Porter's Five Force Play media comment. Please review Chapter 4’s section concerning Porter’s 5 Forces, read the Forbes article Porter or Mintzberg: Whose View of Strategy Is the Most Relevant Today? (Links to an external site.) (Moore, 2011) and view the required You Tube video Five Competitive Forces That Shape Strategy (Links to an external site.), regarding Porter’s five forces. In the video, Mr. Porter discusses how Porter’s Five Forces Analysis is an important tool for assessing the potential for profitability in an industry. As an example, Mr. Porter applied these five forces to the airline industry. Think of another industry where profitability is low. In an initial post of at least 250 words, apply the five forces to your chosen industry and demonstrate how those forces can lower profitability. WEEKLY LECTURE: Strategic Issues  In week two, we learned about how to conduct industry, organizational and market analyses. We were also exposed to the examination of organizational performance, where we learned about the SWOT analysis. In this week, we will explore key issues that organizations face and the possible best alternatives they should adopt to solve their issues. Strategic issues may be defined as fundamental policies or serious challenges, which must be addressed for an organization to be able to accomplish or achieve its vision.  According to (Kader, 2014), strategic management involves managing businesses and projects proactively with a “focus on long-term strategy, rather than reacting to day-to-day hiccups” (p.1). In your opinion, and based on your work experience, what are the itching issues that companies may face? What are the possible solutions that you would recommend to your organization? No company or organization is above strategic issues. Multinationals such as Microsoft were once faced with multiple issues such as improving standing as an innovator and navigating the new internal politics (Bishop, 2014).  If left unchecked, strategic issues ruin the progress of an organization through loss of market share, profit margin, and even destruction of the brand. Identifying strategic issues of an organization is pivotal to delivering the company from potential disaster. According to Abraham (2012), strategic planning may come from both external and internal sources. External issues may include company’s industry, competitors, customers, suppliers, opportunities and threats, and other environmental forces; while the internal strategic issues may be identified as key orga­nizational resources, culture, technology, or strategic decisions that the company must address. It is difficult to deal with strategic issues without discussing the concept of strategic planning. It is an important concept to the success of any business. Source: http://patimes.org/static-dynamic-choice/strategic-plan-cycle/ (Links to an external site.) Strategic planning defines the objectives of an organization and evaluates the internal and external situation in order to formulate the strategy, implement the strategy, evaluate the progress of the organization and make necessary adjustments to remain on the right path. Once the strategic planning is done, presenting the gathered information is really important. To learn about some tips for preparing a strategic-analysis presentation, check the following link: Tips for Preparing a Strategic-Analysis Presentation (Links to an external site.). Here is another interesting Forbes article that explains what really needs to be included in a strategic plan: Strategic Plan Template: What to Include in Yours (Links to an external site.). Creating the best strategic planning and strategic alternatives are major challenges to management. It is, therefore, important for management to often be engaged in strategic conversations concerning their organizations. According to Abraham (2012, p.188) “strategic alternatives did not consist solely of strategies but rather bundles.”  He adds that strategic-alternative bundles may include “strategies, strategic intent, core competence, programs (which are an operational component of a strategy), financing method, geographic scope, and any other element that would help define and clarify a future course of action to an observer” (2012, p.188). It is crucial for organizations to create worthy bundles and to do so they have to look for six criteria to meet when it comes to creating strategic-alternative bundles: “be mutually exclusive (involve either/or decisions); contain significant variety; be feasible; lead to success; challenge the organization’s existing goals, aspirations, long-held assumptions, and beliefs; and have addressed all the strategic issues)” (Abraham, 2012, p.198). When Starbucks realized dwindling sales in the United Sates market, due to market saturation, it decided to explore foreign markets (Allison, 2010). In order to be successful in the international market, it developed none-coffee products such as Frappuccino. Frappuccino was developed with one aim in mind--to satisfy the needs of non-coffee drinking customers worldwide. The result of this alternative strategy was outstanding; the company enjoyed a higher sale and profit margin. Choosing the Best Business Strategy Identifying strategic issues and creating alternatives paves ways to the selection of the appropriate criteria for solving the organization’s potential problems. In this ever-changing business environment, choosing the best alternative would enable the organization to adapt to these changes. Which alternative would give your organization the highest market share, or technological competitiveness? Your choice must be relevant to your organization’s situations. It is necessary for management to have a brainstorm session in order to select the best alternative suitable to solve the organization’s strategic issues. But, no matter how well they do on choosing the best strategy, it is always a great idea to consider what could potentially go wrong in the future and plan some actions to properly face it. This is called contingency planning for triggers. Great managers and successful organizations have learned to be proactive by developing well-prepared contingency plans for their organizations. Good contingencies should meet three criteria; Abraham (2012) explains that first, contingencies should not renege on the adopted best strategy or strategic bundle. They should more focus on the operational changes rather than trying to modify the strategy. Second, managers should avoid making contingency as something the company is already doing. It is simply because if it was successful at the first place, it wouldn’t put the company in this situation. Last, the contingency should address the problem implied in the trigger and not something that is indirectly related to the trigger. To learn more about risk assessment, contingency planning, and its challenges read Contingency Planning: Developing a Good 'Plan B' (Links to an external site.).  References:  Abraham, S. C. (2012). Strategic management for organizations. Retrieved from https://content.ashford.edu/ Allison, M. (2010, May 15). Starbucks has a new growth strategy--more revenue with lower costs (Links to an external site.). The Seattle Times. Retrieved from http://seattletimes.com/html/businesstechnology/20... Bishop, T. (2014, February 5). The top 5 challenges facing Microsoft CEO Satya Nadella (Links to an external site.). Retrieved from http://www.geekwire.com/2014/top-5-challenges-faci... Kader, M. (n.d.). Strategic management (Links to an external site.). Retrieved from https://www.open2study.com/courses/strategic-manag... Lavinsky, D. (2013, October 18). Strategic plan template: What to include in yours (Links to an external site.). Retrieved from http://www.forbes.com/sites/davelavinsky/2013/10/1... Mind Tools Editorial Team. (n.d.). Contingency planning: Developing a good 'plan b' (Links to an external site.). Retrieved from https://www.mindtools.com/pages/article/newLDR_51.... Tips for preparing a strategic-analysis presentation (Links to an external site.). (2011). Retrieved from http://www.emeraldgrouppublishing.com/promo/strate...

This e-portfolio assessment is designed to be used as both a learning tool and as a professional portfolio that you can include in your resume or applications for jobs. You want to begin developing your portfolio ideas during Week 3, even though it is not due until Week 8. In this assignment you are asked to choose any three of the four HRMN 302 course outcomes and reflect on your learning in our class.There are two distinct parts to this assignment. The first is your reflective ideas about your learning for three of the four course goals. The second is the actual creation of the E-portfolio on the Google Site. There is a partially completed portfolio provided for you at the very end of these instructions.For directions on how to create an E-portfolio/Google Site go to url https://goo.gl/pIMkbuThe four course outcomes for HRMN 302 are:Apply appropriate communication media and methods to various situational needs in organizational settings.Apply communication theories to organizational communication challenges.Recognize and respond constructively to cultural differences in communication.Analyze and assess the communication dynamics of an organization through the completion of a communication audit.Once your portfolio site is created, follow the specific instructions below.Begin with an Introduction page, develop at least one page for each of the three outcomes you've selected. Be sure to include a Reference page at the end.You will have a minimum of 5 pages. On each outcome page:Provide the specific course outcome you've selected.Explain in your own words and 1-2 paragraphs how each outcome relates to what you have learned in class.Post one artifact for each outcome (video, paper, chart, or any type of file you wish to use) and that demonstrates your mastery of each outcome. NOTE: the artifacts do not have to be newly created. You can use work you've developed previously.Explain, in detailed sentences and approx. 2-3 paragraphs how each artifact relates to the course outcome.Here is an example of a partially completed portfolio: https://sites.google.com/site/hrmnportfolio2011/

To gauge the effectiveness of a business or department, measurements must be taken and progress must be tracked. There are several models that can be used to measure success. In this part of the course project, you will focus on Key Performance Indicators (KPIs) and Management by Objectives (MBOs). A Key Performance Indicator (KPI) is a measurable value that demonstrates how effectively a company is achieving key business objectives. Organizations use KPIs to evaluate their success at reaching targets. Management by Objectives (MBOs) are the "objectives" of the organization and the company, or department goals that must be achieved to reach the objectives. The management's focus and concentration is on reaching the objectives--hence the term Management by Objectives. The KPIs and MBOs work hand in hand. For a sales team, the KPI might be the volume of monthly sales and the MBO might be to sell 1,000 widgets a month. For this project piece, you will create a systematic approach that the new operations manager can use to measure a department's effectiveness and outline the KPIs. Create four MBOs for the new operations department and set goals for "Exceeding expectations," "Meeting Expectations," and "Below Expectations." An example follows. MBO Exceeding expectations Meeting Expectations Below Expectations Sell an average 1,000 widgets per month in a calendar year Sell an average of <1,100 widgets per month in a calendar year Sell an average of 991 - 1,099 widgets per month in a calendar year Sell an average of >900 widgets per month in a calendar year To complete this assignment, use at least two credible sources to prepare a 4-5-page document that you will present to the new operations manager. Include the following in your paper: Provide an example of how HR measures the effectiveness of a department or team member. Discuss the benefits of KPIs. Explain how you would go about measuring and evaluating employee engagement, turnover, community involvement, and profit margins for this company. State your ideas for an evaluation plan in these areas. Discuss the benefits of Management By Objectives (MBOs). Create four MBOs for the new operations department and set goals for "Exceeding expectations," "Meeting Expectations," and "Below Expectations." Evaluate how these measurements align with Chip's Widgets, Inc.'s business objectives.