BUSINESS POLICY
Jim Carroll
Bentley College

DESCRIPTION OF THE REQUIREMENT FOR STRATEGIC ANALYSIS OF AN ORGANIZATION AND ORAL PRESENTATION BY GROUPS As part of our Business Policy course you are asked to engagein a group learning experience of analyzing an organizationand reporting formally and professionally your analysis andconclusions by oral presentation- Your primary objective willbe to deliver the highest quality presentation to the classof a comprehensive strategic analysis of an organization.Your task is to apply to that organization the StrategicManagement Process Guideline we have been using in class alongwith the several other models and concepts from your textand our discussions- In other words, you are expected to performa strategic management audit and report the result of thataudit as to your findings, evaluation and recommendations.You have two options in choosing a subject organization: 1. You can take a case assigned from our text book. 2. You can visit a human service organization in our larger community.
If you choose a case, you will have the facts and inferenceswhich can be gleaned from the text, but you will be expectedto add to your analysis information about the organization,its industry and its broader environment found in libraryreference material, periodical literature and even directcontact with the organization-If you elect a human service organization, you will have theopportunity to meet with a member of the agency who is familiarwith its strategic posture to obtain the relevant facts; andyou will be expected to add information from your researchinto the environment in which the agency operates.With the latter choice you will be engaged in a service-learningprocess which will contribute to your understanding of thehuman needs in the community and how your skills and resourcesand those of our private sector institutions might be usedto help meet those needs. You will contribute, as well, bygiving service to the agency and/or its clients. It is intendedthat such experience help frame questions in your mind suchas: is personal and institutional response to our community'sneeds compatible with our personal and managerial interests?It is recognized that extra effort and time will be requiredby those who take the service-learning option. Extra credittherefore will be available, although we subscribe to thebelief that you will get personal reward from the experiencein ways beyond such objective merit. The extra credit is based on the principle of equity in that extra work and time will be required to earn it. Still, the reward must be commensurate with the effort and not seem punitive to those who, for whatever reason, choose not to do service-learning. If you give service which can be agreed to as reasonable to you and the agency and present a quality strategic management analysis in class, you will receive 5 points of extra credit on your final presentation grade. No distinction whatever will be made in grading the quality of your presentation as to which choice you make, whether case or human service organization. Which ever choice you make:

Please call me or set up an appointment with me for any assistance you think I should give along the way. I urge you to get started early on these projects to work out in your groups your objectives, approach and role assignments so as to avoid last minute panic and tension and sacrifice of performance quality.

Good luck!

Jim Carroll


J. Carroll

                 A STRATEGIC MANAGEMENT PROCESS GUIDELINE
                 FOR ANALYZING CASES IN BUSINESS POLICY
 I.   DEFINE THE  ORGANIZATIONS  CURRENT  STATE:
      A.   Uncover the organization's purpose as currently

operative. Defineits MISSION. expressed or unexpressed, including itsproduct/service, customers, marketplace. technology and key values--e.g., competencies, quality, acknowledged responsibilities.

B. Identify the organization's performance in fulfulling its mission:
1. Show its objectives.
2. Relate its measure of success in attaining the objectives.

C. Report the strategies having been or being followed at itsorganizational levels--i.e., corporate. business. functional.operational.

II. DESCRIBE THE ORGANIZATION'S "SITUATION" ("TOWS"):

  1. Evaluate its environments (TO). Identify the forces representing threats and opportunities for the organization in its: 1. Societal environment. 2. Constituency environment. 3. Industrial and competitive environment.
  2. Analyze the organization itself (WS). Identify its weaknesses andstrengths as to its available resources, competencies andperformance -- including its financial condition.
  3. Recognize 'the major "fits" and "misfits" -- environmental threatsand opportunities matched or unmatched by organizational weaknessesand strengths.
  4. Project the likely outcome if the current state and direction continue given the situation realities as described.

III. RECOMMEND APPROPRIATE STRATEGY:

  1. Identify strategic alternatives including changes to organization mission, objectives and levels of strategy.
  2. Recommend alternatives most appropriate given the analysis. Express supportive reasoning.
  3. Recommend implementation plans including evaluation and control.

N.B. The parts in this guideline will be used as criteria in evaluating Individual Written Analyses of Cases (IWACs). Although all parts are significant, especially important are the definition and identification of current mission and strategies and the recommendation of alternative mission and strategies with the analyses as the test of appropriateness.