Phase 3: Organizational Operations & Strategies

Phase 3: Organizational Operations & Strategies
Overview: In this phase you will explore the organization’s operations to help in identifying one or more areas exhibiting weakness or threats for further analysis (consistent with situational analysis in Phase 2). Each item includes a reference to one or more BAS courses so that you can incorporate a discussion of theories or concepts introduced in the program. Also, refer to the resource guide entitled Theories & Concepts Associated with Learning Outcomes (provided with this course) for assistance in recalling or categorizing this information.
This phase will also offer a more in-depth look into the organization’s strategies by evaluating and selecting strategic alternatives as well as including a strategy map. Evaluating all the strategic decisions together provides the “big picture” of where the organization is going and helps to determine whether the vision is truly being achieved. The strategy map provides an overview of the organization’s direction and the basis for the development of effective implementation strategies to carry out the organization’s overall strategy. In the process of evaluating the strategic map, adjustments may be made and the strategies reconsidered. Discussion in this phase should include insight from the situational analysis performed in Phase 2 as well as support for the problem statement.
Organizational Operations
Provide subdivision headings to discuss the financial aspects and at least two issues listed below:
• Conduct a financial performance analysis of the organization (Course content from FIN 3400); important note: if you are researching a publicly held company, include financial information from a recent Income Statement and Balance Sheet. See page 17 for financial analysis instruction.
• Organizational hierarchy and structure as well as a preliminary summary of management and leadership styles in the organization (Course content from HSA 3110, MAN 3025, MAN 4120, MAN 3240)
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• Human resource aspects of the organization including a review of benefits and pay scales relative to the market (Is the compensation appropriate? Are the rewards adequate?) (Course content from HSA3110, MAN3301)
• Labor relations issues (MAN 4401, other concentration courses or electives as appropriate)
• Specific legal or ethical issues relevant during the organization’s recent history (Course
content from HSA3110, HSA4553, BUL3130)
• A summary of technology and information systems employed by the organization (Course
content from ISM 4011, HSA3110, HSA3160)
• Marketing issues (HSA3160, HSA3110, MAN4802, other concentration courses or
electives as appropriate)
• Operations decisions or operations procedures such as quality manufacturing programs
(MAN 4504; HSA4431 other concentration courses or electives as appropriate)
• Industry environment factors that could threaten the organization’s future competitive
success (Course content from GEB 4891)
• Strategic planning or short-term planning issues pertinent to the study (Course content from
HSA3110, HSA4431, GEB 4891, etc.)
Evaluate and Select Strategic Alternatives
Evaluate and select the company’s directional, adaptive, market entry/exit, competitive, and positioning strategies using the process for strategy formulation-(Refer to Chapter 6 for the strategies, Exhibit 7-1 p. 261 and Exhibit 7-2, p. 262). Only evaluate and select the strategies that apply to the company. Provide subdivision headings to discuss the areas below.
Step 1-Link Strategy with Situational Analysis-
Use a checklist as provided in Exhibit 7-2
Step 2-Evaluate and Select Adaptive Strategies
To evaluate the adaptive strategies, use two of the following methods:
• SWOT Analysis-Strengths, Weaknesses, Opportunities, and Threats
• External/Internal Strategy Matrix
• Product Life Cycle (PLC) Analysis
• Boston Consulting Group (BCG) Portfolio Analysis
• Extended Portfolio Matrix Analysis
• Strategic Position and Action Evaluation (SPACE)
• Program Evaluation
Step 3-Evaluate and Select Market Entry/Exit Strategies
Step 4-Evaluate and Select Competitive Strategies
Step 5-Synthesize and Identify Implications of Strategy Choices-Strategy Map
Strategy Map Example-Exhibit 7-25, p. 304