1. SWOT analysis - ANS ✓S-Strengths: are those internal attributes that help an
organization to achieve its objectives
W- Weaknesses: are those internal attributes that challenge an organization in achieving its
objectives
O-Opportunities: are external conditions that promote achievement of organizational
objectives
T- Threats: are external conditions that challenge or threaten the achievement of
organizational objectives
2. steps in SWOT or TOWS analysis - ANS ✓1. define the desired end state or
objective/goal (be simple/short, specific and subjective) 2. after desired objectives are
defined, SWOT's are discovered and listed 3. decision makers must then decide if the
objective can be achieved in view of the SWOT's 4. if the decision is no, a different
objective is selected and the process repeats. This process allows strategic planners to
identify those issues most likely to impact a particular organization or situation in the
future and then to develop an appropriate plan for action.
3. Balanced scorecard - ANS ✓1. Develop metrics (performance measurement
indicators)
2. Collect data
3. Analyse that data from four organizational perspectives: Financial, Customers, internal
Business processes (or simple processes) and Learning & growth
*allow organizations to align their strategic activities with the strategic plan.
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4. Who developed the balanced scorecard? - ANS ✓Robert Kaplan in 1990
5. strategic planning as a management process - ANS ✓although SWOT and
balanced scorecards are different, they can help organizations assess what they do
well and what they need to do to continue to be effective and financially sound
6. Organizational planning - ANS ✓or the planning hierarchy pyramid. plans at the
top are more general and influence all of the plans that follow (that are less specific).
7. The planning hierarchy pyramid components - ANS ✓mission, philosophy, goals,
objectives, policies, procedures, rules
8. mission/vision statement - ANS ✓usually a brief statement (no more than 4
sentences) that identifies the reason the organization exists; used to describe future
goals or aims of the org
9. philosophy - ANS ✓a set of values or beliefs that guide all actions of the
organization; flows from the purpose or mission statement and delineates the set of
values and beliefs that guide all actions of the org; basic foundation that directs all
further planning toward that mission
10. goals - ANS ✓the desired result toward which effort is directed; it is the aim of the
philosophy
11. objectives - ANS ✓motivate people to a specific end are explicit, measurable,
observable or retrievable and obtainable; how and when the goal will specifically be
achieved (includes time frame and is measurable)
12. policies - ANS ✓plans reduced to statements or instructions that direct organizations
in their decision making; they are intended to direct individual behavior toward the
org's mission and define broad limits and desired outcomes; identifies issues, scope of
org activities, list of evidence and review dates (ex. Why do I need to do this?)
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13. procedures - ANS ✓plans that establish customary or acceptable ways to accomplish
a specific task and delineate a step-by-step process of required action (ex. How do I
do this?)
14. rules - ANS ✓plans that specifically define acceptable choices of action or non-
action; generally included in the policy and procedure statements so to only allow one
choice of action
15. Planned change - ANS ✓in contrast to accidental change or by-drift, results from a
well thought-out/deliberate application of knowledge and skills by a leader to bring
about a change; organizational restructuring, quality improvement and employee
retention
16. change agent - ANS ✓a person skilled in the theory and implementation of planned
change
17. internal change agent - ANS ✓often influenced by a personal bias regarding how
the organization functions
18. external change agent - ANS ✓tends to be more objective in their assessments
19. Who developed the Change theory? - ANS ✓Kurt Lewin in 1951
20. Change theory - ANS ✓three phases through which the change agent must proceed
before a planned changes becomes part of the system; unfreezing, movement and
refreezing
21. unfreezing - ANS ✓occurs when the change agent convinces members of the group
to change or when guilt, anxiety or concern can be elicited, thus people become
discontent and aware of the need for change; for effective change to occur the change
agents need to have made a through/accurate assessment of the extent of interest in
change and the nature and depth of motivation, and the environment in which the
change will occur
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