An Internal and External Environmental Analysis of Palms New Guinea Arts Gallery on Its Strategic Management.
John Imbal, Madang, Papua New Guinea-essay sample-not edited to perfection!
An internal and external environmental analysis of Palms New Guinea Arts Gallery on its strategic management.
Introduction
In this modern age, strategic management has become an important issue for those that manage different organisations, regardless of whether it is for profit or not-for-profit motives, and whether it is for competition or cooperation between firms. Strategic management is an important issue for the survival of any organisation. Strategies are not static, they are dynamic reflecting the state of activities of the world. This has been uttered coherently by several writers on this subject, although varying in some aspects. This paper uses Palms New Guinea Arts (PNGA), an aboriginal (meaning indigenous or native) art gallery in Sydney CBD (central business district) to enable a comparison of the theoretical aspects of strategic management to PNGA.
Case overview
Palms New Guinea Arts (PNGA) is the business arm of the Palms organisation, which is the major overseas service agency of the Catholic Church of Australia. PNGA is an aid-through-trade, not-for-profit organisation that sells aboriginal works of art from Pacific Islands, including Australia and New Zealand. It serves tourists who are interested in low-cost (touristy) items and serious art collectors and dealers from different parts of the world, including Australia. The serious collectors and dealers generate most of PNGA’s revenue and that is where its focus is. It has a manager who has to report to a managing director and board members at certain times. It has about five employed staff (including the manager) and the rest are volunteers (retired people) who come in once or twice a week for half a day. Its valuable assets are its diverse collection of authentic (meaning something that has been made by indigenous people and may represent an important aspect of their culture) pieces of art from the areas
An internal and external environmental analysis of Palms New Guinea Arts Gallery on its strategic management.
Introduction
In this modern age, strategic management has become an important issue for those that manage different organisations, regardless of whether it is for profit or not-for-profit motives, and whether it is for competition or cooperation between firms. Strategic management is an important issue for the survival of any organisation. Strategies are not static, they are dynamic reflecting the state of activities of the world. This has been uttered coherently by several writers on this subject, although varying in some aspects. This paper uses Palms New Guinea Arts (PNGA), an aboriginal (meaning indigenous or native) art gallery in Sydney CBD (central business district) to enable a comparison of the theoretical aspects of strategic management to PNGA.
Case overview
Palms New Guinea Arts (PNGA) is the business arm of the Palms organisation, which is the major overseas service agency of the Catholic Church of Australia. PNGA is an aid-through-trade, not-for-profit organisation that sells aboriginal works of art from Pacific Islands, including Australia and New Zealand. It serves tourists who are interested in low-cost (touristy) items and serious art collectors and dealers from different parts of the world, including Australia. The serious collectors and dealers generate most of PNGA’s revenue and that is where its focus is. It has a manager who has to report to a managing director and board members at certain times. It has about five employed staff (including the manager) and the rest are volunteers (retired people) who come in once or twice a week for half a day. Its valuable assets are its diverse collection of authentic (meaning something that has been made by indigenous people and may represent an important aspect of their culture) pieces of art from the areas