0717513144 MNG3702 ASSIGN 1 SEM 2 2024
Table of Contents
Question 1 process perspective of strategic management process ........................... 2
1 Strategic Planning................................................................................................ 2
2. Strategy Implementation ..................................................................................... 3
3. Strategic review and control ............................................................................... 4
Question 2 strategic map ........................................................................................... 5
Question 3 .................................................................................................................. 9
3.1 strategic change implemented .......................................................................... 9
3.2 steps in the best practice model of planned change ....................................... 10
Kotter`s model ...................................................................................................... 11
Question 4 mechanisms to become a learning organisation .................................... 14
Leadership Commitment to Learning .................................................................... 14
Building shared visions ......................................................................................... 15
Encouraging diversity ........................................................................................... 15
Encouraging double-loop learning ........................................................................ 16
Encouraging Experimentation ............................................................................... 16
Developing systems thinking abilities ................................................................... 16
Knowledge Management ...................................................................................... 17
References ............................................................................................................... 17
,0717513144 MNG3702 ASSIGN 1 SEM 2 2024
Question 1 process perspective of strategic management process
“The aim of strategic management is to ensure that an organisation achieves a
competitive advantage and sustains its competitive advantage over competitors.”
Apply the process perspective of strategic management process to the Michelin
company, focusing on the ‘History of the Michelin Guide’. In your answer, you need to
explain each stage in the process perspective of strategic management and apply it
to Michelin and the development of the Michelin Guide as an effort of the company to
sustain its competitive advantage. (21 marks, of which 7 marks will be awarded to
each of the stages correctly explained and applied to the case)
1 Strategic Planning
According to Venter and Botha (2022) strategic planning is a conceptual process that
involves environmental analysis and the development of strategies. The strategic
planning stage is the starting point of the strategic management process. The process
perspective to strategic management is often also referred to as the traditional
perspective. Traditionally, it was accepted that the roles between the different levels
of management were clearly defined and that the top managers were the key
strategists in the organisation, while the middle and lower level of managers were
primarily involved in implementing the strategics developed by the top management
team. Strategic planning, according to the process perspective, is the stage in which
the top management team (the strategists) decide on the strategic direction of the
organisation as a whole. Typically, this stage mainly involves senior management who
conduct various analyses of the organisation itself, as well as of the environment in
which it operates. Part of this phase is the setting of strategic direction, in other words
deciding on the future of the organisation and setting the overarching goals of the
organisation.
Case application
When the Michelin brothers founded the company in 1888, they introduced France to
a few cars and how they could boost the automotive industry. Environmental studies
were carried out, identifying increasing freight and the potential demand for tires as
vehicle use increases. Internally they analysed their strengths, with renewable
, 0717513144 MNG3702 ASSIGN 1 SEM 2 2024
capacity and tire production including a positive. Based on this research, a framework
for the Michelin Guide was developed in 1900, with the aim of improving road transport
and increasing tire sales. The guide provided valuable information to drivers, such as
hotels, restaurants, mechanics, and petrol stations, enhancing the travel experience
and encouraging more people to drive.
2. Strategy Implementation
The second stage of the strategic management process is referred to as the strategy
implementation stage and is considered the most challenging stage in any strategic
management process. According to Keding (2021) strategy implementation is the
action phase where all staff in the organization work to implement the strategies. Once
the senior management team has selected the strategics of the organisation, they
need to be put into action. This requires the involvement of everyone in the
organisation. The corporate strategies, and the senior management team's rationale
for selecting them, need to be communicated to all parties. Not only should the
organisation members be told what the strategics and overarching objectives of the
organisation arc, but the senior management team also need to ensure that there is
understanding and buy-in because the wider the organisational support, the greater
the chances of successful implementation. Members must be motivated and energised
towards achieving these goals on business, functional levels and even individual
levels. Operationalising strategics arc an important aspect of strategy implementation.
They entail translating the overarching and strategic objectives into specific
programmes, projects, tasks and activities. The middle and lower management levels
in the organisation arc responsible for this, as well as for overseeing it, so they must
be empowered to do so. By translating the strategic goals or long-term objectives into
shorter-term goals and activities, the organisation members become aware of their
roles in the strategic success of the organisation.
Case Application
Applying Michelin Guide principles implied a lot of work and coordination within the
company. First, only 35,000 copies of the first edition of the guide were printed and
distributed free of charge to establish its popularity and necessity. Michelin also hired
paid undercover spies to provide the restaurant evaluations, which explained the
Table of Contents
Question 1 process perspective of strategic management process ........................... 2
1 Strategic Planning................................................................................................ 2
2. Strategy Implementation ..................................................................................... 3
3. Strategic review and control ............................................................................... 4
Question 2 strategic map ........................................................................................... 5
Question 3 .................................................................................................................. 9
3.1 strategic change implemented .......................................................................... 9
3.2 steps in the best practice model of planned change ....................................... 10
Kotter`s model ...................................................................................................... 11
Question 4 mechanisms to become a learning organisation .................................... 14
Leadership Commitment to Learning .................................................................... 14
Building shared visions ......................................................................................... 15
Encouraging diversity ........................................................................................... 15
Encouraging double-loop learning ........................................................................ 16
Encouraging Experimentation ............................................................................... 16
Developing systems thinking abilities ................................................................... 16
Knowledge Management ...................................................................................... 17
References ............................................................................................................... 17
,0717513144 MNG3702 ASSIGN 1 SEM 2 2024
Question 1 process perspective of strategic management process
“The aim of strategic management is to ensure that an organisation achieves a
competitive advantage and sustains its competitive advantage over competitors.”
Apply the process perspective of strategic management process to the Michelin
company, focusing on the ‘History of the Michelin Guide’. In your answer, you need to
explain each stage in the process perspective of strategic management and apply it
to Michelin and the development of the Michelin Guide as an effort of the company to
sustain its competitive advantage. (21 marks, of which 7 marks will be awarded to
each of the stages correctly explained and applied to the case)
1 Strategic Planning
According to Venter and Botha (2022) strategic planning is a conceptual process that
involves environmental analysis and the development of strategies. The strategic
planning stage is the starting point of the strategic management process. The process
perspective to strategic management is often also referred to as the traditional
perspective. Traditionally, it was accepted that the roles between the different levels
of management were clearly defined and that the top managers were the key
strategists in the organisation, while the middle and lower level of managers were
primarily involved in implementing the strategics developed by the top management
team. Strategic planning, according to the process perspective, is the stage in which
the top management team (the strategists) decide on the strategic direction of the
organisation as a whole. Typically, this stage mainly involves senior management who
conduct various analyses of the organisation itself, as well as of the environment in
which it operates. Part of this phase is the setting of strategic direction, in other words
deciding on the future of the organisation and setting the overarching goals of the
organisation.
Case application
When the Michelin brothers founded the company in 1888, they introduced France to
a few cars and how they could boost the automotive industry. Environmental studies
were carried out, identifying increasing freight and the potential demand for tires as
vehicle use increases. Internally they analysed their strengths, with renewable
, 0717513144 MNG3702 ASSIGN 1 SEM 2 2024
capacity and tire production including a positive. Based on this research, a framework
for the Michelin Guide was developed in 1900, with the aim of improving road transport
and increasing tire sales. The guide provided valuable information to drivers, such as
hotels, restaurants, mechanics, and petrol stations, enhancing the travel experience
and encouraging more people to drive.
2. Strategy Implementation
The second stage of the strategic management process is referred to as the strategy
implementation stage and is considered the most challenging stage in any strategic
management process. According to Keding (2021) strategy implementation is the
action phase where all staff in the organization work to implement the strategies. Once
the senior management team has selected the strategics of the organisation, they
need to be put into action. This requires the involvement of everyone in the
organisation. The corporate strategies, and the senior management team's rationale
for selecting them, need to be communicated to all parties. Not only should the
organisation members be told what the strategics and overarching objectives of the
organisation arc, but the senior management team also need to ensure that there is
understanding and buy-in because the wider the organisational support, the greater
the chances of successful implementation. Members must be motivated and energised
towards achieving these goals on business, functional levels and even individual
levels. Operationalising strategics arc an important aspect of strategy implementation.
They entail translating the overarching and strategic objectives into specific
programmes, projects, tasks and activities. The middle and lower management levels
in the organisation arc responsible for this, as well as for overseeing it, so they must
be empowered to do so. By translating the strategic goals or long-term objectives into
shorter-term goals and activities, the organisation members become aware of their
roles in the strategic success of the organisation.
Case Application
Applying Michelin Guide principles implied a lot of work and coordination within the
company. First, only 35,000 copies of the first edition of the guide were printed and
distributed free of charge to establish its popularity and necessity. Michelin also hired
paid undercover spies to provide the restaurant evaluations, which explained the
