Please see the question and scenario. Peter is considering operating a local business in the textile, clothing and footwear sector. Peterhas completed research into the operations of similar businesses both locally and regionally andintends to market and sell his products both at the local and regional level at the same time. Peterunderstands that to shape the business's overall strategy there are various strategic drivers bothinternally and externally which must be considered and wants expert advice on these driversrelevant to his business. He is also struggling with deciding on the best structure for theorganization, as well as the most effective ways of marketing his products to ensure that they aremore attractive to buyers than the current options. Peter is considering a strategic alliance but isnot sure if to form links among non-competitive firms or associate with firms in an un-relatedactivity. He is also aware that even other types strategic alliances exist but does not have a goodgrasp on this area to make an informed choice. Peter is aware of internal and external tools whichbusinesses use to understand the operating environment but is unsure which ones are feasible forhis business or will provide the most relevant information. Peter wants to go global in the future.He was listening to a radio program and they mentioned that there are drivers that shape strategieswhen persons are considering going global but he is not familiar with what these are. Whilst Peterhas a lot of ideas, he recognizes the need for help to ensure his success. BUSINESS MANAGEMENTUnderstanding how an organization operates internally iscritical for sustainability and success. The SWOT and IFE areinternal organisational assessment tools which are used tointernally assess firms. Discuss both tools. Recommend one (1)of the tools discussed for use by Peter in his firm. From thecase presented, complete a thorough analysis of Peter'soperations, using the tool suggested tool. Information from thescenario must be included to support the discussionPlease see attachment with scenario

"The solution has been provided in a generalized manner."Peter is an entrepreneur who is…

Answered: Understanding how an organization…

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter10: Designing Organization Structure

Section: Chapter Questions

Problem 8EE

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During a lecture series on how firms can gain a competitive advantage, Dr. Myers, a Strategic Management university professor, emphasises to the strategists at PR Limited, a Jamaican-based manufacturer of pots, that they should incorporate organisational culture and organisational structure in their strategic planning. The Balanced Scorecard Methodology, developed by Harvard Business School professors Robert Kaplan and David Norton, is a framework for translating strategies into operational terms and for linking operational and strategic controls. Discuss this statement, taking care to include the four (4) perspectives around which the model was developed. Discuss ONE (1) WAY in which the role of organisational culture, and organizational structure respectively, can be incorporated in strategic planning
Solving quality-related problems in the organisation is as much about applying the tools and techniques as it is about the right frame of thinking. Working from an organisational problem preamble, produce a critical evaluation of how the following thinking typologies can and will be applied in the problemsolving process:a. Critical Thinkingb. Analytical Thinkingc. Systems Thinkingd. Creative Thinkinge. Lateral Thinkingf. Parallel Thinking
One of the traits concerning core competencies and competitive capabilities that are important to organization building is: a. Core competencies rarely consist of narrow skills or the work efforts of a single department. More often, they are bundles of skills and know-how growing out of the combined efforts of cross-functional work groups and departments performing complementary activities at different locations in the firm’s value chain. b. Because core competencies typically reside in the combined efforts of different work groups and departments, individual supervisors and department heads cannot be expected to see building the overall corporation’s core competencies as their responsibility. Rather, the building and nurturing of core competencies is the responsibility of every employee. c. The key to leveraging a company’s core competencies into competitively valuable capabilities with potential for short-term competitive advantage is concentrating more…
With reference to the organisation identified in question one, you are tasked to give acomprehensive overview of the relevance of Operations Management in an organisation. Thediscussion must include the importance of operations management, critical decision areasand the contribution thereof to organisational productivity at large.
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TASK: 1. identification of problem, give more long explanation/details 2. swot analysis, give more long explanation/details each 3. .Alternative course of action (ACA) give more long explanation/details 4. Action plan (according to objectives, time context, and point of view) give more long explanation/detailsHERE'S WHAT TO EDIT OR THE CONTENT T OBE REVISE: State your insight on the following phrase: 'Public Office is a Public Trust' What Implication may be derive from this? And Classical organization theory deals with the "systematic processes necessary to make bureaucracy more efficient and effective." Two scholars (Weber and Taylor) are credited with the development of classical organization thought. What were the basic arguments articulated by each in their contributions to the development of classical organization theory? The phrase "public office is a public trust" conveys the idea that individuals who hold public office have a duty to serve the public interest and to…
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