{"id":412,"date":"2017-03-04T04:08:48","date_gmt":"2017-03-04T04:08:48","guid":{"rendered":"http:\/\/course.oeru.org\/pman103\/?page_id=412"},"modified":"2017-03-04T04:08:48","modified_gmt":"2017-03-04T04:08:48","slug":"pestle-and-swot","status":"publish","type":"page","link":"https:\/\/course.oeru.org\/pman103\/learning-pathways\/planning-and-strategy\/pestle-and-swot\/","title":{"rendered":"PESTLE and SWOT"},"content":{"rendered":"
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PESTLE and SWOT<\/h2>\n\t\t<\/div>\n\t<\/div>\n\t
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SWOT Analyses<\/div>\n<\/div>\n<\/div>\n

In the previous readings, you learned about the difference between planning and strategy. <\/p>\n

In this reading from Northumbria University<\/a> about PESTLE and SWOT analyses, you will be exposed to a set of tools that a manager can use to plot the course of their organization.\n<\/p>\n

PESTLE (Political, Economic, Social, Technological, Legal and Environmental) allows you to map out the context within which your organization, or unit, is functioning.\n<\/p>\n

SWOT (Strengths, Weaknesses, Opportunities and Threats) then takes each of the items you identify in the PESTLE analyses and further refines them by slotting them into the SWOT framework.\n<\/p>\n

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