1) Define and present the characteristics of distinctive organizational capabilities.
The characteristics of distinctive organizational capabilities include resources, capabilities and core competencies. Each of these characteristics is essential in the structure and function of the organization.
Resources
Resources are assets a company possesses that allow it to carry out its work and any other goals it has as an organization. Resources are crucial to the realization of a business' definition, mission, goals and objectives.
Capabilities
...
1) Define and present the characteristics of distinctive organizational capabilities.
The characteristics of distinctive organizational capabilities include resources, capabilities and core competencies. Each of these characteristics is essential in the structure and function of the organization.
Resources
Resources are assets a company possesses that allow it to carry out its work and any other goals it has as an organization. Resources are crucial to the realization of a business' definition, mission, goals and objectives.
Capabilities
Organizational capabilities are the output of its collective resources. Capabilities are complex and they determine how efficient a business is at turning resources into goods and services. These capabilities may be dynamic, which means that they are flexible and able to change according to the organization's needs.
Core Competencies
The core competencies of an organization are the value-creating capabilities that exist across more than one product line or line of services produced by the company. These competencies are different from capabilities because they are arrived at through an internal sharing process.
2) Outline the steps in the identification of distinctive organizational capabilities.
In phase I, there are five steps to identifying organizational capabilities. The first step is to prepare a current market profile that gives an overview of interactions between the customer and the organization. The second step is to identify which elements of the organization-customer interaction give the company a competitive advantage and which sources result in a disadvantage. The third step is to describe and define all organizational capabilities and competencies. In the fourth step, the organization must sort these capabilities and competencies in order of strategic importance. In the fifth and final step, the organization must agree on the identified key capabilities and competencies and come to a decision about resource allocation based on this information.
No comments:
Post a Comment