Strategy Choice and Implementation Report

Strategy Choice and Implementation Report Order Description Assessment item 3 Strategy Choice and Implementation Report Value: 60% Due date: 09-Oct-2016 Return date: 02-Nov-2016 Length: 3,500 (+/- 10%) Submission method options Alternative submission method Task It is often noted that implementation is the most difficult aspect of strategic management. With reference to your organisation, how might this be the case? In this assignment, you are required to write a 3500 word Report. This in" rel="nofollow">includes a 200 word executive summary, but excludes references and appendix. Your Report should cover the followin" rel="nofollow">ing: 1. Identify and evaluate the suitabilty of the organisation's current strategy (a) Identify and discuss the strategy that the organisation (or SBU) is implementin" rel="nofollow">ing/has implemented by examin" rel="nofollow">inin" rel="nofollow">ing its strategy statement and/or its value chain" rel="nofollow">in activities. (b) Evaluate the suitability of the organisation�s current busin" rel="nofollow">iness strategy based on the outcomes of your analysis (e.g., the identification of the organisation�s current strategy and the most significant factors affectin" rel="nofollow">ing the organisation�s performance, and your understandin" rel="nofollow">ing of the organisation's strategy). If the current strategy is not suitable, please recommend no more than two alternative strategic in" rel="nofollow">initiatives that the organisation should pursue and justify your recommendations. 3. Evaluate the implementation of strategy 4. Identify the key issues and give your recommendations 5. Draw your conclusion Rationale The rationale for this task is to develop skills in" rel="nofollow">in problem solvin" rel="nofollow">ing, analysis, evaluation and reflection in" rel="nofollow">in relation to strategic implementation in" rel="nofollow">in contemporary organisation. Completion of this assessment should facilitate the development of a good understandin" rel="nofollow">ing of what is in" rel="nofollow">involved in" rel="nofollow">in the process of strategic implementation. This contributes to the followin" rel="nofollow">ing learnin" rel="nofollow">ing outcomes for this subject: be able to identify and explain" rel="nofollow">in the key components of strategic management such as strategy analysis, strategy formulation and strategy implementation, and their in" rel="nofollow">interrelationships; be able to review and evaluate the evolution of ideas and practices leadin" rel="nofollow">ing to the development of strategic management and its relationship to other management practices and prin" rel="nofollow">inciples; be able to identify and differentiate between functional areas such as marketin" rel="nofollow">ing, fin" rel="nofollow">inance, operations and human resource management and evaluate how they should act conjoin" rel="nofollow">intly toward the attain" rel="nofollow">inment of the organisations strategic aims and objectives; be able to evaluate the importance of developin" rel="nofollow">ing strategically appropriate relationships between people, processes, functions, structures and even organisations; and be able to critique, act strategically, and make recommendations in" rel="nofollow">in the context of the potential of strategic management vis-a-vis the realisation of organisational change and/or success in" rel="nofollow">in the private, public, and not-for-profit sectors.