British Tourist Authority (BTA)

This short case study looks at changes in strategy and structure at the BTA at the end of the 1980's. It is designed firstly to illustrate the environment- values-resources model and its applicability for providing a framework to examine change pressures and implications; and secondly to explore objectives and performance measures in a not-for-profit organisation. In the model there is an outline framework of mission and strategies determining overall corporate success. Within this the environment is looked at in terms of key success factors and external effectiveness measures; values in relation to culture and style of leadership and the appraisal of managerial performance; and resources are seen as sources of core competences and subject mainly to efficiency measurement. The model postulates that these must be inter-linked and congruent if the organisation is to be managed strategically effectively.