Unit 3 – Organizational Profile. As you are saving information for your strategic plan, developing an organizational profile is helpful. What would you include in this profile, and how would you accomplish this?
The organizational profile is the most suitable beginning point for self-assessment. By responding to the questions in a profile, the company will start to gather information and describe what is applicable and crucial to the business. It will assist in identifying key data and probable gaps and serve as a foundation for performance development in the company. Firms that complete the organizational profile utilize the feedback for strategic planning and share the profile with clients, stakeholders, and personnel for orientation aims.
The profiles provide the data concerning a company’s history, goods and service offerings. Clients may use strategic profiles to discover the information about the aim and image of an organization. Firms evolve the strategic profiles to appraise past work and recognize inner weaknesses. The profiles also provide a general idea concerning the external factors, which may influence business development. Together, profiles and strategic provide a course to assist the companies in reaching the aims.
The organizational profile requires the description of the following spheres:
- Organizational environment: the goods/programs/service offerings; mission, vision, and values; workforce; technologies; core competencies; equipment/facilities; and legal environment;
- Organizational relationships: the governance system, major customer groups, key goods and customer-support service requirements, and the major suppliers;
- Competitive environment: the competitive status, relative size and development, and opponents;
- Strategic context: the key business, human resource and operational strategic challenges and benefits;
- Performance improvement system: the approach to assessment and learning (De Wit and Meyer, 2004).
To create the organizational profile it is important to collect company background data. It is necessary to provide a concise overview of organization’s history, comprising the origin, past sales figures and evolvement. Also I would develop an outline of inner and external factors, which have added to or were taken away from success of the business.
I would also create the mission and image statement. The mission statement depicts the aim of business and how it corresponds to the requirements of the customer. A vision statement reflects the future of a company. It is necessary to put down the situation analysis. It describes the general, competitive and industry environments. The general segment of the analysis reveals the market, which the company serves. The industry part notes industry development and current circumstances. Finally, the competitive section describes the opponents in addition to services or products they suggest. Also I would include the SWOT Analysis.
Developing an organizational profile will guarantee that all planning team members have the same essential knowledge concerning the operation. Thus, the profile requires input from people in the company who are very familiar with the organization’s history, programs, and processes. It may require participation from a large group of individuals. So, the profile has to comprise the dates when certain programs and activities were implemented and the external events – political, social, economic or technological – that have influenced the company.
Unit 3 – Competitive Advantage. In the private sector, there are frequently many competitors, but the public sector has few actual competitors. In assessing its competitive advantage, What does a competitive advantage mean in the public sector? Does this mean it has a good position and thus a good competitive advantage? Support your position.
Competitive advantage in a public sector plays a very significant role; it not merely assists in improvement of public services but also assists in eradication of inefficiencies. Usually, no pressure from the opponents takes its fee on the quality of the services.
It is known that the successful company is the one that has benefitted over the opponents in due course. The advantage is a part of the strategy, which offers the advantage over the opponents. The aim, when discussing competitive advantage is that an institution creates a crucial, noteworthy and lasting dissimilarity between itself and various institutions:
- To be called crucial, the competitive advantage needs to be perceived by the stakeholders of the quality.
- To be called noteworthy, it has to be acknowledged by stakeholders not merely as vital, but so crucial that they sense forced to engage in connections with the institution.
- To be called lasting, it should be encouraged and reinforced continuously (Barney and Hesterly, 2006).
Public facilities are tempted to select advantage through differentiation, between the kinds of competitive advantage. They are motivated to differentiate the exceptional characteristics and evolve the fundamental skills with which they may stand out and differentiate themselves from other institutions.
Amongst the resources of advantage may be reputation and access to volunteers (for instance in the hospitals). Reputation in this sector obtains the other meaning than the reputation in a private sector. If in private sector, clients pay for goods/services they achieve, in the public sector, cash is being suggested to establishments as long as they utilize them competently to serve the common good. Thus, reputation may be a vital resource of advantage (Barney & Hesterly, 2006).