MODULE 2

NETWORKS
 Network – is a particular type of relation
that links certain sets of people, events
or objects.
 Local Network – refers to interconnected
processes internal to the individual
person’s mind, mental faculty, or
thoughts such as strategic analysis and
intuitive thinking that are ultimately
demonstrated in decision making.
 WHAT IS THE DIFFERENCE OF
STRATEGIC ANALYSIS AND
INTUITIVE THINKING??
 STRATEGIC ANALYSIS – is the process
of examining, using one’s rationality or
reason, the organization’s surroundings
and resources, and how they relate with
each other to formulate a strategy to
meet objectives and improve
performance.
 INTUITIVE THINKING – is sensing or
knowing without using rational
processes such as reading facts and
instructions.
 Good intuition results from long years of
knowledge and experience which enable you
to comprehend how people think, act, react,
perceive and interpret and interact with one
another.
 In strategic analysis, one must employ
rationality and critical and logical thinking in
arriving at certain decisions. The strategy will
be used to solve problems, utilize human and
material resource, attain objectives of the
organization in accordance with its mission
and vision.
 What is the difference between mission
and vision?
 MISSION – refers to the organization’s
main task that it wants to perform
 VISION- refers to what the organization
foresees itself to be.
Samantha Holland’s 6 Elements
of Strategic Thinking
1. The ability to ANTICIPATE – enables the
executives to not only focus on the current
situation but also look at the future.
2. The ability to CHALLENGE - involves
raising questions instead of merely
accepting information as it comes.
3. The ability to INTERPRET – is shown by
testing a variety of hypotheses as wells
as comparing and contrasting certain
data prior to making decisions on
particular issues.
4. The ability to DECIDE – enables the
executive make a stand with courage
and conviction despite incomplete
information at hand.
6. The ability to LEARN – demonstrated by
an executive who accepts feedback,
constructive criticism, and even failure
which are altogether viewed as sources
of critical and valuable insights.
5. The ability to ALIGN – enables the executive
to have different divergent viewpoints,
opinions, and agenda to attain common
goals and to pursue mutual interests.
 Strategic analysis enables you to asses what
you are now and what else has to be done to
realize what you want to be. Students like
you should be provided with opportunities to
develop this ability for self improvement and
for giving service to others.
 Intuitive thinking involves more spontaneous,
instinctive, and unplanned process of solving
a problem.
10 Things Highly
Intuitive People Do
Differently
1. Listen to an inner voice. They pay
attention to intuition and allow it to guide
them.
2. Taking time to be alone and to reflect.
Spending time in solitude is their way of
engaging in deeper thoughts and
creative thinking.
3. Listening to their bodies. They tune in to
their bodies for gut feeling and physical
sensation or emotion associated with
intution.
4. Observing everything. They take note of
the occurrence of odd things and keep
an eye on the frequency of odd things
and keep an eye on the frequency of
coincidences, unexpected connections,
and instantaneous decisions or actions
done.
5. Paying attention to their dreams. It is their
way of getting in touch with their
“unconscious thinking process” and of
capturing information on how to live their
lives.
6. Connecting deeply with others and
staying in a positive mood. Avoiding
negative emotions helps boost their
intuitive judgment.
 Analytical thinking applied in strategic
analysis is brain-centered and focused. It
deals with one thing at a time and is
concerned with time. It is linear and inclined
toward the abstract. It efficiently works in a
condition with a sufficient time, relative
stability, and established criteria for analysis
such as rules. It comes in handy when an
explanation is needed.
 Intuitive thinking, on the other hand,
possesses characteristics which mostly run in
contrast to analytical thinking. It is heart-
centered, unfocused and is not time-bound. It
views many things simultaneously, is
nonlinear, and is inclined toward the concrete.
It efficiently works in dynamic conditions,
under time pressure and is instantaneous. It
works well when the observer has gained
experience in a particular situation and is
ready to act on hunches and feeling,
especially when a explanation us not needed.
 While intuitive thinking is historically old and
has been in use since the beginning of time,
analytical thinking is historically new.
 It is said to have been introduced by the
Greeks, developed by the Romans.
 The combination of systematic, analytical
abilities needed in strategic analysis, on one
hand, and the spontaneity characterizing
intuitive thinking, on the other hand, is said to
benefit decision making and management
processes. In such cases, intuitive thinking is
supported by sufficient data, thorough
analysis and deliberation, and experience.
 Strategic analysis is commonly applied
through a process called strategic
planning. It can be divided into three
phases.
Phase 1: Establishing the identity of the
organization
Phase 2: Developing and implementing an
action plan or strategy to attain priorities
Phase 3: Evaluating how the organization
manages its actions toward its priorities.
Analytical Tools
 A variety of analytical tools can be
employed in the conduct of strategic
analysis. The purpose of analytical tools
is to sharpen the focus of the analysis
and to ensure a methodical and
balanced approach.
SWOT ANALYSIS
 It is applied particularly in phase 1
where situational scanning is
undertaken. The internal and external
factors which are favorable and
unfavorable for the attainment of
objectives and priorities identified.
 It focuses on the organization’s
strengths, weaknesses, opportunities
and threats it faces.
 Strengths – these are the internal
attributes of the organization that can
contribute to the attainment of its
objectives and priorities.
 Weaknesses – These are the internal
attributes of the organization that can
obstruct the attainment of its objectives
and priorities
 Opportunities – These are the external
factors that can contribute to the
attainment of its objectives and priorities
 Threats – These are external factors
that can obstruct the attainment of the
organization’s objectives and priorities.
Take, for example, the case of Felix. He inherited his
family’s business of silkscreen T-shirt printing.
Being a young entrepreneur , Felix wanted to
introduce digital T-shirt printing through heat
transfer.
The T-shirt printing business of Felix’s family has
been profitable for 20 years, as it largely catered to
customers within the area an in several adjacent
towns. Felix wanted to expand the operations of
the shop and to bring their products to more
customers, and possibly to be a retailer of printed
shirts itself. In the past, their shop only took set
orders from customers, mainly from schools,
sports club, and campaign related groups. Now,
Felix is planning to set up an apparel line based on
customized designs to tap the market of young
customers and professionals.
PEST ANALYSIS
 Surveys the bigger envrionment where
the organization operates.
 It is conducted to evaluate its standing in
the market, whether experiences growth
or decline and what direction the
business is heading to.
 Political Factors – includes the rules and
regulations, laws, and policies imposed
by a government which all affect the
organization.
 •What values and achievements are What negative study habits
you proud of? impede you/?
•Why do people praise or commend
What skills and talent are you
you?
•What do you do better than others? deficient in?
•What are the resources that you What are the resources that you
can assess? lack?
•What are your special skills and What obstructive personal traits
talents? do you need to overcome?

What job openings need to be What could derail your