文档介绍：The Internal Assessment
Chapter 4
Business Policy and Strategy (BADM 482)
The Internal Assessment
“Weak leadership can wreck the soundest strategy1>.”
-- Sun Zi
The Nature of an Internal Audit
anizations have strengths and weaknesses in the functional areas of business.
The basis for establishing objectives and strategies includes:
internal strengths and weaknesses
external opportunities and threats
a clear statement of mission.
Key Internal Forces
For different types anizations, the functional business areas:
vary anization
divisions within anization have differing strengths and weaknesses.
Note: A division is a part of anization that anized around products, customers, or a geographical region.
Key Internal Forces
petencies
A firm’s strengths that cannot be easily matched or imitated petitors
petitive advantages involves taking advantage of petencies.
A firm’s strategies should be designed in part to improve on a firm’s weaknesses, turning them into strengths—and maybe even into petencies.
Key Internal Forces
Two characteristics determine the sustainability of a firm’s petency
Durability – the rate at which a firm’s underlying resources and capabilities depreciate or e obsolete.
Imitability – the rate at which a firm’s underlying resources and capabilities can be duplicated by others.
The Process of Performing an Internal Audit
Closely parallels the process of performing an external audit.
Representative managers and employees from throughout the firm are involved in determining a firm’s strengths and weaknesses.
The process requires gathering and assimilating information about the firm’s functional areas:
management
marketing
finance/accounting
production/operations
research and development (R&D)
management information systems operations.
The Process of Performing an Internal Audit
Compared to the external audit, the process of performing an internal audit
provides more opportunity for participants to understand how t