GSB004: Managing, Developing and Implementing Strategy - Report Writing - Management Assignment Help

Assignment Task

INTRODUCTION

Aims of this Unit

This unit aims to provide students with both a theoretical and practical understanding of strategic management and the strategy process, including how to use the tools and techniques of business analysis and decision-making to develop and implement value creating (competitive) strategies at organisations.

Learning Outcomes

Following successful completion of this course, participants will be able to:

1. Identify, analyse and discuss the important business challenges confronting managers and leaders
2. Interpret these challenges in the context of strategic management and the business objectives and strategic options they represent
3. Critically analyse the effectiveness and sustainability of an organization’s current strategy, and where performance gaps exist
4. Identify the skills and resources needed to fill performance gaps, and achieve strategic goals while mitigating risk
5. Use and evaluate monitoring and control processes to measure the progress of the strategy as it is implemented
6. Develop, articulate and present competitive business strategies and visions
7. Effectively apply critical thinking skills to resolve problems independently and ethically while drawing on credible sources of information and data

Assessment Task 1:

Task description

You are required to produce a report on your Current Situation Analysis. The objective of this assessment task is to demonstrate that you understand how to analyse an organisation’s external environment and internal environment, as well as identify to what extent the organisation is achieving its strategic goals and other performance objectives, and the implications of same. This assessment tasks also allows you to demonstrate your report writing skills for managerial decision-making.

The assessment task should be approached from the perspective of your current organisation or, with permission from your facilitator, from the perspective of an organisation that is prominent in Australia or with which you are familiar (e.g. an organisation where you have previously worked).

You are required to address the following:

1. Introduce the report by introducing your organisation and its industry*, including the size of the industry, ‘membership’ or nature of the strategic groups operating in the industry and other relevant characteristics. (Approx. 250 words)
2. Conduct an external analysis of its macroenvironment and its industry environment using the tools and techniques of external analysis introduced in class and the set text. Your report should make clear whether you are focussing on the whole organisation, or a department, division or a strategic business unit (SBU), and whether the organisation is commercial, government or not-for-profit. Your report should make clear which political, economic, legal, technological, environmental and legal factors, including issues, events, trends have the most capacity to impact the organisation and its industry. Likewise, your report should make clear which industry forces have the most capacity to impact the organisation and the future profitability and growth of its industry. The body of your report should explain the most important aspects of your analysis and their implications. Details of the analysis should be placed in appendices. (Approx. 350 words)
3. Explain the key success factors in the industry and to what extent the industry is dominated by a particular organisation or group. Make sure you explain the basis of your argument(s). (Approx. 150 words)
4. Conduct an internal analysis of the organisation with the view to identify if the organisation has all the resources it needs, including whether it needs to develop some or invest in new capabilities in some way. You should demonstrate that you are familiar with resourcebased view principles. (Approx. 350 words)
5. Explain the competitive business (corporate) strategy of the organisation or, if it is a multibusiness organisation, the business strategy of the department, division or SBU. You should also establish if the strategy is wholly deliberate (planned) or emergent or a combination of the two. (Approx. 250 words)
6. Explain the overall performance of the organisation/division/SBU/division over the years and, certainly, over the last two years. Discuss the likely reasons for that performance, making clear which sources of evidence you used to come to this conclusion. Likewise, explain whether you believe the strategy has been approached across the organisation in an aligned manner and whether it adequately reflects the organisation’s current vision statement, that is, if one is in place. (Approx. 250 words)
7. Using the ESC framework from the text as a guide, clarify whether there is evidence that the performance to date, particularly in the last two years is acceptable to stakeholders. This also means you need to make clear who are the organisation’s most important stakeholders, and why. (Approx. 150 words)
8. Explain the nature of the customer base and whether it is likely to change some time in the foreseeable future. (Approx. 150 words)
9. Clarify the direction in which stakeholders are likely to drive the strategy, including what it is that they currently seek from the organisation and are likely to want from it in the future. (Approx. 150 words)
10. Conclude by summarising your findings. The conculsion should also highlight what you believe are the most important trends and key success factors that could impact your organisation and its industry, as well as if there are external and internal inconsistencies or strategic gaps the organisation needs to address in the future. Gaps can be discussed in negative but also in opportunity terms. Your conclusion should tie all your arguments together so that they are clear to the reader. You should also explain the significance and/or implications of your findings for the future. This may include establishing whether the evidence suggests the organisation needs to change direction in some way. (Approx. 250 words)
11. Referencing: Your discussion and arguments should be supported by sound sources of evidence and you should use the Harvard method of citation and referencing throughout.

Assessment Task 2:

Task description

The objective of this assessment task is to demonstrate that you understand how to prepare a strategic plan after successfully completing an external and internal environmental analysis exercise to understand your organisation’s current situation, including whether it has been able to achieve its strategic and performance objectives.

Assessment 2 builds on Assessment 1. Thus, the focal organisation for Assessment 2 should be the same as that used for Assessment 1.

You are required to address the following:

1. Summarise what you have learned by analysing the external and internal environments, current strategy and recent performances for your organisation, and the implications of these findings as a result of completing Assessment 1. You should explain the significance of these findings and implications. (Approx. 300 words)
2. Assess whether the organisation/department/division/SBU has resources at its disposal that are performance differentiating or could improve the firm’s performance and competitiveness in the future. In other words, evaluate the internal resources using resource-based view principles as recommended in class and the set text. Discuss the gaps identified in the current strategy, etc. as is appropriate by conducting a gap analysis, including from a resource-based view. The body of your report should explain the most important aspects of your analysis and their implications. Details of the analysis should be placed in appendices. (Approx. 400 words)
3. Summarise the current strategy and where performance gaps exist or more opportunity related gaps exist, including as compared to competitors and in terms of customers’ and other stakeholders’ changing needs, and to what extent scope exists to address the gaps in the next iteration of the strategy. (Approx. 300 words)
4. Conduct a SWOT analysis and/or integrated SWOT analysis or another suitable analysis with the view to identify suitable options for the future. Explain the strategic options available to the organisation/department/division/SBU. Explain which strategic option(s) could most benefit the organisation. Justify your arguments as to why one set of options should be considered the preferred option for going forward. Discuss what should be included in the next iteration of the strategy, and why. (Approx. 500 words)
5. Consider whether the options are consistent with the current vision, mission, advertised organisational values and key stakeholders’ goals. Feel free to generate new vision, mission and value statements if this is required. (Approx. 250 words)
6. Identify programs, projects and/or initiatives that could be used to realise the strategy you identified for the organisation. Prepare a high-level implementation (action plan) that explains how the programs/projects and/or initiatives could be successfully and costeffectively completed, including within a reasonable (strategic) timeframe. Identify to what extent the functional or operational areas are required to cooperate. Ensure that the implementation plan covers all relevant systems and processes, resources and capabilities, and structural changes that are necessary to be able to fully implement the strategy. (Approx. 700 words)
7. Comment on the most important leadership, people and change management issues that will need to be addressed to ensure people cooperate, systems and processes, etc. are changed as is required, and change is appropriated reinforced. (Approx. 250 words)
8. Conclude by discussing your findings, including the strategy you believe should be pursued in the future, to what extent it provides option value for the future, and why you believe it should be implemented as you propose. Adopting a professional tone, you should reflect on the tools and techniques you used to analyse the external environment, the current strategy and recent performances, and the soundness of the arguments put forward about the future strategy and how it should be implemented. You should also reflect on the extent to which Assessment 1 provided a basis for successfully completing Assessment 2. For instance, were there learnings or findings that were unique to Assessment 2 and not considered at all in Assessment 1? If so, why? (Approx. 300 words)

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