Situation Audit

For the purpose of your situation audit, you are to select the one (1) critical resource from the four (4) listed that is the most critical to your organization and explain why it is more important than the other three (3) critical resources:
Human Resources:  A core competency (Step 4) may require organizations to attract and retain certain employees with specific skills to sustain their competitive advantage. You should summarize  your organization’s ability to do the following: (1) acquire the people needed to accomplish its mission, goals, and objectives; (2) place people where their knowledge, skills, and abilities (KSAs) can be leveraged for maximum competitive advantage; and (3) motivate, train, mentor, and, in particular, evaluate employees.
Financial Resources: Your report should explain how your organization acquires and manages the financial resources it needs to support its MVGOs and implement its strategy. The section on financial resources includes an excellent link that explains in basic terminology how to read a financial statement.
Technology Needs:   See link to Technology Management in Step 7. Your report should describe key technologies and the way your organization uses those technologies to support its MVGO’s and implement its strategy.   Some issues to consider are: marketing, customer relations, service delivery, internal communications, internal collaboration, and the planning, management and governance of technology use.
Physical Resources:  See link to Physical resources in Step 7.  Physical resources are all the non-human, tangible, physical property the organization owns or has at its disposal. Different resources contribute differently to the organization’s performance, depending on the type of goods being produced or the service being provided.
Note: The type of organizations you work for will determine how important each of these 4 critical resources are.  Therefore, some critical resources many require greater length to describe and analyze than other critical resources depending on the type of organization.
Step 8
Management styles, leadership styles, control systems and governance structures have an immense impact on the successful execution of the MVGO, strategy, resource allocation, competitive advantage, and several other facets of organizational survival. This step requires you to conduct research, using material embedded in the links, in order to prepare a summary of the following:
Leadership Styles Analysis— The  link in Step provides  descriptions and details to help you determine the style that prevails in your organization and to help you assess whether another style could be more effective.
Management Control Systems — Three broad categories of effective organizational controls are: results control, action control, and people control. The link in Step 8 provides details to help you analyze the types of systems and controls your organization needs to address issues of concern.
Organization’s Leadership — See the link in Step 8 for a description of the key facets of leading the enterprise and the associated roles for doing so.
Organization’s Governance — are mechanisms for oversight and review that are independent of the organization’s leadership and management (e.g., Board of Directors). The  link in Step offers numerous questions to help you determine which type of governance applies in  your organization.