1. ORGANIZATIONAL ANALYSIS
AND STRATEGY
 By
 Mrs Rose O Nanna
 Chartered Administrator-MCIA
 Royal Chartered Manager-ACMI
 MANAGEMENT CONSULTANT

2. INTRODUCTION
 The starting point for an organization review is
analysis of existing circumstance, the structure
and processes of the strategic issues that affect it
in future.
 Organizational analysis is the process of
reviewing the external and internal environment of
the Organization.
 It should be periodical for managers to know her
strength and weakness.
 Also, it occurs due to crisis and in a bid to carry
out project demonstration.
 It is associated with challenges like customer
survey, staff interview , regular random sampling
and PEST.

3. CONT
 It uses an integrative approach to diagnose
and analyze how the successful
implementation of organizational strategies is
often contingent upon in achieving a fit
between specific environmental factors and
organizational structure.

4. LEARNING OBJECTIVE
 It will enable you to know the basic techniques of
organizational analysis.
 It will enable managers to determine the best way
to view and organize and how to strategies for the
company.
 It will enable managers to maximize the potentials
of staff to met organizational goals.
 To identify areas of particular strength or
weakness in the organization.
 To develop plan to build on strength and reduce
weakness.

5.  Understand the concept of strategy in
contemporary organization
 Understand the process of strategic
management in an organizational planning
and its benefit
 Understand the importance of strategy

6. STEPS IN ORGANIZATIONAL
ANALYSIS
 Monitor the staff
 Evaluate organizational performance
 Collecting systematic information of staff
performance
 Questionnaires.
 Reviewing the organizational.

7. NEED FOR ORGANIZATIONAL
ANALYSIS
 Its enable managers to compare the current
skill that they need to meet the future
business objective.
 Skills profile of staff.
 Business plans.
 Business environment.
 Benchmark
 Consultation

8. CHARACTERISTICE OF
ORGANIZATIONAL ANALYSIS
 Internal advantage.
 What affect it operation and performance.
 Assessing opportunities.
 Risk in the market.

9. SWOT ANALYSIS FOR
ORGANIZATIONAL TRAINING
 Strengths: are assessed by analyzing
fundamental issues that include competitive
advantages, organizational capabilities and
experience workforce.
 Weaknesses: this part of the analysis identify
weaknesses and fine ways to eliminate or
minimize the.

10. cont
Opportunities: this analysis addresses where
priorities should be set or how efforts might be
redirected.
Threats: this analysis is to identify and find ways
to mitigate potential threats.

11. MODELS OF ORGANIZATIONAL
ANALYSIS
 Strategic Triangle Model-: its relies on three
keys calculations to determine the efficiency
and effectiveness of an organization.
 1st Vision/Mission
 2nd Operational Capacity
 3rd Legitimacy and Support.

12. cont
 SWOT Model -: this is a structured planning
method used to evaluate the strengths,
weaknesses, opportunities and threats
involved in business.
 The Mckinsey 7s Models-: this model are
interdependent and must be mutually
reinforcing in order to be successful.
 Strategy, Structure, Systems, Staff, Skill, Style
 Super ordinate goal

13. cont

14. cont
 Rational Model -: views organization as a
mechanism that is made up of various parts
that can be modified in order to create output
in the shortest time.
 Socio technical Model-: this model identifies
the environment as a key factor that interacts
with organization.

15.  Cognitive Model -: this model view the
personal factors as behavior of managers and
staff are seen as assisting in the effort toward
organizational objective attainment.

16. strength
s
opportunitie
s
weaknesse
s
threats

17. cont
 Organization uses an integrative approach to
diagnose and analyze how the successful
implementation of the organizational strategies
is often dependent upon in achieving a fit
between specific environmental factors and
organizational structure and process variables.

18. STRATEGY
 The word “strategy is derived from the Greek
word “stratcgos”; stratus ( meaning army) and
“ago” (meaning leading or moving).
 It’s the blueprint of decision organization that
shows its objective and goal .
 Strategy deals with long term developments
routine operation i.e innovation.
 Its created to take into account probable
behavior of customers

19. cont
 Strategy is well define as the road map of an
organization.
 Its to maximize organization’s strengths and
minimize the strength of the competitors.
 Thus the concept of a strategic plan, is often a
written down document, is used as an
indicators for the strategy of an organization.

20. COMPONENT OF STRATEGY
 The strategy statement of a firm is a long-term
strategic direction and broad policy.
 Policy are the guideline developed by an
organization to govern its act.
 Strategic intent: is the purpose while that
organization exists and while that organization
will continue to exist. Strategic fit deals with
harmonizing available resources potentials to
external environment.

21. cont
 Mission Statement: this differentiate an
organization from others, the component of vision
statement are: values, behavior the employee and
goals and objectives.
 The mission must be feasible, clear, inspiring and
precise.
 Vision Statement: this identifies where the
organization wants to be in the futures.
 The organization vision must be clear, realistic,
easier to memorize and harmonize with
organizational culture.

22. Cont.
 Goals : this is desired future state of an
organization. They are precise, significant,
realistic and challenging these must be
achieve.
 Objectives: these are what an organization
tries to achieve. They must multiple, both short
and long- term and they react to changes.

23. Strategic management process
 Its defined as the process by which managers
make a choice of set of strategies. This
process have four steps;
 Environmental Scanning: is a process of
collecting, scrutinizing and providing
information for strategic purposes.
 Strategy Formulation: this is the process of
deciding best course of action for
accomplishing organizational objective. There
are six step

24. cont
 Setting organizations objectives
 Evaluating the organizational environment.
 Setting quantitative target
 Aiming in context with the divisional plans
 Performance analysis
 Choice of strategy.

25. cont
 Strategy implementation: this implies making
the strategy work as intended by putting the
organizational strategy into action.
 Strategy Evaluation: this is the final step of
strategy management process. The key
function of this strategy is to evaluate the
activities.

26. Case Study
 Nokia is one of the leading company in the mobile
phone and communications industry is as a result
of merging in1967 between three businesses.
 In the late 1980s the company face a major crisis
that forced the organization to revise their
strategic reorientation. 1990s major challenges
and new business opportunities were identified. In
2002 a national economic crisis in Finland and
internal company crisis created a momentum for a
new strategy.


27. Strategy of nokia
 They restructure the organizational culture
appears to be fully assimilate with networks
and information technology. They focus on
equal amongst employees, openness to
people and sharing ideas. Training and
development of employee, compensation are
the key and regular employee survey and
general participation in decision making.
 The organizational structure and culture
aligned with the technological environment.

28. Cont
 This company make use of six forces in
analyzing the environment to achieve their
goals. These are:
 Demographic
 Economic
 Natural
 Social Cultural
 Technological
 Political - legal forces

29. Cont’d
 One of the strength of Nokia is the strong brand
name and good image, they were one of the first
players on the mobile phone market. They
produce user friendly, durable and modern looking
phones. They are also constantly innovating their
products.
 The weaknesses of the giant Nokia : the originality
of the mobile phone is not always as good as of
the competitors e.g 2003 Nokia was late with
clamshell phones while other companies already
had these model. It was after prosperity of these
phone, Nokia had to start making these model.
Consumers are missing information

30. Cont’d
Thank you