Externalenvironmentalscan Report 130323100555 Phpapp02

7/27/2019 Externalenvironmentalscan Report 130323100555 Phpapp02

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Lets talk about


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Definition of environmental

scanningBackground

Defining environment

Defining scanning

Getting started


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The process of collecting, analyzing,and distributing information for

tactical and strategic purposes


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environmental scanning is "a kind of

radar to scan the world

systematically and signal the new,

the unexpected, the major and the

minor" (p. ix)


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the systematic collection of external

information in order to

(1) lessen the randomness of

information flowing into the organization

and

(2) provide early warnings for

managers of changing external conditions


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detecting scientific, technical, economic,

social, and political trends and events

important to the institution,

defining the potential threats,

opportunities, or changes for the

institution implied by those trends and

events,


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promoting a future orientation in

the thinking of management and

staff, and

alerting management and staff to

trends that are converging,

diverging, speeding up, slowingdown, or interacting


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an effective environmental scanning

program should enable decision

makers to understand current and

potential changes taking place in

their institutions' external

environments


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Environmental scanning is one of fouractivities comprising external analysis.
http://horizon.unc.edu/courses/papers/enviroscan/figure1.gif


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organizations scanthe environment to

identify changing trends and

patterns, monitorspecific trends andpatterns, forecastthe future direction

of these changes and patterns,

and assesstheir organizationalimpact.


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Merged with internal analysis of

the organization's vision, mission,

strengths, and weaknesses, externalanalysis assists decision makers in

formulating strategic directions and

strategic plans.


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the goal of environmental

scanning is to alert decision

makers to potentially significant

external changes


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Fahey and Narayanan (1986) help by identifyingthree levels of environment for scanning.


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is the institution's set of customers

In higher education, this may include studentsand potential students, parents of students

and of potential students, political leaders, and

employers and potential employers of

students.


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comprises all enterprises associated with

an organization in society.

For higher education, factors such as public

confidence in higher education or student aid

legislation are industry factors affecting all

institutions.


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where changes in the social, technological,

economic, environmental, and

political (STEEP)sectors affect organizationsdirectly and indirectly.

a national or global recession increases the

probability of budget cuts in state government and,

consequently, budget reductions in publiclysupported colleges and universities.


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There are a number of ways to conceptualize scanning.Aguilar (1967) identified four types of scanning.


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Undirected viewing consists of

reading a variety of publications forno specific purpose other than to be

informed.

Conditioned viewing consists of

responding to this information in

terms of assessing its relevance to theorganization.


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Informal searching consists of

actively seeking specific informationbut doing it in a relativelyunstructured way.

These activities are in contrastto formal searching, a proactivemode of scanning entailing formal

methodologies for obtaininginformation for specific purposes.


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Morrison, Renfro, and Boucher

(1984) simplified Aguilar's four

scanning types as either passive oractive scanning.


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is what most of us do when we read journals

and newspapers. We tend to read the same

kinds of materials. However, the

organizational consequences of passivescanning are that we do not systematically

use the information as strategic information

for planning, and we miss many ideas thatsignal changes in the environment.


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focuses attention on information

resources that span the task and

industry environments as well as the

macroenvironment. In active scanning, it

is important to include information

resources that represent different views

of each STEEP sector.


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Another way of looking at

scanning was described by

Fahey, King, and Narayanan(1981).


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are used on an ad hoc basis and

tend to be crisis initiated. These

systems are used when an

organization needs information

for planning assumptions andconducts a scan for that purpose

only.


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are used when the planners

periodically update a scan,perhaps in preparation for a

new planning cycle.


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use the active scanning mode

of data collection tosystematically inform the

strategic planning function of

the organization.


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decide which level of scanning commitment is

best for your institution at this time: irregular,periodic, or continuous.

A quick way of getting started is to interviewmajor decisionmakers regarding their view of themost critical trends and developments that could

affect the institution.

Also examine past program reviews, the lastinstitutional self-study, and the most current

master plan.


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Establishing a continuous scanning system requires

more effort and resources. First, secure a resourcecommitment from the senior official responsible forplanning. At a minimum, a continuous scanning

system requires a professional and a support person

to devote half of their time to the enterprise.Further, a continuous scanning program requires a

number of scanners who agree to rigorously and

systematically review specific information

resources. Assuming that you secure the resources,your next step is to recruit and train volunteers to

perform active scanning.


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Demographics

SocialChange

Economic

Conditions

Political &Legal Factors

Technology

Competition

EnvironmentalScanning

Target Market

Product

DistributionPromotion

Price

External Environment

is not controllable

Ever-ChangingMarketplace


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Externalenvironmentalscan Report 130323100555 Phpapp02

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