The document discusses organizational analysis and strategy. It begins by explaining that organizational analysis is the process of reviewing an organization's external and internal environment. It should be done periodically to understand strengths and weaknesses. Various models of analysis are described, including SWOT, McKinsey 7S, and rational models. Strategic management processes involve environmental scanning, strategy formulation, implementation, and evaluation. An example is provided of how Nokia analyzed its environment using various forces and realigned its culture and structure to its technological environment to achieve strategic success.
The overall objectives, purpose and mission of a business that have been established by its management and communicated to its employees. The organizational goals of a company typically focus on its ...
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Strategic Management: Organizational DesignTriune Global
There are a number of factors that differentiate small-business operations from large-business operations, one of which is the implementation of a formal organizational structure. Organizational structure is important for any growing company to provide guidance and clarity on specific human resources issues, such as managerial authority. Small-business owners should begin thinking about a formal structure early in the growth stage of their business.
Strategy is the action taken by strategists to achieve the goals of the organization.
It deals with long term development rather than routine operations like: new product development, capturing new customers , occupying new geographic location, adaptability of technology & focusing on creativity & innovativeness.
It ca be defined as a general direction set for the company & its various components to achieve a desirable state in future.
Strategy plays a significant role in forecasting future uncertainties by scanning the environment.
The main aim of Strategic Management (SM) is to help the organization to operate successfully in the dynamic environment which is complex by nature.
It helps the business to be less bureaucratic & more flexible.
It provides competitive advantage to the organization.
It demands that the company should be a learning organization which creates, acquires and transfers knowledge.
Strategic management process consists of four stages. These are
Environmental scanning
Formulation of Strategy
Implementation of the Strategy
Evaluation & Control of the Strategy.
Environmental scanning is the systematic process of monitoring, evaluating and disseminating information from the external & internal environments to key people within the organization.
The external environment consists of opportunities & threats that are outside of the organization whereas internal environment consists of strength & weakness that are within the organization itself.
The internal environment includes the management, employees, structure, culture and resource of the organization.
The environmental scanning is done through SWOT analysis.
Strategy Formulation is the development of long-range plans for the effective management of environmental opportunities & threats in light of corporate strength & weaknesses.
It includes defining the corporate mission, specifying achievable objectives, developing strategies & setting policy guidelines.
In this step the organization must practically fix the quantitative target values for some of the organizational objectives.
Strategy Implementation is the process by which strategies & policies are put into action through the development of programs, budgets & procedures.
This process might involve changes within the culture, structure, system of the organization.
Most of the times, strategy implementation is carried out by middle & lower level managers with the review by the top management.
Sometimes referred to as operational planning, strategy implementation often involves day-to-days in resource allocation.
It includes programs, budgets & procedures.
Evaluation of Strategy is the process in which corporate activities & performance are monitored so that the actual performance can be compared with desired performance.
Managers at all levels use the resulting information to take corrective action & resolve problems.
A critical evaluation must be done on the basis of the organization’s past performance.
The overall objectives, purpose and mission of a business that have been established by its management and communicated to its employees. The organizational goals of a company typically focus on its ...
organizational goals examples
organizational goals examples for healthcare
examples of organizational goal setting
organizational goals and objectives
organizational development goals examples
organizational strategic goals
developing organizational goals
smart goals for organizational skills
different types of organizational goals
organizational goals examples
common organizational goals
organizational structure and goals
study organizational goals
business organizational goals example
importance of organizational goals
examples of organizational goal setting
organizational goals examples for healthcare
hospital organizational goals examples
organizational goals and objectives
organizational goals examples nursing
organizational goals examples for iep
organizational development goals examples
smart goals examples for employees
examples of goals for managers
written examples of smart goals
list of employee goals examples
professional smart goals examples
examples of smart goals for leadership
smart goals at work examples
smart goals for warehouse employees
measurable goals examples for work
examples of goals for managers
Strategic Management: Organizational DesignTriune Global
There are a number of factors that differentiate small-business operations from large-business operations, one of which is the implementation of a formal organizational structure. Organizational structure is important for any growing company to provide guidance and clarity on specific human resources issues, such as managerial authority. Small-business owners should begin thinking about a formal structure early in the growth stage of their business.
Strategy is the action taken by strategists to achieve the goals of the organization.
It deals with long term development rather than routine operations like: new product development, capturing new customers , occupying new geographic location, adaptability of technology & focusing on creativity & innovativeness.
It ca be defined as a general direction set for the company & its various components to achieve a desirable state in future.
Strategy plays a significant role in forecasting future uncertainties by scanning the environment.
The main aim of Strategic Management (SM) is to help the organization to operate successfully in the dynamic environment which is complex by nature.
It helps the business to be less bureaucratic & more flexible.
It provides competitive advantage to the organization.
It demands that the company should be a learning organization which creates, acquires and transfers knowledge.
Strategic management process consists of four stages. These are
Environmental scanning
Formulation of Strategy
Implementation of the Strategy
Evaluation & Control of the Strategy.
Environmental scanning is the systematic process of monitoring, evaluating and disseminating information from the external & internal environments to key people within the organization.
The external environment consists of opportunities & threats that are outside of the organization whereas internal environment consists of strength & weakness that are within the organization itself.
The internal environment includes the management, employees, structure, culture and resource of the organization.
The environmental scanning is done through SWOT analysis.
Strategy Formulation is the development of long-range plans for the effective management of environmental opportunities & threats in light of corporate strength & weaknesses.
It includes defining the corporate mission, specifying achievable objectives, developing strategies & setting policy guidelines.
In this step the organization must practically fix the quantitative target values for some of the organizational objectives.
Strategy Implementation is the process by which strategies & policies are put into action through the development of programs, budgets & procedures.
This process might involve changes within the culture, structure, system of the organization.
Most of the times, strategy implementation is carried out by middle & lower level managers with the review by the top management.
Sometimes referred to as operational planning, strategy implementation often involves day-to-days in resource allocation.
It includes programs, budgets & procedures.
Evaluation of Strategy is the process in which corporate activities & performance are monitored so that the actual performance can be compared with desired performance.
Managers at all levels use the resulting information to take corrective action & resolve problems.
A critical evaluation must be done on the basis of the organization’s past performance.
Strategic Thinking and Repositioning Day1Timothy Wooi
This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and inter-connectedness
PART A: INTRODUCTION TO STRATEGIC THINKING
Strategic Thinking Versus Strategic Planning
Strategic Management Process
The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY
Auditing General Environmental Influences
Thinking Tool for External Evaluation
(Team Activity)
PART C: EXPLORING THE INTERNAL ENVIRONMENT
Resources, Capabilities and Competencies
Thinking Tool for Internal Evaluation
(Team Activity)
PART D: EXPLORING CURRENT STRATEGIES
Value Chain and Activity Chain Analysis
Using SWOT - How comprehensive are our
current strategies?
Relevancy of Structural Analysis
Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES
Concept of Value Pioneering
Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation.
Strategic thinking needs to be addressed at two different levels:
the individual level and
the organisational level.
Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
2. INTRODUCTION
The starting point for an organization review is
analysis of existing circumstance, the structure
and processes of the strategic issues that affect it
in future.
Organizational analysis is the process of
reviewing the external and internal environment of
the Organization.
It should be periodical for managers to know her
strength and weakness.
Also, it occurs due to crisis and in a bid to carry
out project demonstration.
It is associated with challenges like customer
survey, staff interview , regular random sampling
and PEST.
3. CONT
It uses an integrative approach to diagnose
and analyze how the successful
implementation of organizational strategies is
often contingent upon in achieving a fit
between specific environmental factors and
organizational structure.
4. LEARNING OBJECTIVE
It will enable you to know the basic techniques of
organizational analysis.
It will enable managers to determine the best way
to view and organize and how to strategies for the
company.
It will enable managers to maximize the potentials
of staff to met organizational goals.
To identify areas of particular strength or
weakness in the organization.
To develop plan to build on strength and reduce
weakness.
5. Understand the concept of strategy in
contemporary organization
Understand the process of strategic
management in an organizational planning
and its benefit
Understand the importance of strategy
6. STEPS IN ORGANIZATIONAL
ANALYSIS
Monitor the staff
Evaluate organizational performance
Collecting systematic information of staff
performance
Questionnaires.
Reviewing the organizational.
7. NEED FOR ORGANIZATIONAL
ANALYSIS
Its enable managers to compare the current
skill that they need to meet the future
business objective.
Skills profile of staff.
Business plans.
Business environment.
Benchmark
Consultation
9. SWOT ANALYSIS FOR
ORGANIZATIONAL TRAINING
Strengths: are assessed by analyzing
fundamental issues that include competitive
advantages, organizational capabilities and
experience workforce.
Weaknesses: this part of the analysis identify
weaknesses and fine ways to eliminate or
minimize the.
10. cont
Opportunities: this analysis addresses where
priorities should be set or how efforts might be
redirected.
Threats: this analysis is to identify and find ways
to mitigate potential threats.
11. MODELS OF ORGANIZATIONAL
ANALYSIS
Strategic Triangle Model-: its relies on three
keys calculations to determine the efficiency
and effectiveness of an organization.
1st Vision/Mission
2nd Operational Capacity
3rd Legitimacy and Support.
12. cont
SWOT Model -: this is a structured planning
method used to evaluate the strengths,
weaknesses, opportunities and threats
involved in business.
The Mckinsey 7s Models-: this model are
interdependent and must be mutually
reinforcing in order to be successful.
Strategy, Structure, Systems, Staff, Skill, Style
Super ordinate goal
14. cont
Rational Model -: views organization as a
mechanism that is made up of various parts
that can be modified in order to create output
in the shortest time.
Socio technical Model-: this model identifies
the environment as a key factor that interacts
with organization.
15. Cognitive Model -: this model view the
personal factors as behavior of managers and
staff are seen as assisting in the effort toward
organizational objective attainment.
17. cont
Organization uses an integrative approach to
diagnose and analyze how the successful
implementation of the organizational strategies
is often dependent upon in achieving a fit
between specific environmental factors and
organizational structure and process variables.
18. STRATEGY
The word “strategy is derived from the Greek
word “stratcgos”; stratus ( meaning army) and
“ago” (meaning leading or moving).
It’s the blueprint of decision organization that
shows its objective and goal .
Strategy deals with long term developments
routine operation i.e innovation.
Its created to take into account probable
behavior of customers
19. cont
Strategy is well define as the road map of an
organization.
Its to maximize organization’s strengths and
minimize the strength of the competitors.
Thus the concept of a strategic plan, is often a
written down document, is used as an
indicators for the strategy of an organization.
20. COMPONENT OF STRATEGY
The strategy statement of a firm is a long-term
strategic direction and broad policy.
Policy are the guideline developed by an
organization to govern its act.
Strategic intent: is the purpose while that
organization exists and while that organization
will continue to exist. Strategic fit deals with
harmonizing available resources potentials to
external environment.
21. cont
Mission Statement: this differentiate an
organization from others, the component of vision
statement are: values, behavior the employee and
goals and objectives.
The mission must be feasible, clear, inspiring and
precise.
Vision Statement: this identifies where the
organization wants to be in the futures.
The organization vision must be clear, realistic,
easier to memorize and harmonize with
organizational culture.
22. Cont.
Goals : this is desired future state of an
organization. They are precise, significant,
realistic and challenging these must be
achieve.
Objectives: these are what an organization
tries to achieve. They must multiple, both short
and long- term and they react to changes.
23. Strategic management process
Its defined as the process by which managers
make a choice of set of strategies. This
process have four steps;
Environmental Scanning: is a process of
collecting, scrutinizing and providing
information for strategic purposes.
Strategy Formulation: this is the process of
deciding best course of action for
accomplishing organizational objective. There
are six step
24. cont
Setting organizations objectives
Evaluating the organizational environment.
Setting quantitative target
Aiming in context with the divisional plans
Performance analysis
Choice of strategy.
25. cont
Strategy implementation: this implies making
the strategy work as intended by putting the
organizational strategy into action.
Strategy Evaluation: this is the final step of
strategy management process. The key
function of this strategy is to evaluate the
activities.
26. Case Study
Nokia is one of the leading company in the mobile
phone and communications industry is as a result
of merging in1967 between three businesses.
In the late 1980s the company face a major crisis
that forced the organization to revise their
strategic reorientation. 1990s major challenges
and new business opportunities were identified. In
2002 a national economic crisis in Finland and
internal company crisis created a momentum for a
new strategy.
27. Strategy of nokia
They restructure the organizational culture
appears to be fully assimilate with networks
and information technology. They focus on
equal amongst employees, openness to
people and sharing ideas. Training and
development of employee, compensation are
the key and regular employee survey and
general participation in decision making.
The organizational structure and culture
aligned with the technological environment.
28. Cont
This company make use of six forces in
analyzing the environment to achieve their
goals. These are:
Demographic
Economic
Natural
Social Cultural
Technological
Political - legal forces
29. Cont’d
One of the strength of Nokia is the strong brand
name and good image, they were one of the first
players on the mobile phone market. They
produce user friendly, durable and modern looking
phones. They are also constantly innovating their
products.
The weaknesses of the giant Nokia : the originality
of the mobile phone is not always as good as of
the competitors e.g 2003 Nokia was late with
clamshell phones while other companies already
had these model. It was after prosperity of these
phone, Nokia had to start making these model.
Consumers are missing information