Purpose: To integrate and apply your understanding of the management theories, models, principles and practices, covered during the semester, in the study of an organisation’s management. The organisation is that which was used in Assessment Item 2.
Length or Duration: 3000 words
Weighting: 60%
Group or Individual: Individual
Your task:
PART A. Begin with the 1000 word environmental analysis undertaken as Assessment Item 2 (which should be included in your submision of the case study). Note that this 1000 word insertion does not count towards the 3000 word limit for Assessment Item 3 and any references cited in Assessment 2 should be consolidated in the alphabetically-ordered reference list at the end of Assessment Item 3.
PART B. Then, in about 300 words, describe the organisation’s mission and governance offering any appropriate critique by way of management audit in the light of management theory.
PART C. In about 700 words, on the basis of your Assessment Item 2, describe and analyse the strategic position of the organisation with reference to a defined model such as a SWOT analysis or Porter’s forces model, linking to your environmental analysis (Assessment 2).
PART D. In about 1500 words, describe and analyse the organisation’s management in the light of management theory, with reference to its ethical decision making, culture, and planning leading, organising and controlling functions.
PART E. In about 500 words, provide a concluding paragraph summarising your management audit, with any appropriate recommendations.
PART F. Include a reference list of publications cited, using standard APA forrmat
Submission of Assessment item 3 should be as a Word file
You have to make assignment on the basis of below reading
MGN409 SEMESTER 2 2014 – ASSIGNMENT 3 – A SIMPLE EXPLANATION
You have looked out the windows of your organisation’s HeadQuarters and seen what is happening in the big wide world and how some of these may present challenges and opportunities to the organisation. Now it’s time to consider how ‘inside HQ’ can deal with these issues. This is best done from the ‘balcony view’ where you can survey the daily operations of the organisation.(Belong To part A given above)
As you walk up the long flight of stairs to the balcony, you reflect on the mission upon which this HQ was established and ask yourself whether that same mission still meets the expectations of the key stakeholders. In the early years so much depended on the strong and clear decisions (governance) made to propel the organisation to where it is today and you wonder whether that still applies given the present tough business environment. (Belong to part B) HERE MISSION INCLUDE EMPLOYEES, COMMUNITIES, SHAREHOLDER AND CUSTOMER OR GOVERNANCA INLUDE BOARD OF DIRECTOR , STAKEHOLDER( THIS IS MY VIEW (JUVI) YOU CAN WRITE YOUR)
Halfway up and the stairs split in two, each set guiding you through an analysis of the strategic position of the organisation. Which set of stairs to take depends on what you see is happening in the external environment relative to your organisation from the earlier analysis. Is your organisation in a relatively stable environment with perhaps the opportunity to build on your strengths or is it in a situation where there is a lot of movement and impending change? On the other hand, could your organisation be the type that would benefit from taking the best of both paths to get a full indication of the strategic position?(Belong to part C)
The stairs to the right, offer you the chance to think about what the organisation does well and what it doesn’t do so well. How can you work with those challenges and opportunities identified earlier? Are there a few ways? Yes, you could consider which strengths could harness opportunities, and which ones need more support to defend against challenges? Why would this work? What weaknesses have the potential for change so they don’t hold back the organisation from taking advantage of opportunities, and which ones could be minimised to reduce impact by challenges? What allows you to think this way? Where does the organisation go now? (BELONG TO PART C)
To the left, offers you the chance to think about where your organisation and products sit relative to your competitors. Are competitors gaining market share? Has it become easier for new/startup companies to compete in our market? Have new products/technology emerged that threaten your products/ attractiveness? Are you competing to the best of your capability? How do you know? Is your ‘competitive advantage’ still working? Will it still maintain its position with those challenges and opportunities emerging? Why? Where does the organisation go now?(BELONG TO PART C)
You have reached the balcony by whatever path you travelled. Now go to the railing and survey the scene below. You can see the daily operations of the business, the comings and goings of people and things, the interactions, the teamwork, the systems, policies and procedures being followed, and you gain a sense of the culture of motivation and harmony, all being carried out…….. or not. What you see is the result of the internal mechanisms of intensive, planning, organising, decisionmaking, monitoring and leadership. Did you find what you wanted to find…..or not? Look through your binoculars and focus on the vital elements of each of those factors and based on evidence, justify your decision that they are working as efficiently and effectively as they can……..or not. Are these functions sufficiently capable of taking on the challenges and opportunities that are ahead? What do you base your decision on?(BELONG TO PART D)
As you now walk down the stairs, think about all you have seen (and not seen) and formulate strategic recommendations to take this organisation into the future to calmly but forcefully show its full potential in the dynamic business environment of the future. (BELONG TO PART E)
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