รูปแบบการบริหารเชิงยุทธศาสตร์สำหรับสถาบันอุดมศึกษาสังกัดกองทัพบก / สรินทร เชี่ยวโสธร = A strategic management model for higher education institutions under the Royal Thai Army / Sarintorn Chiewsothorn
The objective of this study was to develop a strategic management model for higher education institutions under the Royal Thai Army. The research and development method was used in this study including 6 phases: 1) To examine the present and desired stages of the strategic model for three higher education institutions including Chulachomklao Royal Military Academy. Royal Thai Army Nursing College. Phramongkutklao College of Medicine. 2) To outline the integrative strategic management model and to create the operational manual. 3) To send the 1st draft of the integrative strategic management model and the operational manual to validate a by experts. 4) To improve the integrative strategic management model and the operational manual. 5) To test 2nd draft, the integrative strategic management model, and the operational manual at the Royal Thai Army Nursing College. 6) To improve the final model, integrative strategic management model, and the operational manual. The results revealed that the present and desired stages of the strategic management model for the higher education institutions under the Royal Thai Army is The Delta Model (Hax and Wilde II, 2003). The mean score of present stages was 3.71 and the desired stages was 4.56 The developed strategic management model for higher education institutions was The Integrative Strategic Management Model (ISM Model). There were 7 characteristics: 1) Using the triangle integrative process. 2) Using participation. 3) Using the dynamic and continuous of the management process. 4) Using the management information system. 5) Using the research and development. 6) Using the quality process of the plan-do-study-act cycle. 7) Using the adaptive processes. The model has three components: 1) planning by using the triangle strategic formulation, 2) operating and evaluating by using the dynamics and continuous strategic implementation and evaluation, and 3) driving processes.
