statement that defines why the
organization exists. The mission should describe the fundamental purpose of the entity, especially
what it provides to customers and clients and it should inform executives and employees about the
overall goal they have come together to pursue (Kaplan & Norton, 2008).
Strategy implementation is a process by which strategies and policies are put into action through the
development of programs, budgets, and procedures. This process might involve changes within the
overall culture, structure, and/or management system of the entire organization. Except when such
drastic corporate wide changes are needed, however, the implementation of strategy is typically
conducted by middle- and lower-level managers, with review by top management.
Sometimes referred to as operational planning, strategy implementation often involves day-today
decisions in resource allocation (Wheelen& Hunger, 2004).On this part of the data presentation the
researcher tried to assess the practice of strategic plan implementation. For the assessment purpose,
eleven closed ended questions were raised. The data’s are presented and analyzed under. Moreover,
additional useful information’s are taken from planning department and different documents.

43
Table 4.4 Strategic Implementation
No Variables N Minimu Maximu sum mean Std.
m m Deviatio
n

Strategic implementation 543.

135 2.00 5.00 4.0269 .58496
64
1 The telecom’s polices and
550.
manuals are updated, aligned and 135 2.00 5.00 4.0741 .84314
00
relevant to the current activities
2 The employees of the Telecom
understand the policies and 556.
135 2.00 5.00 4.1185 .84687
manuals and work in accordance 00
with that.
3 The telecom is committed to
providing financial resources to 545.
135 1.00 5.00 4.0370 .90938
support the implementation of 00
strategic initiatives
4 Executive management owned
the strategic plan and committed 531.
135 2.00 5.00 3.9333 .85693
to implement the strategic 00
initiatives
5 Boards of Directors are motivated
to maintain and support the 514.
135 1.00 5.00 3.8074 .87670
implementation of strategic 00
initiatives.
6 Staffs are motivated to maintain
547.
and support the implementation 135 2.00 5.00 4.0519 .79475
00
of strategic initiatives.
7 The Boards of directors are 512.
135 1.00 5.00 3.7926 .97809
committed and support the 00

44
 implementation of strategic
initiatives.
8 The current organizational
structure is appropriate and 529.
135 1.00 5.00 3.9185 .85564
supports the implementation of 00
strategic plan.
9 Ethio-telecommanagement and
employees are open, willing and 547.
135 2.00 5.00 4.0519 .79475
ready to accept and implement 00
change.
10 The employees of telecom are
capable of planning, managing 551.
135 1.00 5.00 4.0815 .81086
and implementing the strategic 00
plan.
11 Technology availability for the
organization’s support to strategic
596.
plan implementation 135 1.00 5.00 4.4148 .69524
00

Valid N (listwise 135

Source: Own survey (2021)

matching each strategy with a structure that provides the stability needed to use current competitive
advantages as well as the flexibility required to develop future advantages (Michael To
implementing strategy; internal policy, procedure and manuals are the main instruments that will be
used as a guideline for executing and controlling strategic plan. A policy is a broad guideline for
decision making that links the formulation of a strategy with its implementation. Companies use
policies to make sure that employee throughout the firm make decisions and take actions that
support the corporation’s mission, objectives, and strategies. On the other hand Procedures and or
manual, sometimes termed Standard Operating Procedures (SOP), are a system of sequential steps or
techniques that describe in how a particular task or job is to be done (Wheelen& Hunger, 2004).

45
Based on these, the researcher raised questions to know whether the telecom’s policies, procedures
and manuals are updated and designed to the level of supporting the strategic plan implementation
and the level of employees’ awareness and understanding of those policies, procedures and manuals.
Based on this, all of respondents agree (4.0741) that the telecom’s policies, procedures and manuals
are updated and aligned and relevant to the current activities. In addition to this, respondents were
agree (4.1185)that the telecom’s employees understand those policies, procedure and manuals and as
they work accordance with that. Which means, most of the employees are convinced that the
telecom’s policies, procedures and manuals are updated and also as they have a clear understanding
to work in accordance with them.
For the question raised to check the telecom is committed to providing financial resources to support
the implementation of strategic initiative, all of the respondents were agreed (4.0370).
When it comes to the question raised to assess the executive management owned the strategic plan
and committed to implement the strategic initiatives have been agreed(3.9333) That is very
appreciable since the boards of directors and executive management commitment is vital to the
implementation of strategic plan.. From this we can understand that the telecom’s commitment on
allocating resource for the execution of the strategy. According to Kaplan & Norton (2008) more
than half of surveyed companies indicated that their budget and performance review process were
done separately from the strategic planning process. On the other hand the respondents were
agreed(3.8074)regarding to
. boards of Directors are motivated to maintain and support the implementation of strategic
initiatives.
Related with the above questions, two consecutive questions were raised to check the staffs
motivation and capability to implement the strategic plan. With regard to staff motivation to
implement the strategic initiatives, respondents were agreed (4.0519).To some extent the
respondents were agreed (3.7926) that concerning about the Boards of directors are committed and
support the implementation of strategic initiatives. The current organizational structure is appropriate
and supports the implementation of strategic plan in this question the respondents were
agreed(3.9185) which means that the telecm’s organizational structure convinced with a good and
suitable structure for the implementation of strategic plan
In addition to this the other respondents were agreed (4.0519) concerning about ethio-telecom
management and employees are open, willing and ready to accept and implement change. The

46
employees of telecom are capable of planning, managing and implementing the strategic plan in this
statement the respondents were agreed (4.0815).the rest respondents were agreed (4.4148)
concerning about technology availability for the organization’s support to strategic plan
implementation. This indicted that the telecom’s was used a technology in order to implement the
strategic plan.
The relationship between strategy and structure highlights the interconnectedness between strategy
formulation and strategy implementation. Regardless of the strength of the reciprocal relationships
between strategy and structure, those choosing the firm’s strategy and structure should be committed
to &Hitt, 2007).

4.5 Analysis of Strategy Performance Monitoring and Evaluation

Management control is a systematic effort to set performance standards with planning objectives, to
design information feedback systems, to compare actual performance with these predetermined
standards, to determine whether there are any deviations and to take any action required to assure
that all corporate resources are being used in the most effective and efficient way possible in
achieving corporate objectives (Barnat, 2013). On this part, the researcher tried to assess the practice
of strategy plan performance monitoring and evaluation. With this intention four closed ended
questions were raised.
Moreover, additional useful information was also taken from planning department and different
documents of the telecom.

47
Table 4.5 Strategic Evaluation Statistics
No Variables N Mini Maximum sum Mean Std.
mum Deviation

Strategic evaluation 531

135 2.00 5.00 3.9391 .61531
.78
1 There is a comprehensive and
adequate performance 562
135 2.00 5.00 4.1630 .78424
monitoring and evaluation .00
mechanism
2 Strategically significant
518
performance measures are 135 1.00 5.00 3.8370 .83940
.00
identified properly
3 The performance measures are
balanced with respect to 527
135 2.00 5.00 3.9037 .77145
incorporating financial and non- .00
financial indicators
4 The performance measures are
balanced with respect to
incorporating customer related, 532
135 2.00 5.00 3.9407 .78000
process related, and human .00
resource capacity related
indicators
5 There is efficient performance
data collection mechanism for 544
135 1.00 5.00 4.0296 .86336
monitoring and evaluating the .00
implementation of strategic plan.
6 There is consistent and
531
continuous strategic plan 135 2.00 5.00 3.9333 .95574
.00
performance evaluation
7 Corrective and preventive 135 2.00 5.00 520 3.8519 .74832

48
 measures are identified and .00
implemented for effective
execution of the strategic plan
8 Based on strategic significance
528
performance data’s are revised 135 2.00 5.00 3.9111 .82378
.00
adequately and timely
9 Performance evaluations are
linked with rewards and
524
incentives for the staffs 135 1.00 5.00 3.8815 1.04419
.00

Valid N (listwise) 135

Source: Own survey (2021)

Based on the table above, the respondents were agreed (4.1630) that the strategic plan encompass
comprehensive and adequate performance monitoring and evaluation mechanism. Strategically
significant performance measures are identified properly, on this question the respondents were
agreed (3.8370) this indicated that the telecom’s followed perfect performance measurement
standards and it identify properly. When we come the performance measures are balanced with
respect to incorporating financial and non-financial indicators that the respondents were agreed
(3.9037).On the other question concerning to The performance measures are balanced with respect
to incorporating customer related, process
related, and human resource capacity related indicators the respondents were agreed (3.9407).On the
same times there is efficient performance data collection mechanism for monitoring and evaluating
the implementation of strategic plan in this question the respondents also agreed (4.0296) this
indicated that there was efficient performance data collection mechanisms in the company in order to
monitoring and evaluating for the implementation of strategic plan. The respondents were agreed
(3.9333) regarding to the question’s that there is consistent and continuous strategic plan
performance evaluation. In addition this Corrective and preventive measures are identified and
implemented for effective execution of the strategic plan, for this question’s the respondents were
agreed(3.8519).On the same way all of the respondents were agreed(3.9111)concerning about based

49
on strategic significance performance data’s are revised adequately and timely. On the other
question’s that performance evaluations are linked with rewards and incentives for the staffs, the
respondents had been agreed (3.8815).
4.6 Organizational performance
Effective performance measures can let us know: how well we are doing, whether we are meeting
our goals or whether our customers are satisfied or not. Effective performance measures are
expected to contain all rounded measures. Niven (2003) stated that the criteria for selecting
performance measures are its link to the strategy, the measures easiness to understand, link in a chain
of cause and effect, update frequently and accessible, average-cautious, resistant to “date”-related
measures, quantitative, dysfunctional. A complete performance management gives a due attention to
performance data. Performance measures are standards used to evaluate and communicate
performance against expected results.
A question was raised to check the symmetry of outlined strategic performance measures of the
telecom, which means the inclusion of financial and non-financial (i.e. customer, internal process
and human resource) measures. Orate objectives settled for improving customer, internal process and
develop human capital.

50
Table 4.6 Organizational Performance

No Variables N Mini Maxim sum Mean Std.

mum um Deviation

Organizational performance 3.0 577.6

135 5.00 4.2790 .46647
0 7
1 Strategy implementation has
2.0 555.0
increased performance of ethio- 135 5.00 4.1111 .71931
0 0
telecom.
2
My participation in strategic plan 2.0 577.0
135 5.00 4.2741 .70636
of ethio-telecom has motivated to 0 0
exert my effort.
3 The rewards of strategic
management in implementing
strategic plan of ethio-telecom
has increased productivity of
2.0 601.0
employees 135 5.00 4.4519 .58231
0 0

Valid N (listwise 135

Source: Own survey (2021)

From the above table all respondents were agreed(4.1111) concerning that , strategy
implementation has increased performance of ethio-telecom. this indicated that ,the company had
been increased its performance due to the availability of strategic implementation .As the same time
the participation of employees in strategic plan of ethio-telecom have motivated to exert their
effort, in this question’s the respondents were agreed (4.2741).This showed that the participation of

51
employees in strategic plan was good because the employees were motivated to exert their effort
in the company. On the last question’s that, the rewards of strategic management in implementing
strategic plan of ethio-telecom has increased productivity of employees;-all the respondents were
agreed(4.4519).this implies that the employees were increased their productivity by the rewards of
strategic management in implementing strategic plan of the company.

Reliability Test

A reliability analysis was conducted to each variable of the instrument. The reliability of the
measures was examined through the calculation of Cronbach’s alpha coefficients. Hair et al. (1998)
suggested that Cronbach’s alpha coefficient of construct is 0.6 is sufficient to undertake analysis. As
indicated in Table 4 below, the Cronbach’s alpha values for: Environmental Scanning =0.9276,
Strategy Formulation = 0.9270, Strategy Implementation = 0.9243 and Strategy Evaluation
=0.9235.The Cronbach’s alpha values for all the variables considered are greater than 0.6. The items
have measured what they were designed to measure. Table 4.7below presents reliability test result.

Table 4.7:TestForData Reliability And Validity Using Cronbach’s Alpha Coefficient

Variables No. of Items Sign Alpha
Environmental Scanning 3 + 0.9276
Strategy Formulation 13 + 0.9270

Strategy Implementation 11 + 0.9243

Strategy Evaluation 9 + 0.9295

Organizational Performance 3 + 0.9444

Source: Own Survey, 2021

Correlation Analysis

Table 4.8 below illustrates the correlation coefficients of the relationship between the independent
and dependent variables. The Correlation coefficient between environmental scanning and
organizational performance is found to be strong positive and significant (r = 0.8183, p < 0.05)
which indicates employees are satisfied with their participation in the environmental scanning part of
the strategic plan formulation. Similarly, a strong and significant positive correlation coefficient

52
found between strategy formulation and organizational performance (r = 0.8265, p < 0.05). The
Correlation coefficient value between strategy implementation and organizational performance
indicated a strong and significant relationship between the variables (r = 0.7461, p < 0.05). Finally
the Correlation coefficient value between strategy evaluation and organizational performance
indicated a strong positive and significant relationship between the variables (r = 0.8145, p < 0.05).

Table 4.8 Pearson Correlation Coefficient

Variable Frequency Organizational Performance
Pearson Correlation Coefficient P-value
Environmental Scanning 135 0.8183 0.0000*
Strategy Formulation 135 0.8265 0.0000*
Strategy Implementation 135 0.7461 0.0000*
Strategy Evaluation 135 0.8145 0.0000*
Note: * indicates the correlation is statistically significant at 5% level of significance.

Source: Own Survey, 2021

Data Distribution/Testing Normality

The Central Limit Theorem contends that the data obtained from a sample size of 30 or more should
be normally distributed, regardless of the population structure in the study (Ghasemi&Sahediasl,
2012). In this regard, the 135 usable responses recorded for this study exceeded the minimum norm
to satisfy the Central Limit Theorem assumption. Moreover, the usable responses represented 94%
of the total target population, which is above the threshold (5%) requirement to undertake inferences
towards a population. Multiple regressions require the independent variables to be normally
distributed. Skewness and kurtosis are statistical tools which can enable to check if the data is
normally distributed or not. According to Smith and Wells (2006), kurtosis is defined as “property of
a distribution that describes the thickness of the tails. The thickness of the tail comes from the
amount of scores falling at the extremes relative to the Gaussian/normal distribution”. Skewness is a
measure of symmetry. A distribution or data set is symmetric if it looks the same to the left and right
of the center point. The skewness and kurtosis test results of the data is within the acceptable range
(-1.0 to +1.0) and it can be concluded that the data is normally distributed.

53
Figure 4.5: Normality Test
1.5
1
Density
.5
0

-1 -.5 0 .5 1
Residuals

Source: Own Survey, 2021

Multi co –linearity Tests

The multi co -linearity and singularity of the data set were evaluated based on the standard threshold
value of Variance Inflation Factor (VIF) and Tolerance. As suggested by Byrne (2010) and Kline
(2011), the standard threshold value of VIF and Tolerance were < 5 and > 0.2 respectively. In this
study, the maximum value of VIF was 4.30 and the minimum value of the tolerance test was 0.23,
indicating that the assumption of multi co-linearity was unlikely. In other words, the degree of the
correlation among independent variables was not significant enough to affect the reliability of the
regression coefficient. Table4.lists multi co-linearity statistical values. Moreover, the assumption of
singularity was tested by applying a bivariate Pearson’s correlation test between two independent
variables.

54
Table 4.9:Multi co-linearity Test
Independent Variables VIF ToL (1/VIF)
Environmental Scanning 3.70 0.27
Strategy Formulation 4.30 0.23
Strategy Implementation 4.06 0.25
Strategy Evaluation 2.35 0.43
Mean VIF 3.61
Where, VIF = Variance Inflation Factor, ToL = Tolerance
Source: Own Survey, 2021

Table 4.10: Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate
1 0.8233 0.7689 0.7617 0.1355
Predictors: (Constant), Environmental Scanning, Strategy Formulation, Strategy
implementation, Strategy Evaluation
Source: Own Survey, 2021

The R value shows the total correlation of all the independent variables with the dependent variable.
In this case, the correlation of all the independent variables i.e. Environmental Scanning, Strategy
Formulation, Strategy Implementation and Strategy Evaluation with the dependent variable,
organizational performance is 0.8233. It shows that there is a strong and positive correlation between
independent and dependent variable.

R square shows the total effect of all independent variables (Environmental Scanning, Strategy
Formulation, Strategy Implementation and Strategy Evaluation) on the dependent variable
(organizational performance). The value of R square is 0.7689. This value shows that 76.9% the
variance organizational performance can be explained by the linear combination of the independent
variables (Environmental Scanning, Strategy Formulation, Strategy Implementation and Strategy
Evaluation) and the remaining only 23.1% organizational performance is explained by other
variables which is not included to these models.

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The Below ANOVA table, demonstrations the overall model significance, and this board help us to
make sure the above model (on model summary table) is statistically significant predictor of the
outcome i.e. organizational performance and it is evidenced that the model is statistically significant
predictor of company’s performance for the reason that the p value is less than .01 therefore, a
significant amount of organizational performance is influenced by the strategic planning processes
which constitutes environmental scanning, strategy formulation, strategy implementation and
strategy evaluation. Furthermore, it can be concluded as, the overall regression model is significant,
F= 105.66, p <0.05, R2= .7617 (i.e., the regression model is a good fit of the data well).

Table 4.11: Analysis of Variance (ANOVA)

Model Sum of Squares Degrees of Freedom Mean Square F (8, 264) P-value

Regression 57.27 4 14.318

Residual 17.21 127 0.136 105.66 0.000*
Total 74.48 131 0.569
Dependent Variable: Organizational Performance
Predictors: (Constant), Environmental Scanning, Strategy Formulation, Strategy
implementation, Strategy Evaluation
Note: * indicates the estimated regression model is significant at 1% level of significance.
Source: Own Survey, 2021

Table 4.12: Regression Coefficients

Balanced Score Card (BSC) Unstandardized Beta tcal P-value Standard
Coef. Beta Coef.
Coef. Std. Err.
Environmental Scanning 0.291 0.073 4.01 0.000* 0.329
Strategy Formulation 0.325 0.079 -4.08 0.000* 0.361
Strategy Implementation 0.048 0.077 -0.63 0.533 0.054
Strategy Evaluation 0.185 0.057 -3.21 0.001* 0.214
Constant 0.309 0.111 2.77 0.006* -
Note: * indicates the regression coefficients are significant at 1% level of significance.
Source: Own Survey, 2021

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The Table above shows the individual beta values of each independent variable. The beta value
shows the effect of each independent variable on the dependent variable. The beta value of
Environmental Scanning is (β = 0.291) which shows that by keeping other factors constant, 1 unit
change in Environmental Scanning will cause a 0.291-unit positive change in organizational
performance. And it is statistically significant at p < 0.05. The beta value of Strategy Formulation is
(β = 0.325) showing that 1 unit change in organizational performance will cause a 0.325units’
positive change in organizational performance. And it is statistically significant at p < 0.05, keeping
other factors constant. The beta value of Strategy Implementation is (β = 0.185, p <0.05) and
significant, showing that 1 unit change in Strategy Implementation will cause a 0.185 units’ positive
change in company’s performance citrus paribus.

Table 4.13: Correlation Coefficient Table

Correlations
ORG.PER STR.FO STR.IM STR.EV
F. ES R P A
ORG.PERF Pearson
1 .041 -.011 .034 .044
. Correlation
Sig. (2-tailed) .634 .899 .699 .611
N 135 135 135 135 135
ES Pearson
.041 1 .387** .469** .313**
Correlation
Sig. (2-tailed) .634 .000 .000 .000
N 135 135 135 135 135
STR.FOR Pearson
-.011 .387** 1 .575** .316**
Correlation
Sig. (2-tailed) .899 .000 .000 .000
N 135 135 135 135 135
STR.IMP Pearson
.034 .469** .575** 1 .501**
Correlation

57
 Sig. (2-tailed) .699 .000 .000 .000
N 135 135 135 135 135
STR.EVA Pearson
.044 .313** .316** .501** 1
Correlation
Sig. (2-tailed) .611 .000 .000 .000
N 135 135 135 135 135
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Own Survey, 2021

4.7.Discussion of findings

This study examined the link between strategic management practices and performance of ethio-
telecom. The study findings are in agreement with previous studies which found that strategic
management practices enables a firm to understand its strategic position in the market and allows
organization identify how to make strategic decision(Johnson et al,2008).The study findings show
the telecom is very creative in its methods of operation and often allocates adequate financial
resource for innovation yearly. The findings are in line with observation by Mcwilliams and Siegel
(2011) who regarded organizational performance as a channel of product differentiation and
customer prefer product attributes which match their taste.

Majority of the respondents indicated that the organization was keen to implement a strategy that
enhances performances. The organization does so through allocation of resources mainly at
implementation. According to the respondents, the staff are motivated in working towards success of
the strategy implementation were agree(4.0519) of the respondents observed that the organization
tend to review its strategic management practice decisions.

The above findings agree with a study by Hesterly(2006) who found that strategic management
practices help in achieving specific organizational needs. It incorporates mission and visions of the
organization, environmental analysis selecting objectives and all analysis of strategicchoices (Porter,
2008)’

58
The findings from this study demonstrate the important function of strategic management practices
as a determinant of performance. The existence of strategic thinking and strategic formalization
affects adoption of individual employee working schedules and overall performance management.
This can be interpreted to mean that the ethio-telecom that invests more in defining clearly what
goals to pursue may be more willing and able to steady define performance measures. The firms may
be willing to invest in development of the right skills and knowledge required for the employees by
training them on programs that are aligned with strategic objectives.

59
 CHAPTER FIVE
5. CONCLUSION AND RECOMMENDATIONS
In this chapter, summary is made on the findings of the study. Based on the summary, the researcher
has made conclusion and recommendation on major pointes. In addition, limitations that challenged
the researcher on the study period have also been presented.

5.1 CONCLUSION
The study attempted to look into the practice and implementation of strategic plan and its role on
ethio-telecom in norh shewa zone. It aims to describe the existing phenomena and tried to reveal the
real problems related to strategic plan management development and practices. Furthermore, the
paper tried to look at the staffs’ awareness about corporate and operational strategic plan and the
links and effects between the telecom’s structure and the strategic plan.
The study uses both interview and questionnaires to collect primary data from the telecom. The
interview is used on the Planning, Service and Technology Excellence Department of the Telecom to
collect factual information on the actual practice of strategic plan related issues. The obtained
information is further analyzed by comparing it with the theoretical aspects obtained from secondary
sources in the subject matter. Questionnaire is used to assess attitude of employees on the strategic
plan and management practice. Descriptive method is used to analyze the data obtained from
primary and secondary source, hence based on such analysis the following conclusions are drawn:
 It is possible to conclude that ethio-telecom has strategic planning mechanism. Currently it is
working with its four years strategic plan. Although the organization is slightly late work with
strategic plan, as compared with the industrial experience, the current strategic plan of the Tele-
com contained the necessary elements that the strategic plan should have to contain. When it
comes to participation and communication of the strategic plan, selected stakeholders
participated on the validation workshop. Therefore it is notable that thorough stakeholders
‘participation had not been made. The organization mission, vision and value are evaluated
against theoretical criteria and respondents ‘opinion, its compatibility against their tasks. Based
on the result, it can be concluded that the mission, vision and value statements fulfills the
expected theoretical requirements and is therefore compatible with employees’ tasks. But, it is
found that the vision statement lacks time frame. Moreover there is a gap on employees
understanding of the vision mission and values of the telecom.

60
 As it is observed from the SWOT analysis of the two successive strategic periods of the telecom
we can conclude that the elements involved are almost the same, which is a gap in utilizing
SWOT results. Otherwise it can be said that the strategic plan included all the necessary
analysis, like in depth analysis of existing and future internal and external environment, various
Telecom sector related directives and industrial analysis. And budget, human resource
capability and customer’s suggestions and complaints are also included in the strategic plan.
 Respondents are convinced that the goal and objectives have emanated from the vision of the
organization. It can be said that work unites annual plan has derived from its strategic plan.
Therefore, we can conclude that there is an alignment of strategic plan mainly on linking
individual tasks with the company’s objectives.
 When we observe the organizational structure of the ethio-telecom, it was designed through
procedurally before the strategic plan was developed.
 Effective performance measures can let us know how well we are doing to achieve goals and
objectives.
 Other aspect of the research shows that performance data collection system of the Telecom is
good. But, we can conclude that performance data’s are not being utilized for performance
monitoring and evaluation purpose.

5.2. RECOMMENDATIONS
Further research is needed on the impact of different factors on existing strategic plan management
practice to put conclusive recommendations. Thus this study should be seen as the first step in
assessing the existing strategic management practice. Based on this, the following recommendations
are forwarded from the finding of the study.
 In the first place, the Telecom experience of working with strategic plan is very appreciable.
And also, it is properly participating and afterwards communicating.
 The strategic plan to the stockholders has a result on the Telecom. Therefore, a well-organized
and comprehensive participation of stakeholders continued to be involved while developing and
revising the strategic plan. In addition, continuous and consistent communication of the
strategic plan has to be made, until all employees get a clear understanding of what their day to
day tasks mean to the company’s objective.

61
 It is very good for the organization to have a well-crafted mission, vision and values. As well
as, here again the organization has been make clear that all employees know and understand the
organization mission, vision and values. In addition, since the organization vision of ETC is not
time bounded, it is recommended to be reviewed, as it is very important to define where the
organization will be in the future.
 In order to draw good results from preliminary analysis of the strategic plan, executives must
base and act up on the findings of different analysis. When it comes to SWOT analysis of the
Telecom, it is clear that the executives have been take proper focus to take interventions on past
SWOT analysis.
 The strategic goals and objectives alignment with the lower level tasks defines the organization
success on its organization objectives. The stronger the alignment the more the organization
strategic focus will be, the lesser aligned the more waste of resources. Therefore, as it is shown
in the conclusion, ETO’s has to work hard and make sure all working unit tasks are cascaded
from the company’s objectives and all individual tasks are also derived from work units
objectives.
 The researcher recommends strategic human resource practices and would require that
organization should consider professionals in hiring for long term performance and
development, practice capacity building in regard to strategic human resource management
and as well provider a considerate remuneration which is fair and just for all employees in
an organization.
 The study also recommends the use of different leadership skills when handling employees
since the exhaustive use of the same leadership type may not help much since they may only
apply in different situations.
 The study finally recommends strong analysis and evaluation on outsourcing business that
any organization intends to undertake, it must viable for an organization to venture into,since
it takes on a number of dimensions such as going global assessing the risks involved is
necessary at all times. Outsourcing should add value to the organization.

62
 REFERENCES
BSC Certificate Team, (2007), Balanced Scorecard Institute or /http://www.BalancedScorecard
Institute/ Strategic Management Group.com/full/url/
Boundless Management,(2015), “What is Strategy”,
https://www.boundless.com/management/textbooks/.com/full/url/
David Campbell, George Storehouse and Bill Houston, (2002),an Introduction to Business
Strategy, 2ndedition
David E. Hussey,(1991),Introducing Corporate Planning, Fourth Edition: Guide to Strategic
Management –Pergamon Press
Freeman, R. Edward,(1984), Strategic Management: A stakeholder approach, BostonPitman,
Cambridge University Press
Greg Satell, (2013),The Evolution of Strategy, or https://www.Forbes.com/full/url/
Henry Mintzberg, (1978),Patterns in strategy formation, Management Science, vol. 24, no. 9,
Published by: informs stable
Jeffrey Bracker, (1980),The Historical Development of the Strategic Management Concept Vol. 5,
Academy of Management Review, Georgia State University
Jermeykourdi, (2003),Business Strategy: A Guide to Effect Decision Making, Published byProfile
Books Ltd
John Thompson with Frank Martin, (2005),Strategic Management Awareness and Change, 5th
Edition
Julius m. Kakunu, (2012),Factors Influencing Strategic Management Practices, Universityof
Nairobi
Kaplan & Norton, (2001),Business – Management-The Strategy-Focused Organization, Harvard
Business school press, Boston-Massachusetts
Michael A. & Robert E. Hitt, (2007),Strategic Management, Competitiveness and Globalization,
Texas A&M University & Arizona State University
Michael E.Porter, (1996), ‘What Is Strategy?’ Published by: Harvard Business Review
Mollahoseini.Ali&Ahmadkhani.Hadi, (2012),Surveying and Identifying the Factors Affecting
Successful Implementation of Business Strategies,Vol, 3, International Journal of Business
O. Bordean1, A. Borza2, C. Rus3, C. Mitra4, (2004),An investigation on the strategy
formulationprocess, Babes-Bolyai University of Cluj-Napoca

63
Paul R. Niven, (2003),Balanced Scorecard Step-by-step, Maximizing Performance and
MaintainingResults, Second Edition, Published by John Wiley & Sons, Inc.,Hoboken New Jersey,
Published simultaneously in Canada
Richard Guilbeau, (2005),Strategic Planning Managing, Texas WorkforceCommission Training
and Development Department
Robert S. Kaplan and David P. Norton Harvaro, (1996),The Balanced Scorecard, Translating
strategyinto action, Business schools press, Boston Massachusetts
RyszardBarnat, (2013),Strategic Management: Formulation and Implementation,
orhttp://www.24xls.com/full/url/
Sid Gokhale, Dowden Custom Media, Montvale, (2012),Strategic Management, The Mind Tools
Editorial Team
Thomas L. Wheelen J. David Hunger,(2004), Strategic Management and Business Policy towards
Global Sustainability, 13th Edition, Iowa State University by PearsonEducation, Inc.,
Publishing as Prentice Hall.
Thompson, (2012),Crafting and Executing Strategy, published by McGrew Hill/Irwin
Companies/inc

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65
 DEBREBRHANE UNIVERSITY
Masters of Business Administration (MBA)
Questionnaire to be filled by Staffs of ethio-telecom.

Dear Respondents,
The purpose of this questionnaire is to get valuable information in order to study Strategic
Management Practices and its role on ethio-telecom performance. All responses will be used to
conduct a study for partial fulfillment of MBA from Debrebrhan University and, then, as an input for
the telecom. The information that you provide is strongly subject to confidentiality and shall not be
used for any other purpose.
Your cooperation in filling this questionnaire is highly appreciated.
General Instruction:
 There is no need of writing your name

 In all cases where an answer options are available please tick (√) in the appropriate box.

 Please try to honestly describe the fact as per the questions on the space provided.

 Please do not fill this questionnaire if your working experience is less than 1 year in the tele
com..

In case you have any inquiry or need clarification regarding the questions, please feel free to contact
me with: E-mail:09tilahun@gmail.com or Mobile: 0912908336
I thank you for your precious time and cooperation!

Tilahun kifle
PART I:
DEMOGRAPHIC INFORMATION
INSTRUCTION: Please put “√” mark to all your responses in the box provided beside each
question.
1. Gender: Male Female

66
2. Marital status: married Un-married Divorced
3. Age: 21 – 30 31 – 40 41 – 50 51 – 60
4. Educational Level: Master’sDegree FirstDegree Below First Degree
5. Current Working Position: -------------------------------------------------------------
PART II
Environmental canning, Strategic formulation, Implementation, Monitoring and Evaluation, and
Organization of Performance.
Instruction: - For each item please use the rating scale below to describe how accurately each of the
statement describes your organization.
Rating Scale
 Strongly Agree…………………………...…………………. 1
 Agree…………………………………...…………..……..… 2
 Neutral…………………..……………………..………….. 3
 Disagree…………………………………………………....... 4
 Strongly Disagree ………..…………………………..…..…. 5

A. ENVIRONMENTAL SCANNING
Description Strongly Agree Neutral Disagree Strongly
No Agree Disagree
The Telecom has set up effective
1 mechanism to prepare the strategic plan.
The telecom uses environmental
2 scanning mechanisms that can help it to
examine the General, Operating and
Internal Environments.
All significant stakeholders have been
3 considered in the preparation of
stakeholder’s analysis.

B. STRATEGIC FORMULATION

67
 Description Strongly Agree Neutral Disagree Strongly
No Agree Disagree
The telecom significantly uses strategic
1 plan to make business decisions.
Theethio-telecomhas engaged in and
2 undertaken strategic planning process
The Strategic planning process is
3 participatory and employees are
involved adequately in the process of
strategy planning.
4 Main stakeholders of the organization
are communicated about the strategy
and Convinced adequately for the
implementation of strategic planning.
5 The current mission statement of the
Telecom is compatible with the
activities being carried on by the
telecom.
6 Organizational values are identified and
stated properly.
7 The strategic plan can be said set the
long term vision of the organization.
8 Goals and Objectives are crafted and
emanated from the vision of
theorganization.
9 The strategic plan exhaustively analyzed
SWOT (Strength, Weakness,
Opportunity and Threat) of the
organization.
10 The strategic plan adequately
incorporate issues regardingobudgeting.

68
11 The strategic plan adequately
incorporate issues regarding human
resource capacity.
12 The strategic plan adequately
incorporate issues regarding customer’s
suggestions and complaints.
13 The strategic plan has been well aligned
down in the organizational hierarchy.

C. STRATEGY IMPLEMENTATION
No Description Strongl Agre Neutral Disagr Strongly
y Agree e ee Disagree
The telecom’s polices and manuals are
1 updated, aligned and relevant to the
current activities.
The employees of the Telecom
2 understand the policies and manuals
and work in accordance with that.
3 The telecom is committed to providing
financial resources to support the
implementation of strategic initiatives.
4 Executive management owned the
strategic plan and committed to
implement the strategic initiatives.
5 Boards of Directors are motivated to
maintain and support the
implementation of strategic initiatives.
6 Staffs are motivated to maintain and
support the implementation of strategic
initiatives.

69
 7 The Boards of directors are committed
and support the implementation of
strategic initiatives.
8 The current organizational structure is
appropriate and supports the
implementation of strategic plan.
9 Ethio-telecommanagement and
employees are open, willing and ready
to accept and implement change.
10 The employees of telecom are capable
of planning, managing and
implementing the strategic plan.
11 Technologyavailabilityfor the
organization’s support to strategic plan
implementation

D. STRATEGIC PERFORMANCE, MONITORING AND EVALUATION

Description Strongl Agre Neutral Disagr Strongly
No y Agree e ee Disagree
There is a comprehensive and adequate
1 performance monitoring and evaluation
mechanism.
Strategically significant performance
2 measures are identified properly.
The performance measures are
3 balanced with respect to incorporating
financial and non-financial indicators.

70
 The performance measures are
4 balanced with respect to incorporating
customer related, process related, and
human resource capacity related
indicators.
There is efficient performance data
5 collection mechanism for monitoring
and evaluating the implementation of
strategic plan.
6 There is consistent and continuous
strategic plan performance evaluation.
7 Corrective and preventive measures are
identified and implemented for
effective execution of the strategic
plan.
8 Based on strategic significance
performance data’s are revised
adequately and timely.
9 Performance evaluations are linked
with rewards and incentives for the
staffs.

E organizational performance

Description Strongly Agree Neutral Disagree Strongly

No Agree Disagree
Strategy implementation has increased
1 performance of Ethio-telecom.
2 My participation in strategic plan of

71
 ethio-telecom has motivated to exert
my effort.
The rewards of strategic management in
3 implementing strategic plan of ethio-
telecom has increased productivity of
employees

INTERVIEW QUESTIONS

1. Does the Telecom have strategic plan?

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
_________
2. How many strategic plans did the Telecom developed?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
_________
3. Who developed the strategic plan?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
_________

72
4. What is the process of the strategic planning?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
________
5. What is the procedure of communicating the strategic plan?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
_________
6. How is the implementation of the strategic plan look like?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
_________
7. Do you measure the strategic plan performance and how?
______________________________________________________________________________
______________________________________________________________________________
__________________________________________________

73
 የ ደ ብረ ብር ሃ ዩ ኒ ቨ ር ስ ቲ

የ ቢ ዝ ነ ስ ሥራ አ መራ ር ማስ ተ ር ስ (ኤ ምቢ ኤ )

በ ኢ ት ዮ -ቴ ሌ ኮ ምኒ ኬ ሽ ን ሠ ራ ተ ኞ ች የ ሚሞላ መጠይ ቅ

ውድ መል ስ ሰ ጪዎ ች

የ ዚ ህ መጠይ ቅ ዓ ላ ማበ ኢ ት ዮ -

ቴ ሌ ኮ ምየ ስ ት ራ ቴ ጂ ክ ማኔ ጅ ሜን ት አ ሰ ራ ሮ ች ን ለ ማጥና ት ጠቃ ሚመረ ጃ ለ ማግ ኘ ት ነ ው፡ ፡ ሁ ሉ ምምላ ሾ ች ከ ደ

ብ ረ ብ ር ሃ ን ዩ ኒ ቨ ር ሲ ቲ ኤ ምቢ ኤ ን በ ከ ፊ ል ለ ማጠና ቀ ቅ ጥና ት ለ ማካ ሄ ድ እ ና ከ ዚ ያ ለ ቴ ሌ ኮ ምእ ን ደ ግ ብዓ ት

ያ ገ ለ ግ ላ ሉ ፡ ፡ ያ ቀ ረ ቡ ት መረ ጃ በ ጥብ ቅ በ ሚስ ጥራ ዊ ነ ት ላ ይ የ ተ መሠ ረ ተ ስ ለ ሆ ነ ለ ሌ ላ አ ገ ል ግ ሎት አ ይ ው

ል ም፡ ፡

ይ ህ ን ን መጠይ ቅ በ መሙላ ት ረ ገ ድ ያ ለ ዎ ት ን ት ብ ብር ከ ፍ ተ ኛ አ ድ ና ቆ ት አ ለ ኝ ።

አ ጠቃ ላ ይ መመሪ ያ

• ስ ምዎ ን መጻ ፍ አ ያ ስ ፈ ል ግ ም
•የ መል ስ አ ማራ ጮች ባ ሉ በ ት በ ሁ ሉ ምሁ ኔ ታ ዎ ች እ ባ ክ ዎ በ ተ ገ ቢ ውሳ ጥን ውስ ጥይ ህ ን ን (√)
ምል ክ ት ያ ድ ር ጉ በ ት ፡ ፡

•እ ባ ክ ዎ ን በ ተ ጠቀ ሰ ውቦ ታ ላ ይ ባ ሉ ት ጥያ ቄ ዎ ች መሠ ረ ት እ ውነ ታ ውን በ ሐ ቀ ኝ ነ ት ለ መግ ለ ጽ ይ ሞክ ሩ ፡ ፡
•በ ኢ ት ዮ -ቴ ሌ ኮ ምውስ ጥከ 1ዓ መት በ ታ ች የ ስ ራ ል ምድ ያ ለ ዎ ት ከ ሆ ነ እ ባ ክ ዎ ን ይ ህ ን ን መጠይ ቅ አ ይ ሙሉ ፡
ጥያ ቄ ዎ ቹ ን በ ተ መለ ከ ተ ማብ ራ ሪ ያ ከ ፈ ለ ጉ እ ባ ክ ዎ ን በ ኢ -ሜይ ል :09tilahun@gmail.com ወ ይ ምበ ሞባ ይ ል :

0912908336 ጋ ር ለ መገ ና ኘ ነ ፃ ነ ት ይ ሰ ማዎ ት
ስ ለ ውድ ጊ ዜ ዎ እ ና ስ ለ ት ብብ ር ዎ አ መሰ ግ ና ለ ሁ ፡ ፡

ጥላ ሁ ን ክ ፍ ሌ

ክ ፍል 1

ግ ለ ታሪ ክ

መመሪ ያ -እ ባ ክ ዎ ን ለ ሁ ሉ ምምላ ሾ ች ዎ ከ እ ያ ን ዳ ን ዱጥያ ቄ ጎ ን ለ ጎ ን በ ተ ጠቀ ሰ ውሳ ጥን ውስ ጥ

ይ ህ ን ን “√” ምል ክ ት ያ ድ ር ጉ ፡ ፡

1. ፆ ታ - ወ ን ድ ሴት

2. የ ጋ ብ ቻ -ሁ ኔ ታ -ያ ላ ገ ባ ያገ ባ ጋ ብ ቻ የ ተ ፋ ታ (ች )

3. ዕ ድ ሜ 21– 30 31– 40 41-50 51-60

4. የ ት ምህ ር ት ደ ረ ጃ - ማሰ ተ ር ሰ ድ ግ ሪ የ መጀ መሪ ያ ድ ግ ሪ ከ ድግ ሪ በ ታች

5. አ ሁ ን የ ሚሰ ሩ በ ት የ ሥራ ቦ ታ - ------------------------------------------ -----------------

ክ ፍ ል II

74
የ አ ካ ባ ቢ ቅ ኝ ት ፣ ስ ት ራ ቴ ጂ ካ ዊ ዝ ግ ጅ ት ፣ ተ ግ ባ ራ ዊ ነ ት እ ና ቁ ጥጥር እ ና ግ ምገ ማ

መመሪ ያ : -

ለ እ ያ ን ዳ ን ዱጥያ ቄ እ ባ ክ ዎ ን ድ ር ጅ ዎ ን በ ት ክ ክ ል እ ን ዴት እ ን ደ ሚገ ል ፅ ከ ዚ ህ በ ታ ች ያ ለ ውን የ ደ ረ ጃ አ ሰ

ጣጥይ ጠቀ ሙ።

የ ደ ረ ጃ አ ሰ ጣጥዘ ዴ

• በ ጣምእ ስ ማማለ ሁ ………………………… ... ………………… 1

• እ ስ ማማለ ሁ ………………………………… ... ………… .. …… 2
• እ ር ግ ጠኛ አ ይ ደ ለ ሁ ም………………… .. …………………… ..… 3
• አ ል ስ ማማም …………………………………………………………..4
• በ ጣምአ ል ስ ማማም ……… .. ………………………… ..… ..…. 5
ሀ . የ አ ካ ባ ቢ ቅ ኝ ት መግ ለ ጫ

ዝ ር ዝ ር መግ ለ ጫ በ ጣምእ እ ስ ማማ እ ር ግ ጠኛ አ አልስማ በ ጣምአ ል ስ ማ

ተ ስ ማማለ ለሁ ይ ደ ለ ሁም ማም ማም

. ሁ

መስ ሪ ያ ቤ ት ዎ ስ ት ራ ቴ ጂ ካ

1 ዊ ቅ ዱ ን ለ ማዘ ጋ ጀ ት ውጤታ

ማሊ ያ ደ ር ገ ውየ ሚያ ስ ች ል

ዘ ዴር ግ ቷ ል

ቴ ሌ ኮ ምአ ጠቃ ላ ይ ፣ ስ ራ ዎ

2 ች እ ና ውስ ጣዊ ቅ ኝ ቶ ች ን ለ

መመር መር ሊ ያ ግ ዙ የ ሚች ሉ

ት ን የ አ ካ ባ ቢ ቅ ኝ ት ዘ ዴዎ

ች ን ይ ጠቀ ማል

የ ባ ለ ድር ሻ አ ካ ላ ት ን ት ን

3 ተ ና ለ ማዘ ጋ ጀ ት ሁ ሉ ምባ ለ

ድር ሻ አ ካ ላ ት ን ታሳ ቢተ ደ

ር ገ ዋል

ለ - ስ ት ራቴ ጂካ ዊአ ዘ ገ ጃ ጀ ት

ተ. ዝ ር ዝ ር መግ ለ ጫ በ ጣምእ ስ እስማ እ ር ግ ጠኛ አልስማ በ ጣምአ ል ስ ማማ

75
ቁ ማማለ ሁ ማለ ሁ አ ይደ ለ ሁ ማም ም

ቴ ሌ ኮ ምየ ፋ ይ ና ን ስ ውሳ ኔ

1 ዎ ች ን ለ ማድ ረ ግ የ ስ ት ራ ቴ

ጂ ክ እ ቅ ድን በ ከ ፍ ተ ኛ ሁኔ

ታ ይ ጠቀ ማል

ቴ ሌ ኮ ምበ ስ ት ራ ቴ ጂ ክ ዕ ቅ

2 ድ ሂ ደ ት ውስ ጥተ ሰ ማር ቷ ል

የ ስ ት ራ ቴ ጂክ እ ቅ ድዝ ግ ጅ

3 ት ሂ ደ ት ውስ ጥሰ ራ ተ ኞ ች ብ

ቃት ይሳ ተ ፋ ሉ

4 የ ድር ጅቱ ዋ ና ባ ለ ድር ሻ አ

ካ ላ ት ስ ለ ስ ት ራ ቴ ጂ ውየ ተ

ነ ገ ሩ ት ን የ እ ቅ ድአ ተ ገ ባ

በ ር በ በ ቂ ሁኔ ታተ ወያ ይ ተ

ዋል

5 አ ሁ ን ያ ለ ውየ ቴ ሌ ኮ ምተ ል

ዕ ኮ መግ ለ ጫበ ቴ ሌ ኮ ምከ ሚ

ከ ና ወኑ ተ ግ ባ ራ ት ጋ ር ተ ስ

ማሚነ ው

6 የ ድር ጅቱ እ ሴቶ ች ተ ለ ይ ተ

ውበ ት ክ ክ ል ተ ገ ል ፀ ዋ ል

7 ስ ት ራ ቴ ጂ ካ ዊ ዕ ቅ ዱየ ድ ር

ጅ ቱ ን የ ረ ጅ ምጊ ዜ ራ ዕ ይ ያ

ስ ቀ መጠነ ውሊ ባ ል ይ ች ላ ል

8 ግ ቦ ች እ ና ዓ ላ ማዎ ች ከ ድ ር

ጅቱ ራ ዕ ይ የ ተ ሠሩ እ ና የ ሚ

መነ ጩና ቸ ው

9 የ ስ ት ራ ቴ ጂ ክ እ ቅ ዱየ ድ ር

ጅቱ ን SWOT

76
 (ጥን ካ ሬ ፣ ድ ክ መት ፣ ዕ ድ
ል ና ስ ጋ ት)

በ ጥል ቀ ት ተ ን ት ኖ ታ ል

10 የ ስ ት ራ ቴ ጂ ክ ዕ ቅ ዱበ በ ጀ

ት አ መዳ ደ ብ ዙ ሪ ያ ጉ ዳ ዮ ች

ን በ በ ቂ ሁኔ ታአ ካ ቷ ል

11 የ ስ ት ራ ቴ ጂ ክ ዕ ቅ ዱበ ሰ ው

ሀ ይ ል አ ቅ ምአ መዳ ደ ብዙ ሪ

ያ ጉ ዳ ዮ ች ን በ በ ቂ ሁኔ ታአ

ካ ቷል

12 የ ስ ት ራ ቴ ጂ ክ ዕ ቅ ዱየ ደ ን

በ ኞ ች ን ጥቆ ማዎ ች እ ና ቅ ሬ

ታ ዎ ች ን የ ሚመለ ከ ቱ ጉ ዳ ዮ

ች ን በ በ ቂ ሁ ኔ ታ ያ ጠቃ ል ላ

13 የ ስ ት ራ ቴ ጂ ክ ዕ ቅ ዱየ ድ ር

ጅ ቱ ን መዋ ቅ ራ ዊ አ ደ ረ ጃ ጀ

ትየ ተከ ተለ ነ ው

ሐ -ስ ት ራ ቴ ጂ ያ ዊ አ ተ ገ ባ በ ር

ተ. ዝ ር ዝ ር መግ ለ ጫ በ ጣምእ ስ እ ስ ማማ እ ር ግጠ አል በ ጣምአ

ቁ ማማለ ሁ ለሁ ኛ አ ይደ ስማ ል ስ ማማ

ለ ሁም ማም ም

የ ቴ ሌ ኮ ምፖ ሊ ሲ ዎ ች እ ና ማኑ ዋ ሎች የ ተ ሻ

1 ሻ ሉ ፣ የ ተ ጣጣሙእ ና ከ አ ሁኑ ተ ግ ባ ራ ት ጋ

ር የ ሚዛ መዱ ና ቸ ው

77
 የ ቴ ሌ ኮ ምሰ ራ ተ ኞ ች የ ድ ር ጅ ቱ ን ፖ ሊ ሲ ዎ

2 ች ን እ ና መመሪ ያ ዎ ች ን ተ ረ ድ ተ ውይ ሰ ራ ሉ

3 ድር ጅቱ ስ ት ራቴ ጂካ ዊ ተ ነ ሳ ሽ ነ ቶ ች ን ለ

መተ ግ በ ር የ ሚረ ዱ የ ገ ን ዘ ብ ሀ ብ ቶ ች ን ለ

ማቅ ረ ብ ቁ ር ጠኛ ነ ው፡ ፡

4 ሥራ አ ስ ፈ ፃ ሚማኔ ጅ መን ት የ ስ ት ራ ቴ ጂ ክ

እ ቅ ዱ ን በ ባ ለ ቤ ት ነ ት በ መያ ዝ ስ ት ራ ቴ ጂ

ካ ዊ ተ ነ ሳ ሽ ነ ቶ ች ን ተ ግ ባ ራ ዊ ለ ማድ ረ ግ

ቁ ር ጠኛ ሆ ኗ ል

5 የ ዳ ይሬ ክ ተ ሮች ቦ ር ዶች የ ስ ት ራቴ ጂካ ዊ

ተ ነ ሳ ሽ ነ ቶ ች ን አ ፈ ፃ ፀ ምለ መጠበ ቅ እ ና

ለ መደ ገ ፍ ተ ነ ሳ ሽ ነ ት አ ላ ቸ ው

6 ሠራ ተ ኞ -

ስ ት ራቴ ጂካ ዊተ ነ ሳ ሽ ነ ቶ ች ን ፤ አ ተ ገ ባ

በ ር ን ፤ ለ መጠቅ እ ና ለ መደ ገ ፍ ተ ነ ሳ ሽ ነ

ትአ ላ ቸው

7 የ ዳ ይ ሬ ክ ተ ሮ ች ቦ ር ድ ቁ ር ጠኛ እ ና ስ ት ራ

ቴ ጂ ካ ዊ ተ ነ ሳ ሽ ነ ቶ ች ን ተ ግ ባ ራ ዊ ለ ማድ

ረ ግ ይደ ግ ፋ ል

8 አ ሁ ን ያ ለ ውየ መስ ሪ ያ ቤ ቱ አ ደ ረ ጃ ጀ ት አ

ግ ባ ብ ነ ት ያ ለ ውእ ና የ ስ ት ራ ቴ ጂ ክ እ ቅ ድ

ን ተ ግ ባ ራ ዊ ነ ት የ ሚደ ግ ፍ ነ ው

9 የ ኢትዮ -

ቴ ሌ ኮ ምአ ስ ተ ዳ ደ ር እ ና ሰ ራ ተ ኞ ች ለ ውጡ

ን ለ መቀ በ ል እ ና ለ መተ ግ በ ር ዝ ግ ጁ እ ና ፈ

ቃደ ኛ ና ቸ ው

10 የ ቴ ሌ ኮ ምሰ ራ ተ ኞ ች የ ስ ት ራ ቴ ጂ ክ እ ቅ ዱ

ን ማቀ ድ ፣ ማስ ተ ዳ ደ ር እ ና ተ ግ ባ ራ ዊ ማድ

ረ ግ ይችላ ሉ

11 ለ ድ ር ጅ ቱ የ ቴ ክ ኖ ሎጂ መኖ ር የ ስ ት ራ ቴ ጂ

ክ ዕ ቅ ድ አ ፈ ፃ ፀ ሙን ይ ረ ደ ዋ ል

78
 መ-ስ ት ራ ቴ ጂ ካ ዊ አ ፈ ፃ ፀ ም፣ ቁ ጥጥር እ ና ግ ምገ ማ

ተ. ዝ ር ዝ ር -መግ ለ ጫ በ ጣምእ ስ እ ስ ማማ እ ር ግ ጠኛ አልስማ በ ጣምአ ል

ቁ ማማለ ሁ ለሁ አ ይደ ለ ሁ ማም ስ ማማም

አ ጠቃ ላ ይ በ ቂ የ አ ፈ ፃ ፀ ምቁ ጥጥር

1 እ ና ግ ምገ ማዘ ዴአ ለ

ስ ት ራ ቴ ጂ ካ ዊ ጠቀ ሜታ ያ ላ ቸ ውየ አ
2
ፈ ፃ ፀ ምመለ ኪ ያ ዎ ች በ ት ክ ክ ል ተ ለ

ይተዋል

3 የ አ ፈ ፃ ፀ ምመለ ኪ ያ ዎ ች የ ገ ን ዘ ብ

እ ና የ ገ ን ዘ ብነ ክ አ መል ካ ቾ ች ን ከ

ማካ ተ ት አ ን ፃ ር ሚዛ ና ዊ ና ቸ ው

4 የ ደ ን በ ኞ ች ተ ዛ ማጅ ነ ት ያ ላ ቸ ውን

፣ ከ ሂ ደ ቱ ጋ ር ተ ያ ያ ዥነ ት ያ ላ ቸ ው

ን እ ና ከ ሰ ውኃ ይ ል አ ቅ ምጋ ር ተ ያ ያ

ዥነ ት ያ ላ ቸ ውን አ መላ ካ ቾ ች ን ለ ማ

ካ ተ ት የ አ ፈ ፃ ፀ ምመለ ኪ ያ ዎ ቹ ሚዛ

ና ዊና ቸው

5 የ ስ ት ራ ቴ ጂ ክ እ ቅ ድ ን አ ፈ ፃ ፀ ምለ

መከ ታ ተ ል እ ና ለ መገ ምገ ምቀ ል ጣፋ

የ አ ፈ ፃ ፀ ምመረ ጃ አ ሰ ባ ሰ ብ ዘ ዴአ

6 ወ ጥየ ሆ ነ ና ቀ ጣይ ነ ት ያ ለ ውየ ስ ት

ራ ቴ ጂ ክ ዕ ቅ ድ አ ፈ ፃ ፀ ምግ ምገ ማአ

7 የ ስ ት ራ ቴ ጂ ክ እ ቅ ዱ ን ውጤታ ማለ ማ

ድ ረ ግ የ ማስ ተ ካ ከ ያ እ ና የ መከ ላ ከ

ያ እ ር ምጃ ዎ ች ተ ለ ይ ተ ውይ ተ ገ በ ራ

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 8 በ ስ ት ራ ቴ ጂ ካ ዊ ጠቀ ሜታ አ ፈ ፃ ፀ ም

መረ ጃ ዎ ች ላ ይ በ መመር ኮ ዝ በ በ ቂ እ

ና በ ወቅ ቱ ተ ሻ ሽ ሏ ል

9 የ አ ፈ ፃ ፀ ምመገ ምገ ሚያ ዎ ቹ ለ ሰ ራ

ተ ኞ ቹ ከ ሽ ል ማት እ ና ማበ ረ ታ ቻ ዎ ች

ጋ ር የ ተ ቆ ራ ኙና ቸ ው

ሠ -የ መስ ሪ ያ ቤ ቱ የ ስ ራ አ ፈ ጻ ጸ ም

ተ ዝ ር ዝ ር -መግ ለ ጫ በ ጣምእ እስ እ ር ግ ጠኛ አል በ ጣምአ

/ ስ ማማለ ማማ አ ይደ ለ ሁ ስማ ል ሰ ማማ

ቁ ሁ ለሁ ም ማም ም

1 የ ስ ተ ራ ቴ ጂ ት ግ በ ራ በ መስ ሪ ያ ቤ ቱ ላ ይ አ ስ ተ ዋ ጽ

ኦ አ በ ር ክ ታል

2 መሰ ረ ያ ቤ ቱ እ ር ሰ ዎ ን በ ስ ት ራ ት ጂ ክ እ ቅ ድ ውስ ጥ

በ ማሳ ተ ፉ ስ ራ ዎ ን በ አ ግ ባ ቡ ለ መፈ ጸ ምአ በ ረ ታ ቶ

ታል

3 በ ኢትዮ -

ቴ ሌ ኮ ምየ ስ ት ራ ቴ ጂ ክ እ ቅ ድ መኖ ሩ በ መስ ሪ ያ ቤ ቱ

ያ ሉ ሰ ራ ተ ኞ ች ን ውጤታ ማነ ት ጨምራ ል

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 የ ቃ ለ መጠይ ቅ ጥያ ቄ ዎ ች

1.ኢ ት ዮ -ቴ ሌ ኮ ምሰ ት ራ ቴ ጅ ካ ዊ እ ቅ ድ አ ለ ው?
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2. ቴ ሌ ኮ ምምን ያ ህ ል ስ ት ራ ቴ ጂ ካ ዊ ዕ ቅ ዶ ች ን አ ዘ ጋ ጅ ቷ ል ?
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3. ስ ት ራ ቴ ጂ ካ ዊ እ ቅ ዱ ን ያ ዘ ጋ ጅ ውማነ ው?
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4. የ ስ ት ራ ቴ ጂ ክ ዕ ቅ ድ ዝ ግ ጅ ት ሂ ደ ቱ ምን ይ መስ ላ ል ?
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5.የ ስ ት ራ ቴ ጂ ክ እ ቅ ዱ ን ለ ሚመለ ከ ተ ውአ ካ ል ግ ል ጽ አ ድ ር ጎ የ ማስ ተ ላ ለ ፉ ሂ ደ ት ምን ይ መስ ላ ል ?
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6. የ ስ ት ራ ቴ ጂ ክ እ ቅ ዱ አ ተ ገ ባ በ ር ምን ይ መስ ላ ል ?
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7. የ ስ ት ራ ቴ ጂ ክ እ ቅ ዱ ን አ ፈ ፃ ፀ ምእ ን ዴት ይ ለ ካ ሉ ?
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