Case Study: http://ezproxy.csu.edu.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=7433807&site=ehost-live

1. What are the reasons for the organisational change project for Lakeland Wonders? What change approach has been adopted by Cheryl Hailstrom in the organisational contexts in Lakeland Wonders? Is there a different approach that might have been better? (hint: Use Van Da Ven and Poole's framework)

2. Critically apply either the PEST-based framework or the McKinsey 7S framework to analyse the need for change in Lakeland Wonders case. (hint use: PESTEDG based framework or McKinsey 7S framework)

3. What type of organisational culture would you say is evident in the Lakeland Wonders case? Justify your argument. (hint: use relevant culture such as; Strong, weak, integrated, fragmented or differentiated culture)

4. Prepare to map the stakeholders at Lakeland Wonders. Who are they and where do they belong on the map as shown in figure 7.1 in your textbook? Justify each of the stakeholders' position. (relates to Topic 5)

5. Discuss three major recommendations with justifications that you could provide to Cheryl Hailstrom, the new CEO of Lakeland Wonders for the success of the change initiative.