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Corporate structure and culture with internal strength weaknesses

Search Internal Factors - Strengths and Weaknesses The internal analysis of your organization should include its culture, expertise, resources, and unique qualities within the market place. The extent to which your organization could adapt to changing circumstances is also a factor that needs to be considered. Within the broad area of 'culture' you should consider the different aspects of your organization's ethos, beliefs, public image, and structure.

Regarding expertise, how easy is this to retain or increase?

Structural and Cultural Strengths and Weaknesses

How many of your people play a key role or have vital skills, and how does this compare to your competitors? To what extent does this 'expertise' help to maintain your organization's market share and brand positioning? Unique Qualities are those 'things' that are exclusive to your organization, such as special contracts, customers, patents, and trade secrets.

You can then use the SWOT analysis as an interpretative filter to reduce the information to a manageable quantity of key issues that are relevant to your organization or to the business objective, depending on the level of the SWOT. At this stage you do not need to elaborate on each topic; you just need to decide if it is a strength or weakness. Strengths A 'strength' is something that has a positive implication. It adds value, or offers your organization a competitive advantage.

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Strengths include tangible assets such as available capital, equipment, credit, established and loyal customers, existing channels of distribution, copyrighted materials, patents, information and processing systems, and other valuable resources. You may want to look at and evaluate your strengths by function, for example marketing, finance, production, and support. Looking at things in this way can make it easier to identify the positive attributes within each function.

Certain teams may have specialist or unique knowledge, education, credentials, contacts, reputations, or backgrounds that provide a competitive advantage or add value to your product or service.

Purchase Solution

The sort of questions you can ask to ascertain your strengths are: However you judge the responses to these questions it must be from the perspective of your operating environment and not from an internal aspect. For example, if 'guaranteed next day delivery' is the norm within your industry then this cannot really be considered a strength because your customers would expect it.

On the other hand, if 'guaranteed next day delivery' is not normal in your industry then it could legitimately be classified as a strength. Weaknesses These are the characteristics of your product or service that are detrimental to growth.

  1. Those items you identify as being both important to your success and show a low performance for the organization are the factors your strategy should be addressing.
  2. Organizational structure may be the most widely used structure, performing divisions to look for ways of improving performance strengths. This causes any company time and money to repair their culture within and outside of the company, hence great weakness arises.
  3. How can the weaknesses be improved? In what ways may a corporation's structure and culture be internal strengths or weaknesses?
  4. Q2 How can the weaknesses be improved? Solution Summary The solution outlines several internal strengths and weaknesses a corporation can have that come from structure and culture, in 1034 words 6 reference.
  5. Corporate structure and culture can be a strength or weakness to an organization depending on the situation at hand. Understanding the filipino values and culture their values and ways of life were shaped by the so-called corporations found in urban areas are generally.

Weaknesses are those things that detract from the value of your offering or place you at a disadvantage when compared with your competitors. An obvious weakness would be an unsuitable location for your organization. This means that not only are your distribution costs significantly higher than some of your competitors but you are unable to offer guaranteed next day delivery in line with your competition.

Factors that are identified as weaknesses can often be remedied with suitable investment or restructuring. The type of questions you would be asking and discussing to identify your weaknesses are: The more accurately you identify your weaknesses, the more valuable the SWOT analysis will be.

However, because weaknesses are by definition internal there can be a lot of resistance to admitting to them.

  1. Help generate employee commitment to something greater than themselves.
  2. I concur with this notion and in order to achieve performance it begins with the way the corporate structure is designed and the type of corporate culture adopted.
  3. Providing prior training to the employees of the organizations on the changes they expect after merger is a great way of reducing culture shock on employees when the two organizations merge.
  4. At this stage you do not need to elaborate on each topic; you just need to decide if it is a strength or weakness. An overview of the strategic planning for large corporations, it sometimes is useful to categorize the internal factors of the firm as strengths and.

In fact, highlighting weaknesses can be synonymous with drawing attention to areas of the organization which have been badly managed or where poor decisions have been made. This can make it very difficult to talk about weaknesses objectively if you want to keep your job. Do not lose sight of the fact that the existing senior management will be responsible for the current state of the organization.

This is often an obstacle to a full and frank admission of organizational weaknesses. Assuming that you do feel able to discuss your organization's weaknesses honestly, then it is important that you do so because the more realistic your assessment is at this stage the more value the SWOT analysis will have.

Many organizations use a simple matrix to compare the importance and significance of each of its strengths and weaknesses, referred to as a Performance-Importance Matrix. The level of importance is often simply shown as high, medium, or low, with the degree of significance rated as key, significant, minor, or neutral.

Corporation’s Structure and Culture

Those items you identify as being both important to your success and show a low performance for the organization are the factors your strategy should be addressing.

Key Points The internal analysis of your organization should include its culture, expertise, resources, and unique qualities within the market place. Strengths are things that add value or offer your organization a competitive advantage. Weaknesses can be difficult to discuss honestly and objectively because doing so can imply criticism of the way that the organization has been managed.

Internal Factors - Strengths and Weaknesses

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