MGT510 Strategic Management Assignment help!

1) Briefly describe the background information of the organisation (or SBU) chosen. You can choose the organisation (or SBU) that you work for or you are familiar with. This information should be brief and relevant to the discussion of your assignment and thus may include ownership, history, size, business scope, major products/services, and major markets of the organisation (or SBU).

2) Conduct an external environment analysis including a macro-environment analysis and Porter’s 5 forces analysis:

(a) Conduct a macro-environment analysis for the entire industry within which the organisation (or SBU) operates. You should use the PESTEL model and focus on understanding the purpose of this analysis, the identification of key factors and their implications in terms of key opportunities and threats, and discussion of their overall impact on industry growth in the future. Draw your conclusions based on your macro-environment analysis.

(b) Undertake an industry analysis using either Porter’s 5 forces model or Hubbard’s industry analysis approach. You should pay attention to the purpose of this analysis, the inter- connectedness of different aspects of the competitive forces, and their overall impact on the industry and the organisation selected in terms of main driving forces in the competitive environment. Draw your conclusions based on your industry analysis.

3) 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.

4) Summarise your findings based on your external and internal environment analysis. Identify the key issues that the organisation (or SBU) faces and give your recommendations.

5) Draw your conclusion.

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;

be able to review and evaluate the evolution of ideas and practices leading to the development of strategic analysis and its relationship to other management practices and principles;

be able to critique, act strategically, and make recommendations in the context of the potential of strategic management vis-a-vis the realisation of organisational change and/or success in the private, public, and not-for-profit sectors.

1) Executive Summary

2) Background Information of the Organisation (or SBU) chosen

3) Identify and evaluate the suitability of the organisation’s current strategy

(a) Identify the strategy that the organisation (or SBU) is implementing/has implemented by examining its strategy statement and/or its value chain activities.

(b) Evaluate the suitability of the organisation’s current strategy based on the outcomes of your analysis (e.g., the identification of the organisation’s current strategy and the most significant factors affecting the organisation’s performance, and your understanding of the organisation’s strategy). If the current strategy is not suitable, please recommend no more than two alternative strategic initiatives that the organisation should pursue and justify your recommendations.

4) Evaluate the implementation of strategy: using Hubbard’s model (Figure 12.2 , p.345) to evaluate how key factors (i.e., leadership, people, culture, capabilities) influence strategy implementation

5) Identify the key issues and give your recommendations

6) Draw your conclusion
 

Rationale
The rationale for this task is to develop skills in problem solving, analysis, evaluation and reflection in relation to strategic implementation in contemporary organisation. Completion of this assessment should facilitate the development of a good understanding of what is involved in the process of strategic implementation.
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;

be able to identify and differentiate between functional areas such as marketing, finance, operations and human resource management and evaluate how they should act conjointly toward the attainment of the organisations strategic aims and objectives;

be able to evaluate the importance of developing strategically appropriate relationships between people, processes, functions, structures and even organisations; and

be able to critique, act strategically, and make recommendations in the context of the potential of strategic management vis-a-vis the realisation of organisational change and/or success in the private, public, and not-for-profit sectors.