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Complete a Strategic and Operational Analysis of your Organization: Please select an organization that you work for, formerly worked for, or | WriteDen

Complete a Strategic and Operational Analysis of your Organization: Please select an organization that you work for, formerly worked for, or | WriteDen

Complete a Strategic and Operational Analysis of your Organization: Please select an organization that you work for, formerly worked for, or | WriteDen

Prompt: Complete a Strategic and Operational Analysis of your Organization – Part I: Please select an organization that you work for, formerly worked for, or an organization that you can obtain information on (i.e., Apple, American Express, Disney, Intel, Walmart,…etc.) in order to complete a strategic and operational analysis. A strategic analysis begins with a stated objective, such as: “should we enter
an industry with a new service offering?” Complete a Strategic Analysis using (1) Porter’s Five Forces analysis of the target industry structure and (2) SWOT analysis to assess the organization’s strengths, weaknesses, opportunities, and threats in a market. Using Figure 2.1, “Porter’s Five Forces Model,” and Table 2.3, “SWOT Analysis” on pp. 33-34, as an example, you will conduct research on your company and its operating environment to formulate your strategy. The definition of strategic analysis may differ from an academic or business perspective, but the process
involves several common factors:
• Identifying and evaluating data relevant to the company’s strategy
• Defining the internal and external environments to be analyzed
• Using several analytic methods such as Porter’s Five Forces analysis, SWOT analysis, and value chain analysis
Additionally, you will draw (1) a swim lane flowchart, (2) a process flow diagram, and (3) a Gantt chart of a service process within your organization. Your textbook states, “The ability to diagram a process, identify the bottleneck operation, and determine the system capacity are fundamental skills in managing service operations and making improvements. An acknowledged axiom is, ‘If you can’t draw it, then
you don’t really understand it’” (Bordoloi, p. 128). A swim lane flowchart diagrams “organizational activities that cross-functional lines (i.e., the swim lanes) highlighting the handoffs between lanes” (Bordoloi, p. 128). A process flow diagram is a graphical way of describing a process, each of its components, and the order or sequence the process needs to flow. A Gantt chart is one of the most popular and useful ways of
showing activities (tasks or events) displayed against time. Using Figure 5.3, “Swim Lane Flowchart of Graduate School Admissions,” Figure 5.4, “Process Flow Diagram of Mortgage Service,” and Figure 5.5, “Gantt Chart of Mortgage Service” on pp. 127- 130 as examples, you will complete these charts and diagrams with your Strategic, Operational and Project plan in mind.
Include your perspective of operations management in the modern economy and how a Christian worldview affects organizational decision-making. How might a Christian worldview be used to assist in the strategic and operational analysis discussed in this paper?

o Requirements: This is the beginning of the development of a Strategic and Operational Analysis for your organization. The Strategic Analysis is a piece of your final deliverable which is to complete a Strategic and Operational Analysis that identifies your organization’s competitive environment, how your organization will be organized to operate (processes, metrics, quality, capacity) within this environment
and how you will allocate resources to meet the demands of this environment. This assignment is the beginning of the Strategic and Operational Analysis that you will continue to develop in Unit 4, Unit 6, and finish off in Unit 7. In this assignment, you will create 4-6 pages of content (required Cover Page, Executive Summary, and APA References Section not included in this page count), which includes the tools listed
above and your explanation of what these tools mean for your organization.

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