Strategic Analysis (SWOT)

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Strategic Analysis (SWOT) choose a local healthcare
organization with which you are familiar. Conduct a SWOT analysis on the organization. After
completing the SWOT analysis, use the template in Exhibit 8.12 to prioritize the strengths, weaknesses, opportunities, and threats you identified. Your SWOT analysis must be accompanied by a 200-word minimum discussion of your finding for each segment (i.e. S.W.O.T.) which will total 800 words. In addition to the thread, each student is required to reply to 2 other classmates’ threads. Each reply must be at least 300 words. Original post and replies must include biblical integration.

Sample Solution

SWOT (strengths, weaknesses, opportunities, and threats) analysis is a framework used to evaluate a company`s competitive position and to develop strategic planning. SWOT analysis assesses internal and external factors, as well as current and future potential. A SWOT analysis is designed to facilitate a realistic, fact-based, data-driven look at the strengths and weaknesses of an organization, initiatives, or within its industry. The organization needs to keep the analysis accurate by avoiding pre-conceived beliefs or gray areas and instead focusing on real-life contexts. Companies should use it as a guide and not necessarily as prescription. While it might sound like you are calling on a hostage-rescue law enforcement team, SWOT is a strategic planning technique. It can be used to describe your healthcare organization`s strengths, weaknesses, opportunities, and threats in the competitive landscape.

nd they act as the primary source of job motivation for individuals, therefore setting them accurately is essential (Pettinger 2007). Specific and clear goals are the most effective motivators, and will lead to optimum performance, therefore it becomes essential for a leader to understand what motivates each individual within a group (Pettinger, 2007). Motivation is highly personal, and can differ massively across a group, so the leader must adapt how they motivate to suit each individual, this highlights the need for an organisation to implement policies that allow leaders to be flexible in how they reward individuals. Issues arise when goals are not set well, if the goals are ambiguous, unachievable or too easy then the individual will lose motivation (Pettinger, 2007). Once goals have been set it becomes essential for leaders to regularly assess how individuals are progressing towards them, if well then goals should be made more challenging, if they are struggling then the goals should be made easier. Goals also allow for leader to assess how the team are performing, and how their leadership style is functioning with the group, if goals are not being met the leader must adapt how the team interact together or their leadership style to achieve them.

Conclusions
The theories discussed provide a framework for understanding teamwork, leadership and motivation, however often are only applicable to distinct situations so do not translate sufficiently into practice and should be used cautiously. Clear connections and codependency exist between the theories, and ultimately in practice becomes the responsibility of the leader to intertwine them to achieve maximum performance from a group. For organisational behaviour to be successful, leadership must aspire change in group members, ensure teams are functional and individual group members are motivated, and is underpinned by a leaders ability to adapt the theories to the situational factors around them. To do this, and successfully implement policies to gain maximum performance, there must be conditions that make the situation favourable for a leader, and is the responsibility of the group at the top of an organisations hierarchy. In summary, the theories discussed may not always directly provide the solution required to maximum performance from a gro

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