1.1 Management takes place at different levels and in different areas of the
organisation. Discuss the various managerial levels. Your discussion should;
a) Use the case study to provide examples of activities performed at top level.
Developing strategies – “developing and implementing an effective channel strategy”
Setting up the vision statement- “We will be recognized as the preferred sub-Saharan
African hotel group”
Ensuring integrity of the IR –“The board acknowledges its responsibility to ensure the
integrity of the IR and has applied its mind as such”
Acquisition of shares- “in 2012 the group acquired a 50% interest into hotels in Nairobi “
b) Use examples related to the hotel industry to provide job titles of managers at
each level.
Top level managers
Chairman-Bulelani Ngcuka
Chief executive officer-Andrew Wideggar
Chief operating officer-Lindiwe Siddo
Chief financial officer-Alastair Dooley
Divisional director (financial)-Naynesh Parbhoo
Divisional director (operations) -Patrick Tate
Middle level managers
Human resource manager Capetown City lodges
Marketing managers for different City lodges
Lower-level managers
Supervisors for ushers serving guests at Johannesburg City lodges
First line managers for Durban city lodges
, 1.2 Discuss the universal principles of strategic management. Your discussion
should be supported by examples related to the case study. (10)
Principle 1: Strategy is about positive change.
Jones, et al (2016) also acknowledges that strategic management is ultimately about
positive change for the organization as a whole. Positive change includes achieving
superior performance, creating competitive advantage, creating shareholder wealth
above the average meeting the needs of all the stakeholders. In some instances, just
surviving during difficult times. Therefore, it is primarily about change and not doing
things the usual way.
For example, in the case study, the diversification strategy brought a positive change
since it grew to popularity. This has a direct link with the creating a competitive
advantage and creating shareholder wealth.
Case study: The diversification began in earnest in 1990 with the establishment of the
Town Lodge brand, which quickly grew in popularity.
Principle 2: Strategy takes a long-term view
Strategy is about taking a long-term view in the ultimately focusing on wealth creation
and sustainability over the long-term rather than on merely creating quick wins or short-
term gains. For example, the following phrase proves that a long term view was being
considered in the case study.
Case study : “To maintain and grow sustainability business for the future , we have
deployed our capital to drive and generate superior returns for out stakeholders”.
Principle 3: Strategy is complex
Strategy is highly complex and is associated high levels of uncertainty and risks, and it
is highly situated meaning that it is different from every context. In other words, strategic
management is about making big decisions during situations of high uncertainty and
having to consider many variables. Should the strategic decisions fail, there may be a
severe negative consequence for the organisation, so the risk is enormous ,Jones, et al
(2016).
organisation. Discuss the various managerial levels. Your discussion should;
a) Use the case study to provide examples of activities performed at top level.
Developing strategies – “developing and implementing an effective channel strategy”
Setting up the vision statement- “We will be recognized as the preferred sub-Saharan
African hotel group”
Ensuring integrity of the IR –“The board acknowledges its responsibility to ensure the
integrity of the IR and has applied its mind as such”
Acquisition of shares- “in 2012 the group acquired a 50% interest into hotels in Nairobi “
b) Use examples related to the hotel industry to provide job titles of managers at
each level.
Top level managers
Chairman-Bulelani Ngcuka
Chief executive officer-Andrew Wideggar
Chief operating officer-Lindiwe Siddo
Chief financial officer-Alastair Dooley
Divisional director (financial)-Naynesh Parbhoo
Divisional director (operations) -Patrick Tate
Middle level managers
Human resource manager Capetown City lodges
Marketing managers for different City lodges
Lower-level managers
Supervisors for ushers serving guests at Johannesburg City lodges
First line managers for Durban city lodges
, 1.2 Discuss the universal principles of strategic management. Your discussion
should be supported by examples related to the case study. (10)
Principle 1: Strategy is about positive change.
Jones, et al (2016) also acknowledges that strategic management is ultimately about
positive change for the organization as a whole. Positive change includes achieving
superior performance, creating competitive advantage, creating shareholder wealth
above the average meeting the needs of all the stakeholders. In some instances, just
surviving during difficult times. Therefore, it is primarily about change and not doing
things the usual way.
For example, in the case study, the diversification strategy brought a positive change
since it grew to popularity. This has a direct link with the creating a competitive
advantage and creating shareholder wealth.
Case study: The diversification began in earnest in 1990 with the establishment of the
Town Lodge brand, which quickly grew in popularity.
Principle 2: Strategy takes a long-term view
Strategy is about taking a long-term view in the ultimately focusing on wealth creation
and sustainability over the long-term rather than on merely creating quick wins or short-
term gains. For example, the following phrase proves that a long term view was being
considered in the case study.
Case study : “To maintain and grow sustainability business for the future , we have
deployed our capital to drive and generate superior returns for out stakeholders”.
Principle 3: Strategy is complex
Strategy is highly complex and is associated high levels of uncertainty and risks, and it
is highly situated meaning that it is different from every context. In other words, strategic
management is about making big decisions during situations of high uncertainty and
having to consider many variables. Should the strategic decisions fail, there may be a
severe negative consequence for the organisation, so the risk is enormous ,Jones, et al
(2016).
