DSpace at Khazar University
DSpace at Khazar University
DSpace at Khazar University
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External opportunities and thre<strong>at</strong>s and internal strengths and weaknesses th<strong>at</strong><br />
represent the bases of current str<strong>at</strong>egies should continually be monitored for change. It<br />
is not sent the bases of current str<strong>at</strong>egies should continually be monitored for change. It<br />
is not really a question of whether these factors will change, but r<strong>at</strong>her when they will<br />
change in wh<strong>at</strong> ways. Some key questions to address in evalu<strong>at</strong>ing str<strong>at</strong>egies are given<br />
here.<br />
a. Are our internal strengths still strengths?<br />
b. Have we added other internal strengths? If so, wh<strong>at</strong> are they?<br />
c. Are our internal weaknesses still weaknesses?<br />
d. Do we now have other internal weakness? If so, wh<strong>at</strong> are they?<br />
e. Are our external opportunities still opportunities?<br />
f. Are there now other external opportunities? If so, wh<strong>at</strong> are they?<br />
g. Are our external thre<strong>at</strong>s still thre<strong>at</strong>s?<br />
h. Are there now other external thre<strong>at</strong>s? If so, wh<strong>at</strong> are they?<br />
i. Are we vulnerable to a hostile takeover?<br />
Measuring Organiz<strong>at</strong>ional Performance. Another important str<strong>at</strong>egy-evalu<strong>at</strong>ion<br />
activity is to measure organiz<strong>at</strong>ional performance. This activity includes comparing<br />
expected results to actual results, investig<strong>at</strong>ing devi<strong>at</strong>ions from plans, evalu<strong>at</strong>ing<br />
individual performance, and examining progress being made toward meeting st<strong>at</strong>ed<br />
objectives. Both long-term and annual objectives are commonly used in this process.<br />
Criteria for evalu<strong>at</strong>ing str<strong>at</strong>egies should be measurable verifiable. Criteria th<strong>at</strong> predict<br />
results may be more important than those th<strong>at</strong> reveal wh<strong>at</strong> already has happened. For<br />
example, str<strong>at</strong>egists do not want to find out th<strong>at</strong> sales last quarter were 20 percent under<br />
wh<strong>at</strong> were expected. More importantly, they need to know th<strong>at</strong> sales next quarter may<br />
be 20 percent below standard unless some action is taken to counter the trend. Really<br />
effective control requires accur<strong>at</strong>e forecasting?<br />
Failure to make s<strong>at</strong>isfactory progress toward accomplishing long-term or annual<br />
objectives signals a need for corrective actions. Many factors, such as unreasonable<br />
policies, unexpected turns in the economy, unreliable suppliers or distributors, or<br />
ineffective str<strong>at</strong>egies, can result in uns<strong>at</strong>isfactory progress toward meeting objectives.<br />
Problems can result from ineffectiveness (not doing the right things) or inefficiency<br />
(doing the right poorly).<br />
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