The Perceived Quality of Strategic Decision-Making in a Facilities Management Organisation

Abstract

This research was focused on an Integrated Facilities Management (IFM) Organisation and aimed to determine how its management can improve its strategic decision-making by investigating the differences between the perceived levels of and the relationship between quality strategic management (QSM), the value of strategic management tools (SMT) in supporting strategic management, strategic decision-making (SDM), and organisational performance (OP). It also attempted to determine which strategic management tools were used compared to those perceived as valuable to improve strategic decision-making. This research used quantitative research methods with descriptive analysis. The data collection technique was a survey method with a questionnaire as the main tool, with a realised sample of 45. Data analysis was done through exploratory factor analysis and unweighted least squares to determine internal consistency reliability. Support for one factor was determined through factor extraction and scale reliability through Cronbach’s alpha coefficients. Results suggested that there were significant differences in the perceived levels between QSM, SMT, SDM, and OP in the sample of the population. It also indicated which tools were used and perceived as more valuable than others in the organisation, while strong and positive correlations (relationships) were perceived between QSM, SDM, OP, and many of the SMT. The results informed management through recommendations of how they could improve strategic decision-making. Through investigation of the perceptions of employees on QSM, SMT, and SDM there are ways management can improve strategic decision-making.