HA4110D JNJ Internal Strengths and Weaknesses Assignments LP8 Assignment: Internal Strengths and Weaknesses Competency: 8. SWOT: Develop Internal Strengt

HA4110D JNJ Internal Strengths and Weaknesses Assignments

LP8 Assignment: Internal Strengths and Weaknesses

Competency: 8. SWOT: Develop Internal Strengths and Weaknesses.

Directions:

REVIEW PowerPoints on chapters 17, 18, 19, 20 and 21
COMPLETE Exercises in chapters 17, 18, 19, 20 and 21
Write a two-page paper that discusses internal strengths and weaknesses as it would apply to your chosen organization. Seek a secondary source if needed.
Use third person writings do not use “I think” or “in my opinion” keep it factual, third person and follow APA standards a minimum of two references are required. Running head: JOHNSON AND JOHNSON COMPANY
Choose An Organization
Johnson and Johnson Company
JOHNSON AND JOHNSON COMPANY.
2
Johnson and Johnson Company
Johnson and Johnson is an American intercontinental company which deals with the
manufacture of medical equipment, pharmaceutical and packaged goods for consumers. The
company was founded 132 years ago that is in January 1886. The company is operational in sixty
countries around the globe, but its headquarters is in one Johnson and Johnson Plaza, New
Jersey, Brunswick. Their products are sold in over 170 countries worldwide and just like other
companies Johnson has its website which is www.jnj.com
The company specializes in the production of consumers packaged and pharmaceutical
goods and medical equipment such as surgical materials. These products are such as Johnson and
Johnson is a profit organization. However, they have funded several nonprofit organization to
enable them to achieve their aim of reaching people with health needs widely (Johnson &
Zinkhan, 2015). With Johnson’s numerous outlets, they have managed to employ over 134,000
workers in their organizations.
Why Johnson and Johnson?
Johnson and Johnson is a company that offers a pure filed for a student in career or
studies. The company presents students with career opportunities to impact the real world. The
students are offered co-operative programs, internships and even full absorption where they get
to experience continuous support from the company firsthand. Also, there is a connection with
important job assignments through the team and leaders interactions across the company (Chattu,
2015).
Also, through the experience and various opportunities offered, the students can express
their interests and potential. With the global recognition and wide range of products, an
individual is provided the chance to gain knowledge in different fields. With a company like
JOHNSON AND JOHNSON COMPANY.
Johnson that has managed to keep its profit for years despite running in over sixty countries, a
young entrepreneur can learn essential and underlying measures of running and growing a
company.
3
JOHNSON AND JOHNSON COMPANY.
4
References
Johnson, M., & Zinkhan, G. M. (2015). Defining and measuring company image. In Proceedings
of the 1990 Academy of Marketing Science (AMS) Annual Conference(pp. 346-350).
Springer, Cham.
Chattu, V. K. (2015). Corporate social responsibility in public health: A case-study on
HIV/AIDS epidemic by Johnson & Johnson company in Africa. Journal of natural
science, biology, and medicine, 6(1), 219.
Health Administration Press
Strategic Analysis for Healthcare
Chapter 17
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT: Internal Strengths and
Weaknesses
• As we discussed in Chapter 9, SWOT analysis looks at a
company’s strengths, weaknesses, opportunities, and
threats.
• It brings together information from various analyses to help
form a cohesive assessment of the company.
• SWOT does not identify particular strategies, but it
identifies issues that may need to be strategically addressed.
• The SWOT analysis is split into two dimensions: internal
issues and external issues.
• In Chapter 9, we examined the external factors—
opportunities and threats (OT). In this chapter, we will look
at the internal strengths and weaknesses (SW).
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT: Internal Strengths and
Weaknesses
• A strength can be thought of as any internal
attribute of the organization that is helpful in
achieving corporate objectives.
• Strengths have positive impacts on your
organization’s profitability and competitive wellbeing.
• Positive impacts could involve such conditions as
strong cash position, effective corporate culture,
or superior manufacturing capability.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT: Internal Strengths and
Weaknesses
• A weakness can be thought of as any internal
attribute of the organization that is a hindrance in
achieving corporate objectives.
• Weaknesses pose obstacles to your organization’s
profitability and competitive well-being.
• Such obstacles could be in the same categories as
the issues mentioned above—for instance, poor
cash position, weak corporate culture, or inferior
manufacturing capability.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT: Internal Strengths and
Weaknesses
• To begin the SW portion of your SWOT, first
focus on the internal factors that, either now or
in the future, could impact your organization.
• Consider the critical success factors that
pertain to your organization’s environment.
• This information should draw upon your
research about the organization in particular, as
well as the industry and external environment
in general.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT: Internal Strengths and
Weaknesses
• You have previously assessed these issues to develop your
financial ratio analysis, BCG matrix, GE matrix, McKinsey
7S analysis, life cycle analysis, and organizational culture
analysis.
• Your Porter’s five forces analysis, PEST analysis, and
competitive benchmark analysis may provide additional
clues.
• A publicly traded company’s Security and Exchange
Commission filings—such as the annual report, 10-K, and
10-Q—can also provide a clue.
• Review all those analyses and identify the issues that could
become a competitive threat or could create a competitive
opportunity for your organization.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
SWOT: Internal Strengths and
Weaknesses
• Typically, you should identify about ten
strengths and ten weaknesses.
• Note again that you are not proposing
strategies or solutions here.
• You are identifying critical issues that will
need to be addressed in subsequent strategy
development sections.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Exercise
• Divide the class into groups.
• Complete the external portion of the SWOT analysis
for your project organization in the space provided in
your book.
• Be sure to review your previous analyses and consider
the critical success factors in the industry.
• What are the implications for strategy?
• The issues you identify in this exercise will be used to
complete the IFE in the next chapter and later will be
transferred into the TOWS strategy development chart
in Chapter 24.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Strategic Analysis for Healthcare
Chapter 18
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Internal Factor Evaluation
• Just as an external factor evaluation (EFE)
organizes and evaluates the OT section of
SWOT, an internal factor evaluation (IFE)
addresses the SW section—the internal
strengths and weaknesses.
• The IFE produces a numeric score that reflects
the gravity of each issue listed.
• The score will correspond to certain standard
strategies that will be discussed in Chapter 19.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Internal Factor Evaluation
• As you did with the EFE analysis, note that not
every item you identified in the SW section of
your SWOT analysis is of equal strength or equal
weakness.
• Some distinction needs to be made between the
“great” strengths and weaknesses and the “could
be” strengths and weaknesses.
• To begin to make these distinctions, review the
SW section of SWOT from the previous chapter.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Internal Factor Evaluation
• The strategist evaluates each strength and weakness and
applies a weighting system.
• The total when all of the weights have been applied and
added is exactly 1.00.
• Each individual factor, therefore, receives some portion of
1.00.
• The size of that portion reflects the strategist’s subjective
evaluation of how important each internal factor is to
successful competition within the firm’s industry.
• The more important the factor, the higher is the weight
assigned.
• The total of 1.00 is the sum of the whole column, including
both strengths and weaknesses.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Start of IFE Analysis
Internal Factor
Evaluation
Strengths
Weight
1. Local Market Dominance
0.100
2. Caring staff
0.050
3. Excellent administration
0.050
4. Good location
0.025
5. Outstanding facilities
0.050
6. Strong community support
0.025
7. Excellent Board of Trustees
0.025
8. Expanding to meet growth
0.050
9. Center of regional health care
0.050
10. Technology
0.075
Weaknesses
1. Weak process to manage low-income
population
0.050
2. Inability to manage population without health
coverage
0.100
3. No process to address transient market
0.025
4. Difficulty recruiting providers
0.025
5. Reputation of the facility
0.050
6. Changes in Reimbursement
0.100
7. Staff turnover
0.050
8. Nursing shortage
0.025
9. Need for technical staff
0.025
10. Limited resources in mental health
0.050
TOTAL WEIGHT:
1.00
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Internal Factor Evaluation
• The previous slide shows, for instance, that the
weakness associated with managing a significant
population without health coverage is deemed to be
more significant than the strength of the organization’s
technology, administration, or facilities.
• Note that there is no one “correct” weight for any
factor.
• The accuracy of the analysis depends on the strategist;
careful research and a clear understanding of the
company and industry are essential.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Internal Factor Evaluation
• Once weights have been assigned to the
importance of each factor in the industry, the
strategist now focuses on how significant each
strength or weakness is for the organization.
• Strengths and weaknesses are rated on a scale of
3–4 for strengths and 1–2 for weaknesses, as
shown here:
4 = major strength
3 = minor strength
1 = major weakness
2 = minor weakness
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Internal Factor Evaluation
• The rating for each factor is once again subjective
on the part of the strategist and should be based
on research.
• These ratings are not added up, so there are no
constraints on how the numbers may be
distributed.
• Once the ratings have been applied, each factor’s
rating is multiplied by its weight to yield a
weighted score for the factor.
• The next slide continues this example.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
IFE Analysis
Internal Factor
Evaluation
Strengths
1. Local Market Dominance
2. Caring staff
3. Excellent administration
4. Good location
5. Outstanding facilities
6. Strong community support
7. Excellent Board of Trustees
8. Expanding to meet growth
9. Center of regional health care
10. Technology
Weaknesses
1. Weak process to manage low-income
population
2. Inability to manage population without health
coverage
3. No process to address transient market
4. Difficulty recruiting providers
5. Reputation of the facility
6. Changes in Reimbursement
7. Staff turnover
8. Nursing shortage
9. Need for technical staff
10. Limited resources in mental health
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Weight
0.1
0.05
0.05
0.025
0.05
0.025
0.025
0.05
0.05
0.075
Rating
4
3
4
4
3
4
3
4
3
4
Score
0.4
0.15
0.2
0.1
0.15
0.1
0.075
0.2
0.15
0.3
0.05
1
0.05
0.1
0.025
0.025
0.05
0.1
0.05
0.025
0.025
1
2
1
2
1
1
1
1
0.1
0.05
0.025
0.1
0.1
0.05
0.025
0.025
0.05
1
0.05
1.00
Total
Score:
2.400
Health Administration Press
Internal Factor Evaluation
• The IFE analysis yields a total score when the
column of individual scores is summed.
• This score can be used in an internal–external
(I/E) matrix, which corresponds to a standard
table of strategic responses.
• We will explore these steps in the next chapter.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Internal Factor Evaluation
• Note that the weight is industry specific.
• The rating is organization specific.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Exercise
• Break into groups and complete an IFE chart
in the space provided on page 123 of your
book.
• You will need the SW portion of SWOT that
you completed in the last chapter.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Strategic Analysis for Healthcare
Chapter 18
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Internal Factor Evaluation
• Just as an external factor evaluation (EFE)
organizes and evaluates the OT section of
SWOT, an internal factor evaluation (IFE)
addresses the SW section—the internal
strengths and weaknesses.
• The IFE produces a numeric score that reflects
the gravity of each issue listed.
• The score will correspond to certain standard
strategies that will be discussed in Chapter 19.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Internal Factor Evaluation
• As you did with the EFE analysis, note that not
every item you identified in the SW section of
your SWOT analysis is of equal strength or equal
weakness.
• Some distinction needs to be made between the
“great” strengths and weaknesses and the “could
be” strengths and weaknesses.
• To begin to make these distinctions, review the
SW section of SWOT from the previous chapter.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Internal Factor Evaluation
• The strategist evaluates each strength and weakness and
applies a weighting system.
• The total when all of the weights have been applied and
added is exactly 1.00.
• Each individual factor, therefore, receives some portion of
1.00.
• The size of that portion reflects the strategist’s subjective
evaluation of how important each internal factor is to
successful competition within the firm’s industry.
• The more important the factor, the higher is the weight
assigned.
• The total of 1.00 is the sum of the whole column, including
both strengths and weaknesses.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Start of IFE Analysis
Internal Factor
Evaluation
Strengths
Weight
1. Local Market Dominance
0.100
2. Caring staff
0.050
3. Excellent administration
0.050
4. Good location
0.025
5. Outstanding facilities
0.050
6. Strong community support
0.025
7. Excellent Board of Trustees
0.025
8. Expanding to meet growth
0.050
9. Center of regional health care
0.050
10. Technology
0.075
Weaknesses
1. Weak process to manage low-income
population
0.050
2. Inability to manage population without health
coverage
0.100
3. No process to address transient market
0.025
4. Difficulty recruiting providers
0.025
5. Reputation of the facility
0.050
6. Changes in Reimbursement
0.100
7. Staff turnover
0.050
8. Nursing shortage
0.025
9. Need for technical staff
0.025
10. Limited resources in mental health
0.050
TOTAL WEIGHT:
1.00
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Internal Factor Evaluation
• The previous slide shows, for instance, that the
weakness associated with managing a significant
population without health coverage is deemed to be
more significant than the strength of the organization’s
technology, administration, or facilities.
• Note that there is no one “correct” weight for any
factor.
• The accuracy of the analysis depends on the strategist;
careful research and a clear understanding of the
company and industry are essential.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Internal Factor Evaluation
• Once weights have been assigned to the
importance of each factor in the industry, the
strategist now focuses on how significant each
strength or weakness is for the organization.
• Strengths and weaknesses are rated on a scale of
3–4 for strengths and 1–2 for weaknesses, as
shown here:
4 = major strength
3 = minor strength
1 = major weakness
2 = minor weakness
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Internal Factor Evaluation
• The rating for each factor is once again subjective
on the part of the strategist and should be based
on research.
• These ratings are not added up, so there are no
constraints on how the numbers may be
distributed.
• Once the ratings have been applied, each factor’s
rating is multiplied by its weight to yield a
weighted score for the factor.
• The next slide continues this example.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
IFE Analysis
Internal Factor
Evaluation
Strengths
1. Local Market Dominance
2. Caring staff
3. Excellent administration
4. Good location
5. Outstanding facilities
6. Strong community support
7. Excellent Board of Trustees
8. Expanding to meet growth
9. Center of regional health care
10. Technology
Weaknesses
1. Weak process to manage low-income
population
2. Inability to manage population without health
coverage
3. No process to address transient market
4. Difficulty recruiting providers
5. Reputation of the facility
6. Changes in Reimbursement
7. Staff turnover
8. Nursing shortage
9. Need for technical staff
10. Limited resources in mental health
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Weight
0.1
0.05
0.05
0.025
0.05
0.025
0.025
0.05
0.05
0.075
Rating
4
3
4
4
3
4
3
4
3
4
Score
0.4
0.15
0.2
0.1
0.15
0.1
0.075
0.2
0.15
0.3
0.05
1
0.05
0.1
0.025
0.025
0.05
0.1
0.05
0.025
0.025
1
2
1
2
1
1
1
1
0.1
0.05
0.025
0.1
0.1
0.05
0.025
0.025
0.05
1
0.05
1.00
Total
Score:
2.400
Health Administration Press
Internal Factor Evaluation
• The IFE analysis yields a total score when the
column of individual scores is summed.
• This score can be used in an internal–external
(I/E) matrix, which corresponds to a standard
table of strategic responses.
• We will explore these steps in the next chapter.
Copyright © 2016 Foundation of the American
College of Healthcare Executives. Not for sale.
Health Administration Press
Internal Factor Evaluation
• Note that the weight is industry specific.
• The rating is organization specific.
Copyright © 2016 Foundation of the American
College of Healthcare …
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