MNG3702 Assignment 1 2026 | Questions with
Answers & Detailed Explanations | Strategic
Implementation & Control IIIB | UNISA | Latest Update
Description
Complete MNG3702 Assignment 1 2026 preparation guide containing 150 multiple-choice practice questions
with verified answers and detailed explanations in italic.
This comprehensive study resource covers all essential topics from the MNG3702 Assignment 1 Strategic
Implementation and Control IIIB module :
✅ The Strategic Management Process – Process perspective (Strategic Planning, Strategy Implementation,
Strategic Control), Michelin case study (Michelin Guide 1900, Michelin in Motion 2030, Michelin 2020 reform plan),
electric vehicles and tire wear (20% faster), transformation from tire maker to mobility solutions company
✅ The Balanced Scorecard – Four perspectives: Financial Perspective (revenue diversification, profitability,
shareholder value), Customer Perspective (satisfaction, loyalty, Michelin Guide, Bib Gourmand), Internal Business
Processes Perspective (operational efficiency, cost management), Learning and Growth Perspective (employee
capacity, innovation, inclusion, 35% women in leadership)
✅ Organizational Culture – Edward Hall's three layers: Visible Artefacts (innovation, modernization), Espoused
Values and Norms (innovation, safety, empowerment, sustainability), Taken-for-Granted Assumptions (quality,
safety, continuous improvement, responsibility, autonomy), culture change as gradual process, Senard's
restructuring efforts
✅ Absorptive Capacity & Learning Organizations – Four dimensions: Acquisition (external information),
Assimilation (knowledge dissemination), Transformation (combining existing and new knowledge), Exploitation
(applying knowledge to commercial ends), continuous learning, adaptation, systems thinking
✅ Responsible Strategic Leadership – Three phases: Creating Direction (clear compelling vision), Aligning the
Organization (structure and culture), Maintaining Commitment (long-term focus), stakeholder commitments
(customers, employees, shareholders, suppliers, communities), Tesla leadership case (Elon Musk, autonomy, core
values: doing the best, taking risks, respect, constant learning, environmental consciousness)
✅ Organizational Architecture & Structure – Formal reporting relationships, span of control, hierarchical levels,
pyramidal vs modern management structure, employee under Senard flexibility and creativity, empowerment, digital
age transformation, Michelin restructuring
, 📚 Section 1: The Strategic Management Process – Process Perspective
(Questions 1–35)
1. The strategic management process consists of three stages. What are they?
A) Planning, Organizing, and Controlling
B) Strategic Planning, Strategy Implementation, and Strategic Control
C) Analysis, Decision-Making, and Action
D) Strategy Formulation, Evaluation, and Feedback
Answer: B
Explanation: The strategic management process is an important process through which senior
management regulates the direction of an organization. It consists of three stages: Strategic Planning,
Strategy Implementation, and Strategic Control .
2. Which stage of the strategic management process involves conducting internal analysis and
external environment scanning?
A) Strategy Implementation
B) Strategic Control
C) Strategic Planning
D) Strategy Evaluation
Answer: C
Explanation: Strategic Planning is the first stage of the strategic management process. During this stage,
the organization conducts internal analysis as well as external environment scanning, which results in the
formulation of clear strategic aims and objectives for the firm .
3. What happens during the Strategy Implementation stage?
A) The organization sets long-term goals
B) The organization turns strategic plans into actions and tasks
, C) The organization evaluates performance against targets
D) The organization conducts environmental scanning
Answer: B
Explanation: Strategy Implementation is the process of aligning the conceptual framework in the strategic
plan into actions. The synergy of work at all organizational levels and the formation of alliances are critical
at this stage. It transforms overall strategic goals into specific tasks that conduct change and
implementation .
4. Strategic Control involves:
A) Formulating new strategies
B) Measuring results achieved against goals and targets
C) Conducting external analysis
D) Allocating resources
Answer: B
Explanation: Strategic Control is the stage about measuring the results achieved against the goals and
targets set out. It also entails identifying any lingering problems and taking steps to correct things that are
not aligned with the organization's vision .
5. The Michelin Guide was first published in which year?
A) 1888
B) 1900
C) 1910
D) 1925
Answer: B
Explanation: Michelin published the first Michelin Guide in the year 1900. It contained useful information
about traveling facilities and services and had 35,000 copies distributed free of charge .
6. What was the original purpose of the Michelin Guide?
A) To rate restaurants globally
B) To encourage car travel and boost tire demand
, C) To promote French cuisine
D) To sell maps
Answer: B
Explanation: The Michelin brothers began an unprecedented campaign to encourage the use of roads by
writing a manual for motorists. The guidebook was produced when the car industry began in France at the
start of the 20th century in an effort to boost car travel into the French countryside, which ultimately would
boost the demand for tires .
7. Michelin's "Michelin in Motion" is described as:
A) A tire manufacturing process
B) Michelin's long-term strategic plan for 2030
C) A new car model
D) A marketing campaign
Answer: B
Explanation: "Michelin in Motion" is Michelin's long-term strategic plan for 2030. This plan aims to put an
emphasis on sustainable growth and innovation while balancing the company's priorities of making money
for its shareholders and paying careful attention to protecting the natural resources of the physical
environment .
8. According to the case study, how much faster do electric cars wear out tires compared to
internal combustion engine cars?
A) 10%
B) 20%
C) 30%
D) 50%
Answer: B
Explanation: It is well documented that electric cars wear out tires 20% faster than cars powered with an
internal combustion engine. This creates a significant opportunity for tire manufacturers like Michelin .
9. Michelin's change in management structure from a pyramidal model to a more modern structure
resulted in:
Answers & Detailed Explanations | Strategic
Implementation & Control IIIB | UNISA | Latest Update
Description
Complete MNG3702 Assignment 1 2026 preparation guide containing 150 multiple-choice practice questions
with verified answers and detailed explanations in italic.
This comprehensive study resource covers all essential topics from the MNG3702 Assignment 1 Strategic
Implementation and Control IIIB module :
✅ The Strategic Management Process – Process perspective (Strategic Planning, Strategy Implementation,
Strategic Control), Michelin case study (Michelin Guide 1900, Michelin in Motion 2030, Michelin 2020 reform plan),
electric vehicles and tire wear (20% faster), transformation from tire maker to mobility solutions company
✅ The Balanced Scorecard – Four perspectives: Financial Perspective (revenue diversification, profitability,
shareholder value), Customer Perspective (satisfaction, loyalty, Michelin Guide, Bib Gourmand), Internal Business
Processes Perspective (operational efficiency, cost management), Learning and Growth Perspective (employee
capacity, innovation, inclusion, 35% women in leadership)
✅ Organizational Culture – Edward Hall's three layers: Visible Artefacts (innovation, modernization), Espoused
Values and Norms (innovation, safety, empowerment, sustainability), Taken-for-Granted Assumptions (quality,
safety, continuous improvement, responsibility, autonomy), culture change as gradual process, Senard's
restructuring efforts
✅ Absorptive Capacity & Learning Organizations – Four dimensions: Acquisition (external information),
Assimilation (knowledge dissemination), Transformation (combining existing and new knowledge), Exploitation
(applying knowledge to commercial ends), continuous learning, adaptation, systems thinking
✅ Responsible Strategic Leadership – Three phases: Creating Direction (clear compelling vision), Aligning the
Organization (structure and culture), Maintaining Commitment (long-term focus), stakeholder commitments
(customers, employees, shareholders, suppliers, communities), Tesla leadership case (Elon Musk, autonomy, core
values: doing the best, taking risks, respect, constant learning, environmental consciousness)
✅ Organizational Architecture & Structure – Formal reporting relationships, span of control, hierarchical levels,
pyramidal vs modern management structure, employee under Senard flexibility and creativity, empowerment, digital
age transformation, Michelin restructuring
, 📚 Section 1: The Strategic Management Process – Process Perspective
(Questions 1–35)
1. The strategic management process consists of three stages. What are they?
A) Planning, Organizing, and Controlling
B) Strategic Planning, Strategy Implementation, and Strategic Control
C) Analysis, Decision-Making, and Action
D) Strategy Formulation, Evaluation, and Feedback
Answer: B
Explanation: The strategic management process is an important process through which senior
management regulates the direction of an organization. It consists of three stages: Strategic Planning,
Strategy Implementation, and Strategic Control .
2. Which stage of the strategic management process involves conducting internal analysis and
external environment scanning?
A) Strategy Implementation
B) Strategic Control
C) Strategic Planning
D) Strategy Evaluation
Answer: C
Explanation: Strategic Planning is the first stage of the strategic management process. During this stage,
the organization conducts internal analysis as well as external environment scanning, which results in the
formulation of clear strategic aims and objectives for the firm .
3. What happens during the Strategy Implementation stage?
A) The organization sets long-term goals
B) The organization turns strategic plans into actions and tasks
, C) The organization evaluates performance against targets
D) The organization conducts environmental scanning
Answer: B
Explanation: Strategy Implementation is the process of aligning the conceptual framework in the strategic
plan into actions. The synergy of work at all organizational levels and the formation of alliances are critical
at this stage. It transforms overall strategic goals into specific tasks that conduct change and
implementation .
4. Strategic Control involves:
A) Formulating new strategies
B) Measuring results achieved against goals and targets
C) Conducting external analysis
D) Allocating resources
Answer: B
Explanation: Strategic Control is the stage about measuring the results achieved against the goals and
targets set out. It also entails identifying any lingering problems and taking steps to correct things that are
not aligned with the organization's vision .
5. The Michelin Guide was first published in which year?
A) 1888
B) 1900
C) 1910
D) 1925
Answer: B
Explanation: Michelin published the first Michelin Guide in the year 1900. It contained useful information
about traveling facilities and services and had 35,000 copies distributed free of charge .
6. What was the original purpose of the Michelin Guide?
A) To rate restaurants globally
B) To encourage car travel and boost tire demand
, C) To promote French cuisine
D) To sell maps
Answer: B
Explanation: The Michelin brothers began an unprecedented campaign to encourage the use of roads by
writing a manual for motorists. The guidebook was produced when the car industry began in France at the
start of the 20th century in an effort to boost car travel into the French countryside, which ultimately would
boost the demand for tires .
7. Michelin's "Michelin in Motion" is described as:
A) A tire manufacturing process
B) Michelin's long-term strategic plan for 2030
C) A new car model
D) A marketing campaign
Answer: B
Explanation: "Michelin in Motion" is Michelin's long-term strategic plan for 2030. This plan aims to put an
emphasis on sustainable growth and innovation while balancing the company's priorities of making money
for its shareholders and paying careful attention to protecting the natural resources of the physical
environment .
8. According to the case study, how much faster do electric cars wear out tires compared to
internal combustion engine cars?
A) 10%
B) 20%
C) 30%
D) 50%
Answer: B
Explanation: It is well documented that electric cars wear out tires 20% faster than cars powered with an
internal combustion engine. This creates a significant opportunity for tire manufacturers like Michelin .
9. Michelin's change in management structure from a pyramidal model to a more modern structure
resulted in:
