OB Process College of Pharmacy Research Paper

  • Length: 4 pages
  • Sources: 2
  • Subject: Pharmacy
  • Type: Research Paper
  • Paper: #37551804

Excerpt from Research Paper :

Ob Process

SWOT analysis is an important organizational behavior (OB) process. The process is so important that an organization cannot afford to ignore it or take it casually. For an organization to succeed in the long-term, it must be constantly aware of its strengths, weaknesses, and threats, as well as the opportunities available to it (Hill & Jones, 2012). These four factors significantly influence the organization's performance in the future. A SWOT analysis enables an organization to understand its healthiness, utilize resources more efficiently, improve its operations, discover opportunities, identity and manage risks, and enhance its competitive positioning.

A SWOT analysis of NSU College of Pharmacy revealed important insights about the college's internal and external environments. The analysis provided an understanding of the organization's resources, competencies, and capabilities (such as pioneering pharmacy education in South Florida, quality teaching and research, ownership of a full-fledged community pharmacy, and faculty and student diversity), as well as its weaknesses (especially lack of baccalaureate programs and resource constraints). The analysis further showed that the college can take advantage of its resources and competencies to reintroduce undergraduate programs against the backdrop of increased demand for pharmacy education, which, according to Walton et al. (2011), is one of the major trends affecting pharmacy schools in the U.S. This would increase the college's positioning as far as pharmacy education is concerned.

It was important to understand whether the OB process was working well or not. In this regard, an interview was held with one of the members of faculty at the college. The interviewee holds a senior position in the administration of the college, and is therefore a crucial decision maker as far as the operations of the college are concerned. The interview specifically focused on understanding what the interviewee thought about the OB process. The interviewee strongly admitted that the OB process would have significant value for the college (personal communication, February 10, 2017). According to the interviewee, the process would be a major boost to the college's strategic planning process. The interviewee indicated that the process provided valuable insights that would inform organizational decisions in the near future, particularly in relation to student enrollment, program expansion, and curriculum review.

The fundamental motive behind any OB process is to improve organizational effectiveness and efficiency. More specifically, an organization evaluates its resources and capabilities to determine how it may utilize those capabilities to improve its core offerings and day to day processes (Hill & Jones, 2012). For NSU College of Pharmacy, the interviewee exhibited a strong conviction that the OB process would set the college on a path of improved organizational performance -- it would enhance operational efficiency, the quality of teaching and research, student satisfaction, academic performance, as well as the employability of its graduates (personal communication, February 10, 2017). This further illustrates that the process is working well.

Nonetheless, a number of recommendations are important. It is imperative for the organization to understand that the SWOT analysis process is not a one-time process -- it is an ongoing process. Viewing the process as a one-time event can be disadvantageous to the organization as initiatives informed by the process may not be sustained in the long-term. The need to view the process as an ongoing process particularly stems from the fact that organizations operate in a constantly changing environment (Hill & Jones, 2012). Among other phenomena, regulations, technologies, consumer behavior, markets, and industries keep on changing. These changes affect organizations in one way or another, directly or indirectly. The implication is that organizations must constantly adjust their strategies, priorities, structures, and processes…

Sources Used in Documents:


Hayes, J. (2014). The theory and practice of change management. London: Palgrave Macmillan.

Hill, C., & Jones, G. (2012). Essentials of strategic management. 3rd ed. Boston: Cengage Learning.

Mullins, L., & Christy, G. (2010). Management & organizational behavior. London: Pearson Education.

Smollan, R. (2011). Engaging with resistance to change. University of Auckland Business Review, 13(1), 12-15.

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