Page 174 - BA1 Integrated Workbook STUDENT 2018
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Subject E3: Strategic Management
CHAPTER 12 – UNDERSTANDING THE CONTEXT OF CHANGE
12.1 D
The change to the organisation is rapid, but it does not involve a fundamental
change to its operations. This suggests a reconstruction has occurred (a rapid,
minor change).
12.2 B
Routines and rituals refer to habitual behaviour within the organisation. In this
case – the habit of BRR’s staff to blame others is what is damaging the
company’s reputation.
12.3 A, E
The reduction in levels of management is a structural change, while the change
to SNO’s internal processes is a systems change. Both of these factors are
‘hard’. The other options all refer to ‘soft’ factors.
CHAPTER 13 – MANAGING THE CHANGE PROCESS
13.1 A, B, D
C is referring to Lewin’s forcefield model. Option E is an activity which would
typically take place as part of the unfreezing stage.
13.2 C
This is an example of manipulation – the facts have been distorted to make the
employees believe that the proposed changes are necessary. This is likely to
cause WWW problems later on. If their employees discover they have been
misled it will destroy their working relationship with the company, which relies
heavily on their skills.
13.3 D
J has identified a new coffee drink she feels would be valuable to PPX. This is
due to her understanding of the external environment.
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