Post on 06-May-2015
Vision & Mission
Strategy Formulation
External Opportunities & Threats
Internal Strengths & Weaknesses
Long-Term Objectives
Alternative Strategies
Strategy Selection
Strategic formulation
Key Internal Forces
Functional Business Areas:
Vary by organization
Divisions have differing strengths & weaknesses
Key Internal Forces
Distinctive Competencies:
Firm’s strengths that cannot be easily matched or imitated by competitors
Building competitive advantage involves taking advantage of distinctive competencies
Strategies designed to improve on a firm’s weaknesses and turn to strengths
Give Examples ?
Internal Audit
•Information from:•Management
•Marketing
•Finance/accounting
•Production/operations
•Research & Development
•Management information Systems
Parallels process of external audit
Management: Functions of Management
Planning
Stage When Most ImportantFunction
Strategy Formulation
Organizing Strategy Implementation
Motivating Strategy Implementation
Staffing
Controlling
Strategy Implementation
Strategy Evaluation
Planning
Forecasting
Establishing objectives
Devising strategies
Developing policies
Setting goals
Beginning of management process
Bridge between present & future
Improves likelihood of attaining desired results
Organizing
Organizational designJob specializationJob descriptions
Job specificationsSpan of control
Unity of commandCoordinationJob design
Job analysis
Achieves coordinated effort
Defines task & authority relationships
Departmentalization
Delegation of authority
Motivating
LeadershipCommunication
Work groupsJob enrichmentJob satisfactionNeeds fulfillment
Organizational changeMorale
Management: Motivation Influencing to accomplish specific objectives
Communication – major component
Staffing
Wage & salary admin.Employee benefits
InterviewingHiring
DischargingTraining
Management developmentAffirmative Action
EEOLabor relations
Management: Staffing Personnel management
Human resources management
Controlling
QualityFinancial
SalesInventoryExpense
Analysis of varianceRewardsSanctions
Establishing performance standards
Ensure actual operations conform to planned operations
Taking corrective actions
Management Audit Checklist: a yes is a strength a no is a weakness for all the checklists
•Does the firm use strategic management concepts?•Are objectives/goals measurable? Well communicated?•Do managers at all levels plan effectively? Do managers delegate well?
•Does the firm use strategic management concepts?•Are objectives/goals measurable? Well communicated?•Do managers at all levels plan effectively? Do managers delegate well?
Management Audit Checklist
•Are job descriptions clear?•Are job specifications clear?•Is employee morale high?•Is employee absenteeism low?•Is employee turnover low?•Are the reward mechanisms effective?•Are the organization’s control mechanisms effective?
•Are job descriptions clear?•Are job specifications clear?•Is employee morale high?•Is employee absenteeism low?•Is employee turnover low?•Are the reward mechanisms effective?•Are the organization’s control mechanisms effective?
MarketingOpportunity Analysis: yes is strength ,no is a weakness
1. Are markets segmented effectively?
2. Has the firm’s market share been increasing?
3. Are the distribution channels reliable & cost effective?
4. Does the firm conduct market research?5. Are product quality & customer service good?6. Do the firm’s marketing managers have
adequate experience and training?
Finance/Accounting Audit
•Can the firm raise short-term capital as needed?•Can the firm raise long-term capital as needed through debt and/or equity?• Does the firm have sufficient working capital?• Are the firm’s financial managers experienced & well trained?
•Can the firm raise short-term capital as needed?•Can the firm raise long-term capital as needed through debt and/or equity?• Does the firm have sufficient working capital?• Are the firm’s financial managers experienced & well trained?
Production/Operations Audit
•Are suppliers of materials, parts, etc. reliable and reasonable?•Are facilities, equipment & machinery in good condition?•Are inventory-control policies and procedures effective?• Are quality-control policies & procedures effective?
•Are suppliers of materials, parts, etc. reliable and reasonable?•Are facilities, equipment & machinery in good condition?•Are inventory-control policies and procedures effective?• Are quality-control policies & procedures effective?
Research & Development Audit
• Are the R&D facilities adequate?•Are MIS and computer systems adequate?•Is communication between R&D & other organizational units effective?•Are present products technologically competitive?
• Are the R&D facilities adequate?•Are MIS and computer systems adequate?•Is communication between R&D & other organizational units effective?•Are present products technologically competitive?
Management Information Systems
• Areas of interest to MIS:– Information Systems – Security– User-friendly– E-commerce
Purpose: Improve performance of an enterprise by improving the quality of managerial decisions.
Management Information Systems Audit
•Do managers use the information system to make decisions?•Is data updated regularly?•Do managers from all functional areas contribute input to the information system?•Are there effective passwords for entry into the firm’s information system?•Are strategists of the firm familiar with the information systems of rival firms?
•Do managers use the information system to make decisions?•Is data updated regularly?•Do managers from all functional areas contribute input to the information system?•Are there effective passwords for entry into the firm’s information system?•Are strategists of the firm familiar with the information systems of rival firms?
Management Information Systems Audit
•Is the information system user-friendly?•Do all users understand the competitive advantages that information can provide?•Are computer training workshops provided for users?•Is the firm’s system being improved?
•Is the information system user-friendly?•Do all users understand the competitive advantages that information can provide?•Are computer training workshops provided for users?•Is the firm’s system being improved?
VCA • Value Chain Analysis refers to the process whereby a firm
determines the costs associated with organizational activities from purchasing raw materials to manufacturing products to marketing those products.
• All firms should use value chain analysis to develop and nurture a core competence and develop this competence into a distinctive competence.– 1. A core competence is a value chain activity that a firm performs
especially well. – 2. When a core competence evolves into a major competitive
advantage, it is called a distinctive competence. • Firms determine whether its value chain activities are competitive
compared to rivals. This entails measuring the costs of value chain activities across an industry to determine “best practices” among competing firms for the purpose of duplicating or improving upon those best practices.
• How can the industry value chain (value system) affect the organisational value chain? Suppliers, distributors
Value chain Analysis
• Determines cost associated with organisation activities
• Can help a firm to Identify strengths and weaknesses. VCA An example is provided in Figure 4-3. Figure 4-4 illustrates this process.
VCA example
VCA example• Place the following in the appropriate part of the value chain;
i.e. primary and support activities
• A All staff are trained to the highest industry standards.• B. The hotel management team focus on goals set out in their
strategic plan.• C. All golf course fairways are trimmed and watered daily.• D. Fresh fruit and vegetables are delivered and prepared every day.• E. The hotel has an advanced room reservation system. • F. Fen Side is promoted through magazines targeted at the weathly
and influential.• G. The whole experience is based upon high quality, professional
service at every stage.• H. Limousines are available to take guests to airports as they finish
their stay.• I. Fen Side has a series of contracts with suppliers of meat and fish
Internal factor evaluation (IFE) • List key internal factors as identified in the internal-
audit process. Use a total from ten to twenty internal factors including both strengths and weaknesses.
• Assign a weight ranging from 0 (not important) to 1.0 (very important). The weight indicates the relative importance of the factor to being successful in the firm’s industry. The sum of all the weights must equal 1.0.
• Assign a 1-4 rating to each factor to indicate whether that factor represents a major weakness (1), minor weakness (2), minor strength (3), or major strength (4).
• Multiply each factor’s weight by its rating to determine a weighted score for each variable.
• Sum the weighted scores for each variable to determine the total weighted score for the organization.
• Total weighted scores of below 2.5 indicate an internally weak organization.
IEM Dell• Briefly analyse the IEM for dell: do you
agree with the findings.
• SM is both an art and a science: discuss how science, giving examples, can be used in accessing the current internal and external status of an organisation