Strategic Audit Report: The External Environment (Southwest Airlines).

In this module, you will start the creation of a SWOT analysis which is the identification of your strategic audit company’s Strengths, Weaknesses, Opportunities, and Threats. For this module, you will start to develop Section III of your Strategic Audit Report by creating pieces pertaining to the external environment and how they impact your selected company by developing an EFAS table or summary of external factors. They include opportunities and threats such as the natural physical environment, societal environment, and task environment. Researching these areas will help you identify the opportunities and threats that can enhance or threaten your strategic audit company. Being able to realize what can impact your organization for good or bad is imperative to creating and maintaining a successful strategy.

Provided are the guidelines to complete each part:

1. (1 page) Provide a written overview of the natural and physical environments affecting your strategy audit company. This summary could include topics such as but are not limited to the climate, pollution, weather, temperature, sea level, fresh water, flooding, etc. There is no minimum number of topics to write about; however, each one should be relevant to your strategic audit company (Southwest Airlines).
2. (1 page) Explain how the following forces are currently affecting industries in which your strategic audit company competes:
Please provide a 2-3 sentence explanation for each force, with at least one outside source properly cited and references for each to validate and support your answers.

3. Complete an External Factor Analysis Summary (EFAS) table following the guidelines and instructions in the following documents external factor chart is attached with guidlines, example, and the worksheet to complete.

Answer & Explanation
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Individuals, teams, and culture are all important factors that influence organizational performance. Here is an evaluation of the relationship among these factors:

Individuals: Individuals are the building blocks of any organization. Their skills, knowledge, attitudes, and behavior have a significant impact on the organization’s performance. The skills and knowledge of individuals determine the quality of work they produce, while their attitudes and behavior determine their motivation, engagement, and commitment to the organization. Therefore, it is essential for organizations to recruit, develop, and retain individuals who possess the necessary skills and have the right attitude and behavior to contribute to the organization’s s

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Step-by-step explanation

Teams: Teams are formed when individuals come together to achieve a common goal. Teams can be cross-functional or departmental, and their effectiveness is influenced by various factors such as team composition, leadership, communication, collaboration, and conflict management. Effective teams can improve organizational performance by sharing knowledge and expertise, reducing errors and rework, increasing innovation and creativity, and enhancing employee engagement and job satisfaction.

Culture: Culture is the shared values, beliefs, norms, and practices that guide behavior in an organization. Culture influences how individuals and teams interact, communicate, and make decisions. A positive culture can foster employee engagement, creativity, and innovation, while a negative culture can lead to low morale, conflict, and turnover. Therefore, it is crucial for organizations to create a positive culture that aligns with their values, mission, and goals.

The relationship among individuals, teams, and culture is complex and interdependent. Individual skills, attitudes, and behavior can influence team dynamics and culture. Effective teams can enhance individual performance and contribute to a positive culture, while a positive culture can support the development of effective teams and individuals. Therefore, organizations that focus on developing and nurturing their individuals, teams, and culture can achieve higher levels of organizational performance.

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