SWOT analysis is conducted in order to identify an organisation's
internal Strengths and Weaknesses and also the Opportunities and Threats posed by its external environment. It enables the planners
to identify the following:
|
(1)
|
Strengths
|
:
|
Internal
things we have that are good OR do
well
|
|
(2)
|
Weaknesses
|
:
|
Internal
things we do not have OR do not do
well
|
|
(3)
|
Opportunities
|
:
|
External
factors that may help in the achievement of our Mission.
|
|
(4)
|
Threats
|
:
|
External
factors that may be barriers to achievement of our Mission
|
INTERNAL SCAN
For the internal scan the guide is to examine the four Ps -
People, Properties, Processes and Products.
(i)
People (Human Resources)
· Teaching Staff
· Administrative Staff
· Technical supporting Staff
· In each category consider the number of staff available, their
qualifications commitment and motivation.
· Students.
· Quality of students enrolled.
(ii)
Properties
Infrastructure, Buildings, Laboratories, Workshops, Library,
Auditorium, Guest House, Equipment, Machinery, Tools, Vehicles, Furniture etc.
(iii)
Processes
· Governance
· Management & Administration
· Curriculum Development
· Teaching - Learning
· Student Support Services
· Staff Development
· Information System (M.I.S.)
· Communication
(iv)
Products
· Students
· Percentage of pass in the examination.
· Percentage of Job – placement.
· Publications.
· Items manufactured / fabricated in the production centre.
EXTERNAL SCAN
For the external scan the planners have to identify and evaluate
the Social, Technological, Economic, Environmental
and Political factors (STEEP) in the environment outside the
organisation, which affect its success or survival.
|
(i) Social factors
|
:
|
Demographics, Participation of
Women, Opportunities and access to training for disadvantaged people.
|
|
(ii) Technological factors
|
:
|
Impact of computers, Modern communication technologies,
Microprocessor etc.
|
|
(iii) Economic factors
|
:
|
Liberalization, Privatization and Globalization of Economy,
Development of specific sectors of industry, Unemployment and
Underemployment, Development of Entrepreneurs etc.
|
|
(iv) Environmental factors
|
:
|
Depletion of Natural resources, Environmental sustainability,
Pollution control, Energy consumption, Regulations of World Trade
Organisation etc.
|
|
(v) Political factors
|
:
|
Legislation
affecting education and
training, Control of Curriculum, Budgets and Teacher qualification,
Degree of central versus local control etc.
|
While assessing the
external environment the planners have to also consider the forces and trends
in terms of the Institute’s Customers, Clients, Competitors
and Collaborators (CCCC).
Customers - The employers who hire the graduates of
the institute are in fact the customers of the institute. What do these employers need in terms of
skills, knowledge and attitudes in potential employees and current employees?
Clients - The full-time students are clients of the institute, but there is
a much larger potential market of clients for part-time, evening and weekend
courses – adults seeking job-related and personal development skills and
knowledge. What does this market have to
offer in terms of opportunities?
Competitors - Public and private institutions which do
or can potentially draw away the students (clients) and employers (customers)
who hire graduates of the institute. Are
there some opportunities for sharing and helping even more people, or do these
institutions threaten to restrict or even close down the polytechnic?
Collaborators - All of the partners and supporters of the
institute, such as The Chamber of Commerce and Industry, societies and
associations of engineers and business owners, apex advisory councils and
committees, other educational institutions and particular Government and
funding agencies.
