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التسيــــــيرϡــــــوϠ عϢ قـــس ……./Master-GE/GO -GSO /2014
ــــــو التسيــــــير قـــس ع
……./Master-GE/GO -GSO /2014
obstract
The Strategic Diagnostics of the most important topics of Strategic management and
stage of basic stages of strategic planning, it represents a method to study and
examine and analyze environment variables internal and external to the enterprise all
the variables that could have an impact on the institution, on the one hand and
strategic options available on the ather, the fact that the institutions that are active in
an environment of highly change by the Information and communication revolution
technological and cognitive development.
As one of the most important tools a matrix SWOT Strategic Diagnostics, which
highlights the strengths and weaknesses of the internal environment and opportunities and threats facing economic institutions in the external environment, this study in
order to know how to highlight the strategic importance of diagnosis using a matrix
SWOT in economic institution, the institution of the mills and major southern as a
case study, we have tried, through our application of a matrix SWOT on this
institution and the corresponding to the most important tools for data collection, as
well as to other tools, has been reached in the last group of the strengths, weaknesses,
opportunities and threats facing the institution of the study
Keywords: Strategic Diagnostics ,SWOT analysis ,the strengths, weaknesses,
opportunities, threats.
الصفحة
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1 David Campbell; George stonehouse; Bill Houston; Business strategy an Introduction; British;oct 1988 ,p 71.
5
4Richard lynch ;Coroprate Strategy ; England ;2006 ;p 76.
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1Hand rick .D, Specialization of environnemental scanning activities omonguperlevel executives, Journal of
management studies, vol18,1981 p299.
4 Claude Drapeau Normande Guérin; Suzie Melançon ; LA PLANIFICATION STRATÉGIQUE DES RESSOURCES HUMAINES ; Québec, mai 1992 ; p10.
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SOURCE: Michael E.Porter , competitive strategy techniques for analyzing industries and competitors,Americas,1980,p 4.
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2Gerrry Johnson,Kevanscholes,Richard Whittington, Exploring corporate strategy ,Ingland,2002, p47. 3Robbins. P;Organizational Behavior, 8th ed, New Jersey : Prentice Hall International,1998; p595.
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Source : Curtism .Grimm ;Hun Lee. And KenG.smith ;Strategyas action :Competitive Dynamics and
Competitivedadvantage ;New york ;2006 ;p76.
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(Makinsey /GE)
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ي م هيل ج للت لح
خطر فس لت
خطر ئ لع
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ضعيفسط ي مت ق
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1) Claude Drapeau Normande Guérin; Suzie Melançon ;La planification stratigique des ressources humaines ;Québec, mai 1992.
2) Curtism .Grimm; Hun Lee. And KenG.smith; Strategyas action: Competitive Dynamics and Competitive dadvantage; Newyork; 2006.
3) David Campbell;George stonehouse; Bill Houston;Business strategy an Introduction; British; oct 1988.
4) David Hussey; strategic management from theory to implementation ;British ; 1998.
5) Gerrry Johnson,Kevanscholes,Richard Whittington, Exploring corporate strategy , Ingland ,2002.
6) Hand rick .D, Specialization of environnemental scanning activities omonguperlevel executives, Journal of management studies, vol18,1981 .
7) Learned E .p ; Christensen C.R ;Andrews K.R et Guth W.D ; Business policy ; text and cases ; 1965 .
8) Michael E.Porter , competitive strategy techniques for analyzing industries and competitors,Americas,1980.
9) Richard lynch ;Corprate Strategy ; England ;2006 . 10) 1
Robbins. P;Organizational Behavior, 8th ed, New Jersey : Prentice Hall
International,1998.
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