What management policy would be required to implement each alternative? At this time you can either decide to keep your winners, dump you losers or you can implement some additional strategy that may help you improve their performance; Re-evaluate it in year two, and may be decide then if it is a keeper or a dumper.
And then the economic factors; may be its a slumped economy, may be is a great economy and your company is doing excellent. Students are then asked to identify alternative courses of action to deal with the problems they identify.
The case presents facts about a particular organization. State the risks as well as the rewards associated with each course of action. What are the opportunities we might have from this external situation?
Not all Strategic Issues can be immediately resolved. Evaluate each course of action. For information system-related problems, do these alternatives require a new information system or the modification of an existing system? Then, the other area that I want you to look at are evaluating your financial performance areas.
Financial ratios is the excellent way to determine the dynamics of you financial performance. What are the the political factors that will have impact on the course of our company?
Or, should we collect input from everyone now about what they see as strategic issues? In other words, define the problem. With company Y, they had an increase in profit they had excellent staff retention last year, and they gave market share by gaining a great new client.
Included in these cases are questions to help you understand and analyze the case. It might require several goals for each issue. To determine if a problem stems from management factors, consider whether managers are exerting appropriate leadership over the organization and monitoring organizational performance.
A case study helps students learn by immersing them in a real-world business scenario where they can act as problem-solvers and decision-makers. Many issues are based on gut feeling or intuition, rather than on extensive external and internal assessments.
The "correctness" of your conclusions may depend on the assumptions you make. This Hands-on Guide presents a structured framework to help you analyze such cases as well as the case studies in this text.
Resolution of some Strategic Issues may require you to use simple versions of more sophisticated, non-mathematical decision-making techniques. Start the discussion with basics like definition of terms. Typically, the team will generate a longer list of potential Strategic Issues than they will have time to discuss and resolve.
You may also want to provide an explanation of why other alternatives were not selected. You will spend an average of about 30 minutes on each Strategic Issue.
One can assume the facts and figures in the case are true, but statements, judgments, or decisions made by individuals should be questioned. Address Questions Such As: Issues that are too narrow do not warrant planning and issues that are too broad will bog you down.
In turn, a comparison between your present course and direction, role and performance and your Strategies, Mission Statement and Goals will probably reveal some misalignments. Therefore, the reader might best be served to first read the information in the topic Strategic Planning. Consider also whether the appropriate management and organizational assets are in place to use this technology effectively.
Are new technologies, business processes, organizational structures, or management behavior required? You should be able to describe the problem or challenge in one or two sentences.
What are our weaknesses of the organization, based on the quality of our internal activities? Before proceeding to the next step in the planning process, you should consider stepping back from the decisions you have made in Strategic Issues and challenging their quality. It should identify key issues and problems, outline and assess alternative courses of action, and draw appropriate conclusions.
Attend to the important issues and not the urgent issues.
Underline and then list the most important facts and figures that would help you define the central problem or issue. Identify the key ratios that you need to track.
There is often no single "right" answer, and each option is likely to have risks as well as rewards.ERM AND IMPACTO SASOL PIPELINE AND FSO PROJECT DRAFT SCOPING REPORT 8 IDENTIFICATION OF KEY ENVIRONMENTAL AND SOCIAL ISSUES I NTRODUCTION The purpose of the Scoping Phase is primarily to identify key environmental.
Identifying the key business issues of an organization is an important part of implementing Six Sigma at the organizational level, as it provides insight into what. Identification of the Key Issue(s) The main issues of this case seem to center around more of the organizational changes.
For instance, the lack of communication and relationships in the organization. 1 IDENTIFICATION OF KEY ENVIRONMENTAL ISSUES FOR BUILDING MATERIALS Seongwon Seo1, Selwyn N. Tucker1 and Delwyn G. Jones2 Abstract Manufacture, construction and use of buildings and building materials make a.
Identify problems effectively, research and collect information to help with decision making and problem solving. Identifying and Structuring Problems See also: Social Problem-Solving. This is also a good opportunity to look at the relationships between the key elements of the problem.
For example, in the 'Job-Transport-Money' problem. Issues should be clearly articulated so that another outside of the organization can understand the description of the issue.
For each issue, one at a time, identify goals that, when achieved, will address .Download