MNG3702
Assignment 1 Semester 2 2023
Unique Number: 726484
Due Date: 25 August 2023
,Question 1:
1.1 The type of strategic change in Anheuser-Busch when the company
was unable to avoid a hostile takeover by InBev in 2008 was
reconstruction. This can be substantiated by the fact that Anheuser-Busch
did not proactively anticipate the rapidly changing global brewer
consolidation and did not have a strong presence in emerging markets. As
a result, they were unable to avoid the hostile takeover by InBev, which
led to the creation of AB InBev as the world's largest brewer.
1.21.3 The applicable change model is the Balogun and Hope-Hailey
change model. Based on Lewin’s model, Balogun and Hope-Hailey
developed a change kaleidoscope, which is founded on the principle that
change needs to be context specific and that the approach to change that
the organisation choose should be based on a thorough analysis of the
following as applied to the case study:
Time – The period of time which change need to be accomplished. The
case study shows that the change was rapid in nature that indicates that
the timeframe for the change was limited.
Scope – The degree of change which can be separated into realignment
and transformation. The change that is required SAB was reconstruction in
nature as indicated in the case study that, “And so began the first part of
its internationalisation strategy: a rapid expansion into emerging markets
worldwide. Through a series of acquisitions and joint ventures throughout
the 1990s, SAB gained a foothold in various countries in Africa, Eastern
Europe, and Asia. Although many were geographically distant (like
Hungary, Czech Republic, China, and India), they echoed South Africa in
terms of their socioeconomic development.”
Preservation – The organization assets, practices, or characteristics which
needed to be retained during change. The case study indicates that, to be
successful in the international venture, SAB employees had built up an
extraordinary resilience, flexibility, and entrepreneurial spirit through their
exposure to the unsteady South African environment of the 1980s.
Diversity – The level of difference among groups of employees and
, divisions, who/which will be affected of change, in terms of attitudes,
values, and norms. In the case study, it is explained that “This
robustness, combined with an ability to connect
Assignment 1 Semester 2 2023
Unique Number: 726484
Due Date: 25 August 2023
,Question 1:
1.1 The type of strategic change in Anheuser-Busch when the company
was unable to avoid a hostile takeover by InBev in 2008 was
reconstruction. This can be substantiated by the fact that Anheuser-Busch
did not proactively anticipate the rapidly changing global brewer
consolidation and did not have a strong presence in emerging markets. As
a result, they were unable to avoid the hostile takeover by InBev, which
led to the creation of AB InBev as the world's largest brewer.
1.21.3 The applicable change model is the Balogun and Hope-Hailey
change model. Based on Lewin’s model, Balogun and Hope-Hailey
developed a change kaleidoscope, which is founded on the principle that
change needs to be context specific and that the approach to change that
the organisation choose should be based on a thorough analysis of the
following as applied to the case study:
Time – The period of time which change need to be accomplished. The
case study shows that the change was rapid in nature that indicates that
the timeframe for the change was limited.
Scope – The degree of change which can be separated into realignment
and transformation. The change that is required SAB was reconstruction in
nature as indicated in the case study that, “And so began the first part of
its internationalisation strategy: a rapid expansion into emerging markets
worldwide. Through a series of acquisitions and joint ventures throughout
the 1990s, SAB gained a foothold in various countries in Africa, Eastern
Europe, and Asia. Although many were geographically distant (like
Hungary, Czech Republic, China, and India), they echoed South Africa in
terms of their socioeconomic development.”
Preservation – The organization assets, practices, or characteristics which
needed to be retained during change. The case study indicates that, to be
successful in the international venture, SAB employees had built up an
extraordinary resilience, flexibility, and entrepreneurial spirit through their
exposure to the unsteady South African environment of the 1980s.
Diversity – The level of difference among groups of employees and
, divisions, who/which will be affected of change, in terms of attitudes,
values, and norms. In the case study, it is explained that “This
robustness, combined with an ability to connect
