1. What is your organisation’s core business? That is, what are the core products or services it provides?
2. Who/what is your organisation’s target market? Be as specific as you can here, including as much information as you have available.If you are not currently employed or if your organisation does not have a strategic plan, consider another organisation with which you are familiar (e.g. a school, social or sporting club).
A strategic plan can be an important tool to stimulate change. It can help identify performance gaps, business opportunities or threats and help guide management decisions.
A good strategic plan remains flexible and adaptable to the changing business environment.
Any change process begins with the identification of a problem. That problem is Usually a discrepancy between what is happening now (the actual) and what the Organisation would like to be happening (the ideal).
As a starting point, it is useful to consider:
1. What is actually happening in the organisation now?
2. What is likely to happen in the future if no change is made?
3. What ideally will be happening in the future?
4. The barriers that are stopping movement from the actual to the ideal (Hersey et. al 2001).
1. What do you think your organisation may need to do differently to achieve those objectives?
2. What do you think could happen if no changes are made?
3. List three trends in the external environment that are now impacting upon your organisation (or an organisation with which you are familiar).
Explain the effects each of these is likely to have upon the organisation.
Be as specific as possible.
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