MNG3702 ASSIGNMENT 2 2025
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE REPORT IS
NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A
POSSIBLE SOLUTION TO THE TASK CONSISTENT WITH THEORY OF MNG3702.
THIS REPORT IS INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH
THEIR ASSIGNMENT, AND IN NO CASE THIS DOCUMENT SHOULD BE USED
FOR CHEATING. WE BELIEVE THIS WILL BE A GOOD STARTING POINT AS IT
WAS PREPARED BY OUR TEAM OF PROFESSIONAL PRIVATE TUTORS WHO
ARE EXPERTS IN THE FIELD, AND IT WAS PREPARED USING VARIOUS
SOURCES. ANY SIMILARITY WITH ANY EXISTING THEORY OR DISCUSSION BY
OTHER AUTHORS IS EXCUSED. THE AUTHORS HOWEVER DO NOT CLAIM
MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF THE ANSWERS
CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER
GUIDELINE ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE
IN GENERAL, CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI,
MNMs, MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION
PREPARATION, RESEARCH AND RESEARCH PROPOSALS, DISSERTATION
EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ,
UP etc
For any enquiries the following numbers can be used for calling, sms, whatsapp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144 or
email
,MNG3702 ASSIGNMENT 2 2025
Introduction
This conversation has covered key dimensions of strategic management, highlighting
how organizations establish, effectuate, and steer their long-term objectives amid
constantly shifting contexts. We began by describing the key components of
organizational structure, showing how its layout is an uncomplicated function of
strategic managers. A lot of our discussion concerned the Michelin Company,
analysing its organizational development from a pyramidal to a flat organization and
the resultant advantages, for instance, better financial performance. Alongside, we
discussed key control mechanisms, including strategic control and its specific
manifestations, like implementation control, alongside the critical corporate
governance framework and how it can be applied to Michelin's operational integrity.
Finally, the discussion covered the application of the strategic risk management
process in the real world, looking at how Michelin overcame great adversity under new
management.
QUESTION 1
“Organisations will not survive over the long term without the ability to learn
and adapt to changing environments.”
1.1 There are various mechanisms that organisations can use, in combination,
to become a learning organisation. Apply any FIVE of these mechanisms to
the Michelin company throughout its history of publishing the Michelin
guide. In your answer, you need to identify the mechanism and then apply it
to the company. (10 marks, of which one mark is awarded for correctly
identifying the mechanism, and one mark is awarded for the correct
application of the mechanism to the company) [10 marks]
Organizations, to ensure long-term survival, must possess the ability to learn and
adapt to changing environments. Michelin has demonstrated this through various
mechanisms throughout the history of publishing its guide.
The following are five mechanisms Michelin has utilized to become a learning
organization:
Leadership commitment to learning: From its inception in 1888, the Michelin
brothers, André and Édouard, displayed this commitment by recognizing driving and
, MNG3702 ASSIGNMENT 2 2025
mobility as a lasting trend even when there were fewer than 3,000 cars in France. This
foresight led them to create the Michelin Guide in 1900 to encourage road travel and
boost tire sales, demonstrating a proactive learning approach to market dynamics.
More recently, the introduction of the Michelin Green Star in 2020 showcases a
continued leadership commitment to learning and adapting, as it signifies a paradigm
shift in defining culinary excellence by integrating ethical responsibility and
sustainability.
Encouraging experimentation: The initial 1900 Michelin Guide was given away free,
with 35,000 copies given away. However, by 1920, André Michelin observed that the
guides were used as support for workbenches, and the company began to charge a
fee for the guide. This transformation from a free to a pay service, based on real-world
observation and a requirement for the guide to be honoured, is a lesson in
experimentation and learning from market experience. Its development also shows
experimentation since it was developed from field observations made by Michelin
inspectors and seeks to advance the discussion of sustainability without a one-size-
fits-all checklist, showing an adaptive, learning-focused strategy.
Developing systems thinking abilities: The core idea behind the original Michelin
Guide was to stimulate road travel which would, in turn, boost tire sales. This
demonstrates systems thinking, as the Michelin brothers understood the
interconnectedness between various elements – road infrastructure (mechanics, gas
stations), services (hotels, restaurants), and their primary product (tires) and sought
to influence the entire system to achieve their business goals. The Green Star also
reflects this by linking culinary creativity with ethical responsibility, acknowledging the
broader ecosystem of food systems and their environmental and social impacts.
Building shared visions: The fundamental vision for the Michelin Guide, established
by the founders, was to encourage more road travel, and hence boost tire sales. This
clear, motivating purpose served as a guiding principle. Over time, as the guide
evolved to include Michelin stars for restaurant quality and excellence, and later the
Green Star for sustainability, it reflects an expansion and adaptation of this shared
vision to incorporate new values and societal expectations, ensuring continued
relevance and inspiration within the company and for its audience.
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE REPORT IS
NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A
POSSIBLE SOLUTION TO THE TASK CONSISTENT WITH THEORY OF MNG3702.
THIS REPORT IS INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH
THEIR ASSIGNMENT, AND IN NO CASE THIS DOCUMENT SHOULD BE USED
FOR CHEATING. WE BELIEVE THIS WILL BE A GOOD STARTING POINT AS IT
WAS PREPARED BY OUR TEAM OF PROFESSIONAL PRIVATE TUTORS WHO
ARE EXPERTS IN THE FIELD, AND IT WAS PREPARED USING VARIOUS
SOURCES. ANY SIMILARITY WITH ANY EXISTING THEORY OR DISCUSSION BY
OTHER AUTHORS IS EXCUSED. THE AUTHORS HOWEVER DO NOT CLAIM
MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF THE ANSWERS
CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER
GUIDELINE ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE
IN GENERAL, CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI,
MNMs, MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION
PREPARATION, RESEARCH AND RESEARCH PROPOSALS, DISSERTATION
EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ,
UP etc
For any enquiries the following numbers can be used for calling, sms, whatsapp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144 or
,MNG3702 ASSIGNMENT 2 2025
Introduction
This conversation has covered key dimensions of strategic management, highlighting
how organizations establish, effectuate, and steer their long-term objectives amid
constantly shifting contexts. We began by describing the key components of
organizational structure, showing how its layout is an uncomplicated function of
strategic managers. A lot of our discussion concerned the Michelin Company,
analysing its organizational development from a pyramidal to a flat organization and
the resultant advantages, for instance, better financial performance. Alongside, we
discussed key control mechanisms, including strategic control and its specific
manifestations, like implementation control, alongside the critical corporate
governance framework and how it can be applied to Michelin's operational integrity.
Finally, the discussion covered the application of the strategic risk management
process in the real world, looking at how Michelin overcame great adversity under new
management.
QUESTION 1
“Organisations will not survive over the long term without the ability to learn
and adapt to changing environments.”
1.1 There are various mechanisms that organisations can use, in combination,
to become a learning organisation. Apply any FIVE of these mechanisms to
the Michelin company throughout its history of publishing the Michelin
guide. In your answer, you need to identify the mechanism and then apply it
to the company. (10 marks, of which one mark is awarded for correctly
identifying the mechanism, and one mark is awarded for the correct
application of the mechanism to the company) [10 marks]
Organizations, to ensure long-term survival, must possess the ability to learn and
adapt to changing environments. Michelin has demonstrated this through various
mechanisms throughout the history of publishing its guide.
The following are five mechanisms Michelin has utilized to become a learning
organization:
Leadership commitment to learning: From its inception in 1888, the Michelin
brothers, André and Édouard, displayed this commitment by recognizing driving and
, MNG3702 ASSIGNMENT 2 2025
mobility as a lasting trend even when there were fewer than 3,000 cars in France. This
foresight led them to create the Michelin Guide in 1900 to encourage road travel and
boost tire sales, demonstrating a proactive learning approach to market dynamics.
More recently, the introduction of the Michelin Green Star in 2020 showcases a
continued leadership commitment to learning and adapting, as it signifies a paradigm
shift in defining culinary excellence by integrating ethical responsibility and
sustainability.
Encouraging experimentation: The initial 1900 Michelin Guide was given away free,
with 35,000 copies given away. However, by 1920, André Michelin observed that the
guides were used as support for workbenches, and the company began to charge a
fee for the guide. This transformation from a free to a pay service, based on real-world
observation and a requirement for the guide to be honoured, is a lesson in
experimentation and learning from market experience. Its development also shows
experimentation since it was developed from field observations made by Michelin
inspectors and seeks to advance the discussion of sustainability without a one-size-
fits-all checklist, showing an adaptive, learning-focused strategy.
Developing systems thinking abilities: The core idea behind the original Michelin
Guide was to stimulate road travel which would, in turn, boost tire sales. This
demonstrates systems thinking, as the Michelin brothers understood the
interconnectedness between various elements – road infrastructure (mechanics, gas
stations), services (hotels, restaurants), and their primary product (tires) and sought
to influence the entire system to achieve their business goals. The Green Star also
reflects this by linking culinary creativity with ethical responsibility, acknowledging the
broader ecosystem of food systems and their environmental and social impacts.
Building shared visions: The fundamental vision for the Michelin Guide, established
by the founders, was to encourage more road travel, and hence boost tire sales. This
clear, motivating purpose served as a guiding principle. Over time, as the guide
evolved to include Michelin stars for restaurant quality and excellence, and later the
Green Star for sustainability, it reflects an expansion and adaptation of this shared
vision to incorporate new values and societal expectations, ensuring continued
relevance and inspiration within the company and for its audience.
