مديريت دولتي: SWOT

۱۳۸۸ اسفند ۲۱, جمعه

بیشتر محققان برای شناسائی همه عوامل موثر و غیر موثر بر فعالیتهای از تکنیک تحلیل SWOT که به ترتیب به عوامل دورنی (نقاط قوت و نقاط ضعف ) و عوامل بیرونی ( فرصتها و تهدیدها ) طبقه بندی میشوند ، بهره میگیرند . در این تکنیک که بین سالهای 1960 الی 1970 توسط آقای آلبرت همفری بکار گرفته شد منظور از قوتها آن دسته از عوامل درونی یک موسسه بوده که موجبات شایستگی ممتاز آن سازمان را فراهم میآورد و ضعفها همان محدودیتها و کمبودها در عوامل درونی یک موسسه بوده که مختل کننده فعالیتهای آن سازمان در رسیدن به اهدافش میباشد . همچنین فرصتها ، موقعیتهای عمده در محیط بیرونی سازمان میباشد که به حرکت سازمان به سمت اهدافش ، شتابدهی میکند و تهدیدها همان موقعیتهای نامطلوب در محیط بیرونی سازمان بوده که بعنوان مانعی بر سر راه آن سازمان قرار میگیرد . لازم به ذکر است که این دسته از عوامل ، ممکن است برای موسسه دیگری ، بعنوان فرصت لحاظ شود
در طبقه بندی عوامل بیرونی ، صاحبنظران از الگوی اسکن محیطی در مدیریت استراتژیک بنام PEST که به ترتیب عوامل سیاسی ، اقتصادی ، اجتماعی و تکنولوژیکی هستند ، بهره میبرند . ضمنا برخی از تحلیل گران عوامل محیطی از قبیل شرایط اقلیمی ، تغییرات آب و هوا و ... و عوامل قانونی را نیز بر الکوی PEST اضافه میکنند . برای اطلاعات بیشتر دوستان ، خلاصه ای از متن زیر را که از دائره المعارف ویکی پدیا برگرفته شده است ، به استحضار تقدیم میدارد . اما آنچه پر واضح است در محیطهای پیچیده و بشدت رقابتی فعلی ، ممکن است فرصتها معدود پیش آمده و یا در سریعترین زمان ممکنه مورد استفاده قرار گیرند و بیشتر توصیه میشود که از اولین و کوچکترین آنها به نحو احسن استفاده شود ، به مثال زیر توجه فرمائید
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روزی جوانی ، به خواستگاری تنها دختر مزرعه دار ثروتمند منطقه رفت . این وصلت برای آن جوان ، فرصت بسیار خوبی را فراهم میکرد که یکجا به شهرت و ثروت و مکنت برسد . چیزی که بسیاری از جوانان منطقه آرزویش را داشتند . بنابراین آن جوان تمامی هم و تلاش خود را معطوف این امر خیر کرد ، از نحوه لباس پوشیدنش گرفته تا آمادگی کلامی برای پاسخ به سوالات خانواده عروس . اما بر خلاف انتظارش متوجه شد که پدر عروس اصلا به ظواهر امر اعتنائی نداشته و موافقت خود را با وصلت آن جوان اعلام نمود و فقط و فقط یک شرط را برای تحقق آن قائل شد و آن شرط این بود که فردا صبح آن جوان رفته و در مقابل اصطبل مزرعه ایستاده و دم یکی از گاوهائی که از طویله خارج میشوند ، را بگیرد
فردا صبح زود مراسم دم گیری شروع شد
در اصطبل باز شد ، آن جوان ، گاو نسبتا تنومندی را دید که بسرعت خارج شده و به سمت آبشخور پیش میرود . او خواست دم این گاو را بگیرد ، اما فکر اینکه زیر دست و پای حیوان مانده و آسیب جدی ببیند ، او را از انجام هر اقدامی منصرف کرد
برای بار دوم درب اصطبل باز شد ، اینبار گاومیش بسیار تنومندی که جثه اش دو برابر گاو قبلی بود و در حالیکه بشدت عصبانی بنظر میرسید ، از طویله بیرون آمده و بسمت آبشخور پیش رفت . جوان فکری کرد و دریافت که اگر کوچکترین تماسی با این حیوان وحشی داشته باشد ، ممکن است با حملات بی امان شاخ حیوان مواجه شود ، و از طرف دیگر آن گاو میش هم تا جوان را دید بر سرعت گامهایش افزود و به سمتش شروع به دویدن کرد ، بنابراین جوان چاره ای نداشت مگر اینکه فی الفور خود را پشت حصارها پنهان کند
در اصطبل برای بار سوم باز شد و اینبار جوان متوجه گاو لاغر و نحیفی شد که که از در خارج میشود . با خودش گفت : " آهان حالا وقتش رسیده که از تنها شانس باقیمونده استفاده کنم " بنابراین بسرعت به سمت حیوان رفت تا دمش را بگیرد ، اما با کمال تعجب دید که اینبار گاو اصلا دمی ندارد
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در پناه حق
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From Wikipedia, the free encyclopedia
SWOT analysis
SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. The technique is credited to Albert Humphrey, who led a convention at Stanford University in the 1960s and 1970s using data from Fortune 500 companies.
A SWOT analysis must first start with defining a desired end state or objective. A SWOT analysis may be incorporated into the strategic planning model. Strategic Planning, including SWOT and SCAN analysis, has been the subject of much research.
Strengths: attributes of the person or company which are helpful to achieving the objective.
Weaknesses: attributes of the person or company which are harmful to achieving the objective.
Opportunities: external conditions which are helpful to achieving the objective.
Threats: external conditions which could do damage to the objective.

Matching and converting
Another way of utilizing SWOT is matching and converting.
Matching is used to find competitive advantages by matching the strengths to opportunities.
Converting is to apply conversion strategies to convert weaknesses or threats into strengths or opportunities.
An example of conversion strategy is to find new markets.
If the threats or weaknesses cannot be converted a company should try to minimize or avoid them.
Internal and External Factors
The aim of any SWOT analysis is to identify the key internal and external factors that are important to achieving the objective. These come from within the company's unique value chain. SWOT analysis groups key pieces of information into two main categories:
Internal factors – The strengths and weaknesses internal to the organization.
External factors – The opportunities and threats presented by the external environment to the organization. - Use a PEST or PESTLE analysis to help identify factors
The internal factors may be viewed as strengths or weaknesses depending upon their impact on the organization's objectives. What may represent strengths with respect to one objective may be weaknesses for another objective. The factors may include all of the 4P's; as well as personnel, finance, manufacturing capabilities, and so on. The external factors may include macroeconomic matters, technological change, legislation, and socio-cultural changes, as well as changes in the marketplace or competitive position. The results are often presented in the form of a matrix.
SWOT analysis is just one method of categorization and has its own weaknesses. For example, it may tend to persuade companies to compile lists rather than think about what is actually important in achieving objectives. It also presents the resulting lists uncritically and without clear prioritization so that, for example, weak opportunities may appear to balance strong threats.
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PEST analysis
PEST analysis stands for "Political, Economic, Social, and Technological analysis" and describes a framework of macro-environmental factors used in the environmental scanning component of strategic management. Some analysts added Legal and rearranged the mnemonic to SLEPT inserting Environmental factors expanded it to PESTEL or PESTLE, which is popular in the UK. The model has recently been further extended to STEEPLE and STEEPLED, adding education and demographic factors. It is a part of the external analysis when conducting a strategic analysis or doing market research, and gives an overview of the different macro environmental factors that the company has to take into consideration. It is a useful strategic tool for understanding market growth or decline, business position, potential and direction for operations.
The growing importance of environmental or ecological factors in the first decade of the 21st century have given rise to green business and encouraged widespread use of an updated version of the PEST framework. STEER analysis systematically considers Socio-cultural, Technological, Economic, Ecological, and Regulatory factors.
The Model's Factors
Political factors are how and to what degree a government intervenes in the economy. Specifically, political factors include areas such as tax policy, labor law, environmental law, trade restrictions, tariffs, and political stability. Political factors may also include goods and services which the government wants to provide or be provided (merit goods) and those that the government does not want to be provided (demerit goods or merit bad). Furthermore, governments have great influence on the health, education, and infrastructure of a nation.
Economic factors include economic growth, interest rates, exchange rates and the inflation rate. These factors have major impacts on how businesses operate and make decisions. For example, interest rates affect a firm's cost of capital and therefore to what extent a business grows and expands. Exchange rates affect the costs of exporting goods and the supply and price of imported goods in an economy
Social factors include the cultural aspects and include health consciousness, population growth rate, age distribution, career attitudes and emphasis on safety. Trends in social factors affect the demand for a company's products and how that company operates. For example, an ageing population may imply a smaller and less-willing workforce (thus increasing the cost of labor). Furthermore, companies may change various management strategies to adapt to these social trends (such as recruiting older workers).
Technological factors include ecological and environmental aspects, such as R&D activity, automation, technology incentives and the rate of technological change. They can determine barriers to entry, minimum efficient production level and influence outsourcing decisions. Furthermore, technological shifts can affect costs, quality, and lead to innovation.
Environmental factors include weather, climate, and climate change, which may especially affect industries such as tourism, farming, and insurance. Furthermore, growing awareness to climate change is affecting how companies operate and the products they offer--it is both creating new markets and diminishing or destroying existing ones.
Legal factors include discrimination law, consumer law, antitrust law, employment law, and health and safety law. These factors can affect how a company operates, its costs, and the demand for its products.
Applicability of the Factors
The model's factors will vary in importance to a given company based on its industry and the goods it produces. For example, consumer and B2B (Business To Business) companies tend to be more affected by the social factors, while a global defense contractor would tend to be more affected by political factors. Additionally, factors that are more likely to change in the future or more relevant to a given company will carry greater importance. For example, a company who has borrowed heavily will need to focus more on the economic factors (especially interest rates). Furthermore, conglomerate companies who produce a wide range of products (such as Sony, Disney, or BP) may find it more useful to analyze one department of its company at a time with the PESTEL model, thus focusing on the specific factors relevant to that one department. A company may also wish to divide factors into geographical relevance, such as local, national, and global (also known as LONGPESTEL).
Use of PEST analysis with other models
The PEST factors, combined with external micro-environmental factors and internal drivers, can be classified as opportunities and threats in a SWOT analysis.

برچسب‌ها: SWOT ، نقاط قوت ، نقاط ضعف ، فرصتها ، تهديدها

نوشته شده در ساعت ۱۴:۳۳ لينک