week 16 Business Analysis 3 Flashcards
Organizational analysis or more commonly Industrial analysis is the process of reviewing the development, work environment, personnel, and operation of a business.
ORGANIZATIONAL ANALYSIS
Conducting a periodic detailed organizational analysis can be a useful way for management to identify problems or inefficiencies that have arisen in the organization but have yet to be addressed, and develop strategies for resolving them.
ORGANIZATIONAL ANALYSIS
Organizational analysis focuses on the structure and design of the organization and how the organization’s systems, capacity and functionality influence outputs.
ORGANIZATIONAL ANALYSIS
Additional internal and external factors are also accounted for in assessing how to improve efficiency.
ORGANIZATIONAL ANALYSIS
This model relies on three key calculations to determine the efficiency and effectiveness of an organization.
First, is the value, or mission, that guides the organization.
Second, is operational capacity, the knowledge and capability to carry out the mission.
Third, is legitimacy and support, or the environment, that authorize the value of the organization, and offer support, (specifically financial support).
Using this model, a strategy for an organization is considered good if these three components are in alignment.
Strategic Triangle Model
client satisfaction, better social outcomes, improved material and and immaterial conditions.
public value
support approval or endorsement by the authorizing environment
Legitimacy and support
capacity
available
resources
operational Capabilities
________________ (alternatively SWOT matrix)
A SWOT analysis
is a structured planning method used to evaluate the strengths, weaknesses, opportunities and threats involved in a project or in a business venture.
A_______________ can be carried out for a product, place, industry or person.
A SWOT analysis
The McKinsey 7S Framework emphasizes balancing seven key aspects of an organization, operating unit,or project.
The McKinsey 7S Model
Three of the seven elements—strategy, structure, and systems— are considered “hard” elements, easilyidentified, described, and analysed.
The McKinsey 7S Model
The remaining four elements—shared value, staff, skill, and style—are fluid, difficult to describe, and dependent upon the actors within the organisation at any given time.
The McKinsey 7S Model
The 7S organisation alanalysis framework is based on the premise that all seven elements are interdependent, and must be mutually reinforcing in order to be successful.
The McKinsey 7S Model
Changes in a single element can result in misalignment and dysfunction throughout the organisation, disrupting organisational harmony.
The McKinsey 7S Model
