Strategic Analysis In Contemporary Organisation

Strategic Analysis in Contemporary Organisation

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 Task Critically evaluate the key issues that strategic analysis plays in a business or organisation that you are familiar with. In Part B, you are required to write a 1250 word report. This includes a 100 word executive summary, but excludes references and appendix Conduct an internal environment analysis. You should identify, differentiate and evaluate the key resources and competencies of the organisation (or SBU) that are most likely to provide sustainable competitive advantage. Summarise your findings based on your external (Part A) and internal environment analysis. Identify the key issues that the organisation (or SBU) faces and give your recommendations. Draw your conclusion. Guidelines for assessment 1 Part B: Ensure that you read widely and address key components of the strategic management process raised in the literature from Module 1. You should seek to complement the readings from Module 1 by accessing books and relevant journal articles from the sources listed under ‘Recommended additional reading’ in this Subject Outline. Use your reading to inform your critical evaluation of the key issues of strategic analysis within the business, public sector or not-for-profit organisation where you work. While you are required to name the organisation that is the focus of your research, you may wish to make a case for maintaining the anonymity of the organisation (e.g. due to political or commercial sensitivities). Contact your subject coordinator before you start on the assignment if you need to do this. Note that this subject uses a due date system for assignments; i.e., the stated date is the last date for acceptance for that assignment. You must timetable your work schedule so you have plenty of time to ensure your work arrives on time. Rationale The rationale for this task is to develop skills in problem solving, analysis, evaluation and reflection in the use of strategic analysis in contemporary organisation. This contributes to the following learning outcomes for this subject: be able to identify and explain the key components of strategic management such as strategy analysis, strategy formulation and strategy implementation, and their interrelationships; be able to review and evaluate the evolution of ideas and practices leading to the development of strategic management and its relationship to other management practices and principles. Presentation All assignments must be typed and they should be at least 1.5 line spaced with 12pt font size. Use of headings and subheadings is recommended to help focus your work. This does not mean that you can dispense with the need to create a coherent discussion. This is always critically important. Please note that in all assignments the following are expected: Careful analysis Evidence of wide and careful reading (beyond what has been provided) Coherent argument and structure Correct spelling Appropriate use of English grammar Appropriate citation of references Correspondence with the given word length Referencing presented in the APA system adopted by the Faculty of Business and a reference list included at the end of your Report When using material taken from the Collection of Readings provided by the University please refer to the original sources which is provided Requirements To complete your report for Senior Management you will need to include the following sections: Part B Internal Analysis Identify and analyse the issues in the internal and external environments and prioritize them in the order you feel are most critical Recommendations Conclusion Readings Prescribed textbook: Hubbard, G., Rice, J., & Galvin, P. (2015). Strategic management: Thinking, analysis, action (5th ed.) Chapter 2. Analysing business strategy: Creating value Hubbard et al. (2009). Preparing a strategic business plan. Mintzberg, H. 1994. Fundamental fallacies of strategic planning. In The rise and fall of strategic planning pp.221-321. access through CSU Library subject reserve this is a seminal reading Mintzberg, H. 1990. The design school: Reconsidering the basic premises of strategic management. Strategic Management Journal, 11(3), 171-195. access online this is a seminal reading Reading Hubbard, G., Rice, J., & Galvin, P. (2015). Strategic management: Thinking, analysis, action (5th ed. ) Chapter 3. Analysing the external environment Panagiotou G. 2003. Bringing SWOT into focus. Business Strategy Review, 14(2), 8-10. access online Porter, M. E. (January 2008). The five competitive forces that shape strategy. Harvard Business Review, . 86(1), 78-83. access online Readings Prescribed Textbook: Hubbard, G., Rice, J., & Galvin, P. (2015). Strategic management: Thinking, analysis, action (5th ed. ) Chapter 4. Analysing the organisation’s resources and capabilities Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Managment, 17(1), 99-120. access online this is a seminal reading Barney, J. B., Ketchen, D. J., Jr., & Wright, M. (2011). The Future of Resource-based theory: Revitalization or Decline? Journal of Management, 37(5), 1299-1315. access online Augier, M. & Teece, D.J. 2008. Strategy as evolution with design: the foundations of dynamic capabilities and the role of managers in the economic system. Organisation Studies, 29(08&09). 1187-1208. access online Easterby-Smith, M., Lyles, M.A. & Peteraf, M.A. (2009). Dynamic capabilities: current debates and future directions. British Journal of management, 20, S1-S8. access online