ctivity 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 Activity ...
DPR3705 ASSIGNMENT 2
(CORRECT ANSWERS )
th
SEMESTER 2 DUE 27
SEPTEMBER 2024
GUARANTEED DISTINCTION.
Activity 1
Define the concept of Strategic change. (2)
Strategy refers to the set of actions and decisions taken by an organization in pursuance of its objectives
in a constantly evolving and competitive environment. It is essential because it helps an organization to
achieve a competitive advantage, make efficient use of resources, and align all the activities towards its
objectives.
Strategic change refers to the planned modifications or transformations in the long-term direction,
goals, and objectives of an organization, intended to achieve competitive advantage, adapt to changing
circumstances and enhance its overall performance.
, Activity 1
Define the concept of Strategic change. (2)
Strategy refers to the set of actions and decisions taken by an organization in pursuance of its objectives
in a constantly evolving and competitive environment. It is essential because it helps an organization to
achieve a competitive advantage, make efficient use of resources, and align all the activities towards its
objectives.
Strategic change refers to the planned modifications or transformations in the long-term direction,
goals, and objectives of an organization, intended to achieve competitive advantage, adapt to changing
circumstances and enhance its overall performance.
Describe seven barriers to the implementation of a corporate communication strategy as envisaged by
Ehlers and Lazenby. (14)
Answer 1
According to Ehlers and Lazenby, there are seven key barriers to the successful implementation of a
corporate communication strategy, which are as follows:
1. Lack of leadership commitment and support: Leaders of an organization need to demonstrate their
commitment to the communication strategy by setting clear goals, allocating resources, and holding
themselves accountable for the results. If leaders do not show interest or actively resist the
implementation of a communication strategy, it is unlikely to succeed.
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