Description
Overview: Prepare and present a report and contribute to a discussion that demonstrates mastery of the course material and its relevance to your academic specialization. Report should analyze why a tool(s) is used in all member specializations, why a tool(s) is not, and the benefit of adopting such tools.Reporting is at the level of member specializations rather than the organizational level of prior assignments. Final reports must not discuss the importance of strategic management in general and must include a composite Strategic Management Tools table (created from member tables) depicting member specializations and tools used. Guidelines:Members will prepare and share with their team a brief (maximum 500 – 750 word) report that examines whether, how, and why strategic management is/could/should be relevant and important for the specialization they have pursued in this degree program. Members shall mark-up and submit the attached Strategic Management Tools table (see attachment) along with their report.***Team member specialization: SECURITY FORCES U.S. AIR FORCE****
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Strategic Management Tools
Team Member Specialization:
Concept/Tool/Framework
Vision, mission and
strategic and financial
objectives
Resource based view and
VRIO Test
SWOT Analysis
Value Chain Analysis
PESTEL Framework
Description
Statements describing the
organizations purpose, long-term
aspirations and near term
(quantitative) objectives.
Assessment of the sustainable
competitive advantage of a firm’s
internal resources (tangible and
intangible) based on their value,
rarity, imitability, and
organization.
Analysis of a firm’s capabilities
based on its internal strengths and
weaknesses and its environment
based on its external opportunities
and threats.
Review of the internal architecture
of an organization, based on
decisions made on primary and
secondary tasks to complete inhouse or outsource and how that
helps to gain a cost or
differentiation advantage.
Study of political, economic,
social, technological,
environmental, and legal factors
in the macro-environment to
determine opportunities and
Used in
Discipline
(Yes or
No)?
How Used
Should be adopted or
dropped? Why?
Five Forces Model
Strategic Group Map
Strategic Position
threats in achieving a competitive
advantage, acquiring needed
resources, building essential
capabilities etc.
Analysis of an organization’s
competitive strategy based on the
five forces (suppliers, rivals,
substitutes, buyers, and new
entrants) that impact profitability
(private sector) or access to
resources (especially financial, in
the public and not for profit
sectors).
Identification of competitors that
employ similar competitive
strategies to determine an
organization’s closest rivals,
alternative paths to success, and
untapped opportunities.
Basis on which the organization
competes, manages costs and
raises revenues (budgets in the
public sector, donations for nonprofits). Could be differentiation,
low cost, focus or a combination
strategy.
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