Wk 1 through 6 - Values and Strategy Paper STR581

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Strategic Plan, Part 2: Internal Environmental Analysis Grading Guide

STR/581 Version 12

2

University of Phoenix: School of Business

Strategic Plan, Part 2: Internal Environmental Analysis Grading Guide

STR/581 Version 12

Strategic Planning and Implementation

Copyright

Copyright © 2017 by University of Phoenix. All rights reserved.

University of Phoenix® is a registered trademark of Apollo Group, Inc. in the United States and/or other countries.

Microsoft®, Windows®, and Windows NT® are registered trademarks of Microsoft Corporation in the United States and/or other countries. All other company and product names are trademarks or registered trademarks of their respective companies. Use of these marks is not intended to imply endorsement, sponsorship, or affiliation.

Edited in accordance with University of Phoenix® editorial standards and practices.

Individual Assignment: Strategic Plan, Part 2: Internal Environmental Analysis

Purpose of Assignment

Part 2 of the Strategic Plan goes further into the internal and external environments of the company chosen in Week 2. Students can reference Part 1 of the assignment for information on the environmental scan, after which they have the opportunity to look at the internal workings of their company

Resources Required

Strategic Plan: Part 1

Grading Guide – Please refer to Chapter 3 in the Textbook in completing this assignment. using the template provided.

Content

Met

Partially Met

Not Met

Comments:

The paper uses the organization selected for the environmental scanning in Week 2 i.e. the one selected for developing the final strategic plan in Week 6.. (6 points)

 

The paper includes an assessment of the organization’s internal environment.

(18 points)

The paper includes the identification of the. Organization’s resources. (18 points)

The paper includes the identification of the organization’s capabilities. (18 points)

The paper analyzes the organization’s core competencies. (12 points)

The paper includes a summary of the organization’s strengths and weaknesses in resources, capabilities and core competencies. (18 points)

Total Available

Total Earned

90

#/90

Writing Guidelines

Met

Partially Met

Not Met

Comments:

Organization

The paper is a minimum of 1000 words in length. (10 points)

The paper—including tables, headings, title page, and reference page—is consistent with APA formatting guidelines and meets course-level requirements. Intellectual property is recognized with in-text citations and a reference page. (10 points)

Sentences are complete, clear, and concise. Rules of grammar and usage are followed including spelling and punctuation. (10 points)

Total Available

Total Earned

 

30

#/30

Assignment Total

#

5

#/5

Additional comments:

Copyright © 2017 by University of Phoenix. All rights reserved.

Strategic Plan, Part 2: Internal

Environmental Analysis

Grading Guide

STR/581

Version

12

Strategic Planning and Implementation

Copyright

Copyright ©

201

7

by University of Phoenix. All rights reserved.

University of Phoenix® is a registered trademark of Apollo Group, Inc. in the United States and/or other countries.

Microsoft®, Windows®, and Windows NT® are registered trademarks of Microsoft Corporation in

the United States and/or other countries. All

other company and product names are trademarks or registered trademarks of their respective companies. Use of these marks is

not intended

to imply endorsement, sponsorship, or affiliation.

Strategic Plan, Part 2: Internal

Environmental Analysis Grading Guide

STR/581 Version 12

Strategic Planning and Implementation

Copyright

Copyright © 2017 by University of Phoenix. All rights reserved.

University of Phoenix® is a registered trademark of Apollo Group, Inc. in the United States and/or other countries.

Microsoft®, Windows®, and Windows NT® are registered trademarks of Microsoft Corporation in the United States and/or other countries. All

other company and product names are trademarks or registered trademarks of their respective companies. Use of these marks is not intended

to imply endorsement, sponsorship, or affiliation.