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Table of Contents

Group Part.


Swot Analysis.



Individual Part.

Camp Clayton and strategic leadership.

Organizational structure in Police Legacy Tasmania.

Environment Tasmania and its Corporate governance.


Group Part - WWF-Australia

Introduction to WWF-Australia

WWF-Australia has a compulsory short as the 7th biggest representative of the WWF Network in Australia and now the whole Oceania region, they strive to preserve biodiversity. To address a variety of pressing issues related to the environment, WWF partners with governments, companies, communities, and individuals (Bain et al., 2016).

SWOT Analysis

A SWOT analysis consists of four areas further broken down into two dimensions, that is, internally and externally. SWOT analysis assesses the positive and vulnerable component of an entity by evaluating the factors inside the environment while analyzing the factor outside of the environment defines the benefits and risks to an entity. This allows SWOT to align the capabilities and capacity of the company with its business climate (Gürel& Tat, 2017).To conduct the analysis every SWOT item needs to be referred to and they include Strengths, Weaknesses, Opportunities, and Threats.


  • WWF Australia is capable of consistently growing its market share as its existing client is highly loyal. Excellent product and service efficiency. According to the study of the World Wildlife Fund ( WWF), There is sufficient evidence that WWF Australia could even keep pace with several other worldwide members in the global market with such quality goods and services.
  • Highly connected with existing suppliers – As industry candidate, WWF Australia is strongly connected to its suppliers and other supply chain partners. The business can maximize services and products by utilizing the abilities of its distributors and service providers, as per Ramon Casadesus-Masanell, Jordan Mitchell.
  • Robust Regional Competition operating within WWF Australia-The The domestic market operating in WWF Australia is both a threat and an obstacle to a company's success and creativity. Details from the WWF study suggest that WWF Australia can easily grow without much technology development on its home market, but requires further research and development activities to join international markets. Thus far, WWF Australia executives have been tented to focus on the domestic market alone.


  • Culture – It appears that WWF Australia's organizational culture remains controlled by turf wars in multiple regions, top staff to set data close by. As per Ramon Casadesus-Masanell, a WWF study by Jordan Mitchell, these could lead to serious blockades as data from silos can contribute to overlooked business opportunities (Bain et al., 2016).
  • Customer Displeasure – While product demand has not dropped, WWF customers in Australia are becoming more dissatisfied. The comments on various online sites are mirrored. WWF Australia will focus on areas where consumer service and purchasing experience can be enhanced.
  • Lack of diversity of workforce – WWF Australia is insufficiently diverse given that its home economy is the majority of its growth to date. Jordan Mitchell suggests that this will limit the WWF Australia's scope for expansion in the global market. (Koleck, 2018).


  • Modification of Technology Landscape – The new tech scenery that WWF Australia is developing in artificial intelligence and artificial intellectual boom. Jordan Mitchell reports that the Australian WWF can use these developments to enhance efficiencies, reduced prices, and reshaping procedures(Cogger et al., 2017).
  • Access to global talent – One of the challenges WWF Australia is restricted exposure to a high-level talent market owing to a small budget. Exposure to global talent WWF Australia will further grow into a foreign market with the help of international talent. .Once again it will help to add expertise to the domestic market and grow into other fields of finance, global industry, corporate responsibility and sustainability
  • Neighboring industry prospects – WWF Australia should investigate the neighboring policy, foreign business, corporate responsibility, and innovation markets in order to promote demand expansion by expanding the characteristics of present goods and services in particular(Cogger et al., 2017).
  • Artificial Intelligence Technologies – WWF Australia will use artificial intelligence technologies to help forecast the appetite of customers in niche areas and to enable stronger decision motors.


  • WWF Australia has to cope with these costs as states seek to raise higher climate taxes in order to encourage healthier options. Price changes with the job of the developing world because of climate controls. For WWF Australia, logistics costs and shipping costs may be higher(Taylor, 2017).
  • Consumers' rising trading strength – WWF Australia 's clients have greatly improved their negotiating leverage over the years, placing market pressure on them downwards. In order to solidify and improve effectiveness, the business can undertake horizontal integration, but I think this will be a short-term relief. According to Jordan Mitchell, Ramon Casadesus-Masanell, WWF Australia does not need to change cosmetic but fundamental changes to its business model(Taylor, 2017).
  • New entrants' risks due to decrease in prices and improved productivity – The players – both domestically and abroad – will leverage WWF Australia's minimal prices of targeting customers via social media and e-commerce

Recommendations on WWF-Australia

WWF Australia can opt for measures to capitalize on the mentioned strengths and look into the opportunities while simultaneously trying to improve upon the weaknesses and taking preventative measures in case of the mentioned threats.

References for WWF-Australia

Bain, K., Halley, M., Barton, B., Wayne, A., McGilvray, A., Wilson, I., & Wayne, J. (2016). Survival of quokkas in the 2015 Northcliffe bush fire: understanding the impact of intense and broadscale fire on an important population of quokkas in the southern forest of Western Australia. A Report for WWF Australia.

Cogger, H., Dickman, C., Ford, H., Johnson, C., & Taylor, M. F. J. (2017). Australian Animals Lost to Bulldozers in Queensland 2013–15. WWF-Australia. WWF-Australia: Sydney.

Koleck, J. (2018). Community involvement in monitoring threatened species: a WWF perspective. Monitoring Threatened Species and Ecological Communities, 347-360

Taylor, M. F. J. (2017). Building Nature's Safety Net 2016: The State of Australian Terrestrial Protected Areas 2010-2016. WWF Australia.

Gürel, E., & Tat, M. (2017). SWOT analysis: a theoretical review. Journal of International Social Research, 10(51).

Individual Part - Camp Clayton

Camp Clayton and Strategic Leadership

Day Camps are intended to gradually present new campers. They are ideal for youngsters who are not exactly prepared for the time being camps, yet at the same time need the Camp Clayton experience. The attention on this camp is to give campers a sample of all the pleasant exercises, acquaint them with their site, and construct connections (Lazenby et al., 2018). This is additionally an extraordinary camp for new pioneers as they get the opportunity to encounter being a pioneer for the first time yet additionally become more acquainted with the remainder of the administration group as the pioneers remain at camp for the evenings. This embeds a sense of leadership among the youngster that take part in the activities and builds a framework of leadership among them (Lazenby et al., 2018). The camp contributes to the overall growth and development of the youngsters as leaders. They have potent and responsible camp leaders that follow the rule of strategic leadership, which makes them keep things in order around the entire facility. They teach them about accountability and feeling responsible for the course of action of the fellow team members (Lazenby et al., 2018).

At Camp Clayton they love their camps, however, their young heads make great camps, incredible camps. They make astonishing encounters for their campers and their affection to see their senior campers venturing up to turn into a pioneer and give campers the encounters they had (Lazenby et al., 2018). They give preparing on kid insurance, the obligation of mind, and follow up arrangements to empower pioneers to be positive about their duties in caring for the campers. They have a yearly Leadership Training Day which gives an open door for anybody from grade 7 up to find out about the obligations and desires for being a Camp Clayton pioneer (Crawford, 2016).

Organizational Structure in Police Legacy Tasmania

Good management happens when practices and techniques are developed for good reasons that help them translate their work in a sustainable and straightforward way and when people's positions and duties, such as leaders, personnel, volunteers, and people, are clearly understood. This describes the entire organizational structure of the body, so that individual activities can be discerned; as discussed for the Police Legacy Tasmania (Genovese, 2018).

They accept great administration, including maintaining strong links between the persons in our supervisory body and partners, and they are much more concerned with group complementation than with particular obligations (Genovese, 2018). As a guarantee-restricted Australian Public Company (ABN 70 051 341 087), the Tasmanian Police Legacy Limited was joined in 1991. Subject to the Constitution, the Board of Directors (Flattet al., 2020) administers the Tasmanian Police Legacy.

The Board of Directors is a group of volunteers who talk to a large cross-section of the police network and bring an integral range of skills and experiences. The Board of Directors, the Council shall consist of the people chosen to accompany it:

a) The Tasmanian Police Association's seven elected members

b) One of the selected Police Minister (Flattet al., 2020).

c) One selected from the Police Commissioner

d) Two members of the Tasmanian Policing Legacy Ltd Board of Directors

The company's officials include a chairman, vice-chairperson, and honorary treasurer, each of whom is a person from the firm.

Both authorizations and the rules set by corporate law enforced by the Australian Securities and Investment Commission (ASIC) are contingent on the directors of the company as are those provided by the Australian Charities and Non-Profit Commission (ACNC). The Legacy of Tasmian Police is an enlisted ACNC Foundation (O'Mara, Mahmud, & Hall, 2018).

Environment Tasmania and Its Corporate Governance

Corporate management is the mixture of rules, procedures, or laws, through which organizations operate, manage, or control. This term contains the internal and external variables that affect the interests of partners of an organization, such as investors, customers, providers, public authorities, and managers (O'Mara, Mahmud, & Hall, 2018). The top management is responsible for creating a structure that best adjusts business directly to destinations for corporate administration. In 2003, the promotion of best practice proposals by the Australian Stock Exchange's Corporate Governance Council obviously linked the interests of corporate controllers in acceptable administration with their social and ecological commitment. The CGC had prescribed the use of the annual report to reveal data to each authentic partner in a single way to show good governance (O'Mara, Mahmud & Hall, 2018).

In this timeframe, good corporate management practices have taken on the significance of increased environmentally sound security, as demonstrated by the demonstration of autonomous rational and management reports, the three main concern approach, ecological changes, and the event of major ecological developments at the Environment Tasmania. The results of this study indicate that an increasing number of organizations reveal ecological information, as in Environment Tasmania and that the general volume of this data is expanded across all classes in annual reports (O'Mara, Mahmud, & Hall, 2018).

References for Camp Clayton

Crawford, C. (2016). Qualitative risk assessment of effects of farming Sydney Rock Oysters (SRO) on the Tasmanian environment.

Flatt, A. A., Allen, J., Bragg, A., Keith, C., Earley, R., & Esco, M. R. (2020). Heart Rate Variability in College Football Players throughout Preseason Camp in the Heat. International Journal of Sports Medicine.

Genovese, A. (Ed.). (2018). Australian Critical Decisions: Remembering Koowarta and Tasmanian Dams. Routledge.

Lazenby, B. T., Tobler, M. W., Brown, W. E., Hawkins, C. E., Hocking, G. J., Hume, F., ... & Thalmann, S. (2018). Density trends and demographic signals uncover the long‐term impact of transmissible cancer in Tasmanian devils. Journal of Applied Ecology, 55(3), 1368-1379.

O'Mara, M. J., Mahmud, S. A., & Hall, M. (2018). Early growth fault activity: new evidence for extension in the upper Cambrian Owen Group, Proprietary Peak, western Tasmania, Australia. Australian Journal of Earth Sciences, 65(2), 209-220.

Remember, at the center of any academic work, lies clarity and evidence. Should you need further assistance, do look up to our Strategic Management Assignment Help

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