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Evaluating Strategy

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Discuss some of the reasons why strategy evaluation is becoming increasingly difficult with the passage of time.

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Strategy evaluation is becoming increasingly difficult with the passage of time because the appropriateness of critical areas change very quickly. For example, the objective of profit maximization may be appropriate at the inception of business. However, with the passage of time the appropriate objective may change to protecting the market share. With the passage of time the appropriateness of policies, plans, and assumptions is changing very ...

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The answer to this problem explains the difficulties involved with evaluating strategy. The references related to the answer are also included.

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Discussion questions to consider

The following questions are from the Handbook of Training Evaluation and Measurement Methods by Jack J. Phillips. I could use some other feedback/insight with these questions.

CHAPTER FIVE

SOME ORGANIZATIONS NEED A ROI PROCESS THAT WILL LOOK FORWARD (FORECAST) AND BACKWARD (ROI RESULTS). CAN THIS MODEL BE USED IN BOTH SCENARIOS? EXPLAIN.

CAN THIS ROI PROCESS MODEL BE USED WITH ALL TYPES OF PERFORMANCE INTERVENTIONS? PROVIDE EXAMPLES OF DIVERSE APPLICATIONS, ADDRESSING THE FIRST THREE BLOCKS IN THE MODEL.

ONE CRITICISM OF AN ROI MEASUREMENT IS THAT IT DOES NOT PRESENT A "BALANCED" VIEW OF RESULTS. HOW DOES THIS MODEL ADDRESS THIS ISSUE?

CHAPTER EIGHT

WHY IS IT IMPORTANT TO OBTAIN PARTICIPANT FEEDBACK IN TRAINING PROGRAMS?

ONE HRD MANAGER COMMENTED ".....SMILE SHEETS (PARTICIPANT FEEDBACK FORMS) ARE NOT WORTH THE TIME IT TAKES TO COMPLETE THEM. THESE HAPPINESS RATINGS DO NOTHING BUT FEED THE EGO OF THE INSTRUCTOR." IS THIS TRUE? EXPLAIN.

DESIGN A PARTICIPANT FEEDBACK FORM FOR A ONE-DAY WORKSHOP ON IMPROVING INTERVIEWING SKILLS.

WHAT ARE THE ADVANTAGES AND DISADVANTAGES OF ATTITUDE SURVEYS IN EVALUATION?

WHY ARE PERFORMANCE TESTS IMPORTANT TO HRD EVALUATION?

DESIGN AND DESCRIBE A PERFORMANCE TEST TO MEASURE THE EFFECTIVENESS OF A TRAINING PROGRAM DESIGNED TO IMPROVE INTERVIEWING SKILLS.

CHAPTER NINE

USE EXAMPLES TO ILLUSTRATE THE DIFFERENCES AMONG EVALUATION INSTRUMENT DESIGN, EVALUATION DESIGN, AND DATA COLLECTION METHODS.

WHY ARE FOLLOW-UP EVALUATIONS IMPORTANT?

DESIGN A FOLLOW-UP QUESTIONNAIRE FOR A THREE-DAY PERFORMANCE MANAGEMENT WORKSHOP FOR MIDDLE MANAGERS. MAKE ANY ASSUMPTIONS NECESSARY TO COMPLETE THE ASSIGNMENT.

DO ORGANIZATIONS USE PERFORMANCE CONTRACTS ON A ROUTINE BASIS? EXPLAIN.

WHAT ADVANTAGES DO ACTION PLANS HAVE OVER QUESTIONNAIRES?

WHAT ARE THE WEAKNESSES OF THE INTERVIEW PROCESS?

WHEN IS IT APPROPRIATE TO USE OBSERVATIONS IN THE EVALUATION PROCESS? WHAT ARE THE DIFFERENCES IN THE INTERVIEW AND FOCUS GROUP PROCESS?

WHAT ARE THE PROBLEMS WITH FOCUS GROUP PROCESS?

WHEN IS IT APPROPRIATE TO USE OBSERVATIONS IN THE EVALATION PROCESS?

WHAT DIFFICULTIES ARE ENCOUNTERED WHEN USING EVALUATION INFORMATION OBTAINED FROM OBSERVERS?

WHICH IS THE MOST EFFECTIVE DATA-COLLECTION METHOD? WHY?

IS IT POSSIBLE TO USE ALL DATA-COLLECTION METHODS IN THE EVALUATION OF A SINGLE PROGRAM? EXPLAIN.

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