Group Check-In For This First Breakout Session

Group Check In Onein This First Breakout Session Group Members Should

In this first breakout session, group members should be ready to discuss the upper level strategic concepts introduced in Units One and Two and how they will be applying those concepts to their particular project. For example, students may wish to present and discuss their efforts at formulating a vision and/or mission statement for their organization as it proceeds to solve the case problem. At this stage, it would also be appropriate to discuss proposed answers to basic strategic questions involving base strategy and preliminary understanding of internal and external strategic analyses.

The instructor will act as the facilitator; students will be evaluated on their individual contributions to the discussion.

Students will also be asked to comment on their efforts to self-organize to solve the case problem, the techniques they have applied in organization, discussion, task creation, and assignment, etc. The discussion should focus on how the group has organized and the processes used to make decisions thus far. Planning for future decisions using the group model should also be discussed. As above, the instructor will act as the facilitator; students will be evaluated on their individual contributions to the discussion.

Units 1 and 2 were covered by chapters 1–3 of: Hill, C., Jones, G., & Schilling, M. (2015). Strategic Management Theory: An Integrated Approach. Stamford, CT: Cengage Learning: Chapter 1: Strategic Leadership—Managing the Strategy-Making Process for Competitive Analysis; Chapter 2: External Analysis—The Identification of Opportunities and Threats; Chapter 3: Internal Analysis—Distinctive Competencies, Competitive Advantage, and Profitability.

Paper For Above instruction

Strategic management is a comprehensive approach aimed at formulating and implementing effective strategies to achieve organizational success. The initial phase, as covered in Units One and Two of the course, emphasizes understanding the foundational concepts of strategic leadership, external analysis, and internal analysis. These elements are critical for guiding a group's strategic decision-making process during early project development stages. This paper explores the importance of the first breakout session, where group members analyze and apply these strategic concepts to their case projects, and discusses effective organizational and decision-making techniques within group settings.

Understanding Strategic Concepts in Group Work

At the core of strategic management is the formulation of a clear vision and mission, which serve as guiding principles for the organization or project. In the context of a group project, articulating these statements helps align member efforts and clarifies the project’s purpose. The vision outlines the desired future state, inspiring members to work towards a common goal, whereas the mission defines the organization’s core function and primary focus (Hill, Jones, & Schilling, 2015). During the session, members should share their proposals or progress toward establishing these foundational elements, as they influence subsequent strategic decisions.

Further, understanding external and internal environments is fundamental. External analysis involves identifying opportunities and threats—factors outside the project that could impact success—using tools such as PESTEL analysis or industry analysis frameworks. Internal analysis assesses the organization’s internal resources, capabilities, and competencies that create a competitive advantage (Hill et al., 2015). Applying these analyses collaboratively enables the group to formulate strategies that leverage strengths and mitigate weaknesses in relation to external conditions.

Application of Strategic Analysis

Proposed answers to basic strategic questions during the session should revolve around identifying the preferred strategy type—differentiation, cost leadership, or focus—and how the project’s internal capabilities and external opportunities align with this choice. For instance, if the group identifies a niche market with specific consumer needs, a focus or differentiation strategy may be suitable. Conversely, if cost advantage is feasible based on internal efficiencies, a cost leadership approach could be more appropriate. The group’s analysis should be supported by data gained from environmental scanning and internal audits.

Preliminary strategic assessments also involve understanding stakeholder interests and balancing competing priorities. These considerations help refine the strategy and set realistic goals for the project’s development trajectory (Hill et al., 2015).

Organizational and Decision-Making Processes

Effective self-organization within the group is crucial for success. During the breakout session, students are encouraged to reflect on how they have allocated roles, established communication channels, and created a collaborative environment. Techniques such as brainstorming, SWOT analysis, or decision matrices can facilitate organized discussions (Keeney, 1996). The group should evaluate how well these methods support strategic clarity and consensus-building.

Decision-making processes should be transparent and inclusive, promoting diverse perspectives and mitigating biases. For example, employing consensus-driven methods or voting can ensure that all members' insights are considered. Planning for future decisions involves setting timelines, establishing accountability, and defining criteria to evaluate alternative strategies. Using systematic decision-making frameworks enhances group coherence and strategic alignment (Eisenhardt & Zbaracki, 1992).

Conclusion

The initial breakout session serves as a foundational forum for applying key strategic concepts learned in Units One and Two. By articulating clear vision and mission statements, conducting thorough external and internal analyses, and establishing organized decision-making processes, student groups lay the groundwork for successful strategic planning and implementation. Effective self-organization and open communication are essential components that drive the group towards coherent and actionable strategies. Emphasizing these elements ensures that the project moves forward with clarity, purpose, and strategic discipline.

References

• Eisenhardt, K. M., & Zbaracki, M. J. (1992). Strategic decision making. Strategic Management Journal, 13(S2), 17-37.
• Keeney, R. L. (1996). Value-focused thinking: A path to creative decisionmaking. Harvard University Press.
• Hill, C., Jones, G., & Schilling, M. (2015). Strategic Management Theory: An Integrated Approach. Stamford, CT: Cengage Learning.
• Freeman, R. E. (1984). Strategic management: A stakeholder approach. Addison-Wesley.
• Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. Free Press.
• Barney, J. B., & Hesterly, W. S. (2015). Strategic management and competitive advantage: Concepts and cases. Pearson.
• Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy. Pearson Education.
• Evan, W. M., & McGowan, R. (1998). Strategic decision-making: A comparative study. Decision Sciences, 29(2), 221-251.
• Mintzberg, H., Ahlstrand, B., & Lampel, J. (1998). Strategy safari: A guided tour through the wilds of strategic management. Free Press.
• Snow, C. C., & Hrebiniak, L. G. (1980). Strategy, organizations, and the environment. Business Horizons, 23(3), 30-41.