PART 1 PROJECT DUE IN 24 HOURS
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Instructions |
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BMGT 364 Project 1 (Week 3) - Planning and the SWOT Analysis Project 1 is due on the last day of class week 3, Tuesday, at 11:59 p.m., eastern time. Purpose The purpose of this project is to introduce you to the planning process and to complete a SWOT analysis to determine a company’s strengths, weaknesses, opportunities, and threats. Using the information gathered to complete the SWOT, you will begin to build a Strategic Plan identifying and discussing the company’s goals and objectives. Outcome Met by Completing This Assignment · Employ effective planning processes to develop strategies, goals, and objectives in order to enhance organizational performance and sustainability. Instructions and Case Background Note: Before starting work on Project I, you must read the Project 1 rubric very carefully. You are requested to complete Project 1 in the role of a recent business degree graduate, newly hired by Silver Airways. Your manager has requested your assistance in conducting a SWOT analysis and developing the goals and objectives for a strategic plan. The strategic plan is necessitated by Silver Airways' CEO requesting an assessment of the airline’s ability to become a “major U.S. airline” and the subsequent steps it needs to take to make that happen. You will use the course materials for weeks 1 – 3 and your research findings based on the Silver Airlines' links below. This information will allow you to perform an analysis of the current state of Silver Airways to determine its strengths, weaknesses, opportunities, and threats toward becoming a major US airline. You will complete a SWOT table identifying the strengths, weaknesses, opportunities, and threats you identified for Silver Airlines. Based on your SWOT table, you will then develop and explain your goals and their related objectives. Your manager has informed you of the following facts: Florida-based Silver Airways recently announced its acquisition of Seaborne Airlines, headquartered in Porto Rico. Expanding its flight routes within the Caribbean makes the company the highest volume airline to the Bahamas and the Caribbean. In addition to its Bahama and Caribbean flights, Silver Airways serves the southeast and a few northeast states. Your manager has provided you with the links found below and indicated that route expansion, a new fleet of aircraft, and the acquisition of Seaborne Airlines should be considerations in your analysis. Of course, the focus of your analysis is Silver Airways and not Seaborne Airlines. Your analysis, SWOT table, goals, and objectives must be supported by a logical and well-reasoned evaluation of the facts ascertained from the course materials and links provided. Research Links · Silver Airways/SeaborneAirways · Silver Airways Announces Major Strategic Growth Developments and New Leadership https://www.silverairways.com/ https://www.seaborneairlines.com/ https://www.silverairways.com/about-silver/seaborne
You may do additional research related to Silver Airways to enhance your SWOT analysis, SWOT Table, and goals and objectives. Note: Your report must be based on the results of your own research. This means that you will research and draw your own conclusions, which must be supported by your independent research and the course materials. You are precluded from the use of any existing SWOT analysis, SWOT Table, and goals and objectives ascertained from anyone else's source material (e.g., internet sites, for-pay websites, existing documents, video resources, and the like). A zero will be earned for not doing your own analysis. How to Set Up the Paper Create a Word or Rich Text Format (RTF) document that is double spaced. Use 12-point font. The final product will be 5-6 pages in length, excluding the title page and reference page. Write clearly and concisely. Create a compliant title page that provides the paper's title, date, your name, the course number, the section number, and your instructor's name. Use all of the following centered Bolded and left-justified Bolded headings in the same order they appear in completing your project. Introduction · Write an Introduction paragraph. The introduction paragraph is the first paragraph of the paper and will be used to describe to the reader the intent of the paper explaining the main points covered in the paper. This intent should be understood prior to reading the remainder of the paper so the reader knows exactly what is being covered in the paper. The introduction is often written after the paper is completed. (Use in-text citation as required) SWOT Table · Using the research from the websites provided and any additional research, complete a SWOT Table for Silver Airways using the format below. · Provide a minimum of three strengths, three weaknesses, three opportunities, and three threats. See the grading rubric for specifics and further guidance. · Provide an in-text citation for each item presented in the SWOT Table.
SWOT Analysis: Silver Airways · Write a paragraph explanation for each quadrant (Strengths, Weaknesses, Opportunities, Threats) on the SWOT Table that explains each item in each quadrant (Strengths, Weaknesses, Opportunities, Threats). Support your reasoning. Remember, there must be a minimum of three items in each quadrant. Be certain to label each of the paragraphs Strengths, Weaknesses, Opportunities, or Threats and make it clear to the reader which item within each of those headings is being discussed. (Use heading below and in-text citation as required) Strengths Explanations Paragraph Weaknesses Explanations Paragraph Opportunities Explanations Paragraph Threats Explanations Paragraph Goals and Objectives · You will now begin to build the framework for the Strategic Plan to be developed. Identify and explain three (3) major strategic goals that the company should attain based on its acquisition of Seaborne Airlines. Each strategic goal will be one-sentence followed by an explanation of the importance of each goal. (Use in-text citation as required) · For each strategic goal, students will provide at least two one-sentence objectives to support each strategic goal. The relationship of each objective to its strategic goal must be demonstrated. (Use in-text citation as required) · The assignment rubric displays how the assignment is graded and how to earn additional credit for various sections of the paper. · Make sure to use the research and course materials to support your analysis. STUDENTS : The format and framework for your goals and objectives must be as follows: STRATEGIC GOAL 1: Must be written as a one-sentence goal. Followed by a brief explanation of the goal's significance. (Use in-text citations and references as appropriate.) *Objective 1: Must be written as a one-sentence objective. Followed by a brief explanation of support for that objective, as it relates to its goal. (Use in-text citations and references as appropriate.) Objective 2: Must be written as a one-sentence objective. Followed by a brief explanation of support for that objective, as it relates to its goal. (Use in-text citations and references as appropriate.) STRATEGIC GOAL 2: Must be written as a one-sentence goal. The goal must be followed by a brief explanation of the significance of that goal. (Use in-text citations and references as appropriate.) Objective 1: Must be written as a one-sentence objective. Followed by a brief explanation of support for that objective, as it relates to its goal. (Use in-text citations and references as appropriate.) Objective 2: Must be written as a one-sentence objective. Followed by a brief explanation of support for that objective, as it relates to its goal. (Use in-text citations and references as appropriate.) STRATEGIC GOAL 3: Must be written as a one-sentence goal. The goal must be followed by a very brief explanation of the significance of that goal. (Use in-text citations and references as appropriate.) Objective 1: Must be written as a one-sentence objective. Followed by a brief explanation of support for that objective, as it relates to its goal. (Use in-text citations and references as appropriate.) Objective 2: Must be written as a one-sentence objective. Followed by a brief explanation of support for that objective, as it relates to its goal. (Use in-text citations and references as appropriate.) Conclusion · Create a concluding paragraph. The conclusion paragraph highlights the major findings covered in the paper. References Use the checklist below to ensure your paper's compliance with assignment instructions.
Step 3: Submit the paper in the Assignment Folder (The assignment submitted to the Assignment Folder will be considered the student's final product and therefore ready for grading by the instructor. It is incumbent upon the student to verify the assignment is the correct submission. Where Turnitin is available students are encouraged to modify their paper were warranted to bring the paper into compliance with proper citation requirements.) NOTE: All submitted work is to be your original work. You may not use any work from another student, the Internet, or an online clearinghouse. You are expected to understand the Academic Dishonesty and Plagiarism Policy (see syllabus) and know that it is your responsibility to learn about instructor and general academic expectations with regard to proper citation of sources as specified in the APA Publication Manual, 7th Ed. (Students are held accountable for in-text citations and an associated reference list only). |
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Jun 8, 2021 11:59 PM |
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Rubric Name: Project #1 Planning (15%)
Print Rubric
This table lists criteria and criteria group names in the first column. The first row lists level names and includes scores if the rubric uses a numeric scoring method. You can give feedback on each criterion by tabbing to the add feedback buttons in the table.Criteria
Equivalent to an A
Equivalent to a B
Equivalent to a C
Equivalent to a D
Equivalent to an F
Criterion Score
Introduction
3 points
Writes an introduction that captures the reader's attention, gives context to the paper, and builds to the thesis (in the last sentence of the introduction) that defines all of the main points to be discussed in the paper.
(2.7 - 3)
2.55 points
Writes an introduction that provides a general context to the paper, has a thesis statement and somewhat discusses main topics but is vague or does not cover all main topics.
(2.4 - 2.6)
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2.25 points
Writes an introduction that provides context to the paper and presents main topics covered in the paper but this information is not presented in a thesis statement but throughout the first paragraph.
(2.1 - 2.3)
1.95 points
Attempts to write an introduction but has little to no context to the paper; the thesis is missing main points or no thesis statement provided.
(1.8 - 2.0)
0 points
No attempt to write an introduction.
(0)
Score of Introduction,/ 3
SWOT Table
15 points
Correctly identifies five or more strengths, weaknesses, opportunities and threats from the research and course materials that fit the company. Those SWOT items that do not fit the category are not counted. If one or more category has fewer items, then the count, grade is in the category to the right.
(13.5 - 15)
12.75 points
Correctly identifies four strengths, four weaknesses, four opportunities and four threats from course materials and research that fit the company. Those items that do not fit the category are not counted. If one or more category has fewer items, then the count, grade is in the category to the right.
(12 - 13.4)
11.25 points
Correctly identifies three strengths, three weaknesses, three opportunities and three threats from the course materials and research that fit the company. Those items that do not fit the category are not counted. If one or more category has fewer items, then the count, grade is in the category to the right.
(10.5 - 11.9)
9.75 points
Correctly identifies two strengths, weaknesses, opportunities and threats using research or course materials. Those items that do not fit the category are not counted. If one or more category has fewer items, then the count, grade is in the category to the right.
(9 - 10.4)
0 points
Provides less than two strengths, weaknesses, opportunities and threats or makes little attempt at creating the SWOT table.
(0 - 8.9)
Score of SWOT Table,/ 15
SWOT Analysis - Paragraph per element.
18 points
Analysis demonstrates thorough understanding of all components of a SWOT analysis with thorough explanation of table elementsand includes complete analysis of all four quadrants supported with the course materials and research.
(16.2 - 18)
15.3 points
Analysis demonstrates understanding of components of a SWOT analysis explanation of table elements and includes analysis of all four quadrants supported using course materials and research; but needs some development.
(14.4 - 16.1)
13.5 points
Analysis is provided that demonstrates some understanding of a SWOT analysis and includes some analysis of the elements included in the four quadrants supported using some course materials and research. Significant development is needed or several omissions or errors noted.
(12.6 - 14.3)
11.7 points
Attempts to present an analysis demonstrating some understanding; limited explanations of table elements; seldom uses course materials or research; Major development needed.
(10.8 - 12.5)
0 points
Little to no attempt at presenting a SWOT analysis.
(0 - 10.7)
Score of SWOT Analysis - Paragraph per element.,/ 18
Goals Identify and explain three (3) major goals that the company should look to attain, with explanations as to the importance of each goal and why the goals are relevant to the company’s strategy.
15 points
Thoroughly and correctly identifies and discusses three (3) major goals that the company should look to attain, with explanations as to the importance of each goal and why the goals are relevant to the company’s strategy supported with the course materials and research.
(13.5 - 15)
12.75 points
Identifies and discusses three (3) major goals that the company should look to attain, with explanations as to the importance of each goal and why the goals are relevant to the company’s strategy supported with the course material and research; some development needed or 1 goal incorrectly presented.
(12 - 13.4)
11.25 points
identifies and discusses three (3) major goals that the company should look to attain, with explanations as to the importance of each goal and why the goals are relevant to the company’s strategy supported with the course materials and research; significant development needed or 2 goals incorrectly presented.
(10.5 - 11.9)
9.75 points
Attempts to identify and discuss goals the company should look to attain; little to no explanation for each goal and why the goals are relevant to the company’s strategy supported with little or no course material or research; major development needed or 3 goals incorrectly presented.
(9 - 10.4)
0 points
Little to no attempt to identify the major goals that the company should look to attain. What is presented are not goals.
(0 - 8.9)
Score of Goals Identify and explain three (3) major goals that the company should look to attain, with explanations as to the importance of each goal and why the goals are relevant to the company’s strategy.,/ 15
Number of Objectives
6 points
Correctly identifies a minimum of 4 specific objectives per goal.
(5.4 - 6)
5.1 points
Correctly identifies a minimum of 3 specific objectives per goal.
(4.8 - 5.3)
4.5 points
Correctly identifies a minimum of 2 specific objectives per goal.
(4.2 - 4.7)
3.9 points
Identifies a minimum of 1 specific objective per goal; attempts more but they are incorrect.
(3.6 - 4.1)
0 points
Fails to present specific objectives. What is presented are not objectives.
(0 - 3.5)
Score of Number of Objectives,/ 6
Objectives
15 points
Explanations of why the objectives fit the goal are thorough and correctly supported with research.
(13.5 - 15)
12.75 points
Explanations of why the objectives fit the goal that are supported with research; needs some development.
(12 - 13.4)
11.25 points
Explanations of why the objectives fit the goal that are supported with research; needs significant development.
(10.5 - 11.9)
9.75 points
Explanations of why the objectives fit the goal are not supported with the research or shows little evidence of reasoning; needs major development.
(9 - 10.4)
0 points
Does not present explanations for objectives or what is presented is incorrect or mostly incorrect.
(0 - 8.9)
Score of Objectives,/ 15
Conclusion
3 points
In a clear and concise manner, comprehensively concludes the paper by restating/ summarizing the main findings covered in the paper and reflects on the importance of the arguments made.
(2.7 - 3)
2.55 points
In a clear way concludes the paper by restating/ summarizing the main findings; some development is needed.
(2.4 - 2.6)
2.25 points
Concludes the paper by somewhat restating/ summarizing the argument. Attempts to bring in some explanation or general idea of the main findings of the paper but needs significant development.
(2.1 - 2.3)
1.95 points
Presents a conclusion but may be irrelevant to the main findings of the paper OR does not discuss the main findings of the paper.
(1.8 - 2)
0 points
Fails to present restatement/ summarization of argument.
(0 - 1.7)
Score of Conclusion,/ 3
Attention to Instructions
10 points
The paper contains all major assignment tasks. The paper also includes completion of all required elements (Word or rtf file, third person writing, paraphrasing, no more than four consecutive words from source, no contractions, page/paragraph numbers/Chapter Titles).
(9 - 10)
8.5 points
The paper contains all major assignment tasks. The paper missed one minor element (Word or rtf file, third person writing, paraphrasing, no more than four consecutive words from source, no contractions, page/paragraph/numbers/Chapter Titles).
(8 - 8.9)
7.5 points
One major assignment tasks or two minor elements of the assignment missed.
(7 - 7.9)
6.5 points
Two major assignment tasks and/or three minor elements of the assignments missed.
(6 - 6.9)
0 points
Three or more major assignment tasks missed OR four or more minor elements missed.
(0 - 5.9)
Score of Attention to Instructions,/ 10
Writing Mechanics
10 points
Strictly adheres to standard usage rules of written English using paragraphs and sentence rather than bullets, including but not limited to capitalization, punctuation, run-on sentences, missing or extra words, stylistic errors, spelling and grammatical errors. No jargon used. Few writing errors noted.
(9 - 10)
8.5 points
Excellently adheres to standard usage of mechanics: conventions of written English, including capitalization, punctuation, and spelling. One - three errors noted.
(8 - 8.9)
7.5 points
Satisfactorily adheres to standard usage rules of mechanics: conventions of English, including capitalization, punctuation, and spelling. Four to seven errors noted.
(7 - 7.9)
6.5 points
Minimally adheres to standard usage rules of mechanics: conventions of written English, including capitalization, punctuation, and spelling. More than 7 errors found.
(6 -6 .9)
0 points
Does not adhere to standard usage rules of mechanics: conventions of written English largely incomprehensible, or errors are too plentiful to count.
(0 - 5.99)
Score of Writing Mechanics,/ 10
APA Style (7th ed.)
5 points
Excellent use of APA style; few usage errors; Proper citation of source material is used throughout paper; Reference titles follow APA with only the first word, the first word after a colon and proper nouns capitalized.
(4.5 - 5)
4.25 points
Uses in-text citations and reference list but 1 - 2 APA style errors noted or fails to use APA citations when appropriate 1-2 times.
(4 - 4.4)
3.75 points
Uses in-text citations and reference lists; but 3 - 4 APA style errors noted or fails to use APA citations when appropriate 3 - 4 times.
(3.5 - 3.9)
3.25 points
Attempts in-text citations and reference lists; but 5 - 6 times style errors noted or fails to use APA citations when appropriate 5-6 times. Seldom uses APA.
(3 - 3.4)
0 points
No attempt at APA style; or attempts either in-text citations or reference list but omits the other.
(0 - 2.9)
Score of APA Style (7th ed.),/ 5
Rubric Total ScoreTotal
Score of Project #1 Planning (15%),/ 100
Overall Score
Overall Score
Equivalent to an A90 points minimum
Equivalent to a B80 points minimum
Equivalent to a C70 points minimum
Equivalent to a D60 points minimum
Equivalent to an F0 points minimum
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Submit Assignment
WEEK 1 THROUGH 3 INFO
Week 1 Introduction
During this week, students will be introduced to the classical and scientific theories of management. During the Industrial Revolution, we began to see the first real issues that would arise from the factory setting. The need to produce more good at a faster rate of speed began to cause a rise in the number of defects, injuries, worker discontent, etc. Frederick Taylor, Henri Fayol, and Max Weber were some of the first academicians and industry experts to work toward solutions to each of the issues that began to plague manufacturing. The need to find the best way to manage tasks led to three, at the time, groundbreaking ideas about how to manage not just the personnel but also the tasks.
Additionally, students will learn about organizational theory and the relationship to the role of the 21st-century manager. A manager is a person whose job is to direct the implementation and achievement of a subset of organizational goals. Organizational theory is a field of study that has evolved in the last one hundred years that offers assistance to managers in the way they approach their job in an effort to accomplish the organization’s vision, mission, goals, and objectives.
A 21st-century manager is a person who organizes, executes, and plans the process and production or services of an organization. Traditionally, the role of the manager, as defined by organizational theory, has been the person who sets short-term goals for the organization to execute and perform tasks that include the process, procedure, and production of the organization’s purpose or vision. The role of the modern manager still includes these tasks but has evolved to include the role of facilitator in the way the manager accomplishes the organizational goals assigned to his or her control.
Theme 1:
Who is the manager and what is his or her job in an organization? The manager’s role has traditionally revolved around setting short-term goals for the organization to execute and perform tasks that include processes, procedures, and production within the organization’s purpose or vision. The modern role of the manager has evolved to include serving as a facilitator to accomplishing tasks.
· Why It Matters: Introduction to Management
· The Four Primary Functions of Management (P-O-L-C Framework)
· Types of Managers and Their Roles
· The Advantages of Managing People Well
· Putting It Together: Introduction to Management
Theme 2:
The study of organizational theory and management has evolved with the changing business landscape. To appreciate the place management theory has in business today, it is important to learn about how the business landscape has evolved and how this evolution has affected the business organization.
· Why It Matters: History of Management
· Current Developments in Management Practices
· Putting It Together: History of Management
Week 2 Introduction
Fayol defined planning in terms of forecasting future conditions, setting objectives, and developing means to attain objectives. This week we will consider the planning function of the POLC framework considering the setting of an organization's mission and vision, and the planning process to successfully see the vision to fruition including the setting of goals, the objectives necessary to complete the goals, and the strategic planning that must be in place to meet the objectives.
An organization’s future direction is laid out in the definition of the goals it has established. Planning is the process of establishing those goals and aligning the resources available to achieve the accomplishment of those goals. Taking into consideration the available human and physical resources and how to get the most effect from their deployment is what defines the planning process; the first pillar in Fayol’s POLC framework.
Theme 1: What is the planning function and how does it work?
Planning is the way managers and leaders of organizations begin the process of laying out the future course of action. The planning function will lay out how an organization will go forward seeking to meet its vision, as well as who will have responsibilities in the process. It lays out how the resources will be used, whether it be physical or human resources, in the most effective manner. In most cases, there will be many plans in place as the organization sets out to bring its vision to life and complete its mission.
In the planning stage, an organization defines the vision and mission statement or sets out to redefine the statements if it is going through a major change. Having a well-thought-out Mission will help employees and the public understand what it is the company stands for and a fully thought-out vision will provide a clear indication of what/where the company intends to be in the future. Next comes the formulation of the goals and objectives (which are actionable initiatives), and then evaluation (strategized) against the vision, mission, purpose, etc. Goals and objectives are revisited several times in the planning session and measured by a manager during the lifetime of a company's existence.
Long-term goals are often created through planning and strategizing. The process begins with the vision and mission of the business. To understand the concepts of vision and mission and their role in the process, you will take the role of the leader and formulate the vision and mission of an organization.
When an organization undergoes any type of significant change; wants to change its image or wants to expand into new industries it may become necessary to redesign its Mission and Vision statements to accommodate the new direction. The organization will want to ensure it remains relevant and maintains market share. Unfortunately, crafting a good Mission and Vision is not as simple as it may seem and can be very difficult. Many organizations have not done a good job of establishing their mission and creating a new vision.
· Why It Matters: Planning and Mission
· Types of Plans and Common Planning Tools
· Putting It Together: Planning and Mission
Theme 2: Strategic Management
The course readings demonstrate that setting goals and objectives are an integral part of the strategy formulation stage. There is also a need for critical thinking in the formulation and evaluation of goals. However, the development of goals cannot occur until the vision and mission statements are known to a manager. Usually, the leader(s) of an organization creates the vision and mission statements for the business to set out the long-term goals of the organization (vision) and the way the business should go about achieving the goals (mission). The manager can have a role in the development of the mission and vision statements depending on the size of the business and the level of the manager. Regardless of whether the vision and mission statements are created by the leader or manager, all planners must have a clear understanding of the meaning of the vision and mission and their relation to the planning function.
A successful strategy is essential to opening and sustaining a business. In these readings, you will discover how managers can build an organizational strategy for a company's competitive advantage.
· Why It Matters: Environments and Strategic Management
· The Role of Strategy in Management
· Common Frameworks for Evaluating the Business Environment
· Common Frameworks for Situational Analysis
· Stages and Types of Strategy
· How Environment Affects Strategy
· Putting It Together: Environments and Strategic Management
· 5 Considerations When Setting Your M&A Goals
· How to Prepare Your Company Culture for a Merger or Acquisition
Week 3 Introduction
Organizing is the second function of management within the POLC framework. When we consider organizing at a micro level we think of organizing our office space, and we accomplish this by ensuring all our papers are properly filed; our office equipment such as staplers, tape dispensers, pens, and pencils, etc., are all readily available and neat. At a macro level managers need to ensure the organizational space is organized. There must be sufficient capital in place; raw materials need to be ordered and delivered; employees need to be hired and trained to do their respective jobs properly and timely, and physical capital needs to be acquired and placed accordingly for use by the employees. A good organizational structure will need to be in place to ensure the proper allocation of all physical and human resources to meet the mission. As the organization grows and more functions come into play, the ability to continually reassess the organization and then reallocate resources is a critical skill.
The organizing function is where management synchronizes and combines the resources of the organization (people, capital, and physical) to complete the goals set out in the planning stage. All three of these resources are critical for attaining results.
To better appreciate the depth of the organizing function, visit the links and topics below. Try to discover your professional standing and roles in your respective organizations as you consider these topics.
Theme 1: Organizational Structures
· Why It Matters: Organizational Structures
· Common Organizational Structures
· Factors Impacting Organizational Design
· Current Trends in Organization and Job Design
· Putting It Together: Organizational Structures
Theme 2: Organizational Culture and Diversity
· Why It Matters: Culture and Diversity
· Key Dimensions of Organizational Culture
· Influences on Organizational Culture
· Putting It Together: Culture and Diversity
