Pitts and Koufopoulos (2012) argue that resources and capability are highly important internal factors that should be taken into account by the organization in order to obtain the successful performance in the long run.
VRIOS analysis could be used as a tool for assessment of UNICEF internal environment (skills, capacities and capabilities), which could be incorporated in the strategic planning module.
VRIOS analysis of UNICEF:
Rated on a four-point scale as follows:
A = outstanding generator of value and advantage – of genuine strategic significance
B = valuable, but not a crucial source of advantage
C = useful, but probably of declining significance
D = already declining in significance and unlikely to be sustainable V R I O S Comments Skills
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The strategic process that UNICEF, like any other organization, goes through, starts with a mission statement continues through its goals, internal and external analysis and implementation and results in a competitive advantage in the marketplace they operate in (Yates, 2012).
This analysis is used as a framework to evaluate UNICEF resources (tangible and intangible), skills and capacities and determine its competitive potential.
VRIOS analysis demonstrates that:
-UNICEF resources and capabilities are valuable for the organization,
-UNICEF is taking a full advantage of its resources, skills and capacities, most of which present agency’s sustainable competitive advantages
- Organizational resources are its strengths that could present opportunities and mitigate risks.
Future strategy actions and recommendation:
Considering its competitive advantages and reflecting on the lessons learnt, it is recommended that UNICEF should:
-Better focus on advocacy. Undertake more advocacy and awareness raising events, involving social
Explain how the management of human, physical and technological resources can improve the performance of a selected organization.
The United States Agency of International Development (USAID) has published five strategic goals. Under these goals the USAID has formulated a total of thirteen objectives to give the strategy a more specific direction. In these
In response to the recent failure of the international community to prevent the famine crisis in the Horn of Africa since July 2011, Suzanne Dvorak the chief executive of Save the Children wrote that, “We need to provide help now. But we cannot forget that these children are wasting away in a disaster that we could - and should - have prevented” she added, “The UN estimates that every $1 spent in prevention saves $7 in emergency spending.” (Dvorak, 2011).
...lance of trade and consistent revenue. The UN can help these countries build their economies if they can improve their trade. The UN can do all of this by implementing a single policy. The policy that will have to be passed is a distribution policy. If this policy is passed, the money generated from trade could be used in projects for the future and help these countries develop as a whole. This distribution policy will take time to pass due to other actors, but these actors are not a big issue. This distribution policy benefits the economies of developing countries such as Somalia. It helps the countries develop a balance of trade and generate revenue. Food will become more available to the Somalia people, and less people will be affected. Everyone in Somalia will have the opportunity to provide food for themselves and others. The hunger in Somalia will cease.
Selecting a business strategy that details valuable resources and distinctive competencies, strategizing all resources and capabilities and ensuring they are all employed and exploited, and building and regenerating valuable resources and distinctive competencies is key. The analysis of resources, capabilities and core competencies describes the external environment which is subject to change quickly. Based off this information a firm has to be prepared and know its internal resources and capabilities and offer a more secure strategy. Furthermore, resources and capabilities are the primary source of profitability. Resources entail intangible, tangible, and human resources. Capabilities describe environment and strategic environment. Core competencies include knowledge and technical capability. In this section we will attempt to describe in detail the three segments which are resources, capabilities, and core competencies.
The Bill and Melinda Gates Foundation and the United Nations Foundation are both involved in the development of global health policies and evaluation of health care and health systems. The main focus of the Bill and Melinda Gates Foundation is advancing science and technology to deliver vaccines, drugs, diagnostics, and new affordable and reliable solutions. The United Nations Foundation focuses on a wide range of global health problems, including: decreasing childhood mortality, improving disaster relief, protecting the diverse culture and environments, creating a clean energy future, and empowering women and girls. Even though both of these organizations focus on improving global health, each of them has their own purpose and business structure. Four program areas make up the Bill and Melinda Gates Foundation.
As such, they found it important to centralize the staffing initiative in order to maintain the unique corporate culture created in the beginning. Every one of these strategies would be focused on centralizing staffing, bringing in the best possible employees, and retaining each on a high level. Human Resource and Staffing Strategy When developing a strong and scalable human resource and staffing strategy, taking many factors into account is of the utmost importance. As reported by Olian and Rynes (1984) “the possibility that organizational characteristics like structure, size, and strategy may influence staffing” (p. 170).
This piece is an executive summary of the processes and steps required for selecting a winning Implementing Partner for development work. It is the first in a series meant to enrich the body of knowledge available on the topic and provide guidance to local Non Governmental Organizations (NGOs) desiring to manage donor funds.
First you need to identify the organization’s internal and external resources, organization’s strengths and weaknesses as compared to its competitors and the opportunities it has for better utilization of resources.
The tactical plan of United Nations Children’s Fund (UNICEF) management must describe how the organizations goals will be met and by when. It must also entail plans to help assure ethical business practices throughout UNICEF. The success of these goals will depend on the quality of there programs, information, communication, advocacy and the excellence of their internal management and operations. UNICEF management must hold them selves accountable to do all that they can for the success of their goals by planning, monitoring, evaluating, and reporting to achieve the results in the five major areas to change the world to serve the best interest of the child.
It is apparent that the only thing constant in business is change. Organizational change is often an overwhelming challenge for business leaders, managers and employees alike. The need for change may be the result of market shifts, economic environment, technology advancements or changing work force skill-set demands. Today Organizational change occurs for reasons that originate external to the organization (Chandler, 1996: Hannan & Freeman, 1984), as well as internal to the organization (Baker 1990: Prechel 1994). Thus, External constraints, internal constraints, resource dependency and increasingly growing competitive markets force organizations to change in order to maximize economic potential. Although organizational changes are usually a response in reaction to an event, companies and leaders should still expect to encounter issues. Organizations need to be more proactive and contingent on how to handle the problems that will inevitably come about. This will make the process of organizational change go smoothly as well as reduce resistance through proper management techniques. Resource dependency argues that both environmental and organizational constraints impact organizational change (Pfeffer & Salancik, 2003).
The combination of safe drinking water and hygienic sanitation facilities is a precondition for health and for success in the fight against poverty, hunger, child deaths and gender inequality. UNICEF works in more than 90 countries around the world to improve water supplies and sanitation facilities in schools and communities, and to promote safe hygiene practices. All UNICEF water and sanitation programmes are designed to contribute to the Millennium Development Goal for water and sanitation: to halve, by 2015, the proportion of people without sustainable access to safe water and basic sanitation. Key strategies for meeting the water, sanitation and hygiene challenges are to:
The World Food Program has been extending funds and food donations in enormous amounts to countries that are in dire need of help. They’ve concluded that there are 842 million people who suffer from famine and malnutrition every day. The nations are coming together to solve malnutrition and famine by investing in good nutrition and productivity, which eventually creates economic opportunities for these countries that suffer from famine. The World Food Program has started the process o...
The manager should be able to select and know these factors. As organization is created systems by people, the internal factors are mainly the result of management decisions. Not all of the internal factors are completely controlled by the management. Organization is influenced by many environmental factors. In the new millennium we have to learn how to live in a market economy. And the most important condition for this is a highly skilled managers. Ability to identify and analyze the internal elements of the organization and external factors is the key to the success of the business. The main factors in the organization that require management attention are objectives, structure, tasks, technology and people. An organization can be seen as a means to achieve the objectives that allows people to perform collectively what they could not carry out individually. Goals are desired outcome, which aims to achieve a group working together. The main objective of most organizations is profit. Income is a key indicator of the organization. People are the basis of any organization. Without people there is no organization. They shape the culture of the organization and its internal climate. They determine what the organization is. Manager generates frames, establishes a system of relations between people and include them in the process of
The UN has made strides toward and continues to fight for world peace, but this however is not the only function of the agency. Environmental protection, Human rights, health and medical research, alleviation of poverty and economic development, emergency and disaster relief, and labor and workers' rights are just a sample of what the UN continues to battle as the year 2000 approaches.