MNG3702 Latest exam pack questions and answers and summarized notes for exam preparation.
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Strategic Implementation and Control IIIB MNG3702 (MNG3702)
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Introduction
The aim of this essay is to present theories that are contextually related to the Walmart
case. In this case, the essay starts by analyzing the organizational culture of Walmart
through explaining each layer as it applies. Further, the essay shall investigate the
absorptive capacity and explain how each step is involved in the day to day running of
the company. Further, the essay will explain levels of commitment as the organization
seek to align itself with the prevailing environment. Strategic control is also essential
for organization like Walmart hence the essay explained how it applies to
organizations. In addition, strategic control types shall also be examined as they are
contextually important in the case. Lastly the essay shall explain the importance of
corporate governance and how firms in the retail industry can reduce risks through
complying with good corporate governance.
Question 1
Edward Hall developed the Iceberg analogy of organisational culture in 1976. By
making use of this analogy, explain the organisational culture of Walmart. In
your answer, you need to briefly explain the various layers of organisational
culture, and then apply it to Walmart. (6 marks, of which 1 mark will be awarded
for the correct explanation of each layer of organisational culture and 1 mark for
applying it to Walmart for each layer) [6 marks]
In Anwar (2018)'s view, cultural norms and practises are like an iceberg: some parts
are out in the open (the obvious part), while others are submerged (the hidden part
known as below the water). The visible, palpable tip of the iceberg represents the more
obvious aspects of the iceberg, such as the espoused values and standards and the
taken-for-granted assumptions that underpin them. In this essay, the iceberg model
shall be explained in the contextual realm of Walmart.
Visible artefacts
Things that are present and obvious in every department are called "artefacts" in the
business world. A human-made artefact is defined by Venter and Botha (2019) as
"something of cultural or historical significance." Therefore, dress standards, office
decorations and layout, language, symbols such as branding elements ranging from
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logos to stationery, rituals, and myths are all examples of artefacts that make up
organisational culture. An organization's artefacts include its brand, which includes its
identity, its personnel, its output, its infrastructure, its procedures, and its contracts.
The usefulness, beauty, and symbolism of artefacts are three essential aspects to
consider. The instrumentality of an artefact is its ability to improve or hinder the
efficiency and effectiveness of an organization's internal structures, processes,
protocols, and infrastructure. The aesthetics of an object consider how it appears to
the naked eye and how it makes the senses feel. For example, Walmart Stores, Inc.
is an American multinational retail company that owns and runs the Walmart brand of
hypermarkets (also known as supercenters), discount department stores, and grocery
stores. Walmart is making an effort to broaden its selection of organic foods and fresh
produce in response to rising customer interest in health and wellness. This shift is
most noticeable in the American market, and it is now a central part of the brand's
marketing communications strategy.
Espoused values and norms
What this term alludes to is the set of beliefs and practises held in common by
members of a given community or organisation (Venter & Botha, 2022). This also
applies to the attitudes and actions of employees within the company. Organizational
values (beliefs and ideas about what kinds of goals the members of an organisation
should pursue) and the appropriate kinds or standards of behaviour organisation
members should use to accomplish these goals are often outlined in value statements.
Because they control how groups of people will react to envisioned changes, such
values and behaviour have a significant impact on strategy development and
deployment. Management's explicit and written-down value statements serve as the
compass by which employees pursue the organization's vision and purpose. These
values encompass the beliefs, characteristics, and behavioural norms that make up
the organization's culture. Beliefs that represent a person's sense of what should be
included and are usually discernible in the way people discuss problems facing the
organisation. The day-to-day operations of an organisation, such as its work routines
and its organisational structure and control, are also significant components of the
stated entailing values. These practises may eventually become the "ways we do
things around here," providing a foundation for competitive advantages that no one
else can match. However, such actions may also serve as major roadblocks to
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