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Internal Analysis:
1. Introduction: description of setting, introduction of the
major themes or central arguments of the analysis, and
description of how the group conducted the study?
1.The Structural Frame
What are the task assignments within this organisation?
How are tasks/roles assigned and filled?
What are the overt/explicit goals and strategies of the organisation?
How does technology influence the organisation’s structure?•
How specialised are tasks, roles, jobs, positions?
Co-ordination and control:
How are these two objectives balanced?
Where does the final authority lie? Isthis clear or unclear?
Are rules and policies rigidly or loosely adhered to?
Does the organisation have standard operating procedures?
Does the organisation’s structure create, compound or facilitate problems?

2. The Human Resources Frame

Is there a congruence between what individual employees need and what the
organisation needs?
Does two-way communication exist between various hierarchical levels?
Does the organisation have leaders who believe in their people? Do they act on this
belief? 9
To what degree is there:- -participation in decision-making?
-support for idea-generation?
- shared information?
Does the organisation use rigid controls to monitor employee attendance and
What are management’s assumptions about employees? (resistant to change, lazy,

The Political Frame

What coalitions can be identified in this organisation?(A coalition is a set of
individuals who band together to pursue a particular rgoal or set of goals).
What boundaries does a particular coalition span? (eg: hierarchical levels,
departments, professional groups, gender and ethnic sub-groups)
. What enduring differences can be identified among individuals and groups in
their value-preferences, beliefs, and perceptions of reality?
What scarce resources may be identified, and how are they allocated?
Over what issues does conflict exist?

What power-bases exist? Who has them?

Power bases include:
1. positional power (formal authority)
2. information and expertise
3. control of rewards
4. coercive power
• Alliances, networks, control of agendas, control of meaning, personal power

The Symbolic Frame

Underlying meanings are important:
What differences are there between the meanings attached to a particular event by
different interest groups?
Ambiguity and uncertainty: What examples are there of events, actions, or
behaviour being ambiguous in meaning to people in the organisation?

Difficulty in using rational approaches to problem-solving?:

What examples are there of problems being more easily solved bysymbolic action
than by logical action?
Heroes and heroines: Who are the organisational heroes and heroines?
What are the myths, legends and stories that surround them?

5. Summary and synthesis of four-frame analysis of


B. External Analysis: This part will be researched primarily through secondary

data. You will describe the external environment of the organization in terms
of the following factors (Pestel) Analysis:
1. Political Factors:

Government: Answer

Policy: Ans


Stability: Ans

Eg: coke is regulated by FDA, so FDA standards, other regulations, competitors

price, cross border conflicts or ditribution

2. Economic Factors:

Economic: Ans

Growth: Ans

Exchange: Ans

Rates: Ans

Eg: economic downturn , impacts on product sales, sales downfall layoffs,

3. Social Factors

Populations: Ans
Age: Ans
Growth rate: Ans

Distribution: Ans

Eg: coke target audience is wide as its non alcoholic, marketing campaign to relate
to people all over world.
4. Technological Factors

Technology: Ans

Incentive: Ans

Level of Innovations: Ans

Eg: coke use social media to target younger people.

5. Environmental

Weather climate: Ans

Climate change: Ans

Eg: Affects internal company based on management, not applicable overall as this I
used primarily for agribased business.

6. Legal-Regulatory Factors

Discrimination: Ans

Antitrust laws: Ans

Eg: legal implications in india led to recall , tested and proved that pepsi use
contaminated water to make beverages.
Conclusion: Synthesis of Findings

Discussion of the fit between internal and external environments,

recommendations for organizational change if necessary

discussion of the competencies that make this organization effective in its present