[Company name]
DPR3705
Assignment 2
Semester 2 2024 -
DUE 27 September
2024
QUESTIONS WITH DETAILED ANSWERS
, DPR3705 Assignment 2 Semester 2 2024 - DUE 27 September 2024
Activity 1
3.1 Define the concept of Strategic change. (2)
3.2 Describe seven barriers to the implementation of a corporate communication strategy
as envisaged by Ehlers and Lazenby. (14)
3.3 Explain four types of forces which lead to strategic change in the organisation. (4) Sub-
total: 20
3.1 Define the concept of Strategic Change (2 marks)
Strategic change refers to the process by which an organization adjusts its direction,
structure, or operations to respond to internal or external factors, such as market trends,
competition, or technological advancements. It involves modifying business strategies to
achieve long-term goals and improve performance in a dynamic environment.
3.2 Describe seven barriers to the implementation of a corporate communication
strategy as envisaged by Ehlers and Lazenby (14 marks)
1. Lack of Clarity: When communication objectives and messages are not clearly
defined, it leads to confusion and misunderstanding within the organization.
2. Resistance to Change: Employees may resist new communication methods or
strategies, especially if they feel uncertain about the changes or perceive them as a
threat.
3. Cultural Barriers: Organizational culture may hinder the acceptance of a new
communication strategy if it conflicts with established norms and values.
4. Inadequate Resources: Insufficient financial, human, or technological resources
can prevent the effective implementation of a communication strategy.
5. Lack of Leadership Support: If top management does not fully endorse or support
the communication strategy, it is unlikely to be successfully implemented.
6. Poor Feedback Mechanisms: Without effective channels for feedback, it is difficult
to assess whether the communication strategy is working or needs adjustments.
7. Inconsistent Messaging: When messages sent by different departments or leaders
are not aligned, it creates confusion and undermines the effectiveness of the
strategy.
DPR3705
Assignment 2
Semester 2 2024 -
DUE 27 September
2024
QUESTIONS WITH DETAILED ANSWERS
, DPR3705 Assignment 2 Semester 2 2024 - DUE 27 September 2024
Activity 1
3.1 Define the concept of Strategic change. (2)
3.2 Describe seven barriers to the implementation of a corporate communication strategy
as envisaged by Ehlers and Lazenby. (14)
3.3 Explain four types of forces which lead to strategic change in the organisation. (4) Sub-
total: 20
3.1 Define the concept of Strategic Change (2 marks)
Strategic change refers to the process by which an organization adjusts its direction,
structure, or operations to respond to internal or external factors, such as market trends,
competition, or technological advancements. It involves modifying business strategies to
achieve long-term goals and improve performance in a dynamic environment.
3.2 Describe seven barriers to the implementation of a corporate communication
strategy as envisaged by Ehlers and Lazenby (14 marks)
1. Lack of Clarity: When communication objectives and messages are not clearly
defined, it leads to confusion and misunderstanding within the organization.
2. Resistance to Change: Employees may resist new communication methods or
strategies, especially if they feel uncertain about the changes or perceive them as a
threat.
3. Cultural Barriers: Organizational culture may hinder the acceptance of a new
communication strategy if it conflicts with established norms and values.
4. Inadequate Resources: Insufficient financial, human, or technological resources
can prevent the effective implementation of a communication strategy.
5. Lack of Leadership Support: If top management does not fully endorse or support
the communication strategy, it is unlikely to be successfully implemented.
6. Poor Feedback Mechanisms: Without effective channels for feedback, it is difficult
to assess whether the communication strategy is working or needs adjustments.
7. Inconsistent Messaging: When messages sent by different departments or leaders
are not aligned, it creates confusion and undermines the effectiveness of the
strategy.
