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Skilled workforce.
Weakness
A weakness is a condition or a characteristic which puts the organisation at
disadvantage. The absence of certain strengths may be viewed as weakness. Weakness
makes the organisation vulnerable to competitive pressures. Weaknesses require a
close scrutiny because some of them can prove to be fatal. Some of the weaknesses
inherent in public service organizations include:
Outdated facilities.
Obsolete technology.
Opportunities
An opportunity is considered as a favourable circumstance which can be utilised
for beneficial purposes. It is offered by outside environment and the management can
decide as to how to make the best use of it. Such an opportunity may be the result of a
favourable change in the external environment. It may also be created by a productive
approach by the management in moulding the environment to its own benefit. Some
of the opportunities may include the following:
Strong economy.
It must however be mentioned that an organisation needs not necessarily pursue more
lucrative opportunities. Rather it may have a better chance at developing a
competitive advantage by identifying a fit between its strength and upcoming
opportunities.
Threats
Change in the external environment also may present threats to an organisation.
Management should anticipate such possible threats and prepare its strategies in such
a manner that any such threat is neutralised. Some examples of threats include:
New regulations.
Shortages of resources
Recession in economy.
The use of SWOT analysis becomes necessary for an organisation while developing a
strategic plan or planning a solution to a problem, after it has analysed both the
internal and external environment, such culture, economy, health, sources of funding,
demographics, staffing, etc. A SWOT analysis, usually performed early in the project
development process, helps organisations to evaluate the environmental factors and
internal situation facing the project. Because it concentrates on issues that potentially
have the most impact, the SWOT analysis is useful when a very limited amount of
time is available to address a complex strategic situation.
The following diagram shows how a SWOT analysis fits into a situation analysis.
Situation Analysis
Internal Analysis
External Analysis
Strength Weaknesses
Opportunities Threats
SWOT Profile
Source: http://mgthelp.org/plan_dec/str_plan.htm
The internal and external situation analysis can produce a large amount of
information, much of which may not be highly relevant. The SWOT analysis can
serve as an interpretative filter to reduce the information to a manageable quantity of
key issues. The SWOT analysis classifies the internal aspects of the organisation as
strengths or weaknesses and the external situational factors as opportunities or threats.
Strength can serve as a foundation for building a competitive advantage, and
weaknesses may hinder it. By understanding these four aspects of its situation, an
organisation can better leverage its strengths, correct its weaknesses, capitalise on
golden opportunities, and deter potentially devastating threats. When the analysis has
been completed, a SWOT profile can be generated and used as the basis of goal
setting, strategy formulation and implementation
A. Internal Analysis
Is absenteeism a problem?
B.
External Analysis
(i)
General Environment:
Social/Cultural Environment
Technological Environment
What is the level and life cycle of our technology? Are there
any possible areas of improvement or change?
(ii)
Competitive Environment
Customers Issues
Are
potential
recruits
interested
in
working
for
our
organisation?
(iii)
Financial Environment
Inflation rates.
Interest rates
Level of salaries.
For all issues managers can ask the question: Are there any current
developments among these issues which could provide opportunities or threats for our
operations? They can as well assess their ability in that regard.
USING SWOT FOR ORGANIZATIONAL DEVELOPMENT
For public service organizations to adopt SWOT analysis for the benefit of
organizational development, the following steps should be taken.
Steps in Conducting a SWOT Analysis
1.
The first step in any management project is to be clear about what you are doing and
why. The purpose of carrying out a SWOT analysis may be wide or narrow, general or
specific anything from getting staff to think about and understand the business
better, to the re-thinking of a strategy or the overall direction of the organization.
2.
This is important if the final recommendations are to result from consultation and
discussion, not just personal views, however the expertise possessed.
Pick a mix of specialists and ideas people with the ability and enthusiasm to
contribute.
Think about numbers. Six to ten people may be enough, especially in SWOT
workshop, but up to 25 or 30 can be useful if one of the aims is to help staff
see the need for change.
3.
However, you will need to be aware of and take account of the inter-relationships
between internal and external factors.
4.
If the compilation and recording of SWOT lists take place in meetings, make sure that
you exploit the benefits of workshop sessions. Foster an atmosphere conducive to the
free flow of information, and encourage participants to say what they feel is
appropriate, without fearing or attributing blame. The leader or facilitator has a key
role and should allow time for thought, but not so much as to let the discussion
stagnate. Half an hour is often enough to spend on strengths, for example, before
moving on. It is important to be specific, evaluative and analytical at the stage of
compiling and recording the SWOT lists mere description is not enough.
5.
List Strengths
Strengths may relate to the organisation, the environment, market share, public
reputation and to people including the skills and knowledge of staff, as well as
reasons for past successes.
Other people strengths include:
6.
Customer loyalty
This session should not be seen as an opportunity to slate the organisation but as an
honest appraisal of the way things are. Be careful not to take weaknesses at face value
but to identify the underlying causes:
Key questions include:
List Opportunities
Technological developments
New markets
Change of government
Demographic trends
Bear in mind that opportunities may be time-limited and consider how the
organisation may make the most of them.
9. List Threats
Threats are the opposite of opportunities all the factors listed above may, with a shift
of emphasis or perception, also have an adverse impact.
Here the questions to ask include:
Unemployment levels
Environmental legislation
With the lists compiled, sort and group facts and ideas in relation to your objectives.
Consider which of the factors listed are of major importance and which are negligible.
It may be necessary for the SWOT participants to select their five most important
items from the list in order to gain a wider perspective. The key to this process is
clarity of objectives, as evaluation and elimination will be necessary to cull the wheat
from the chaff. Although some aspects may require further investigation or research, a
clear picture should start to emerge at this stage.
11.
Make sure that the results of the analysis are integrated into any subsequent planning
and strategy development. Revisit your findings at suitable intervals to check that they
are still valid.
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What Public Service Managers Should Avoid When Conducting SWOT analysis
Giving undue weight for opinions which are not hard evidence.
Seeing SWOT analysis as an end in itself and failing to integrate the results
into subsequent planning.
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them to take evidence based decisions about strategies that will focus on effectively
achieving their core mandates and visions.
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