Overview Of This Course: The Learner Faculty Assignment

Overviewin This Course The Learner Faculty Assignment Will Be Used Fo

In this course, the learner-faculty assignment will be used for reflection as well as to discuss your preparedness for upcoming weeks. This is a private conversation between you and your instructor, and you are encouraged to deeply explore the concepts presented. In this mentor-focused check-in, you will look at Milestone Two, which is due in Module Six, and have an asynchronous discussion with your instructor regarding any initial concerns about the same. As you prepare your work, consider the criteria listed in this assignment. You are highly encouraged to continue reaching out to your instructor so any concerns and questions are addressed prior to when Milestone Two is due.

Discuss your progress and these concerns with your instructor through this submission. Review the Milestone Two Guidelines and Rubric, as well as the balanced scorecards for both companies to be acquired that you developed in Module Three. Then, share your expectations and understanding of the scenario and the corresponding requirements. Address the following criteria:

  • Share your expectation and understanding of Milestone Two. Identify any initial questions or concerns you have regarding:
    • Balanced scorecard analysis
    • Performance analysis tool and techniques
    • Cost-benefit analysis
    • The deliverables expected in Milestone Two
  • In preparation for the upcoming milestone, address the following:
    • Describe your understanding of the business environment of an organization. How can you use internal and external environments to analyze an organization’s current situation?
    • What are some components that make up the internal business environment?
    • Which factors influence the external business environment of an organization?

This assignment requires you to write a minimum of 2 pages and should be read for a minimum of 3-5 minutes to ensure thorough coverage of the topics.

Paper For Above instruction

Introduction

The process of evaluating potential acquisitions within a corporate strategy involves multiple analytical tools and comprehensive understanding of both internal and external environments. This reflection aims to clarify the expectations for Milestone Two, address concerns, and demonstrate robust comprehension of key concepts such as balanced scorecards, performance analysis tools, cost-benefit evaluations, and the overarching business environment framework. These insights will establish a solid foundation for the upcoming tasks related to Alice and Bob’s companies’ assessments and ultimately inform sound acquisition decisions.

Expectations and Understanding of Milestone Two

Milestone Two serves as a pivotal step in the acquisition evaluation process, requiring detailed analysis of two companies—Company A and Company B—and their performance metrics through balanced scorecards. My expectation is to utilize the prepared scorecards to perform a thorough performance evaluation, incorporating financial results, customer insights, internal process efficiencies, and learning and growth indicators as outlined in the balanced scorecard framework (Kaplan & Norton, 1992). The goal is to determine which company offers a more advantageous profile for acquisition by thoroughly analyzing their strengths, weaknesses, opportunities, and threats.

My understanding encompasses analyzing the current business environment of the parent company, TransGlobal Airlines, and contrasting it with potential acquisition targets. For Milestone Two, I must assess whether acquiring either or both companies aligns with strategic objectives and whether the benefits outweigh associated costs. Critical questions involve clarifying the scope of performance analysis tools, such as the specific performance metrics to employ, data sources, and methods for assessing risks and benefits. The deliverables are expected to include detailed performance evaluations, cost-benefit analyses, risk assessments, and well-justified recommendations.

Initial concerns revolve around interpreting the balanced scorecard data accurately, understanding the appropriate techniques for performance comparison, and effectively quantifying associated risks. Clarification is needed on whether additional tools, such as SWOT analysis or financial ratios, should complement the scorecard insights, and how to prioritize risks in the context of strategic fit and market dynamics.

Understanding the Business Environment

The business environment of an organization comprises internal and external factors that influence its operations, strategic direction, and overall performance (Porter, 1980). Internal factors include organizational culture, leadership styles, internal processes, human resources, operational efficiencies, and financial health—all of which dictate how the company operates and adapts to external changes.

External factors encompass industry dynamics, market conditions, regulatory landscape, customer preferences, supply chain configurations, technological advancements, and socio-economic trends. These external elements shape opportunities and threats, necessitating organizations to adapt proactively to maintain competitiveness (Barney, 1991).

Internal Business Environment Components

  • Organizational Culture: The shared values, norms, and practices that influence behavior within the organization.
  • Leadership: The management style and strategic vision guiding organizational priorities.
  • Internal Processes: Core operational activities that deliver value, including production, logistics, and financial systems.
  • Human Resources: Employee skills, engagement, and organizational development capabilities.
  • Financial Resources: The organization's financial stability and capital availability.

Factors Influencing the External Business Environment

  • Market Trends: Changes in customer preferences and industry developments that affect demand.
  • Regulatory Environment: Laws and policies that impose compliance requirements or create competitive dynamics.
  • Competitive Forces: Actions and strategies of competitors influencing market positioning.
  • Suppliers and Supply Chains: Relationships and dependencies that impact production and costs.
  • Economic Conditions: Broader macroeconomic factors like inflation, interest rates, and economic growth rates.
  • Technological Innovations: Advances that can disrupt or improve operational capabilities.

Conclusion

Understanding and analyzing the internal and external environments of an organization are crucial for strategic decision-making, especially when evaluating acquisition opportunities. Employing tools like the balanced scorecard alongside environmental assessments allows for comprehensive insights into organizational health and market positioning. Clarifying analytical techniques and aligning evaluation criteria with strategic objectives ensure informed, data-driven decisions that support long-term success.

References

  • Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
  • Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard—measures that drive performance. Harvard Business Review, 70(1), 71-79.
  • Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. Free Press.
  • Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
  • Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic management: Concepts and cases: Competitiveness and globalization. Cengage Learning.
  • Kaplan, R. S., & Norton, D. P. (2004). Strategy maps: Converting intangible assets into tangible outcomes. Harvard Business Review, 82(7-8), 52-63.
  • Grant, R. M. (2019). Contemporary strategy analysis: Text and cases edition. John Wiley & Sons.
  • David, F. R. (2017). Strategic management: Concepts and cases: Competitiveness and globalization. Pearson.
  • Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2020). Strategic management: Concepts and cases: Competitiveness and globalization. Cengage Learning.
  • Yüksel, I. (2012). Developing a multi-criteria decision making model for sustainable supply chain management. International Journal of Production Economics, 140(1), 204-215.

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