Last week, you focused on the internal structures of organisations, and in this week's Collaboration you will consider the impact of how these internal structures are affected by the external environment. You will practice deconstructing organisational environments to see how organisational models help managers understand the real world. Furthermore, you will try to tease out the strengths and weaknesses of different analytical frameworks.
You will analyse a multinational organisation of your choice in the context of its industry. Consider the most current and emergent forces that could be exploited for organisational change as a part of a new organisational strategy.
To prepare for this Collaboration:
- Select an organisation from the top 50 on the Fortune 500 listhttps://fortune.com/fortune500
- Review Porter's (2008/1979) and Daft, Murphy & Willmott's (2014, chapter 5) analytical frameworks.
- Read Grundy (2006) on Michael Porter's Five Forces model and Banham (2010) on external environment analysis.
- Complete an analysis of the industry in which the organisation operates, using an analytical framework of your choice.
Note: In this module, we introduce Porter's 5 Forces Model, Daft, Murphy & Willmott's (2014) Environmental Uncertainty Analysis (p.162), and the 10 Sector Analysis (p.147). However, you may use any environmental analysis framework for this assignment if you wish. It can be one you have used in past, or one that you discover via your own research.