· Critically evaluate the following question: Is it possible for organisations to follow both prescriptive and emergent strategies or do they need to choose one or the other?
· If emergent approaches to corporate strategy have any significance, then why do companies insist on defining and sticking rigidly to prescriptive corporate objectives?
· Given the problems associated with prescriptive change, why is it important and what can be done to ease the process?
· By referring to examples throughout your answer, analyse and evaluate how the various models of organisational structure can support an organisation's strategies. Clearly identify and discuss the associated advantages and disadvantages in each case.
· Discuss, analyse and evaluate the idea that success in business revolves around taking a variety of strategic routes as opposed to following a ‘prescribed path'.
· Given the nature of strategic change and its implications for strategy development, analyse the causes of strategic change and evaluate the main approaches for managing strategic change.
· Critically evaluate the various elements of and influences on corporate/organisational culture and discuss the inert-relationships between culture and strategy.
· Chandler argued that strategy should come before structure. Do you agree (explain your answer)?
· Examine each of the criticisms of the strategy-first structure-afterwards argument. To what extent is each valid?
· Analyse and explain the difference between unique resources and core competencies with examples (these can be hypothetical).
· You have been appointed the personal assistant to the chief executive of a major manufacturing firm, who has asked you to explain what is meant by ‘differentiation' and why it is important. Write a brief report addressing these questions use appropriate models, illustrations and concepts where relevant.
· Do you agree with the statement that ‘stable environments favour prescriptive approaches to strategy whereas turbulent environments demand emergent strategies'
· If strategic change is important, why do some people find it difficult to accept and what are the consequences of this for the change process? How can these difficulties be overcome?
Using the strategic clock model outline your understanding and analysis of each route and identify examples of organisations following routes 1 to 5. If you find it difficult to be clear about which route is being followed offer reasons for this.