Question.1028 - Teams with odd numbers should collaborate with your team members to evaluate UAB's Collat School of Business strategies during your college career. Include the following: Discuss positive and negative changes in UAB's external and internal factors List new or emerging opportunities and threats Identify strengths and weaknesses that have changed significantly In light of the external and internals changes identified, discuss whether UAB strategies need modifying. Are there any new strategies that you would recommend? Use the UAB site to find the information you need.You are also free to look at their competitors for ideas.
Answer Below:
1) In order to discuss some of the changes in terms of positive/negative impact on UAB's external and internal factors: Firstly, considering positive changes, UAB tends to be one of the top tier research universities which is accessible to top students, alongside several investments in infrastructure in terms of research facilities. UAB also tends to possess a strong alumni network to support research initiatives. With a similar understanding, Dalia Ortega's selection as a PCAOB Scholar highlights one of the examples to depict the prestige UAB's stakeholders have in terms of strong recognition in the academic community (Watkins, 2023). Secondly, in terms of negative changes, due to fluctuations in the cost, certain students might find it difficult to afford the university. Due to the growing competition in research, academic universities offering similar and more comprehensive learning/teaching experiences, the university could find it challenging to retain/recruit new faculty. 2) Exploring the opportunities, due to the surge in the caused in public healthcare sector caused due to Covid19, there is a demand for medical school and healthcare-related initiatives. With the existing research/academic reputation, along with the industrial growth in the Birmingham region, the university can use the reputation to take advantage of the growing trend to tap into the networking of well-established industry connections like PCAOB and also take the university cross-border through online education (Watkins, 2023). With this understanding, other interventions include increased scholarship opportunities to help the students evade funding challenges that could ensure a higher enrollment rate. In terms of threat, increased competition, since the location of the university is urban, it makes it vulnerable for marginalized communities to access it, and also external fluctuations in the scholarship resources could stop the flow of financial aid. 3) In terms of strength: existing research reputation, well-established alumni network, strategic positioning, and the university's commitment to diversity and inclusivity. In terms of weakness: stagnation of strategic positioning and the potential/scope of the university to adapt to the growing trends in academic/research. 4) UAB needs to revamp its investment game in accordance with its research reputation and its commitment to diversity and inclusivity (also in terms of scholarship). While also taking advantage of growing industrial trends in terms of partnerships such as internships, field research experiences, and research collaborations. Develop career developmental interventions in accordance with research, enable job fairs and workshops, and enable include mentorship from expertise. For example, like one of its alumni, Dalia Ortega's scholarship in a renowned company, UAB can extend its marketing reach to strategically position these examples (Watkins, 2023). Widen the broader scope of extracurricular activities in accordance with universities' commitment to academic/research excellence. Enhance the online education scope of the university. At the same time, employ certain comprehensive analytical tools like SWOT with quantitative datasets to understand the existing scope of value. References Watkins, M. (2023). Collat student named PCAOB Scholar. UAB. https://www.uab.edu/business/home/collat-news/collat-student-named-pcaob-scholarMore Articles From Strategic Management
.ico)
.ico)
.ico)
.ico)
