MGT5268 Strategic Management

MGT5268 Strategic Management

Question

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Task
1.Discuss 3 models of change management and critically evaluate its impact on organisational competitive strategies.
 
Models of Change Management. 

John P Kotter’s eight steps to successful change;
Kübler-Ross five stages transition (grief) cycle;
Prosci’s five building blocks ADKAR (awareness, desire, knowledge, ability, reinforcement) model;
McKinsey’s 7S (strategy, structure, systems, shared values, skills, style, staff) framework;
Kurt Lewin’s change management model – unfreeze, transition and refreeze;
Burke-Letwin’s causal change model;
Action research;

2. Critically assess with appropriate examples the concept of ‘Open and Closed’ innovation and the related factors.

The balance between open and closed innovation depends on:

Competitive rivalry –
‘One-shot’ or continuous innovation innovation is continuous.
Tight-linked innovation –

3. Critically analyse with examples, transformational leadership and its impact on various levels of organisational strategies.

 
a) Corporate-level strategy—
b) Business-level strategy—
c) Functional-level strategy—
Plus critical analysis……
Definition of transformational leadership

4. Discuss using theory and examples whether it is possible for organisations to have both a deliberate and an emergent strategy concurrently.
Students should define deliberate (Intentional formulation of planning) and emergent (strategies emerge on the basis of a series of decisions which form pattern that becomes clear over time). 
Students may discuss the role of the strategic leader, strategic planning systems across different levels of the organisations (guideline; Business level; Corporate level; Financial and  strategic), how strategies can be formulated, how learning organisations can assist (Senge 1990), the pitfalls of deliberate strategy (detachment; paralysis; over-complexity; poor innovation  and with respect to emergent strategy logical incrementalism, political processes, structures and systems, organisational culture and the importance of organisational context. 
In reality good students will point out deliberate and emergent can coexist as there are feedback loops, incremental points of learning, strategic drift, changing contexts forcing continual  re-evaluation. 
 

Students may draw on other models to help make the point such as Porters Diamond (changing industry context), hybrid strategies (Porter Generic Strategies) Bowman’s Strategy Clock). Additional marks for application of examples.
 
5. Strategic options to grow an organisation include organic development, mergers and acquisitions and strategic alliances – Discuss using examples where possible under which circumstances each of these options would be the best option  
 

Students should usefully draw out and discuss the Buy, Ally or DIY matrix and discuss its significance as it relates to business decision making. 
Good students will note the critical importance of strategic and organisational fit. 
Good students should outline some detail of types of strategic alliance (equity/non-equity) and motives (scale; access; complementary) and motives for M&A (strategic; financial; managerial  personal ambition and bandwagon effects).