Course Project Part 2 (Due Week 5)
The Course Project Part 2 project is the integration of all the sections, including the introduction and Sections E through H. Part 2 should be completely integrated and presented in a logical order, written professionally and free of spelling and grammar errors, and updated with any changes that occurred along the way, including corrections and advice provided by your professor.
Criteria Description Points
Introduction Using at least 200 words, explain what you found in this organization that most interests you and what the opportunity for learning is from analyzing them. What are the three most intriguing elements associated with this case? 10
Section E: Porter’s Generic Strategies Create an analysis applying Porter’s Generic Strategies to this organization in 200 words or more (9 points). Include citations from your outside source (3 points) and the textbook, including page numbers (3 points). 15
Section F: Life Cycle Create a life cycle analysis using concepts from the textbook to this organization in 200 words or more (9 points). Include citations from your outside source (3 points) and the textbook, including page numbers (3 points). 15
Section G: Porter’s Diamond of National Advantage Apply Porter’s Diamond to the nation and industry of origin of this organization in 200 words or more (9 points). Include citations from your outside source (3 points) and the textbook, including page numbers (3 points). 15
Section H: Entrepreneurial Strategy Analyze the organization’s entrepreneurial strategy using concepts from the textbook in 200 words or more (9 points). Include citations from your outside source (3 points) and the textbook, including page numbers (3 points). 15
Entrepreneurial strategy is defined as a strategy that involves a widespread and more-or-less simultaneous transformation in an organization’s decision-making pattern. This concept differs from others that use the term “entrepreneurial” to describe a long-term pattern of strategic behavior. Regardless of whether their long-term behavior is conservative or innovative, all businesses will engage in entrepreneurial strategy at some point. It is expected that such strategy will be observed recurring in cycles at the single business-unit level in response to both environmental and organizational stimuli, and that it will reflect a selection from a small set of basic strategic movements.
Teamwork plays an essential role within both Fiedler’s Contingency Theory and Chelladurai’s Multi-dimensional model particularly regarding leader-member relations, if the group are familiar and trusting of the leader policy implementation becomes much simpler. Similarly to leadership, understanding and adapting to the situation is key to a leader being able to implement policies that ensure a group work as a team. Teamwork is a product of good leadership, and is again the responsibility of the leader to ensure the group are working successfully together. Highly functioning teams are essential within organisations to increase productivity and member satisfaction, by utilising the talents of all group members effectively within the constraints of the task, personal relationships and the group goals (Pettinger, 2007). Figure 2: Tuckman’s Model of Group Development (Agile Scrum Guide, 2019) Tuckman in his Model of Group Development provides easily identifiable stages that a groups performance can be measured against, making it useful for monitoring performance, Figure 2 shows Tuckman’s model. Ranking group performance against this scale can provide leaders with a clear understanding of how the group are functioning, allowing them to implement policies to change this if performance is unsatisfactory (Pettinger, 2007). Within organisations, the theory can be loosely applied to creating teams by grouping familiar individuals with the aim that they will reach the norming and performing stage of the model quicker. For short and simple tasks this is an extremely effective way of organising groups, due to the increased short term productivity. However there are significant issues with grouping individuals in this manner, particularly when tasks become more complex, and ultimately the model should mainly be used for monitoring the progress of groups (Pettinger, 2007). Figure 3: Belbin’s Team Roles (PrePearl Training Development, 2019) A more functional approach of grouping individuals is to utilise Belbin’s Team Theory (Belbin, 2017). Belbin identifies 9 key roles that must be fulfilled within a group to ensure success, the role