organisational apparaisal
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Organisational appraisal
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GHOSH
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STRATEGIC ADVANTAGE
ORGANISATIONAL CAPABILITY
COMPETENCIES
SYNERGISTIC EFFECTS
STRENGTHS AND WEAKNESSES
ORGANISATIONAL BEHAVIOUR
ORGANISATIONAL RESOURCES2/27/12 DR SUNANDA MITRA
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ORGANISATIONALRESOURCES
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Firm is bundle of resources
tangible / intangible
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Physic
alr es
our ces
Physical resources
Hu
manr e
sour ce
Human resources
Or ganizati
Organizational resources
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Physicalresources
Plant /equipment Technology Geographical
location Access to raw
material
Humanresources
relationship judgment Training Experien
ce Intelligen
ce
Organizationalresources
Informalrelationship Formal system
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Strategic advantage can be getif resources possessed
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Organizational behaviour
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Quality of leadership
Management philosophy
Shared values
culture
Quality of work environment
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Together they producestrength & weakness fororganization
Hard side (resources)
Soft side (behaviour)
Marriage
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Strength & weakness
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Strength & weakness dont exist in isolation
They should be combined
Strength (inherent
Weakness(inherent limitation)
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Synergistic effect
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Strong point
Strong point
Bigger strong point
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Weak
Weak
Bigger Weak point
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2 2 5
2 2 3
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competencies
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Resources + behaviour
Strength / weakness
Synergistic effect
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Mostly developed in functional areas
FINANCE, MARKETING,R&D ..
Exixts
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Finance capability
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AVAIBILITY
USAGE
MANAGEMENT OF FUNDS
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Sources Of Funds
CreditAvailability Reserves &
Surplus Procureme
nt Of Capital
CapitalStructure
WorkingCapital
Usage Of Fund
Relationship WithShareholders Current Assets Fixed Assets Capital
Investment Dividend
Distribution
Management Of Funds
Inflation Return &RiskManagement
BudgetingSystem
FinancialHealth
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STRENGTHS FOR FINANCIALCAPABILITIES
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ACCESS TO FINANCIAL RESOURCES
GOOD RELATIONSHIP WITH FINANCIAL INSTITUTIONS
EFFICIENT CAPITAL BUDGETING
LOW COST OF CAPITAL
SHAREHOLDERS CONFIDENCE
TAX BENEFIT
MERGERS ACQUISITIONS
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MARKETING CAPABILITIES
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STRENGTH FORMARKETING FACTORS
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OPERATIONALCAPABILAITIES
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LOCATION, LAYOUT,PRODUCT DESIGN,AUTOMATION,
PRODUCTION PLANNING,MATERIL SUPPLY, COST &QUALITY CONTROL,
PRODUCTDEVELOPMENT, TECHNOLOGYUSED
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PERSONNEL CAPABILITIES
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PESONNE ORG EMPLOYEES INDUSTRIAL
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PESONNEL SYSTEMPESONNEL SYSTEM
ORG. EMPLOYEESCHARECTERISTICSORG. EMPLOYEESCHARECTERISTICS
INDUSTRIALRELATIONINDUSTRIALRELATION
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General managementcapability
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General management system
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General management system
General managers
External relationship
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Methods & techniques used fororganizational appraisal
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INTERNAL
INTERNAL
COMPARATIVE
COMPARATIVE
COMPREHENSIVE
COMPREHENSIVE
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ANALYSISANALYSIS VALU
ECHAIN
QUANTATIVEANALYSIS
HIST
ORICAL INDUST
RYNORMS
BENCHMARKING
BALANCESCORECARD
KEYFACTOR
ANALYSISANALYSIS VALUE
CHAIN QUANTATIVE
ANALYSIS HIST
ORICAL INDUSTR Y NORMS
BENCHMARKING
BALANCESCORE CARD
KEY FACTORRATING
ALANIYSISALANIYSIS VALUE
CHAIN QUANTATIVE
ANALYSIS HISTO
RICAL INDUSTRY
NORMS BENCHM
ARKING BALANCE
SCORE CARD KEY FACTOR
RATING
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INTERNAL ANALYSIS2/27/12 DR SUNANDA MITRA
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Click to edit Master text stylesSecond level
Third level Fourth level
Fifth level
Strengths
Possessed Resources
developed capabilities
Weaknesses
lacking Resources
deficient capabilities
Prevents an organization fromdeveloping a sustainablecompetitive advantage
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Value Chain Analysis
Value Chain AnalysisCustomers want (demand) some type of value from the goods and services theypurchase or obtainCustomer value arises from
(1) Uniqueness of product or service (2) Low-priced product/service (3) Quick response to specific or distinctive
customer needs
Allow assessment of cost
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VALUE CHAIN
Michael porter (1985) The Value Chain
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The Value Chain The value chain identifies the separate
activities and business processesperformed( inter-linked activities) to createcustomer value.Consists of two types of activitiesPrimary activities : create customervalue
Inbound logistics, Operations; Outboardlogistics; Sales & Marketing; & Customer
ServiceSupport activities: Support primaryactivities
Procurement; Technologicaldevelopment; HRM; GeneralAdministration (Firm infrastructure)
A Typical Value Chain
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A Typical Value Chain
OutboundLogisticsOperations
InboundLogistics
Sales andMarketing Service
ProfitMargin
rocurement; purchasing, physical recourses, Product&D, Technology,
Human Resources Management
General Administration (Firm Infrastructure)
imary Activities and Costs
Support
The Value Chain System
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The Value Chain System
Activities,
Costs, &Margins of Suppliers
Internally
PerformedActivities,
Costs, &
Margins
Activities,Costs, &
Margins of
ForwardChannelAllies &
StrategicPartners
Buyer/User Value
Chains
UpstreamValue Chain Downstream Value Chains
Firms OwnValue Chain
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Identifying a Companys Capabilities
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Source: Robert M. Grant, Contemporary Strategy Analysis , Basil Blackwell, 1991.
Corporate head office
Management information
Research and development
Manufacturing
Product design
Marketing
Sales and distribution
Capability in basicresearch
Ability to produceinnovative products
Speed of newproduct development
e.g., IBM, AT&T,Sony
APPLE
Canon
Functional Area Capability Example
Identifying a Company s Capabilitiesand Value Chain
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Soft DrinksIndustry
Processing of basicingredients
Syrupmanufacture
Bottling &can filling
Wholesale
distribution Retailing
Computer SoftwareIndustry
Pro rammin
COMPARATIVE ANALYSIS
COMPARATIVE ANALYSIS
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HISTORICAL
INDUSTRY NORMS
BENCHMARKING
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BENCHMARKING
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process of identifying " best practice "
in relation to both products &
processessearch for "best practice" can takeplace both inside a particular industry,
also in other industries
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The objective
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To understand
and evaluate thecurrent position
of a business ororganisation
In relation to "best
practice" &To identify areas of
performance
improvement.
The Benchmarking Process
Understand in detailexisting businessprocesses
Analyse the businessprocesses of others
Compare ownbusinessperformance withthat of othersanalysed
Implement the steps
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Types of Benchmarking
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yp gType Description Most Appropriate for
the FollowingPurposes
StrategicBenchmarking
Need to improve overallperformance long-term strategies forhigh-performers tosucceed. Considering high level
aspects corecompetencies/developingnew products andservices and improvingcapabilities
take a long time tomaterialise
Re-aligning businessstrategies that havebecome inappropriate
Performance or Competitive
Benchmarking
key products andservices . Benchmarking partnersare
Drawn from the samesector. Often undertaken
Assessing relative level of performance in key areasor activities in comparisonwith others in the same
sector and findin wa s of
Type Description Most Appropriate forthe Following
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the FollowingPurposes
Functional Benchmarking
To benchmark withpartners drawn from
different businesssectors or areas of activity to find ways of improving similarfunctions can lead to innovationand dramaticimprovements.
Improving activities orservices for which
counterparts do notexist
External
Benchmarking
Involves analysingoutside organisationsthat are known to bebest in class. External benchmarkingprovides opportunitiesof learning from those
who are at the "leading"
Where examples of good practices can befound in other organisation s and there is a lack of good practices within internal
business units
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are there lessons to belearned from otherindustries
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Metro systems have grabbed the imagination of b l i I di
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urban planners in India
The Delhi Metro Rail Corporation
(DMRC), which implemented theMetro network ahead of schedule
Nearly three years ahead of schedule and on budget,
Now consultant for many projects
The corporation has also been aconsultant to Jakarta Mass Rapid
Transit System
in Indonesia. Of cials fromPakistan,
Ireland, Syria, Sri Lanka andVietnam have
also interacted with the DMRC.
UNCOMMON BUREAUCRAT
For lack of funds, he went overseas,tapping the Japan Bank of International
Cooperation for loans to cover 60% of the cost.
By comparison, it took the city of Kolkata 22 years to build its own metrobecause of a paucity of funds.
Looked world for top companies withextensive experience in the field.
Pacific Consultants International from Japan advised on the engineeringmatters, Korea's Rotem and Japan'sMitsubishi supplied the initial shipmentof coaches,
France's Alstom responsible for thedesign of the automatic train controlsystem.
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INTERNALANALYSIS
INTERNALANALYSIS
COMPARATIVEANALYSIS
COMPARATIVEANALYSIS
COMPREHENSIVEALANIYSIS
COMPREHENSIVEALANIYSIS
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ANALYSISANALYSIS VALU
ECHAIN
QUANTATIVEANALYSIS
HISTORICAL
INDUSTRYNORMS
BENC
HMARKING
BALANCESCORECARD
KEYFACTOR
ANALYSISANALYSIS VALUE
CHAIN QUANTATIVE
ANALYSIS HIST
ORICAL
INDUSTR Y NORMS
BENCH
MARKING
BALANCESCORE CARD
KEY FACTORRATING
ALANIYSISALANIYSIS VALUE
CHAIN QUANTATIVE
ANALYSIS HISTO
RICAL INDUSTRY
NORMS BENCHM
ARKING BALANCE
SCORE CARD KEY FACTOR
RATING
COMPREHENSIVE ALANIYSIS
COMPREHENSIVE ALANIYSIS
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BALANCE SCORE CARD
KEY FACTOR RATING
BALANCE SCORE
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BALANCE SCORE
CARD
Balanced Scorecard
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Balanced Scorecard A model integrating financial
and non financial measures. (Kaplan & Norton 1996)
Causal link between outcomes and performancedrivers of such outcomes
Translates the vision and strategy of a business unitinto objectives and measures in 4 distinct areas
Financial Customer Internal Business process Learning and growth
BALANCED SCORECARD KAPLAN &
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BALANCED SCORECARD- KAPLAN &NORTON
4 performance measures
Customer perspective
Internal business perspective
Innovation & learning perspective
Financial perspective
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The Balanced ScorecardPurpose of Balanced Scorecard :
A method of implementing a business strategy bytranslating it into a set of performance measures derivedfrom strategic goals that allocate rewards to executivesand managers based on their success at meeting or exceeding the performance measures.
BSC as a Measurement System
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BSC as a Measurement System
Financial
CustomerRelations
Learning,Innovation and
Growth
Internal ServiceProcess
Vision andStrategy
Casual link between the measures
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Financial Perspective
How do we look toour Shareholders?
CustomerPerspective
How do our customerslook at us?
Learning and GrowthPerspective
How can we continue toimprove?
Internal BusinessPerspective
What we must excelat?
BSC: Causal Relationships
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p
Internal Process
Customer
Strategy
Financial
Learning
Linking BSC and Strategy
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Strategic
Initiatives
Learning & GrowthDrivers Outcomes
Internal Process
Drivers Outcomes
Customer PerspectiveDrivers Outcomes
FinancialGoals
BALANCED SCORECARD-
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BALANCED SCORECARD-KAPLAN & NORTON
4 performance measures
Customer perspective
Internal business perspective
Innovation & learning perspective
Financial perspective
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The US Army was one of the first users of the
balanced scorecard - andstill uses it today, allround the world.
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The USACE and the
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The USACE and thebalanced scorecard
The US Army Corp of Engineers (USACE),
presence from Belize to
New Zealand,measures itsperformance across a
basket of strategicmeasures
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1. Translating the vision into operationalgoals;
2. Communicating the vision and link itto individual performance;
3. Business planning; index setting
4. Feedback and learning, and adjustingthe strategy accordingly.
AT LAST
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