1. What part does external environmental analysis play in the development of value adding support strategies? What part does strategy formulation play?
2. What are the basic building blocks of structure? What are the advantages and disadvantages of each?
Case #3: Community Blood Center of the Carolinas: Donations, Donations, Donations
Using Exhibit 9-6 (pp. 375 & 376) as an example, complete a strategic thinking map that compares the results of an internal environmental analysis against the value adding support strategies requirements. This map will extend and further articulate the strategic thinking maps developed in strategy formulation and the development of the service delivery strategy.
The value adding support strategies provide a powerful means to change the organization and create a competitive advantage, especially because some of the value assign support activities are less visible to those outside the organization, making the competitive advantage much more difficult to imitate or duplicate. Decisions concerning the organization’s culture, structure, and resources are strategic in nature and should be made by strategic thinkers.
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2013). Strategic Management of Health Care Organizations (7th ed.). San Francisco: Jossey-Bass. (Chapter 9)
the case study is on google. unable to post 23 pages.
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