The configuration and co-ordination of an organization
Organizational structure and characteristics of its culture
Finally the performance of the organization in terms of the strength of its products
Resources are the tangible or intangible assets of an organization essential for its activities and processes. They can either be outsourced or internally generated.
Capabilities are the industry-specific skills, organizational knowledge or the relationships which are usually intangible in nature and can be generated through internal activities. Some competencies are unique to a specific organization in which they excel and these are called as their core competencies and are responsible for their competitive advantage.
The resources generate the capabilities which in turn generate the core competencies which in turn give the value addition to the consumer market.
The configuration of the organization is associated with the places where the organization’s activities in the value chain are performed while coordination is associated with the management of these activities. The configuration can either be a concentration meaning activities limited to a specific geography or dispersion meaning that the activities are spread across a large number of locations. Co-ordination can be either internal or external in nature. Internal coordination refers to the value-adding activities while external coordination refers to the suppliers-channels-customers linkages.
The organizational structure must be so designed that the business must accomplish its objectives effectively and efficiently while the culture determines the magnitude of this accomplishment.
Finally the performance of the organization is analyzed using a portfolio analysis which gives the evaluation on the organization’s range of products.
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