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Organisational analysis
TEAM MEMBERS:
 SHEREEN SHAHANA
 SHALI FRANKLIN
 SANDHYA V S
 SHEBIN THOMAS
Organizational analysis
 Organizational analysis is the process of evaluating
systematically an organization's capabilities which can
give it a competitive advantage in the market.
 Also known as internal analysis, company analysis.
Organizational Analysis Models
Strategic Triangle Model
to determine the efficiency and effectiveness of an
organization.
SWOT model
to evaluate the strengths, weaknesses, opportunities and
threats in a business.
Rational Model
organizations should be as mechanistic and efficient as
possible.
Natural System Model
opposite of the rational model in that it focuses on the
activities that may negatively impact the organization
and therefore aims at maintaining an equilibrium in
order to meet its goals.
Sociotechnical Model
also known as Sociotechnical Systems (STS).
to complex organizational work design that recognizes
the interaction between people and technology in
workplaces.
Cognitive Model
Behavior, cognitive, and other personal factors as well as
environmental events, operate as interacting
determinants that influence each other bidirectionally.
VALUE CHAIN ANALYSIS
Provides framework for organizational analysis
Value chain consist of a linked set of value creating
activities in producing and marketing a
product/service
Value chain is divided into
 primary activities
Support activities
STEPS IN VALUE CHAIN ANALYSIS
 CORPORATE VALUE CHAIN ANALYSIS CONSIST OF
THREE STEPS:
1. Examine each product line’s value chain in terms of
various activities involved in production. Among those
activities, which could be considered a strength or
weakness
2. Examine the linkages with each product line’s value
chain. Linkages are connections between and support
activities
3. Examine the potential synergies among value chains of
different product lines so that economy of could be
attained.
COMPONENTS OF VALUE CHAIN
 The components of value chain can be analyzed by
studying
1. Organization structure
2. Culture and various functions
3. Finance
4. Marketing
5. Operations
6. Human resources
7. Information systems
1.ORGANISATION STRUCTURE:
 The following types of organization are widely found
in modern organizations:
a) Simple structure
b) Functional structure
c) Divisional structure
d) Strategic business units
e) Conglomerate structure
Structure should support strategy and it should facilitate
Implementation of strategy if the present structure is
found to be inadequate.
2.Organizational culture
 Refers to the shared values, shared beliefs and shared
expectations of employees.
 Culture is passed from one generation to another of
employees.
 Corporate culture influences the behavior of people in the
organization.
 A strong culture promotes survival and serves as
competitive advantage.
 The extent to which the culture is deep and intense, the
employees tend to show consistent behavior.
 it is imperative that organization culture is compatible
with a new strategy so as to be an internal strength.
3.Strategic finance issues:
 It includes cash flow, financial leverage and capital
budgeting, which could be source of strength of firm.
 Some of significant factors which decide the financial
capability are as follows:
1. Factors related to sources of funds:
 capital structure
 Reserves and surplus
 Relationship with bankers
 Working capital availability
 Financing pattern
2. Factors related to usage of funds
 Fixed asset
 Current asset
 Loans and advances
 Rapport with shareholders
 Dividend distribution
3.Factors related to the management
 Tax planning measures
 Cost reduction measures
 Financial accounting
 Risk/return management
 Budgeting system
 Some of the techniques that can be adopted for
analyzing the strength and weakness in finance area:
Liquidity ratio
Profitability ratio
Leverage ratio
Cash flow analysis
Payback and IRR analysis
Breakeven analysis
Earning to sales
Earning per share
4.STRATEGIC MARKETING ISSUES
 Marketing is a crucial function as it links the firm with
customer and competitors.
 Some of the marketing issues relates to market position,
marketing mix and product life cycle stages.
 Marketing capability factors with respect to product, price,
place and promotion have direct impact on strategy
implementation:
 Product related factors:
i. Variety
ii. Differentiation
iii. Product positioning
iv. packaging
 Price related factors:
i. Pricing policies
ii. Pricing methods
iii. Government policies
 Place related factors:
i. Logistics
ii. Distribution
iii. Market intermediaries
 Promotion related factors:
i. Promotion budget
ii. Advertising
iii. Public relations
iv. Sales promotion
 System related factors:
i. Marketing intelligence
ii. Marketing information system
iii. Customer relationship management
 Techniques are used for analyzing the strength and
weaknesses in marketing:
Market share analysis
Marketing audit
Brand monitoring surveys
Dealer and consumer panels
Analysis of profit volume relationship
5.STRATEGIC OPERATIONS ISSUES:
 The crucial issues involved in operations management are
manufacturing process, mass customization and R&D mix
 Some of the operations capability factors are as follows:
1.Factors related to production system:
 Location
 Layout
 Work system
 Capacity
 Extent of automation
 Vertical integration
 Factors related to operations and control system:
 Aggregated production planning
 Material supply
 Inventory
 Capacity utilization
 Quality control
 Maintenance systems
 Factors related to R&S systems:
 Patents
 Technology collaboration
 Technology transfer
 Technology agreements
 facilities
 Techniques used for assessing the strengths and
weaknesses of operations and management:
Capacity utilization analysis
Inventory analysis
Cost of production analysis
Analysis of patent generated
New products commercialization record
Comparison of investments in new product launch.
Strategic Human Resource Issues
 Strategic Human resource issues revolve around
labour cost. The use of part time employees, contract
workers, autonomous work teams and cross functional
work teams provide options and contribute to
competitive advantage.
 Human resource capability factors are built around
personnel systems, employee characteristics and
cordial industrial relations.
Factors related to personnel
systems:
 Manpower Planning System
 Selection and Development System
 Compensation and
 Appraisal System
Factors related to employee
Characteristics
 Quality and skill of Management
 Image of Organization as employer
 Working conditions
 Leadership
Factors related to Industrial
relations
 Union-Management Relationship
 Health, Welfare, Safety, Stress, Discipline
 Collective Bargaining
Strategic Information Management
Issues
 A firms Information System Could be a strength or
weakness depending upon its usage in corporate
performance.
 Successful implementation of strategy warrants
information management capability in aspects like
acquisition, retention, transmission, dissemination,
processing and retrieval of information.
Factors related to acquisition and
retention of information:
 Source
 Quantity
 Quality
 Retention
 Security of Information
Factors related to processing and
synthesis of Information
 Database Management
 Software Development
 Developing Suitable System
Factors related to retrieval and usage of
Information
 Appropriation of formats
 Capacity to assimilate information
Factors related to dissemination
and transmission:
 Speed
 Scope
 Depth
 Width
 Coverage of Information
Integrative, systematic and
supportive factors:
 Availability of personnel
 I.T Infrastructure
 Compatibility to Organizational needs
 Top Management support etc
Thank youuuu…

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Organisational analysis

  • 2. TEAM MEMBERS:  SHEREEN SHAHANA  SHALI FRANKLIN  SANDHYA V S  SHEBIN THOMAS
  • 3. Organizational analysis  Organizational analysis is the process of evaluating systematically an organization's capabilities which can give it a competitive advantage in the market.  Also known as internal analysis, company analysis.
  • 4. Organizational Analysis Models Strategic Triangle Model to determine the efficiency and effectiveness of an organization. SWOT model to evaluate the strengths, weaknesses, opportunities and threats in a business. Rational Model organizations should be as mechanistic and efficient as possible.
  • 5. Natural System Model opposite of the rational model in that it focuses on the activities that may negatively impact the organization and therefore aims at maintaining an equilibrium in order to meet its goals. Sociotechnical Model also known as Sociotechnical Systems (STS). to complex organizational work design that recognizes the interaction between people and technology in workplaces.
  • 6. Cognitive Model Behavior, cognitive, and other personal factors as well as environmental events, operate as interacting determinants that influence each other bidirectionally.
  • 7. VALUE CHAIN ANALYSIS Provides framework for organizational analysis Value chain consist of a linked set of value creating activities in producing and marketing a product/service Value chain is divided into  primary activities Support activities
  • 8. STEPS IN VALUE CHAIN ANALYSIS  CORPORATE VALUE CHAIN ANALYSIS CONSIST OF THREE STEPS: 1. Examine each product line’s value chain in terms of various activities involved in production. Among those activities, which could be considered a strength or weakness 2. Examine the linkages with each product line’s value chain. Linkages are connections between and support activities 3. Examine the potential synergies among value chains of different product lines so that economy of could be attained.
  • 9. COMPONENTS OF VALUE CHAIN  The components of value chain can be analyzed by studying 1. Organization structure 2. Culture and various functions 3. Finance 4. Marketing 5. Operations 6. Human resources 7. Information systems
  • 10. 1.ORGANISATION STRUCTURE:  The following types of organization are widely found in modern organizations: a) Simple structure b) Functional structure c) Divisional structure d) Strategic business units e) Conglomerate structure Structure should support strategy and it should facilitate Implementation of strategy if the present structure is found to be inadequate.
  • 11. 2.Organizational culture  Refers to the shared values, shared beliefs and shared expectations of employees.  Culture is passed from one generation to another of employees.  Corporate culture influences the behavior of people in the organization.  A strong culture promotes survival and serves as competitive advantage.  The extent to which the culture is deep and intense, the employees tend to show consistent behavior.  it is imperative that organization culture is compatible with a new strategy so as to be an internal strength.
  • 12. 3.Strategic finance issues:  It includes cash flow, financial leverage and capital budgeting, which could be source of strength of firm.  Some of significant factors which decide the financial capability are as follows: 1. Factors related to sources of funds:  capital structure  Reserves and surplus  Relationship with bankers  Working capital availability  Financing pattern
  • 13. 2. Factors related to usage of funds  Fixed asset  Current asset  Loans and advances  Rapport with shareholders  Dividend distribution 3.Factors related to the management  Tax planning measures  Cost reduction measures  Financial accounting  Risk/return management  Budgeting system
  • 14.  Some of the techniques that can be adopted for analyzing the strength and weakness in finance area: Liquidity ratio Profitability ratio Leverage ratio Cash flow analysis Payback and IRR analysis Breakeven analysis Earning to sales Earning per share
  • 15. 4.STRATEGIC MARKETING ISSUES  Marketing is a crucial function as it links the firm with customer and competitors.  Some of the marketing issues relates to market position, marketing mix and product life cycle stages.  Marketing capability factors with respect to product, price, place and promotion have direct impact on strategy implementation:  Product related factors: i. Variety ii. Differentiation iii. Product positioning iv. packaging
  • 16.  Price related factors: i. Pricing policies ii. Pricing methods iii. Government policies  Place related factors: i. Logistics ii. Distribution iii. Market intermediaries
  • 17.  Promotion related factors: i. Promotion budget ii. Advertising iii. Public relations iv. Sales promotion  System related factors: i. Marketing intelligence ii. Marketing information system iii. Customer relationship management
  • 18.  Techniques are used for analyzing the strength and weaknesses in marketing: Market share analysis Marketing audit Brand monitoring surveys Dealer and consumer panels Analysis of profit volume relationship
  • 19. 5.STRATEGIC OPERATIONS ISSUES:  The crucial issues involved in operations management are manufacturing process, mass customization and R&D mix  Some of the operations capability factors are as follows: 1.Factors related to production system:  Location  Layout  Work system  Capacity  Extent of automation  Vertical integration
  • 20.  Factors related to operations and control system:  Aggregated production planning  Material supply  Inventory  Capacity utilization  Quality control  Maintenance systems  Factors related to R&S systems:  Patents  Technology collaboration  Technology transfer  Technology agreements  facilities
  • 21.  Techniques used for assessing the strengths and weaknesses of operations and management: Capacity utilization analysis Inventory analysis Cost of production analysis Analysis of patent generated New products commercialization record Comparison of investments in new product launch.
  • 22. Strategic Human Resource Issues  Strategic Human resource issues revolve around labour cost. The use of part time employees, contract workers, autonomous work teams and cross functional work teams provide options and contribute to competitive advantage.  Human resource capability factors are built around personnel systems, employee characteristics and cordial industrial relations.
  • 23. Factors related to personnel systems:  Manpower Planning System  Selection and Development System  Compensation and  Appraisal System
  • 24. Factors related to employee Characteristics  Quality and skill of Management  Image of Organization as employer  Working conditions  Leadership
  • 25. Factors related to Industrial relations  Union-Management Relationship  Health, Welfare, Safety, Stress, Discipline  Collective Bargaining
  • 26. Strategic Information Management Issues  A firms Information System Could be a strength or weakness depending upon its usage in corporate performance.  Successful implementation of strategy warrants information management capability in aspects like acquisition, retention, transmission, dissemination, processing and retrieval of information.
  • 27. Factors related to acquisition and retention of information:  Source  Quantity  Quality  Retention  Security of Information
  • 28. Factors related to processing and synthesis of Information  Database Management  Software Development  Developing Suitable System Factors related to retrieval and usage of Information  Appropriation of formats  Capacity to assimilate information
  • 29. Factors related to dissemination and transmission:  Speed  Scope  Depth  Width  Coverage of Information
  • 30. Integrative, systematic and supportive factors:  Availability of personnel  I.T Infrastructure  Compatibility to Organizational needs  Top Management support etc