MANAGEMENT

Management



Management

Introduction

The following discussion will attempt to present an individual assignment report that includes an analysis of strategic options and recommended actions. The report will be divided into two sections. The first section will incorporate three sub-sections. Firstly, using suitable strategic analysis frameworks, the report will analyse and evaluate the external environment of the chosen organisation. In this regard, the report will summarise the findings by drawing attention to the key drivers for change in the PESTEL, industry/sector and market layers. Secondly, the report will make use of appropriate theoretical frameworks to assess and discuss the current strategic objectives of the organisation. This will converge towards the development of a critical judgment on the strategic fit of the organisation in its external environment. Finally, the report will reflect on the researcher's experience in practising strategy and your overall contribution to the chosen organisation's strategy formulation/implementation process - with the support of relevant theoretical frameworks. In the second section, the report will constitute a business strategy learning log and reflective statement. The business strategy learning log and reflective statement will seek to reflect on your learning experience throughout this module by discussing how you have met the two learning outcomes of this module.

The paper will seek to take a critical approach towards the development of an understanding regarding the subject area. This approach will be supplemented with a case-study perspective towards the subject area. The discussion will seek to demonstrate a creative and critical approach to assessing the dynamic nature of developments in the global business environment and show understanding of how modern organisations deal with the challenges of global markets and competition. In addition, the discussion will also make an attempt to demonstrate sound research skills and critical appreciation when assessing complex and dynamic strategic issues of organisations.

The external environment of the organisation

The external environment of the organization is one that is driven by a direct desire to improve the healthcare facilities that are available to the armed forces personnel. The external environment is riddled with factors that call for cost minimization in cohesion with the augmentation of improved provision of healthcare facilities. This serves to create a scenario in which public sector organizations are challenged with the arrangement of massive developments. In this regard, it becomes necessary to carry out effective evaluations and feasibility forecasts for any changes that are to be brought about to the healthcare facilities. Most of the healthcare facilities that are currently available to the armed forces personnel are essentially lacking in their degree of effectiveness (Walter, Flick, Neuber, Fischer, and Husseinand Schwartz 2010). In essence, it can be observed that the demand does not match the supply. In this regard, it is only fair to evaluate that the external environment is that in which the pressure is extensive and the need for development and improvement continues to increase in parallel.

Key drivers for change in the PESTEL, industry/sector and market layers

While there is little doubt in the fact that the current standards of healthcare that are ...