Trends, Tr ends, Networks and Critical Thinking in the 21 st Century TEACHER’S GUIDE
Content Content Standard Performance Standard Learning Competencies Time Allotment
eferences!Sou rces
2. Understanding Local Networks 2. Strategic anal!sis 2.2 Int"iti#e t$inking T$e learner "nderstands strategic anal!sis and int"iti#e t$inking. T$e learner draws a color%coded &a' o( t$e networks o( 'ower relations )'olitical* econo&ic* c"lt"ral* and kins$i' ties+ wit$in a 'artic"lar co&&"nit!. . De(ine strategic anal!sis and int"iti#e t$inking )HU,SS-,CT2%Ic%e%+ )HU,SS-,CT2%Ic%e%+ 2. E'lain strategic anal!sis and int"iti#e t$inking )HU,SS-,CT2%Ic%e%2+ )HU,SS-,CT2%Ic%e%2+ / da!s www.0"i''ersc$ool.co& $tt'1st"d!.co&acade&!lessonint"iti#e%decision%&aking%in%3"siness%and% &anage&ent.$t&l $tt'1www.ci&aglo3al.co&Doc"&entsI&'ortedDoc"&entscid-tg-strategic-anal!sis-t ools-no#45.'d(.'d(
"hat is Network# Acti#it! 61 61 ,! Network Network Direction1 Direction1 Identify the groups/peoples that you are a part of and assign this on the drawing below according closeness. (A review on UCSP Process !uestions" . 7$o 7$o w$at w$at gro"')s+ gro"')s+ isar isare e t$e closest closest to to !o"8 !o"8 2. 7$o 7$o w$at w$at gro"' gro"')s+ )s+ isare isare (art$es (art$estt (ro& (ro& !o"8 !o"8 9. Are so&e so&e gro"')s+ gro"')s+ t$at t$at are conne connected cted wit$ wit$ eac$ eac$ ot$er8 ot$er8 7$at 7$at are t$e!8 /. 7$at 7$at are t$e (actor (actors s t$at !o" !o" conside considerr w$en identi( identi(!in !ing ga gro"'’s 'roi&it! to !o"8
ME
Linking: . 7$a 7$at is netw networ ork8 k8 2. How does does &arriage &arriage etend etend one’ one’s s netwo networks8 rks8
$ey Concepts% A network is network is gro"' containing 'eo'le w$o co&e into occasional contact 3"t w$o lack a sense o( 3o"ndaries and 3elonging ) #acionis$ %&'% +. +. So&e sc$olars clai& t$at networks are non$ierarc$ical* #al"e%(ree* and str"ct"re%less organi:ations* and t$at t$e! are co&'osed o( 'eo'le working on si&ilar tasks wit$o"t necessaril! knowing eac$ ot$er. T$is is ill"strated 3! social networking sites s"c$ as ;ace3ook. A social network is network is a social str"ct"re co&'rised o( indi#id"als
•
•
&nrichment% Let t$e st"dents watc$ t$e Social Network Anal!sis #ideo )$tt's1www.!o"t"3e.co&watc$8#>(gr-g02ikA+
'efining Strategic Analysis ( )ntuiti*e Thinking% Strateg!1 &+PL&% Acti*ity -1% Gi#e so&e words t$at !o" can relate to anal!sis and t$inking. ANALYSIS
THINKING
INTUITION
Process .uestions% . ;ro& t$e words !o" $a#e listed* w$at is anal!sis8 T$inking8 Int"ition8 2. Gi#e a s'eci(ic sit"ation w$ere !o" a''l!"se anal!sis* t$inking and int"ition. $ey Concepts% Strategic Anal!sis is1 ) the process of conducting research on the business environ*ent within which an organi+ation operates and on the organi+ation itself$ in order to for*ulate strategy., - 01 usiness Dictionary ) a theoretically infor*ed understanding of the environ*ent in which an organisation is operating$ together with an understanding of the organi+ation,s interaction with its environ*ent in order to i*prove organi+ational efficiency and effectiveness by increasing the organi+ation,s capacity to deploy and redeploy its resources intelligently., - Professor 2es 3orrall$ 3olverha*pton usiness School De(initions o( strategic anal!sis o(ten di((er* 3"t t$e (ollowing attri3"tes are co&&onl! associated wit$ it1 . Identi(ication and e#al"ation o( data rele#ant to strateg! (or&"lation. 2. De(inition o( t$e eternal and internal en#iron&ent to 3e anal!:ed. 9. A range o( anal!tical &et$ods t$at can 3e e&'lo!ed in t$e anal!sis. Ea&'les o( anal!tical &et$ods "sed in strategic anal!sis incl"de1 S7?T anal!sis •
•
@EST anal!sis
S"T Analysis A S7?T anal!sis is a si&'le 3"t widel! "sed tool t$at $el's in "nderstanding t$e strengths* weaknesses* opportunities and threats in#ol#ed in a 'ro
P&ST analysis @EST anal!sis is a scan o( t$e eternal &acro%en#iron&ent in w$ic$ an organisation eists. It is a "se("l tool (or "nderstanding t$e 'olitical* econo&ic* socio%c"lt"ral and tec$nological en#iron&ent t$at an organisation o'erates in. It can 3e "sed (or e#al"ating &arket growt$ or decline* and as s"c$ t$e 'osition* 'otential and direction (or a 3"siness. Political factors. T$ese incl"de go#ern&ent reg"lations s"c$ as e&'lo!&ent laws* en#iron&ental reg"lations and ta 'olic!. ?t$er 'olitical (actors are trade restrictions and 'olitical sta3ilit!. Economic factors. T$ese a((ect t$e cost o( ca'ital and '"rc$asing 'ower o( an organisation. Econo&ic (actors incl"de econo&ic growt$* interest rates* in(lation and c"rrenc! ec$ange rates. Social factors. T$ese i&'act on t$e cons"&er’s need and t$e 'otential &arket si:e (or an organisation’s goods and ser#ices. Social (actors incl"de 'o'"lation growt$* age de&ogra'$ics and attit"des towards $ealt$. Technological factors. T$ese in(l"ence 3arriers to entr!* &ake or 3"! decisions and in#est&ent in inno#ation* s"c$ as a"to&ation* in#est&ent incenti#es and t$e rate o( tec$nological c$ange. •
•
•
•
@EST (actors can 3e classi(ied as o''ort"nities or t$reats in a S7?T anal!sis. It is o(ten "se("l to co&'lete a @EST anal!sis 3e(ore co&'leting a S7?T anal!sis. )ntuiti*e Thinking "ng de(ined int"ition as 4perception via the unconscious4 1 "sing sense%'erce'tion onl! as a starting 'oint* to 3ring (ort$ ideas* i&ages* 'ossi3ilities* wa!s o"t o( a 3locked sit"ation* 3! a 'rocess t$at is &ostl! "nconscio"s. Int"iti#e T$inking is t$e a3ilit! to take w$at !o" &a! sense or 'ercei#e to 3e tr"e and wit$o"t knowledge or e#idence* a''ro'riatel! (actor it in to (inal decision.
Acti*ity -2% T$ink o( a s'eci(ic co&&"nit! 'ro
Acti*ity -/% )ntuiti*e 'ecision 0aking ;or&"late an Int"iti#e decisionconcl"sion (ro& t$e (ollowing sit"ation1 Case1 Biolet ones is a &anager at t$e Intestinal Distress Tacos (ast (ood resta"rant. S$e $as noticed t$at t$e taco s$ells are disa''earing at a (aster rate t$an t$e sales. T$ere are so&e wa!s t$at Biolet can in#estigate t$e &issing taco s$ells. Biolet does not $a#e t$e ti&e in $er 3"siness &anagerial sc$ed"le to s'end a long ti&e in#estigating t$e taco s$ell &!ster!. S$e is losing &one! dail! and &"st (ire t$e indi#id"al res'onsi3le. S$e $as relied on $er int"ition in t$e 'ast* and it $as s"ccess("ll! rewarded $er into &anage&ent 'ositions. S$e "ses 'atterns o( 3e$a#ior* c"es* and 3od! lang"age. Possible Answer: (Answer may vary 5iolet has noticed that her newest e*ployee$ 0rnie$ has been avoiding her and not *a6ing eye contact. She has a gut feeling that he *ay be her taco shell thief. In addition$ she has noticed that he disappears for a very long bathroo* brea6$ and she sur*ises that he is eating the shells in the stalls.
Content Content Standard Performance Standard Learning Competencies Time Allotment eferences!Sources
2. Understanding Local Networks 2. Strategic anal!sis 2.2 Int"iti#e t$inking T$e learner "nderstands strategic anal!sis and int"iti#e t$inking. T$e learner draws a color%coded &a' o( t$e networks o( 'ower relations )'olitical* econo&ic* c"lt"ral* and kins$i' ties+ wit$in a 'artic"lar co&&"nit!. 9. Attain (acilit! in strategic anal!sis. )HU,SS-,CT2%Ic%e%9+ /. Use int"iti#e t$inking in dealing wit$ #aried acti#ities. )HU,SS-,CT2%Ic% e%/+ / da!s
Assessment Acti*ity -1% Gi#e 4 t$ings or ideas t$at t$e ;ili'inos $a#e 3elie(s related to s"'ernat"ral creat"res. E'lain !o"r answer "sing strategic anal!sis and int"iti#e t$inking.
Acti*ity -2% A&a:ing Race Acti*ity -/% ;a&il! ;e"d
Content Content Standard Performance Standard
Learning Competencies
Time Allotment
2. Understanding Local Networks 2. Strategic anal!sis 2.2 Int"iti#e t$inking T$e learner "nderstands strategic anal!sis and int"iti#e t$inking. T$e learner draws a color%coded &a' o( t$e networks o( 'ower relations )'olitical* econo&ic* c"lt"ral* and kins$i' ties+ wit$in a 'artic"lar co&&"nit!. . Di((erentiate ke! co&'onents in strategic anal!sis and int"iti#e t$inking. )HU,SS-,CT2%Ic%e%+ . Ea&ine $ow t$e &a' o( social networks can 3e "sed to introd"ce creati#e sol"tions to a 'artic"lar 'ro3le& in t$e co&&"nit! "sing int"iti#e t$inking. )HU,SS-,CT2%Ic%e%+ / da!s
eferences!Sources
. Introd"ction&oti#ation1 )9 &in"tes+ )re#iew o( t$e 're#io"s lesson+
2. ,oti#ation 14 &in"tes )@ict"re 'resentation+
• • •
7$at is t$e 'ict"re is all a3o"t8 Do !o" know w$at and w$! t$e! are t$inking8 7$! t$ere is a need (or "s to t$ink8
9. Instr"ction deli#er!1 )4 &in"tes+ T$e teac$er will gi#e in'"t a3o"t t$e di((erent co&'onents o( strategic anal!sis* and int"iti#e t$inking "sing Benn diagra&. Let t$e st"dents draw t$eir social &a' and ea&ine t$e "se("lness o( int"iti#e and anal!tical t$inking in creating sol"tions to a 'artic"lar 'ro3le& in t$eir societ! or co&&"nit!. •
•
/. Enric$&ent 4 &in"tes )'rocessing o( t$e teac$er in t$e said acti#it!+ . E#al"ation1 ) 5 &in"tes+ )written 0"i:* FA +
