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Develop a three-year strategic plan for the case study presented. Here is the Case Study: BA 725 The University of Never Land Institution Description.docx
Instructions
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Each student will develop a three-year strategic plan for the case study presented. Each plan will consist of the following parts:

organizational vision/mission;
analysis of the environment;
SWOT analysis;
strategic values;
organizational strategic goals and objectives;
brand strategies;
implementation and control strategies;
communication strategies;
and supporting documentation.

Sample Solution

 

  • SWOT analysis;
    identification of strategic objectives and goals;
    development of strategies to accomplish each goal;
    implementation plan/organizational structure needed to carry out the strategy; and
    evaluation process.

    Organizational Vision/Mission: The University of Never Land (UNL) is committed to creating a diverse, inclusive environment that fosters intellectual growth, creativity, and social responsibility. We strive to be an institution dedicated to excellence in teaching, research, service, and public engagement. We seek to foster critical thinking skills while promoting collaboration among students and faculty across disciplines. Our mission is to provide our students with comprehensive educational experiences through rigorous base-level coursework as well as innovative opportunities for field work, internships, international study programs, research projects, on-campus events and activities that will equip them for success in their future endeavors.
    Analysis of Environment: UNL is located in a rural area approximately seventy miles from the nearest city center. As such it is not subject to intense competition from other nearby universities. However it must compete with larger institutions both within the state as well as nationally due its location outside of major metropolitan areas . Accordingly UNL must differentiate itself using unique offerings or by offering higher quality services at lower prices than its competitors , To remain viable UNL must expand its student body base while still maintaining

Sample Solution

 

  • SWOT analysis;
    identification of strategic objectives and goals;
    development of strategies to accomplish each goal;
    implementation plan/organizational structure needed to carry out the strategy; and
    evaluation process.

    Organizational Vision/Mission: The University of Never Land (UNL) is committed to creating a diverse, inclusive environment that fosters intellectual growth, creativity, and social responsibility. We strive to be an institution dedicated to excellence in teaching, research, service, and public engagement. We seek to foster critical thinking skills while promoting collaboration among students and faculty across disciplines. Our mission is to provide our students with comprehensive educational experiences through rigorous base-level coursework as well as innovative opportunities for field work, internships, international study programs, research projects, on-campus events and activities that will equip them for success in their future endeavors.
    Analysis of Environment: UNL is located in a rural area approximately seventy miles from the nearest city center. As such it is not subject to intense competition from other nearby universities. However it must compete with larger institutions both within the state as well as nationally due its location outside of major metropolitan areas . Accordingly UNL must differentiate itself using unique offerings or by offering higher quality services at lower prices than its competitors , To remain viable UNL must expand its student body base while still maintaining

citizens to actively seat candidates they believe will benefit their regional constituency. Furthermore, PR systems give political access to minority parties even if they do not receive a majority of the vote, meaning that to some extent everyone is being represented. Additionally, these weaker political parties can form coalitions with larger, more prominent parties to form coalitions that sway chamber voting. Coalitions aid smaller, weaker parties to combat social dominance theory as “the dominators in order to continue domination, and the disadvantaged group to try to change the status quo,” (Aguilar/Barone/Cunow/Desposato, 180). In this way, power sharing between parties, and even interest groups become more apparent to citizens so they know who is responsible for the policies being enacted, which influences the next election cycle. Overall, open-list PR produces a number of advantages permitting a level of transparency between the governing bodies and the populace at large.

On the other side of the aisle, there are a handful of disadvantages associated with the relationship of open-list PR. In traditional PR, party leaders would have the power to allocate seats to their parties candidates as they deem appropriate, taking away political influence from citizens. Candidates in both systems have incentives to garner political party support as it allocates more party power within the upper and lower chambers of the legislature. However, since candidates have more personal power in making a name for themselves without necessarily following party principles, this can lead to a weakening of political parties. Lack of faith in political parties leads to what is known as floor crossing, political figures would change party affiliation, “in an attempt to jockey for the best positions for future elections,” (Dickovick/Eastwood, 409). Only causing faith in open-list PR to further disintegrate, political leaders would offer bribes to legislators to maintain a majority vote on specific pieces of legislation. Also, due to legislators loyalty to their federal states, they do not always have Brazil’s interests in mind when enacting legislation, as only the members of their respective state ensure re-election. What’s more, Brazil contains a multi-party, fragmented party, system where “voters may face as many as one thousand candidates in a single district… [caused by] high-magnitude legislative districts, low costs for candidates’ entry, and high thresholds for the number of candidates per party list,” (Aguilar/Barone/Cunow/Desposato, 181). Withal, the disadvantages of open-list PR in Brazil have led citizens to lose trust in their government, such as the impeachment of Brazilian president Dilm

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