Weakness of SWOT analysis

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Identify principles weakness of SWOT analysis explain how the TOWS (threats, opportunities, weaknesses, strengths) matrix overcomes the weakness of SWOT.
Describe the four strategic postures associated with strategic position and action evaluation (SPACE).
Describe the Q-sort procedure.
Any strategic choice made by leaders needs to be consistent with other components of the strategic management process. What factors need to be linked when formulating strategy?
Summarize the evaluation of adaptive strategy alternatives.
What is an External/Internal Strategy Matrix and how is it used in arriving at strategic choices?
How can the product life cycle analysis be helpful to the decision maker when thinking about what might be the best market entry/exit strategy?
Why is it important for not-for-profit and public-sector organizations to set program priorities and re-evaluate these priorities on a regular basis?
Under what types of external conditions are the various strategic postures likely to be most successful?
How are market entry/exit strategies related to the adaptive strategies of expansion of scope and maintenance of scope through enhancement?
What is the linkage between directional, adaptive, market entry/exit, competitive and implementation strategies.
What are the alternative strategies available to an organization included in the class of strategies known as adaptive strategies – expand, reduce, or maintain scope?
What are the differences between the market entry strategies of acquisition, merger, and internal development?
Why is it unlikely that a single strategy will be sufficient for an organization?
Why are both the analytical and emergent approaches important to the development of strategic alternatives?
Since related and unrelated diversification are considered risky strategies, why do health care organizations engage in such strategies?
Vertical integration has been a particularly popular strategy in health care. Why has it been popular in this industry?
What is venture capital investment and what is accomplished with this strategy?
How are alliances in health care sometimes thought of in a way that is different from strategic alliances based on an expansion/cooperation strategy?
What is the relationship between competitive strategies and strategic posturing decisions?
Describe what a brand represents for an organization and why branding is important to service organizations.
What are some examples of follow-up activities?
What is meant by market segmentation in health care?
How is personal selling used in health care organizations?
What is contingency planning and why is it particularly important in dynamic, rapidly changing organizational environments?

 

Sample Solution

Recruiting practices and methods and legislation

Recruiting top talent takes a combination of creativity and diligence. To really connect with qualified candidates and drive excitement about the role and your company, you have to find ways to stand out from other employers. Recruitment strategies that will help to immediately captivate job seekers, create a memorable first impression of your company and successfully hire top candidates include: treat candidates like customers, implement an employee referral program, create compelling job descriptions, make use of sponsored jobs to stand out, using a recruitment agency, attend industry-related meet-ups, and include peers in the interview process. Although it would seem that the recruitment and selection process is extremely straightforward there are many government rules and guidelines that regulate it. Affirmative action is a set of laws enforced by the Office of Federal Contract Compliance Programs. The initiative mandates that all businesses with federal contracts take affirmative action to ensure that all individuals have an equal opportunity for employment, without regard to race, color, religion, sex, or national origin.

The above statements strongly support the EA’s ideals of inclusion and provisions for SEN students in mainstream schools. The emphasis and legal requirements are now clearly focused on schools making sure they provide the necessary support and adjustments for all SEN and disabled students.

How effective is Inclusion?

Developing inclusion involves students, professionals, partners, parents, carers and the wider community. According to Goodland and Lovat (1993) students with impairments or disabilities do better academically when they are able to socialise with their non-disabled peers during instructional time. Supporting evidence from Goor and Schwenn (1993) also indicate that the interaction between students with or without disabilities enhances academic achievement for students with disabilities.

Inclusion and Pupil Achievement Department for Education Skills RR578 (2004 p50), clearly argues that ‘LEAs with high rates of inclusion in mainstream did no worse than those with low rates of inclusion in national tests. At KS 4 in 2002 average point score was 38.55. For non statemented pupils with SEN, in mainstream, it was 21.85. For statemented pupils in mainstream it was 16.99 and for pupils in special schools it was 2.4 points 7 times worse. Add to this the impact of social isolation and low self-esteem it is understandable why 50% or 2.9 million disabled adults of working age are not working many of whom attended special schools’.

Recent government statistics from Department for Education Statistical R

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