Evaluating Alternative Governance Strategies for Language Schools via SWOT and AHP Method

Strategic Governance Process

Strategic governance has been defined by many scholars and researchers. According to David (2011), strategic governance is the process of formulating and implementing strategies to achieve organizational goals and objectives. Mintzberg (1990) defines strategic governance as a process that involves the analysis, formulation, and implementation of strategies to help organizations achieve their objectives. In their view, strategic governance is an ongoing process that involves constant monitoring and adjustment to the organization's strategy in response to environmental changes. Saloner et al. (2005) defines strategic governance as a set of activities that help organizations to achieve their goals through the effective use of resources. They emphasize the importance of aligning an organization’s strategy with its goals and objectives and its internal and external environments besides the firms and environmental factors (Romus et al., 2020) that are crucial to organizations’ performance. Overall, strategic governance is a multi-faceted concept that involves various processes, tools, and techniques for achieving organizational goals and objectives.

Strategic governance is a widely studied and practiced concept in the field of management. It involves formulating and implementing plans and actions that aim to achieve an organisation's long-term goals and objectives (Mizrak, 2021). The process of strategic governance typically involves analysis of the internal and external environment of an organization, identification of strategic issues, formulation of strategies, implementation of the strategies, and evaluation of the outcomes (Türk & Mızrak, 2021). The literature on strategic governance includes a range of theories, models, and frameworks that can be used to guide and support the strategic governance process Some of the key concepts in strategic governance include strategic planning, resource allocation, competitive advantage, organizational culture, and innovation. By using these concepts and frameworks, organizations can develop and implement strategies to help them achieve their goals and succeed in a competitive business environment (Heyworth, 2013; Hunger, 2020).

Strategic governance involves a systematic and comprehensive approach to planning and executing strategies that enable organizations to achieve their goals and objectives. The first step involves the analysis of the internal and external environment through tools such as SWOT analysis to identify the organization’s strengths, weaknesses, opportunities, and threats. The second step involves the development of a strategic plan that outlines the organization's goals, objectives, and actions to achieve them. The third step involves the implementation of the strategic plan, which requires the allocation of resources, communication, and coordination of activities to achieve the desired outcomes. Finally, the last step involves evaluating and monitoring the strategic plan's effectiveness, which involves measuring the progress, identifying any deviations, and making any necessary adjustments to ensure the achievement of the organization's goals and objectives (Fuertes et al., 2020).

Importance of Strategic Governance in Language Schools

Strategic governance is of great importance in language schools at foundation universities, as it enables these institutions to plan and execute effective strategies that respond to the needs of students and stakeholders while also ensuring long-term success and sustainability. Effective strategic governance practices can help language schools to differentiate themselves from their competitors, by offering high-quality programs and services that meet the needs of students and respond to changes in the global education market. Moreover, strategic governance practices can enable language schools to adapt to emerging trends and technologies in language education, while also ensuring the efficient allocation of resources and the effective management of risks and opportunities. By implementing effective strategic governance practices, language schools can enhance their reputation and prestige, attract and retain high-quality students and faculty, and contribute to the overall development of their local communities and societies (Davies, 2009).

Additionally, strategic governance practices can also help language schools to establish clear goals and objectives, and to develop a comprehensive action plan for achieving these goals. This can include the development of effective marketing and communication strategies, the implementation of innovative teaching methods and technologies, and the establishment of strong partnerships with other institutions and stakeholders. By involving all relevant stakeholders in the strategic governance process, language schools can ensure that their strategies are aligned with their mission, vision, and values and that they are responsive to the needs and expectations of their diverse student body (Heyworth, 2013; Yaakob et al., 2019).

Furthermore, strategic governance practices can also help language schools to manage their resources more effectively by identifying areas of strengths and weaknesses and by allocating resources in a way that maximizes their impact on student learning outcomes. This can include investing in the professional development of faculty and staff, enhancing the quality of facilities and infrastructure, and improving the overall learning experience for students. By continuously monitoring and evaluating their performance, language schools can also identify opportunities for improvement and innovation and can adapt their strategies accordingly (Middlewood & Lumby, 1998).

In conclusion, strategic governance is a crucial aspect of the success and sustainability of language schools at foundation universities. Effective strategic governance practices can help language schools to differentiate themselves from their competitors, to adapt to changes in the global education market, and to provide high-quality language education to their diverse student body. By establishing clear goals and objectives, involving all stakeholders in the strategic governance process, and managing their resources effectively, language schools can enhance their reputation and contribute to the overall development of their local communities and societies (Heyworth, 2013; Zehner, 2000).

There is a limited amount of literature available specifically on the strategic governance process in language schools at foundation universities, but there are several studies that provide insights into this topic. In their study, Yaakob et al. (2019) aim to delve into the implementation of strategic management and planning within the educational landscape. Malaysia has shown a strong commitment to education, notably through the PPPM 2013-2025, which stands as the nation's most extensive education development plan. Consequently, various strategic management and planning strategies have been introduced to educational leaders and teachers. However, questions linger about the true impact of these strategies on teaching and learning.

This micro-study reveals a significant gap in teachers' comprehension of the value of strategic management and planning within the school context. The outcomes of this research can potentially guide Malaysian education authorities in devising more effective and efficient educational policies and planning.

Parakhina et al. study (2017) addresses the imperative challenge of modernizing Russian higher education to align with global educational standards. While emphasizing the need for strategic development, the research identifies a pervasive issue: the deficiency in strategic flexibility within Russian universities. This deficiency is deemed to constitute a structural crisis that permeates the entire higher education system. Despite significant shifts in the landscape of Russian higher education over the past 25 years, including changes in financing, market dynamics, regional contexts, and international collaborations, the fundamental framework and internal policies have remained largely unchanged. Consequently, Russian education has seen a gradual erosion of its distinctiveness. The paper not only highlights this crucial problem but also delves into the experiences of strategic management at leading federal and regional universities in Russia, shedding light on the implementation of their development programs and offering examples of effective strategic planning practices.

In his 2009 article, Davies explores the varying degrees of success in English language teaching (ELT) in different national public educational systems. While some countries like Holland, Singapore, and Sweden have achieved remarkable success in the strategic management of ELT, others, particularly those with lower socio-economic rankings, have faced widespread failures. The article focuses on Mexico, representing Latin America and parts of the developing world, and presents evidence of the generally poor outcomes of ELT in the Mexican public educational system. It delves into the reasons behind this situation and proposes two alternative approaches to shift from general failure to significant success in ELT within Mexico's public educational system, suggesting that these approaches could be valuable for other countries facing similar challenges in their public educational systems.

The studies discussed shed light on critical aspects of strategic governance and management in the realm of education. Yaakob et al. (2019) research highlights the vital role of strategic planning in the Malaysian educational landscape, yet it uncovers a significant gap in teachers' understanding of its true impact. This valuable insight has the potential to guide Malaysian education authorities towards more effective policies and planning. Similarly, Parakhina et al. (2017) study underscores the urgency of modernizing Russian higher education to align with global standards. It identifies a structural crisis stemming from the lack of strategic flexibility within Russian universities, urging for reforms that can revitalize the distinctiveness of Russian education. Lastly, Davies' exploration of ELT outcomes across different national contexts emphasizes the need for strategic management, especially in countries facing socio-economic challenges. His proposed alternative approaches offer valuable considerations for nations striving to improve their public educational systems. In sum, these studies contribute to the ongoing discourse on enhancing educational practices and policies globally.

In addition to these studies, several general principles of strategic governance can be applied to language schools at foundation universities. These principles include conducting a thorough analysis of the school's internal and external environment, identifying and prioritizing goals and objectives, developing a comprehensive action plan, and continuously monitoring and evaluating progress. Additionally, strategic governance practices should be aligned with the mission, vision, and values of the language school and should involve input from all stakeholders, including students, teachers, administrators, and parents (Hladchenko, 2015).

In conclusion, while there is a limited amount of literature available specifically on the strategic governance process in language schools at foundation universities, several studies suggest that strategic governance practices can be beneficial for improving the quality of education and responding to the needs of students. However, there are also several challenges that must be overcome, such as a lack of resources and support from senior management. Successful language schools can overcome these challenges by focusing on quality teaching, building strong partnerships with stakeholders, and adapting to changing market conditions. Additionally, language schools should follow general principles of strategic governance, including conducting a thorough analysis of the school's internal and external environment, identifying and prioritizing goals and objectives, developing a comprehensive action plan, and continuously monitoring and evaluating progress (Amoli & Aghashahi, 2016; Parakhina et al., 2017).

It is also important to note that language schools at foundation universities operate in a highly competitive environment. Therefore, effective strategic governance practices are crucial for ensuring the long-term success and sustainability of these institutions. Language schools must be able to differentiate themselves from their competitors by offering high-quality programs and services, responding to the needs of students, and staying up-to-date with the latest trends and technologies in language education (Eftimov et al., 2016).

Furthermore, language schools must also be able to adapt to changes in the global education market, such as the increasing demand for online and blended learning programs, and the growing importance of digital literacy and intercultural communication skills. Therefore, strategic governance practices must also include an emphasis on innovation and flexibility, as well as the ability to identify and capitalize on emerging opportunities.

Strategic Governance Steps in Language Schools

Strategic governance is an essential aspect of running any successful business, including language schools within foundation universities. The process of strategic governance involves a comprehensive approach to analysing the internal and external environment of the language school, identifying key areas for improvement, and implementing strategies that align with the school's vision and mission (Fragueiro & Thomas, 2011). Here are some key considerations and best practices for strategic governance in language schools of foundation universities:

Develop a clear vision and mission statement that aligns with the educational goals of the foundation university and addresses the needs of the student body.

Conduct a SWOT analysis to identify the strengths, weaknesses, opportunities, and threats facing the language school. Use this analysis to inform decisions about marketing, curriculum, and operations.

• Develop a marketing strategy that identifies target audiences, determines the most effective marketing channels, and develops messaging that resonates with prospective students.
• Design a well-structured curriculum that aligns with the educational goals and meets the needs of the students. This includes developing courses, materials, and assessment methods that are relevant, engaging, and effective.
• Invest in staff development to ensure that teachers are qualified and experienced in delivering high-quality instruction. Ongoing staff development is important to ensure that teachers are up-to-date with the latest teaching methods and technologies.
• Ensure effective financial management by monitoring expenses, tracking revenue, and making informed decisions about resource allocation.
• Evaluate and adjust strategies on an ongoing basis to ensure that the language school is meeting its goals and objectives. Regular assessment and evaluation can help identify areas for improvement and opportunities for growth.

By following these best practices and implementing a strategic governance plan, language schools of foundation universities can achieve success and provide high-quality education to their students.

SWOT Analysis

SWOT analysis is a strategic planning tool that is widely used in business and educational institutions to identify strengths, weaknesses, opportunities, and threats. It helps organizations to understand their internal and external environments and to develop effective strategies based on their strengths and weaknesses and the opportunities and threats they face. SWOT analysis involves a comprehensive examination of the organization's resources, capabilities, and market position, as well as an evaluation of external factors that may affect its success. By conducting a SWOT analysis, educational institutions can gain valuable insights into their current situation and make informed decisions about how leaders allocate resources and develop strategies that leverage their strengths and address their weaknesses to capitalize on opportunities and mitigate threats (Abdillah et al., 2021). Overall, SWOT analysis is an essential tool for any educational institution looking to stay competitive and relevant in today's rapidly changing educational landscape (Valentin, 2001).

As a result of the literature analysis and interviews with 5 managers working in the language school of Turkey, SWOT analysis has been conducted and details are given below.

Strengths:

Strong reputation and brand recognition within the university community

Experienced and qualified faculty with expertise in language education

Diverse student body with different language backgrounds and learning needs

Access to university resources and facilities, such as libraries, computer labs, and cultural events

Strong partnerships with other institutions and stakeholders, including local businesses and government organizations

Established programs and courses that meet the needs of students and respond to changes in the global education market

Weaknesses:

Limited financial resources and budget constraints, which may limit the ability to invest in faculty development, infrastructure, and marketing

Limited student enrollment in language programs, which may lead to low program viability and lack of diversity in student experiences

Limited access to technology and other educational resources, which may affect the quality of teaching and learning outcomes

Limited diversity in faculty and staff, which may affect the ability to respond to the needs of a diverse student body

Opportunities:

Growing demand for language education in the global education market, particularly in emerging economies and non-traditional language markets

Increasing importance of digital literacy and intercultural communication skills, which may open up opportunities for online and blended learning programs

Growing interest in cultural exchange programs and study abroad opportunities, which may attract more international students and enhance the overall student experience

Potential for collaboration and partnerships with other institutions and stakeholders, including academic institutions, businesses, and government organizations

Threats:

Intense competition from other language schools and educational institutions, particularly in popular language markets

Economic and political instability in certain regions, which may affect the demand for language education and student mobility

Changes in government policies and regulations, which may affect the availability of funding and resources for language education programs

Rapidly evolving technologies and teaching methodologies, which may require ongoing investment in faculty development and infrastructure.

As a result of the SWOT analysis, 6 strategies have been generated details of which are given below:

With strong reputation and brand recognition within the university community, language schools should use this strength to promote their programs and courses to a wider audience. This can include using social media, digital marketing, and other targeted advertising strategies.

To respond to the changing needs of students and the global education market, language schools should continuously develop new programs and courses that cater to emerging language markets, such as non-traditional languages or industries. This can also include offering online and blended learning programs to meet the increasing importance of digital literacy and intercultural communication skills.

With limited student enrollment in language programs, language schools should implement strategies to increase the number of students enrolling in their courses. This can include offering scholarships and financial aid, partnering with other institutions to attract more students, and offering incentives for referrals.

To improve the quality of teaching and learning outcomes, language schools should invest in technology and other educational resources. This can include providing access to language learning software, digital libraries, and other online resources that can enhance the learning experience.

With strong partnerships with other institutions and stakeholders, language schools should continue to develop and nurture these relationships to create opportunities for collaboration and shared resources. This can include partnering with local businesses to offer language programs to their employees, collaborating with academic institutions on joint research projects, and partnering with government organizations to access funding and resources.

With rapidly evolving technologies and teaching methodologies, language schools should invest in faculty development to ensure their faculty is equipped with the latest skills and knowledge. This can include providing ongoing training, workshops, and professional development opportunities to enhance the quality of teaching and learning outcomes.

AHP Method

The next step in the study is to evaluate the priority of the strategies generated as a result of SWOT analysis. For this purpose, the Analytic Hierarchy Process method will be applied. Analytic Hierarchy Process (AHP) is a decision-making method that allows for the comparison of different alternatives based on multiple criteria. The AHP method consists of the following steps (Skibniewski & Chao, 1992).

Define the problem and criteria: Clearly define the decision problem and the criteria that will be used to evaluate the alternatives. For example, if you are trying to choose a new car, criteria may include price, safety, fuel efficiency, and reliability.

Create a hierarchy: Create a hierarchical structure that breaks down the decision problem into a set of subproblems and criteria. The hierarchy is a tree-like structure, with the top-level being the decision problem and the lower levels being the subproblems and criteria. For example, the decision problem may be "Choose a new car", the subproblems may be "Choose a compact car or a midsize car", and the criteria may be "Price", "Safety", "Fuel efficiency", and "Reliability".

Pairwise comparisons: Create pairwise comparisons of each criterion in terms of its relative importance with respect to the other criteria. This is done using a scale from 1 to 9, where 1 means that the two criteria are equally important, and 9 means that one criterion is extremely more important than the other. The pairwise comparison matrix is typically represented as a square matrix with entries a(i,j) that represent the relative importance of criterion i with respect to criterion j. The diagonal entries are always 1, since a criterion is always equally important to itself.

Compute weights: Use the pairwise comparison matrix to compute the weights for each criterion. This is done by computing the geometric mean of the rows of the matrix. The geometric mean of the ith row is computed as follows:

w(i) = [∏ j=1 to n a(i,j)]^(1/n)

where n is the number of criteria.

Consistency check: Check the consistency of the pairwise comparison matrix using the Consistency Index (CI) and the Consistency Ratio (CR). The CI is computed as follows:

CI = (λ_max - n) / (n - 1)

where λ_max is the largest eigenvalue of the pairwise comparison matrix. The CR is computed as follows:

CR = CI / RI

where RI is the Random Index, which is a function of the number of criteria.

If the CR is less than 0.1, the matrix is considered consistent. If the CR is greater than 0.1, the matrix is considered inconsistent, and the pairwise comparison matrix should be revised until it is consistent.

Compute priority vector: Use the weights to compute the priority vector for each level of the hierarchy. The priority vector is a normalized vector that represents the relative importance of each subproblem or criterion with respect to its parent. The priority vector for the i^th level is computed as follows:

p(i) = w(i) / ∑ j=1 to m w(j)

where m is the number of subproblems or criteria at the ith level.

Evaluate alternatives: Evaluate each alternative with respect to the criteria using the priority vectors. This is done by computing a weighted average of the scores for each criterion. The score for the i^th alternative is computed as follows:

S(i) = ∑ j=1 to n p(j) x(i,j)

where x(i,j) is the score of the i^th alternative with respect to the j^th criterion.

Sensitivity analysis: Perform sensitivity analysis to evaluate the robustness of the results. This involves varying the weights of the criteria and observing the effect on the final scores of the alternatives.

In summary, the steps of the AHP method are:

Define the problem and criteria

Create a hierarchy

Pairwise comparisons

Compute weights