Discussion Foundational NeuroscienceAs a psychiatric nurse pr

Discussion: Foundational Neuroscience
As a psychiatric nurse practitioner, it is essential for you to
have a strong background in foundational neuroscience. In order
to diagnose and treat patients, you must not only understand the
pathophysiology of psychiatric disorders but also how
medications for these disorders impact the central nervous
system. These concepts of foundational neuroscience can be
challenging to understand. Therefore, this Discussion is
designed to encourage you to think through these concepts,
develop a rationale for your thinking, and deepen your
understanding by interacting with your colleagues.
For this Discussion, review the Learning Resources and reflect
on the concepts of foundational neuroscience as they might
apply to your role as the psychiatric mental health nurse
practitioner in prescribing medications for patients.
Post a response to each of the following:
1. Explain the agonist-to-antagonist spectrum of action of
psychopharmacologic agents, including how partial and inverse
agonist functionality may impact the efficacy of
psychopharmacologic treatments.
2. Compare and contrast the actions of g couple proteins and ion
gated channels.
3. Explain how the role of epigenetics may contribute to
pharmacologic action.
4. Explain how this information may impact the way you
prescribe medications to patients. Include a specific example of
a situation or case with a patient in which the psychiatric mental
health nurse practitioner must be aware of the medication’s

action.
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Instructions
BMGT 364 Project 1 (Week 3) - Planning and the SWOT
Analysis
Project 1 is due on the last day of class week 3, Tuesday, at
11:59 p.m., eastern time.
Purpose
The purpose of this project is to introduce you to the planning
process and to complete a SWOT analysis to determine a
company’s strengths, weaknesses, opportunities, and threats.
Using the information gathered to complete the SWOT, you will
begin to build a Strategic Plan identifying and discussing the
company’s goals and objectives.
Outcome Met by Completing This Assignment
· Employ effective planning processes to develop strategies,
goals, and objectives in order to enhance organizational
performance and sustainability.
Instructions and Case Background
Note: Before starting work on Project I, you must read the
Project 1 rubric very carefully.
You are requested to complete Project 1 in the role of a recent
business degree graduate, newly hired by Silver Airways. Your
manager has requested your assistance in conducting a SWOT
analysis and developing the goals and objectives for a strategic
plan. The strategic plan is necessitated by Silver Airways' CEO
requesting an assessment of the airline’s ability to become a
“major U.S. airline” and the subsequent steps it needs to take to
make that happen.
You will use the course materials for weeks 1 – 3 and your
research findings based on the Silver Airlines' links below. This
information will allow you to perform an analysis of the current

state of Silver Airways to determine its strengths, weaknesses,
opportunities, and threats toward becoming a major US airline.
You will complete a SWOT table identifying the strengths,
weaknesses, opportunities, and threats you identified for Silver
Airlines. Based on your SWOT table, you will then develop and
explain your goals and their related objectives.
Your manager has informed you of the following facts: Florida-
based Silver Airways recently announced its acquisition of
Seaborne Airlines, headquartered in Porto Rico. Expanding its
flight routes within the Caribbean makes the company the
highest volume airline to the Bahamas and the Caribbean. In
addition to its Bahama and Caribbean flights, Silver Airways
serves the southeast and a few northeast states.
Your manager has provided you with the links found below and
indicated that route expansion, a new fleet of aircraft, and the
acquisition of Seaborne Airlines should be considerations in
your analysis. Of course, the focus of your analysis is Silver
Airways and not Seaborne Airlines.
Your analysis, SWOT table, goals, and objectives must be
supported by a logical and well-reasoned evaluation of the facts
ascertained from the course materials and links provided.
Research Links
· Silver Airways
· Seaborne Airlines
· Silver Airways/SeaborneAirways
· Silver Airways Announces Major Strategic Growth
Developments and New Leadership
https://www.silverairways.com/
https://www.seaborneairlines.com/
https://www.silverairways.com/about-silver/seaborne
https://www.silverairways.com/about-silver/press-
room/article/2017/08/01/silver-airways-announces-major-
strategic-growth-developments-and-new-leadership
You may do additional research related to Silver Airways to

enhance your SWOT analysis, SWOT Table, and goals and
objectives.
Note: Your report must be based on the results of your own
research. This means that you will research and draw your own
conclusions, which must be supported by your independent
research and the course materials. You are precluded from the
use of any existing SWOT analysis, SWOT Table, and goals and
objectives ascertained from anyone else's source material (e.g.,
internet sites, for-pay websites, existing documents, video
resources, and the like). A zero will be earned for not doing
your own analysis.
How to Set Up the Paper
Create a Word or Rich Text Format (RTF) document that is
double spaced. Use 12-point font. The final product will be 5-
6 pages in length, excluding the title page and reference page.
Write clearly and concisely.
Create a compliant title page that provides the paper's title,
date, your name, the course number, the section number, and
your instructor's name.
Use all of the following centered Boldedand left-
justified Bolded headings in the same order they appear
in completing your project.
Introduction
· Write an Introduction paragraph. The introduction paragraph
is the first paragraph of the paper and will be used to describe
to the reader the intent of the paper explaining the main points
covered in the paper. This intent should be understood prior to
reading the remainder of the paper so the reader knows exactly
what is being covered in the paper. The introduction is often
written after the paper is completed. (Use in-text citation as
required)
SWOT Table
· Using the research from the websites provided and any
additional research, complete a SWOT Table for Silver Airways
using the format below.
· Provide a minimum of three strengths, three weaknesses, three

opportunities, and three threats. See the grading rubric for
specifics and further guidance.
· Provide an in-text citation for each item presented in the
SWOT Table.
Strengths
Weaknesses
Opportunities
Threats
SWOT Analysis: Silver
Airways
· Write a paragraph explanation for each quadrant (Strengths,
Weaknesses, Opportunities, Threats) on the SWOT Table that
explains each item in each quadrant (Strengths, Weaknesses,
Opportunities, Threats). Support your reasoning. Remember,
there must be a minimum of three items in each quadrant. Be
certain to label each of the paragraphs Strengths, Weaknesses,
Opportunities, or Threats and make it clear to the reader which
item within each of those headings is being discussed. (Use
heading below and in-text citation as required)
Strengths Explanations Paragraph

Weaknesses Explanations Paragraph
Opportunities Explanations Paragraph
Threats Explanations Paragraph
Goals and Objectives
· You will now begin to build the framework for the Strategic
Plan to be developed. Identify and explain three (3) major
strategic goals that the company should attain based on its
acquisition of Seaborne Airlines. Each strategic goal will be
one-sentence followed by an explanation of the importance of
each goal. (Use in-text citation as required)
· For each strategic goal, students will provide at least two one-
sentence objectives to support each strategic goal. The
relationship of each objective to its strategic goal must be
demonstrated. (Use in-text citation as required)
· The assignment rubric displays how the assignment is graded
and how to earn additional credit for various sections of the
paper.
· Make sure to use the research and course materials to support
your analysis.
STUDENTS: The formatand framework for your goals and
objectives must be as follows:
STRATEGIC GOAL 1: Must be written as a one-sentence goal.
Followed by a brief explanation of the goal's significance. (Use
in-text citations and references as appropriate.)
*Objective 1: Must be written as a one-sentence objective.
Followed by a brief explanation of support for that objective, as
it relates to its goal. (Use in-text citations and references as
appropriate.)
Objective 2: Must be written as a one-sentence objective.
appropriate.)
The goal must be followed by a brief explanation of the
significance of that goal. (Use in-text citations and references
as appropriate.)

appropriate.)
appropriate.)
The goal must be followed by a very brief explanation of the
significance of that goal. (Use in-text citations and references
as appropriate.)
appropriate.)
appropriate.)
Conclusion
· Create a concluding paragraph. The conclusion paragraph
highlights the major findings covered in the paper.
References
Use the checklist below to ensure your paper's compliance with
assignment instructions.
Checklist
Specific Project Requirements
Proofread your paper. Ensure your topic headings and format
follow the above sequence.
Read and use the grading rubric while completing the paper to
ensure all requirements are met that will lead to the highest
possible grade.

Third-person writing is required. Third-person means that there
are no words such as “I, me, my, we, or us” (first-person
writing), nor is there use of “you or your” (the second person
writing). If uncertain how to write in the third person, view this
link: http://www.quickanddirtytips.com/education/grammar/firs
t-second-and-third-person.
Contractions are not used in business writing, so do not use
them.
Paraphrase and do not use direct quotations. Paraphrase means
you do not use more than four consecutive words from a source
document. Removing quotation marks and citing is
inappropriate. Instead, put a passage from a source document
into your own words and attribute the passage to the source
document. There should be no passages with quotation marks.
Using more than four consecutive words from a source
document would require direct quotation marks. Changing
words from a passage does not exclude the passage from having
quotation marks.
You are expected to use the research and weekly course
materials to develop the analysis and support the reasoning.
There should be a robust use of the course material. The
material used from a source document must be cited and
referenced. A reference within a reference list cannot exist
without an associated in-text citation and vice versa. Changing
words from a passage does not exclude the passage from having
quotation marks.
Use in-text citations and provide a reference list that contains
the reference associated with each in-text citation.
You may not use books in completing this problem set unless
part of the course material. Also, do not use a dictionary,
Wikipedia or Investopedia or similar sources.

Provide the page or paragraph number in every in-text citation.
Since the eBook does not have page numbers, you are to include
the chapter title, section heading, and paragraph number.
For citations using a video, you must provide the minutes and
second of the cited material.
Step 3: Submit the paper in the Assignment Folder (The
assignment submitted to the Assignment Folder will be
considered the student's final product and therefore ready for
grading by the instructor. It is incumbent upon the student to
verify the assignment is the correct submission. Where Turnitin
is available students are encouraged to modify their paper were
warranted to bring the paper into compliance with proper
citation requirements.)
NOTE:All submitted work is to be your original work. You may
not use any work from another student, the Internet, or an
online clearinghouse. You are expected to understand the
Academic Dishonesty and Plagiarism Policy (see syllabus) and
know that it is your responsibility to learn about instructor and
general academic expectations with regard to proper citation of
sources as specified in the APA Publication Manual, 7th Ed.
(Students are held accountable for in-text citations and an
associated reference list only).
Due Date
Jun 8, 2021 11:59 PM
Hide Rubrics
Rubric Name: Project #1 Planning (15%)
Print Rubric
This table lists criteria and criteria group names in the first
column. The first row lists level names and includes scores if
the rubric uses a numeric scoring method. You can give
feedback on each criterion by tabbing to the add feedback

buttons in the table.Criteria
Equivalent to an A
Equivalent to a B
Equivalent to a C
Equivalent to a D
Equivalent to an F
Criterion Score
Introduction
3 points
Writes an introduction that captures the reader's attentio n, gives
context to the paper, and builds to the thesis (in the last
sentence of the introduction) that defines all of the main points
to be discussed in the paper.
(2.7 - 3)
2.55 points
Writes an introduction that provides a general context to the
paper, has a thesis statement and somewhat discusses main
topics but is vague or does not cover all main topics.
(2.4 - 2.6)
2.25 points
Writes an introduction that provides context to the paper and
presents main topics covered in the paper but this information is
not presented in a thesis statement but throughout the first
paragraph.
(2.1 - 2.3)

1.95 points
Attempts to write an introduction but has little to no context to
the paper; the thesis is missing main points or no thesis
statement provided.
(1.8 - 2.0)
0 points
No attempt to write an introduction.
(0)
Score of Introduction,/ 3
SWOT Table
15 points
Correctly identifies five or more strengths, weaknesses,
opportunities and threats from the research and course materials
that fit the company. Those SWOT items that do not fit the
category are not counted. If one or more category has fewer
items, then the count, grade is in the category to the right.
(13.5 - 15)
12.75 points
Correctly identifies four strengths, four weaknesses, four
opportunities and four threats from course materials and
research that fit the company. Those items that do not fit the
(12 - 13.4)
11.25 points

Correctly identifies three strengths, three weaknesses, three
opportunities and three threats from the course materials and
research that fit the company. Those items that do not fit the
(10.5 - 11.9)
9.75 points
Correctly identifies two strengths, weaknesses, opportunities
and threats using research or course materials. Those items that
do not fit the category are not counted. If one or more category
has fewer items, then the count, grade is in the category to the
right.
(9 - 10.4)
0 points
Provides less than two strengths, weaknesses, opportunities and
threats or makes little attempt at creating the SWOT table.
(0 - 8.9)
Score of SWOT Table,/ 15
SWOT Analysis - Paragraph per element.
18 points
Analysis demonstrates thorough understanding of all
components of a SWOT analysis with thorough explanation of
table elementsand includes complete analysis of all four
quadrants supported with the course materials and research.
(16.2 - 18)
15.3 points
Analysis demonstrates understanding of components of a SWOT
analysis explanation of table elements and includes analysis of
all four quadrants supported using course materials and
research; but needs some development.
(14.4 - 16.1)
13.5 points
Analysis is provided that demonstrates some understanding of a
SWOT analysis and includes some analysis of the elements

included in the four quadrants supported using some course
materials and research. Significant development is needed or
several omissions or errors noted.
(12.6 - 14.3)
11.7 points
Attempts to present an analysis demonstrating some
understanding; limited explanations of table elements; seldom
uses course materials or research; Major development needed.
(10.8 - 12.5)
0 points
Little to no attempt at presenting a SWOT analysis.
(0 - 10.7)
Score of SWOT Analysis - Paragraph per element.,/ 18
Goals Identify and explain three (3) major goals that the
company should look to attain, with explanations as to the
importance of each goal and why the goals are relevant to the
company’s strategy.
15 points
Thoroughly and correctly identifies and discusses three (3)
major goals that the company should look to attain, with
explanations as to the importance of each goal and why the
goals are relevant to the company’s strategy supported with the
course materials and research.
(13.5 - 15)
12.75 points
Identifies and discusses three (3) major goals that the company
should look to attain, with explanations as to the importance of
each goal and why the goals are relevant to the company’s
strategy supported with the course material and research; some
development needed or 1 goal incorrectly presented.
(12 - 13.4)
11.25 points
identifies and discusses three (3) major goals that the company

should look to attain, with explanations as to the importance of
each goal and why the goals are relevant to the company’s
strategy supported with the course materials and research;
significant development needed or 2 goals incorrectly
presented.
(10.5 - 11.9)
9.75 points
Attempts to identify and discuss goals the company should look
to attain; little to no explanation for each goal and why the
goals are relevant to the company’s strategy supported with
little or no course material or research; major development
needed or 3 goals incorrectly presented.
(9 - 10.4)
0 points
Little to no attempt to identify the major goals that the company
should look to attain. What is presented are not goals.
(0 - 8.9)
Score of Goals Identify and explain three (3) major goals that
the company should look to attain, with explanations as to the
importance of each goal and why the goals are relevant to the
company’s strategy.,/ 15
Number of Objectives
6 points
Correctly identifies a minimum of 4 specific objectives per
goal.
(5.4 - 6)
5.1 points
goal.
(4.8 - 5.3)
4.5 points
goal.
(4.2 - 4.7)
3.9 points

Identifies a minimum of 1 specific objective per goal; attempts
more but they are incorrect.
(3.6 - 4.1)
0 points
Fails to present specific objectives. What is presented are not
objectives.
(0 - 3.5)
Score of Number of Objectives,/ 6
Objectives
15 points
Explanations of why the objectives fit the goal are thorough
and correctly supported with research.
(13.5 - 15)
12.75 points
Explanations of why the objectives fit the goal that are
supported with research; needs some development.
(12 - 13.4)
11.25 points
Explanations of why the objectives fit the goal that are
supported with research; needs significant development.
(10.5 - 11.9)
9.75 points
Explanations of why the objectives fit the goal are not
supported with the research or shows little evidence of
reasoning; needs major development.
(9 - 10.4)
0 points
Does not present explanations for objectives or what is
presented is incorrect or mostly incorrect.
(0 - 8.9)
Score of Objectives,/ 15
Conclusion
3 points
In a clear and concise manner, comprehensively concludes the
paper by restating/ summarizing the main findings covered in
the paper and reflects on the importance of the arguments

made.
(2.7 - 3)
2.55 points
In a clear way concludes the paper by restating/ summarizing
the main findings; some development is needed.
(2.4 - 2.6)
2.25 points
Concludes the paper by somewhat restating/ summarizing the
argument. Attempts to bring in some explanation or general
idea of the main findings of the paper but needs significant
development.
(2.1 - 2.3)
1.95 points
Presents a conclusion but may be irrelevant to the main findings
of the paper OR does not discuss the main findings of the
paper.
(1.8 - 2)
0 points
Fails to present restatement/ summarization of argument.
(0 - 1.7)
Score of Conclusion,/ 3
Attention to Instructions
10 points
The paper contains all major assignment tasks. The paper also
includes completion of all required elements (Word or rtf file,
third person writing, paraphrasing, no more than four
consecutive words from source, no contractions, page/paragraph
numbers/Chapter Titles).
(9 - 10)
8.5 points
The paper contains all major assignment tasks. The paper
missed one minor element (Word or rtf file, third person
writing, paraphrasing, no more than four consecutive words
from source, no contractions, page/paragraph/numbers/Chapter

Titles).
(8 - 8.9)
7.5 points
One major assignment tasks or two minor elements of the
assignment missed.
(7 - 7.9)
6.5 points
Two major assignment tasks and/or three minor elements of the
assignments missed.
(6 - 6.9)
0 points
Three or more major assignment tasks missed OR four or more
minor elements missed.
(0 - 5.9)
Score of Attention to Instructions,/ 10
Writing Mechanics
10 points
Strictly adheres to standard usage rules of written English using
paragraphs and sentence rather than bullets, including but not
limited to capitalization, punctuation, run-on sentences, missing
or extra words, stylistic errors, spelling and grammatical errors.
No jargon used. Few writing errors noted.
(9 - 10)
8.5 points
Excellently adheres to standard usage of mechanics:
conventions of written English, including capitalization,
punctuation, and spelling. One - three errors noted.
(8 - 8.9)
7.5 points
Satisfactorily adheres to standard usage rules of mechanics:
conventions of English, including capitalization, punctuation,
and spelling. Four to seven errors noted.
(7 - 7.9)
6.5 points
Minimally adheres to standard usage rules of mechanics:

conventions of written English, including capitalization,
punctuation, and spelling. More than 7 errors found.
(6 -6 .9)
0 points
Does not adhere to standard usage rules of mechanics:
conventions of written English largely incomprehensible, or
errors are too plentiful to count.
(0 - 5.99)
Score of Writing Mechanics,/ 10
APA Style (7th ed.)
5 points
Excellent use of APA style; few usage errors; Proper citation of
source material is used throughout paper; Reference titles
follow APA with only the first word, the first word after a colon
and proper nouns capitalized.
(4.5 - 5)
4.25 points
Uses in-text citations and reference list but 1 - 2 APA style
errors noted or fails to use APA citations when appropriate 1-2
times.
(4 - 4.4)
3.75 points
Uses in-text citations and reference lists; but 3 - 4 APA style
errors noted or fails to use APA citations when appropriate 3 -
4 times.
(3.5 - 3.9)
3.25 points
Attempts in-text citations and reference lists; but 5 - 6 times
style errors noted or fails to use APA citations when appropriate
5-6 times. Seldom uses APA.
(3 - 3.4)
0 points
No attempt at APA style; or attempts either in-text citations or
reference list but omits the other.
(0 - 2.9)
Score of APA Style (7th ed.),/ 5

Rubric Total ScoreTotal
Score of Project #1 Planning (15%),/ 100
Overall Score
Overall Score
Equivalent to an A90 points minimum
Equivalent to a B80 points minimum
Equivalent to a C70 points minimum
Equivalent to a D60 points minimum
Equivalent to an F0 points minimum
Submit Assignment
WEEK 1 THROUGH 3 INFO
Week 1 Introduction
During this week, students will be introduced to the classical
and scientific theories of management. During the Industrial
Revolution, we began to see the first real issues that would arise
from the factory setting. The need to produce more good at a
faster rate of speed began to cause a rise in the number of
defects, injuries, worker discontent, etc. Frederick Taylor,
Henri Fayol, and Max Weber were some of the first
academicians and industry experts to work toward solutions to
each of the issues that began to plague manufacturing. The
need to find the best way to manage tasks led to three, at the
time, groundbreaking ideas about how to manage not just the
personnel but also the tasks.
Additionally, students will learn about organizational theory
and the relationship to the role of the 21st-century manager. A
manager is a person whose job is to direct the implementation

and achievement of a subset of organizational goals.
Organizational theory is a field of study that has evolved in the
last one hundred years that offers assistance to managers in the
way they approach their job in an effort to accomplish the
organization’s vision, mission, goals, and objectives.
A 21st-century manager is a person who organizes, executes,
and plans the process and production or services of an
organization. Traditionally, the role of the manager, as defined
by organizational theory, has been the person who sets short-
term goals for the organization to execute and perform tasks
that include the process, procedure, and production of the
organization’s purpose or vision. The role of the modern
manager still includes these tasks but has evolved to include the
role of facilitator in the way the manager accomplishes the
organizational goals assigned to his or her control.
Theme 1:
Who is the manager and what is his or her job in an
organization? The manager’s role has traditionally revolved
around setting short-term goals for the organization to execute
and perform tasks that include processes, procedures, and
production within the organization’s purpose or vision. The
modern role of the manager has evolved to include serving as a
facilitator to accomplishing tasks.
· Why It Matters: Introduction to Management
· Management
· The Four Primary Functions of Management (P-O-L-C
Framework)
· Types of Managers and Their Roles
· The Advantages of Managing People Well
· Putting It Together: Introduction to Management
Theme 2:
The study of organizational theory and management has evolved
with the changing business landscape. To appreciate the place
management theory has in business today, it is important to
learn about how the business landscape has evolved and how
this evolution has affected the business organization.

· Why It Matters: History of Management
· Scientific Management
· Bureaucratic Management
· Humanistic Management
· Current Developments in Management Practices
· Putting It Together: History of Management
Week 2 Introduction
Fayol defined planning in terms of forecasting future
conditions, setting objectives, and developing means to attain
objectives. This week we will consider the planning function of
the POLC framework considering the setting of an
organization's mission and vision, and the planning process to
successfully see the vision to fruition including the setting of
goals, the objectives necessary to complete the goals, and the
strategic planning that must be in place to meet the objectives.
An organization’s future direction is laid out in the definition of
the goals it has established. Planning is the process of
establishing those goals and aligning the resources available to
achieve the accomplishment of those goals. Taking into
consideration the available human and physical resources and
how to get the most effect from their deployment is what
defines the planning process; the first pillar in Fayol’s POLC
framework.
Theme 1: What is the planning function and how does it work?
Planning is the way managers and leaders of organizations
begin the process of laying out the future course of action. The
planning function will lay out how an organization will go
forward seeking to meet its vision, as well as who will have
responsibilities in the process. It lays out how the resources
will be used, whether it be physical or human resources, in the
most effective manner. In most cases, there will be many plans
in place as the organization sets out to bring its vision to life
and complete its mission.
In the planning stage, an organization defines the vision and
mission statement or sets out to redefine the statements if it is
going through a major change. Having a well-thought-out

Mission will help employees and the public understand what it
is the company stands for and a fully thought-out vision will
provide a clear indication of what/where the company intends to
be in the future. Next comes the formulation of the goals and
objectives (which are actionable initiatives), and then
evaluation (strategized) against the vision, mission, purpose,
etc. Goals and objectives are revisited several times in the
planning session and measured by a manager during the lifetime
of a company's existence.
Long-term goals are often created through planning and
strategizing. The process begins with the vision and mission of
the business. To understand the concepts of vision and mission
and their role in the process, you will take the role of the leader
and formulate the vision and mission of an organization.
When an organization undergoes any type of significant change;
wants to change its image or wants to expand into new
industries it may become necessary to redesign its Mission and
Vision statements to accommodate the new direction. The
organization will want to ensure it remains relevant and
maintains market share. Unfortunately, crafting a good Mission
and Vision is not as simple as it may seem and can be very
difficult. Many organizations have not done a good job of
establishing their mission and creating a new vision.
· Why It Matters: Planning and Mission
· Mission, Vision, and Values
· Pros and Cons of Planning
· The Planning Cycle
· Types of Plans and Common Planning Tools
· Putting It Together: Planning and Mission
Theme 2: Strategic Management
The course readings demonstrate that setting goals and
objectives are an integral part of the strategy formulation stage.
There is also a need for critical thinking in the formulation and
evaluation of goals. However, the development of goals cannot
occur until the vision and mission statements are known to a
manager. Usually, the leader(s) of an organization creates the

vision and mission statements for the business to set out the
long-term goals of the organization (vision) and the way the
business should go about achieving the goals (mission). The
manager can have a role in the development of the mission and
vision statements depending on the size of the business and the
level of the manager. Regardless of whether the vision and
mission statements are created by the leader or manager, all
planners must have a clear understanding of the meaning of the
vision and mission and their relation to the planning function.
A successful strategy is essential to opening and sustaining a
business. In these readings, you will discover how managers can
build an organizational strategy for a company's
competitive advantage.
· Why It Matters: Environments and Strategic Management
· The Role of Strategy in Management
· Common Frameworks for Evaluating the Business
Environment
· Common Frameworks for Situational Analysis
· Stages and Types of Strategy
· How Environment Affects Strategy
· Putting It Together: Environments and Strategic Management
· 5 Considerations When Setting Your M&A Goals
· How to Prepare Your Company Culture for a Merger or
Acquisition
Week 3 Introduction
Organizing is the second function of management within the
POLC framework. When we consider organizing at a micro
level we think of organizing our office space, and we
accomplish this by ensuring all our papers are properly filed;
our office equipment such as staplers, tape dispensers, pens, and
pencils, etc., are all readily available and neat. At a macro
level managers need to ensure the organizational space is
organized. There must be sufficient capital in place; raw
materials need to be ordered and delivered; employees need to
be hired and trained to do their respective jobs properly and
timely, and physical capital needs to be acquired and placed

accordingly for use by the employees. A good organizational
structure will need to be in place to ensure the proper allocation
of all physical and human resources to meet the mission. As the
organization grows and more functions come into play, the
ability to continually reassess the organization and then
reallocate resources is a critical skill.
The organizing function is where management synchronizes and
combines the resources of the organization (people, capital, and
physical) to complete the goals set out in the planning stage.
All three of these resources are critical for attaining results.
To better appreciate the depth of the organizing function, visit
the links and topics below. Try to discover your professional
standing and roles in your respective organizations as you
consider these topics.
Theme 1: Organizational Structures
· Why It Matters: Organizational Structures
· The Purpose of Organization
· Common Organizational Structures
· Factors Impacting Organizational Design
· Current Trends in Organization and Job Design
· Putting It Together: Organizational Structures
Theme 2: Organizational Culture and Diversity
· Why It Matters: Culture and Diversity
· Organizational Culture
· Key Dimensions of Organizational Culture
· Influences on Organizational Culture
· Cultural Change
· Employee Diversity
· Putting It Together: Culture and Diversity

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