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Organizational capability refers to an organization's inherent ability to use its strengths to exploit opportunities and overcome weaknesses and threats. It is a potential to perform better through effective use of resources. An organization's capabilities are determined by its tangible and intangible resources as well as its behavior in utilizing resources. Developing a profile of an organization's financial, marketing, operations, management, and personnel capabilities is important for understanding its strategic advantages and competencies which stem from its strengths and weaknesses.
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Internal analysis (1)
The document discusses analyzing an organization's internal environment and capabilities. It describes reviewing organizational resources and activities to identify strengths and weaknesses. This helps understand current standing, select growth opportunities aligned with capabilities, and identify capability gaps. Key factors of the internal environment include organizational resources, behavior, strengths/weaknesses, synergies, competencies, and capabilities. Analyzing these areas through tools like the organizational capability profile and strategic advantage profile helps understand competitive advantage.
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Internal analysis
The document discusses how internal analysis is used to understand a business's performance and determine strategic options. It examines analyzing a business's financials like sales, profits, and costs. It also discusses measuring non-financial performance through customer satisfaction, product quality, brand associations, costs, innovation, and employee capabilities. Finally, it explains how the analysis informs identifying organizational strengths and weaknesses, and relating these to competitors and the market to guide strategic decisions.
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Analyzing a company’s external environment
This document discusses various strategic analysis tools and environmental factors that affect businesses. It explains that environmental analysis is used to identify internal and external elements that can impact an organization's performance. This includes assessing opportunities and threats from various factors. PESTLE analysis provides a high-level view of the political, economic, social, technological, legal, and environmental conditions for a business. Porter's Five Forces model also analyzes the competitive landscape including the threat of new entrants, power of suppliers and buyers, threat of substitutes, and industry rivalry. Key success factors within an industry that determine financial success are also discussed.
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The document discusses internal appraisal, which involves assessing a firm's strengths, weaknesses, status, competitive advantages, and core competencies. It provides examples of analyzing various companies and identifies their strengths and weaknesses in areas like marketing, finance, manufacturing, R&D, and human resources. Various techniques for internal appraisal are also outlined, along with how companies can identify and build competitive advantages and core competencies through approaches like benchmarking, innovation, integration, strategic alliances and more. The concepts of competitive advantage and core competence are defined and distinguished.
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This document discusses internal analysis, which involves identifying an organization's strengths and weaknesses by examining its resources, capabilities, core competencies, vision, mission, objectives, and strategies. Internal analysis enables firms to better understand themselves and make strategic decisions. It reviews the different types of organizational resources and capabilities that can provide competitive advantages if leveraged effectively. Various approaches to conducting internal analysis like value chain analysis and competitive strength assessment are presented.
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The document discusses analyzing an organization's internal environment and capabilities. It describes reviewing organizational resources and activities to identify strengths and weaknesses. This helps understand current standing, select growth opportunities aligned with capabilities, and identify capability gaps. Key factors of the internal environment include organizational resources, behavior, strengths/weaknesses, synergies, competencies, and capabilities. Analyzing these areas through tools like the organizational capability profile and strategic advantage profile helps understand competitive advantage.
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Str Mgt Lesson 4 Internal Scanning Scanning
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It emphasizes the importance of internal analysis in understanding an organization's resources and competitive advantages. Managers can use these approaches to discover potential sources of competitive advantage and inform strategic decision-making.
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Chapter 4
This document discusses methods for evaluating a company's resources and competitive capabilities, including its strengths, weaknesses, opportunities, and threats (SWOT analysis). It describes assessing a company's strategy, costs, value chain activities, and competitive position relative to rivals. Key questions addressed include how well the current strategy is working, identifying the company's strengths and weaknesses, determining if costs are competitive, and ranking the company's position versus competitors. Conducting in-depth analyses across these areas can help identify strategic issues and guide strategic decision making.
Internal appraisal
An Organization Should Approach All Tasks With The Idea That They Can Be Accomplished In A Superior Fashion
An organization capability refers to the way systems and people in the organization work together to get things done. The way leaders foster shared mindsets, orchestrate talent, encourage speed of change, collaborate across boundaries, and learn and hold each other accountable define the company's culture and leadership edge.
The firm’s ability to manage people
to gain competitive advantage.
• focuses on internal processes and systems for meeting customer needs
• creates organization-specific competencies that provide competitive advantage since they are unique
• ensures that employee skills and efforts are directed toward achieving organizational goals and strategies
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
“ Value Chain Analysis (VCA) is a process where a firm identifies its primary and support activities that add to its final product and then analysis to reduce costs or increase differentiation.”
“ Value Chain represents the internal activities a firm engages in when transforming inputs into outputs.”
Organizational Appraisal is the process of monitoring an organization’s internal environment to identify strengths and weaknesses that may influence the firms ability to achieve GOALS. It include identifying strengths and weaknesses.
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
A measurement of the quality
of an organization's policies, products, programs, strategies, etc., and their comparison with standard measurements, or similar measurements of its peers.
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The document discusses various topics related to organizational analysis and strategic management, including competencies, the VRIO framework, product life cycles, organizational structures, experience curves, and branding. It provides definitions and examples for each topic. Frameworks and models are referenced from sources on essentials of strategic management and organizational behavior. Examples are given for different types of product life cycles, organizational structures, experience curves, and the importance of branding.
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1) Conducting an environmental scan to understand external opportunities and threats through collecting information on early signals of change, competitor strategies, and market trends.
2) Performing an internal analysis using tools like SWOT and SAP to understand organizational strengths, weaknesses, and how to match capabilities to opportunities/threats.
3) Analyzing the industry using Porter's 5 Forces model and examining strategic groups within the industry to understand competition and customer segments.
The key goal is to understand the external environment and internal capabilities to develop strategies that position the organization for success. Regular scanning and analysis is needed to adapt to changing conditions.
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Capter 6
This document discusses the key steps in establishing an organization's strategic direction:
1. The first step is assessing the external environment using models like Porter's five forces and stakeholder analysis.
2. The next step is analyzing the internal environment by identifying strengths and weaknesses in each value chain activity.
3. Core competencies that distinguish the organization in the market are then identified.
4. The strategic intent, or long-term goals, are articulated and should build on existing competencies.
Organizational capability
An Organization Should Approach All Tasks With The Idea That They Can Be Accomplished In A Superior Fashion
An organization capability refers to the way systems and people in the organization work together to get things done. The way leaders foster shared mindsets, orchestrate talent, encourage speed of change, collaborate across boundaries, and learn and hold each other accountable define the company's culture and leadership edge.
The firm’s ability to manage people
to gain competitive advantage.
• focuses on internal processes and systems for meeting customer needs
• creates organization-specific competencies that provide competitive advantage since they are unique
• ensures that employee skills and efforts are directed toward achieving organizational goals and strategies
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
“ Value Chain Analysis (VCA) is a process where a firm identifies its primary and support activities that add to its final product and then analysis to reduce costs or increase differentiation.”
“ Value Chain represents the internal activities a firm engages in when transforming inputs into outputs.”
Organizational Appraisal is the process of monitoring an organization’s internal environment to identify strengths and weaknesses that may influence the firms ability to achieve GOALS. It include identifying strengths and weaknesses.
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
A measurement of the quality
of an organization's policies, products, programs, strategies, etc., and their comparison with standard measurements, or similar measurements of its peers.
3.1 Dynamics of internal envt.ppt
The document discusses the internal environment of an organization and its impact on strategic management. It covers key areas like organizational resources, organizational behavior, strengths and weaknesses, synergistic effects, competencies, organizational capabilities, and strategic advantage. Some of the main points discussed are:
- Organizational resources include physical, human, and organizational assets that a firm uses.
- Organizational behavior reflects a company's identity, culture, leadership, and work environment.
- Strengths and weaknesses are inherent capabilities or limitations that provide competitive advantages or disadvantages.
- Synergistic effects refer to how different organizational elements interact to create outcomes greater than the sum of individual parts.
- Competencies are qualities that help
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This document outlines the syllabus for a strategic analysis unit that covers analyzing a company's internal environment, value chain analysis, organizational capability profile, and portfolio analysis techniques. Specific topics include the resource-based view of the firm, analyzing resources and competitive position, benchmarking, Porter's value chain model, strategic advantage profile, and business portfolio analysis using BCG matrix and GE nine cell model.
Organizational Appraisal
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Internal business environment
The document discusses various approaches for analyzing an organization's internal environment, including:
- SWOT analysis to identify strengths, weaknesses, opportunities, and threats
- Value chain analysis to examine primary and support activities
- Resource-based view to assess resources, capabilities, and distinctive competencies
It emphasizes the importance of internal analysis in understanding an organization's resources and competitive advantages. Managers can use these approaches to discover potential sources of competitive advantage and inform strategic decision-making.
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This document provides an overview of strategic analysis techniques used to understand a company's internal and external environment. It discusses environmental scanning, situational analysis using SWOT and TOWS matrices, industry and competitive analysis methods like Porter's 5 Forces and strategic group mapping. Product portfolio analysis techniques like BCG matrix and product life cycle are also covered. The document aims to equip readers with frameworks to evaluate a company's strategy and make strategic decisions.
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An Organization Should Approach All Tasks With The Idea That They Can Be Accomplished In A Superior Fashion
An organization capability refers to the way systems and people in the organization work together to get things done. The way leaders foster shared mindsets, orchestrate talent, encourage speed of change, collaborate across boundaries, and learn and hold each other accountable define the company's culture and leadership edge.
The firm’s ability to manage people
to gain competitive advantage.
• focuses on internal processes and systems for meeting customer needs
• creates organization-specific competencies that provide competitive advantage since they are unique
• ensures that employee skills and efforts are directed toward achieving organizational goals and strategies
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
“ Value Chain Analysis (VCA) is a process where a firm identifies its primary and support activities that add to its final product and then analysis to reduce costs or increase differentiation.”
“ Value Chain represents the internal activities a firm engages in when transforming inputs into outputs.”
Organizational Appraisal is the process of monitoring an organization’s internal environment to identify strengths and weaknesses that may influence the firms ability to achieve GOALS. It include identifying strengths and weaknesses.
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
A measurement of the quality
of an organization's policies, products, programs, strategies, etc., and their comparison with standard measurements, or similar measurements of its peers.
Internal Scanning: Organizational Analysis
The document discusses various topics related to organizational analysis and strategic management, including competencies, the VRIO framework, product life cycles, organizational structures, experience curves, and branding. It provides definitions and examples for each topic. Frameworks and models are referenced from sources on essentials of strategic management and organizational behavior. Examples are given for different types of product life cycles, organizational structures, experience curves, and the importance of branding.
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The document discusses how to conduct a functional analysis of an organization by identifying strengths and weaknesses across key functional areas like marketing, finance, operations, human resources, and technology. It provides examples of strengths in these areas for different companies. The document also discusses how to analyze an organization's value chain and resources using frameworks like the VRIO model to assess strategic importance.
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1) Conducting an environmental scan to understand external opportunities and threats through collecting information on early signals of change, competitor strategies, and market trends.
2) Performing an internal analysis using tools like SWOT and SAP to understand organizational strengths, weaknesses, and how to match capabilities to opportunities/threats.
3) Analyzing the industry using Porter's 5 Forces model and examining strategic groups within the industry to understand competition and customer segments.
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This document discusses two strategic analysis models: the Business Strength-Industry Attractiveness (BS/IA) matrix and the Arthur D. Little (ADL) life cycle approach matrix.
The BS/IA matrix analyzes multiple variables to assess a business's strengths and the industry attractiveness. It assigns weights, ratings, and values to key factors to position businesses on the matrix and determine investment strategies. The ADL matrix combines industry life cycle stage and competitive position factors into a 5x4 matrix to analyze markets and guide strategic decisions. Both models aim to help prioritize investments and resources but have limitations around subjective assessments and applicability across industries.
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The document discusses strategic processes, tools, and lessons for enhancing individual and team strategic thinking. It introduces frameworks for asking the right questions, analyzing information, and taking action to make an impact. Several strategic thinking tools and processes are described, including conducting a historic 4C analysis of an organization, performing a STEP-FAR environmental analysis, using a 5-forces model to analyze industry competition, conducting a strategic customer analysis, and performing a strength-limitation cluster analysis of an organization. The goal is to provide teams with mental discipline and leverage to develop strategic thinking skills.
Internal And External Analysis
Swot Analysis
Porters 5 Forces
PEST Analysis
Value Chain Analysis
ALL RIGHTS RESERVED ONLY FOR REFERNCE
Analyzing company's resources and competitive position
The document discusses analyzing a company's resources and competitive position. It outlines 5 key questions to assess a company's situation: 1) How well is the present strategy working? 2) What are the company's strengths, weaknesses, opportunities, and threats? 3) Are prices and costs competitive? 4) Is the company stronger or weaker than rivals? 5) What strategic issues require attention? It provides approaches to evaluate each question, including using value chain analysis and benchmarking to analyze a company's costs and determine competitiveness.
Strategic Management - SWOT Analysis & Strategic Formula
Strategic Management - SWOT Analysis & Strategic FormulaWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
In this presentation, we will discuss about SWOT analysis concept, required for the various aspects in strategic management and its formulation.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Capter 6
This document discusses the key steps in establishing an organization's strategic direction:
1. The first step is assessing the external environment using models like Porter's five forces and stakeholder analysis.
2. The next step is analyzing the internal environment by identifying strengths and weaknesses in each value chain activity.
3. Core competencies that distinguish the organization in the market are then identified.
4. The strategic intent, or long-term goals, are articulated and should build on existing competencies.
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Similar to Group discussion
Organizational capability
An Organization Should Approach All Tasks With The Idea That They Can Be Accomplished In A Superior Fashion
An organization capability refers to the way systems and people in the organization work together to get things done. The way leaders foster shared mindsets, orchestrate talent, encourage speed of change, collaborate across boundaries, and learn and hold each other accountable define the company's culture and leadership edge.
The firm’s ability to manage people
to gain competitive advantage.
• focuses on internal processes and systems for meeting customer needs
• creates organization-specific competencies that provide competitive advantage since they are unique
• ensures that employee skills and efforts are directed toward achieving organizational goals and strategies
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
“ Value Chain Analysis (VCA) is a process where a firm identifies its primary and support activities that add to its final product and then analysis to reduce costs or increase differentiation.”
“ Value Chain represents the internal activities a firm engages in when transforming inputs into outputs.”
Organizational Appraisal is the process of monitoring an organization’s internal environment to identify strengths and weaknesses that may influence the firms ability to achieve GOALS. It include identifying strengths and weaknesses.
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
A measurement of the quality
of an organization's policies, products, programs, strategies, etc., and their comparison with standard measurements, or similar measurements of its peers.
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The document discusses the internal environment of an organization and its impact on strategic management. It covers key areas like organizational resources, organizational behavior, strengths and weaknesses, synergistic effects, competencies, organizational capabilities, and strategic advantage. Some of the main points discussed are:
- Organizational resources include physical, human, and organizational assets that a firm uses.
- Organizational behavior reflects a company's identity, culture, leadership, and work environment.
- Strengths and weaknesses are inherent capabilities or limitations that provide competitive advantages or disadvantages.
- Synergistic effects refer to how different organizational elements interact to create outcomes greater than the sum of individual parts.
- Competencies are qualities that help
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This document outlines the syllabus for a strategic analysis unit that covers analyzing a company's internal environment, value chain analysis, organizational capability profile, and portfolio analysis techniques. Specific topics include the resource-based view of the firm, analyzing resources and competitive position, benchmarking, Porter's value chain model, strategic advantage profile, and business portfolio analysis using BCG matrix and GE nine cell model.
Organizational Appraisal
Dynamics of Internal Environment
Organizational Capability Factors
Consideration in Organizational Appraisal
Methods and Techniques
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Nike.pptx
Nike's core competency is its ability to create and leverage athlete endorsements effectively. It strategically selects athletes who align with its brand image and values, and invests in elevating them into heroes through storytelling and marketing. While risky, as athletes may face controversies, this approach has driven Nike's historical success in building its brand around athletics globally. VRIO analysis shows that while imitable, Nike's competency provides value and is challenging for competitors to fully replicate due to its experience, reputation, and resources to organize capturing value from athlete endorsements.
Managing Strategy and Planning_Topic 4
The Nature of Strategic Management
The Components of Strategy
Types of Strategic Alternatives
Strategy Formulation and Implementation
Using SWOT Analysis to Formulate Strategy
Evaluating Strengths
Evaluating Weaknesses
Evaluating Opportunities and Threats
Formulating Business-Level Strategies
Porter’s Generic Strategies
The Miles and Snow Topology
Product Life Cycle Strategies
Implementing Business-Level Strategies
Implementing Porter’s Generic Strategies
Implementing Miles and Snow’s Strategies
Formulating Corporate-Level Strategies
Single-Product Strategy
Related Diversification
Unrelated Diversification
Implementing Corporate-Level Strategies
Becoming a Diversified Firm
Managing Diversification
Business Stratery
The document discusses various techniques for analyzing an organization's internal environment, including value chain analysis, cost efficiency analysis, effectiveness analysis, and comparative analysis. It then describes the key aspects of each technique. Value chain analysis examines the internal activities an organization engages in to transform inputs into outputs. Cost efficiency analysis aims to minimize costs without compromising quality. Effectiveness analysis evaluates how well products match customer requirements. Comparative analysis compares an organization's capabilities to competitors and past performance.
6 internal environment scanning
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2.1 skill org analysis
The document discusses organizational analysis and project organization structures. It begins by defining project organization as the structure created to realize a project, including arranging costs, deadlines, personnel, and tools. There are three main areas of responsibility: project leadership for management, the project team for implementation, and the project board for decision-making. Several common organizational structures are described like functional, projectized, matrix, organic, and virtual structures. Strengths, weaknesses, opportunities, and threats (SWOT) analysis is presented as a tool to understand internal and external factors for projects or businesses.
Strategic Management part_02_03
Sm 11 part_02_03
Strategic Management course version 11
Strategic management in any organization is important as it provides overall direction by developing plans and policies designed to achieve objectives and then allocating resources to implement the plans.
Video on YouTube:
video 01
https://youtu.be/alh6O6Q_9sc
video 02
https://youtu.be/b2UwGeOTEX0
video 03
https://youtu.be/R7K0W3yinLo
Firm`s resources
This document discusses a firm's resources and how they can provide sustained competitive advantage. It defines three categories of resources: physical capital, human capital, and organizational capital. These resources must be valuable, rare, difficult to imitate, and lack substitutes to provide competitive advantage. The document provides examples of different types of resources that fall into each category and explains how resources can be used to implement strategies that exploit opportunities and neutralize threats in order to achieve sustained competitive advantage over competitors.
Ch 3
This document defines and discusses key concepts for conducting an internal analysis of an organization, including organizational resources, capabilities, core competencies, and distinctive capabilities. It explains that an internal analysis identifies an organization's strengths and weaknesses by evaluating its vision, missions, strategies, resources, capabilities, and competencies. Conducting an internal analysis enables a firm to better understand itself and make strategic decisions.
Internal analysis
What is Internal Analysis?
The process of identifying and evaluating an organization’s specific characteristics
Resources, capabilities, and core competencies
Looks at organization’s
Current vision
Mission(s)
Strategic & financial objectives
Strategies
Strategic management tdy
The document discusses goals, objectives, and organizational capabilities for strategic planning. It defines goals as qualitative and objectives as quantitative and specific. Objectives provide the basis for strategic decision making and performance appraisal. Organizational capabilities include financial, marketing, operations, personnel, information management, and general management factors. Methods for assessing capabilities include internal analysis using the VRIO framework, value chain analysis, quantitative analysis like ratios and benchmarks, and comprehensive analysis using tools like the balanced scorecard.
Functional Capability and Resource Analysis Methodology Report
- Long-form analytical response (LFAR) on the VRIO model of analysis
- Completed as coursework for Advanced Competitive Intelligence
Organisational appraisal dr pramila patil
This document outlines various factors for appraising an organization, including financial, marketing, operations, personnel, and information management capability factors. It discusses factors that affect organizational appraisal such as those related to strategists, the organization itself, and the environment. The document also presents several methods for conducting an organizational appraisal through internal analysis, comparative analysis, and comprehensive analysis.
Organisational appraisal dr pramila patil
This document outlines various factors and methods for appraising an organization. It discusses organizational capability factors such as financial, marketing, operations, personnel, and information management. It also lists factors that affect organizational appraisal like those related to strategists, the organization itself, and the environment. Methods of appraisal include internal analysis using VRIO and value chain analysis, comparative analysis comparing to history and benchmarks, and comprehensive analysis using key factor rating and balanced scorecards.
Internal Analysys Of Strategic Management
This is a Presentation In Business Strategic Management. An Complete Internal Analysis of a firm in Strategic Management.
Intrrnl env, resources competancies
This document discusses various approaches to conducting an internal analysis of an organization, including: (1) value chain analysis to assess cost competitiveness, (2) competitive strength assessment to evaluate strengths and weaknesses against rivals, (3) internal audit of functional areas, (4) internal environmental analysis, and (5) capabilities assessment profile. The capabilities assessment profile involves identifying core competencies and distinctive capabilities that provide competitive advantages and are difficult for competitors to imitate. Conducting an thorough internal analysis allows an organization to leverage its strengths and address its weaknesses.
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Functional Capability and Resource Analysis Methodology Report
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Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
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みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
ここ3000字までしか入らないけどタイトルの方がたくさん文字入ると思います。
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みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
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Group discussion
- 1. Importance of organizational capability profile - By- Amol
- 2. ORGANISATIONAL CAPABILITY • Organizational capability is the inherent capacity or potential of an organization to use its strengths and overcome its weaknesses in order to exploit opportunities and face threats in its external environment. • It is a potential or capacity to perform better Without capabilities, resources are of no value.
- 3. • Organizational Capabilities produces Strategic Advantage. • Strength & Weaknesses provides Organizational Competencies. • Strength & Weaknesses depends upon two factors- Organizational Resources – • Tangible Resources • Intangible Resources Organizational Behaviour – • It is the ability of usage of available resources, by which an organization can create a position
- 4. Importance of organizational capabilities profile - Financial Capability Profile- • Sources of funds • Usage of funds • Management of funds
- 5. Marketing Capability Profile- • (a) Product related • (b) Price related • (c) Promotion related • (d) Integrative & Systematic Operations Capability Factor- • (a) Production system • (b) Operation & Control system • (c) R&D system
- 6. General Management Capability - (a) General Management Systems (b) External Relations (c) Organization climate Personnel Capability Factor - (a) Personnel system (b) Organization & employee characteristics (c) Industrial Relations