Purpose:

The SWOT Matrix is the most widely used of all strategic planning tools and techniques

because it is conceptually simple and lends itself readily to discussion among executives

and managers. The SWOT Matrix is effective in formulating strategies because it clearly

matches a firm's internal strengths and weaknesses with the firm's external opportunities

and threats to generate feasible strategies that should be considered. This exercise gives

you practice in developing a SWOT for a large organization.

Exercise:

1. Develop a SWOT Matrix for any University.

2. Identify at least 4 strengths, 4 weaknesses, 4 opportunities and 4 threats.

3. Clearly mention the factors that combine to give rise to a particularly strategy that

you have recommended.

4. Be specific regarding your strategies, avoiding generic terms such as forward

integration.

A SWOT analysis is a collection of the strengths, limitations, opportunities and threats of your company. The primary aim of a SWOT review is to help companies gain a complete understanding of all the variables involved in making a business decision.

The is provided with detailed information about University of Toronto

SWOT matrix for University of Toronto

SWOT ANALYSIS

Internal University Strengths and Weakness

Strengths

1. Positive reputation in the external community
2. Positive experience with those who interact with the campus
3. Proactive Partnerships with other universities, community colleges, K-12, agencies and
4. Successful 6 year graduation rates
5. Faculty and staff support the campus mission
6. Proactive student support
7. Faculty involvement with students
8. Student leadership programs
9. Learning communities developing to enhance learning and student-faculty interaction

Weaknesses

1. Distinguishing qualities and identity not well known
2. Operational structure/bureaucracy
3. Sluggish responsiveness to student and community needs
4. Fiscal uncertainty
5. Lack of pride of internal community (Student life ... commuter school)
6. Match between research expectation & support
7. High and unequal workloads faculty & staff
8. Adjusting to pressures of growth
9. Varying perceptions of appropriate proportions of major employee categories (faculty,
10. staff, and administrators)
11. Lack of strong, pervasive presence in the external community
12. Limited resources for faculty and staff development

External University Opportunities and Threats

Opportunities

1. Partnerships in support of university initiatives
2. Expanded possibilities for the workforce
3. Diversity of region (students - industry)
4. External Community and University relationships
5. Interest in academic program expansion
6. Interest in expansion of cultural activities
7. Increased value of higher education completion
8. Growing demand for graduates
9. Match between curricular & societal interests
10. increased interest in university connections

Threats

1. Regional and online competition for students
2. Private, for-profit, and on-line universities' responsiveness to program and student
3. Increase in reporting expected by government and society
4. Shift in focus on numerical achievement vs. qualitative achievement
5. Negative public perception
6. Development of another university in the area
7. Societal and student perception of education as solely a means to a job
8. Reporting perceived as a ritual and meaningless
9. Reporting requirements absorb a large percentage of resources.
10. Historical public perceptions/lack of knowledge about higher Education.