Obstacles to the Application of Strategic Planning at the Faculty of Science and Technology, Sabha: From the Perspective of Faculty Members and Administrators

Abstract
This study aimed to identify the obstacles to the application of strategic planning at the Faculty of Science and Technology, Sabha, from the perspective of faculty members and administrators working there. The researcher used a descriptive and analytical approach, with a questionnaire as the primary tool for data collection. The study population consisted of the staff members at the Faculty of Science and Technology, Sabha, totaling 333 individuals. A random sample of 175 individuals was selected, and 77 completed questionnaires were analyzed. The Statistical Package for Social Sciences (SPSS) was used for data entry, processing, and hypothesis testing.

The study found that the five major obstacles to the application of strategic planning at the Faculty of Science and Technology, Sabha, are as follows:

1. Ambiguity of the concept of strategic planning among some leaders and administrators.
2. Lack of continuous evaluation of aspects of the strategic plan developed by the faculty.
3. Lack of experience among those responsible for strategic planning in its steps and methods.
4. Lack of material and moral incentives for those involved in preparing and implementing the plans.
5. Resistance to change by some administrators and staff members at the faculty.

Additionally, there were no statistically significant differences in the obstacles to the application of strategic planning based on the variables of gender and job title. However, differences were found in relation to the level of education and years of experience.