MNG3702/101/3/2016 Tutorial Letter 101/3/2016 Strategy Implementation and Control MNG3702 Semesters 1 and 2 Department of Business Management PLEASE NOTE: This tutorial letter contains important information about your module. Open Rubric MNG3702/101/3/2016 CONTENTS 1 INTRODUCTION .......................................................................................................................... 4 2 PURPOSE AND OUTCOMES ...................................................................................................... 5 2.1 Purpose ........................................................................................................................................ 5 2.2 Specific outcomes ......................................................................................................................... 6 3 CONTACT DETAILS .................................................................................................................... 6 3.1 Lecturers....................................................................................................................................... 6 3.2 Department ................................................................................................................................... 6 3.3 University ...................................................................................................................................... 6 4 RESOURCES ............................................................................................................................... 7 4.1 Prescribed book ............................................................................................................................ 7 4.2 Learning units ............................................................................................................................... 7 4.3 Tutors ........................................................................................................................................... 7 5 STUDENT SUPPORT SERVICES ................................................................................................ 8 6 MODULE APPROACH ................................................................................................................. 8 7 ASSESSMENT ............................................................................................................................. 9 7.1 Assessment plan .......................................................................................................................... 9 7.2 Assignments ................................................................................................................................. 9 7.2.1 Unique assignment numbers and due dates ................................................................................. 9 7.2.2 Submission of assignments .......................................................................................................... 9 7.2.3 Plagiarism ................................................................................................................................... 10 7.2.4 Guidelines for answering essay-type assignments ...................................................................... 11 7.2.5 Assessment criteria for assignments ........................................................................................... 13 7.2.6 Assessment process ................................................................................................................... 13 7.2.7 The assignments ........................................................................................................................ 13 7.3 Other assessment methods ........................................................................................................ 14 7.4 Examination ................................................................................................................................ 14 7.4.1 Format of the examination .......................................................................................................... 14 7.4.2 Alternative assessment to assist students who qualify for final-year concession ......................... 14 8 FREQUENTLY ASKED QUESTIONS ........................................................................................ 14 9 CONCLUSION............................................................................................................................ 14 ANNEXURE A: UNILEVER'S COMPASS STRATEGY ......................................................................... 15 ANNEXURE B: UNILEVER SUSTAINABLE LIVING PLAN .................................................................. 16 ANNEXURE C: COMPULSORY ASSIGNMENT 01 FOR 2016 - SEMESTER 1 ................................... 17 ANNEXURE D: COMPULSORY ASSIGNMENT 02 FOR 2016 - SEMESTER 1 ................................... 19 2 MNG3702/101 ANNEXURE E: COMPULSORY ASSIGNMENT 01 FOR 2016 - SEMESTER 2 ................................... 21 ANNEXURE F: COMPULSORY ASSIGNMENT 02 FOR 2016 - SEMESTER 2 .................................... 23 Please note: Strategy Implementation and Control is a semester module, not a year module, and so you will be enrolled for either Semester 1 or Semester 2. Kindly make sure that you complete the correct assignments for the semester for which you have enrolled. 3 MNG3702/101/3/2016 1 INTRODUCTION Dear strategist By now you should be quite familiar with the approach to the strategic management modules. In the MNG3701 module you covered the strategic planning part of the strategic management process. If you are registered for MNG3701 and MNG3702 simultaneously, we (module lecturers) recommend that you begin with MNG3701 before starting MNG3702. This module (MNG3702) covers those aspects of strategic management that deal with translating strategy (strategic planning) into action. This is known as strategy implementation and control. In terms of the MNG3702 module content, you will be introduce to the challenges faced by organisations in operationalising their strategies to ensure that they survive and grow in volatile and increasingly competitive business environments. More specifically, the following implementation challenges are explored in this module within a strategic management context: Strategy as change and the importance of change management and organisational learning in enhancing strategy implementation. Aligning strategic leadership and organisational culture with strategy for effective strategy implementation Aligning organisational structure with strategy for effective strategy implementation. The indispensable roles of functional strategies and effective resource deployment for strategy implementation and control in a project management approach. Managing implementation risk within a framework of corporate governance, strategic risk management, strategic performance management and strategic control. Students will also be introduced to case method of assessment in the formative assessments (Assignments 01 and 02), which will align more closely to the formative assessment (examination). When you register, you will receive an inventory letter containing information about your study material. Also see the booklet entitled My studies @ Unisa. The following study material should also be included in your study package: Tutorial Letter 101 MNG3702/3/2016 Tutorial Letter 301 MNALLEQ/4/2016 Please note: Some of this study material may not have been available when you registered. Study material that was not available when you registered will be posted to you as soon as possible, but is also available on myUnisa. This tutorial letter contains important information about the schedule of work, resources and assignments for this module. It will also help you with your examination preparation. Regarding the assignments, this tutorial letter contains the relevant assessment, instructions on how to complete and submit the assignments, and the assignments themselves (see Annexures C to F). Please note that this tutorial letter contains the assignments for both semesters 1 and 2. Make sure you complete the correct assignments for your semester. Regarding resources, this tutorial letter provides essential information about the prescribed textbook, the study material and other resources, and how to obtain them. Please study this information carefully and be sure to obtain a copy of the prescribed textbook as soon as possible. Before contacting the university, please read through all of your tutorial letters carefully, as they contain important and sometimes, urgent information. Before you start your studies of this module, you need to 4 MNG3702/101 know a bit about Unisa and the Department of Business Management. Please familiarise yourself with the following, about which you will find more information in Tutorial Letter 301 MNALLEQ/4/2016: how to communicate with us information about the examination other administrative information Contact details of the various administrative departments are included in the brochure, My studies @ Unisa, which you should have received with your study package. This brochure contains general information about, inter alia, orders, the use of the library, booksellers, regional offices and instructions on submitting Assignments 01 and 02. As Unisa is an open, distance learning institution, there is little, or no, face-to-face contact with the lecturers. Most of the interactions between lecturers, tutors and students take place in an online environment. Unisa has therefore come up with a valuable resource to enable it to be of more efficient and effective help to its students: myUnisa is a personalised website where students can interact with each other, e-tutors and their lecturer whenever they want to and download electronic versions of the study material. A personalised schedule, assignments, and examination dates and times are available, as are past examination papers. There is also the option of submitting your assignments online so that you have the assurance that they will not get lost in the post. All the information that you need for each module is on this site, so make every effort to register by going to http://my.unisa.ac.za. Study the above brochure, this tutorial letter and the learning unit entitled \"Overview\" before you commence your studies of this module. Do not forget to register on myUnisa as the module is offered using a blended approach (official study materials are made available online and in printed format). We would like to wish you all the best in your academic efforts and we are looking forward to meeting you on the myUnisa forum. 2 PURPOSE OF AND OUTCOMES FOR THE MODULE 2.1 Purpose Students who successfully complete this module will be able to critically evaluate decisions on and choices of implementing strategy, and make recommendations on strategy implementation and strategic control in practical business situations. In the module Strategic Planning we saw that the ability of an organisation to be proactive and effectively adapt to changes in the environment could mean the difference between success and failure. However, of even greater importance is the realisation that strategies which are not implemented, no matter how good they are, willI come to nothing. In this module students will explore how strategic plans are implemented and strategic control executed. Strategic Management is a unique integrated course in the study of business management, since it considers the entire organisation - not just divisional or functional segments of it. As in the case of Strategic Planning, you will therefore again have to adopt a 'big-picture' approach when learning more about strategy implementation and strategic control and need to consider the impact of management decisions regarding strategy implementation for the entire organisation across all functional areas. The organisation's strategic plans therefore can succeed only if properly supported and implemented by middle and lower management, provided the necessary resources, capabilities and competencies are available. 5 MNG3702/101/3/2016 2.2 Specific outcomes MNG3702 students are expected to master all the learning outcomes outlined at the beginning of each learning unit. The specific outcomes for the MNG3702 module are as follows: Specific outcome 1: Critically discuss the process of managing strategy implementation in a dynamic business environment. Specific outcome 2: Explain the process of change management within the context of strategy implementation. Specific outcome 3: Critically discuss the role of corporate governance as a framework for strategy implementation and control. Specific outcome 4: Critically evaluate the management of organisational performance as a part of strategy implementation and control. 3 CONTACT DETAILS 3.1 Lecturers The details of the lecturers responsible for this module are as follows: Name: E-mail: Office: Mr Francois Crafford MNG3702@unisa.ac.za Preller Street, Muckleneuk Ridge, Pretoria, AJH van der Walt Building, Room 4-25 Name: E-mail: Office: Ms E Scholtz schole@unisa.ac.za Preller Street, Muckleneuk Ridge, Pretoria, AJH van der Walt Building, Room 4-02 Please note that enquiries of an academic nature should be directed to the module lecturers. Always include your student number and module code when you contact the module lecturers. If you are unable to get in contact with the lecturers, you may also contact the postgraduate assistants in the Strategic Management section. Details of the postgraduate assistants will be provided on myUnisa via announcements in due course. Administrative queries (non-academic queries), such as queries about admission, examination timetables and assignment marks, should be addressed to the relevant administrative section. 3.2 Department Contact details of the various administrative departments are included in the brochure my Studies @ Unisa, which you received with your study package. Please note the Department of Business Management's contact details for all queries. These are telephone number +27 12 429 4220 and e-mail address busman@unisa.ac.za. 3.3 University If you need to contact the University about matters not related to the contents of this module, please consult the brochure my Studies @ Unisa which you received with your study material. This brochure contains information on how to contact the University (e.g. to whom you can write for different queries, important numbers, addresses and details of the times certain facilities are open). 6 MNG3702/101 Below is a quick reference guide to the contact details of various administrative departments that students contact often and where your queries should be addressed. Directorate/Business Unit Student Admissions and Registrations Student Assessment Administration Despatch Finance ICT (myUnisa & myLife) 4 RESOURCES 4.1 Prescribed book Description of enquiry Applications and registrations Assignments and examinations Short SMS code 43578 E-mail address 43584 Study material Student accounts myUnisa myLife email 43579 31954 43582 For assignments: Assign@unisa.ac.za For examination: Exams@unisa.ac.za despatch@unisa.ac.za finan@unisa.ac.za MyUnisaHelp@unisa.ac.za MyLifeHelp@unisa.ac.za Study-info@unisa.ac.za You will not be able to complete the assignments or study for the examination without the following prescribed textbook: Venter, P (ed), Jansen van Rensburg, M, Davis, A, Niewenhuys, C, Van Zyl, J, Meyer, J, Singh, C & Brevis, T. 2014. Practising strategy: A Southern African context. Juta. ISBN: 9781485102519 Please consult the list of official booksellers and their addresses as detailed in my Studies @ Unisa. Should you experience any problems obtaining the prescribed book from the booksellers, please contact the Department: Prescribed Books as soon as possible via e-mail: vospresc@unisa.ac.za. The learning units (available in printed format and online) should be used together with the prescribed textbook. The learning units will help you develop insight into strategy implementation and control, while the prescribed textbook provides you with the required module content. The learning outcomes for this module relate closely to chapters 6, 10, 11, 12 and 13. 4.2 Learning units The learning units provide the framework for your studies of Strategy Implementation and Control. Each learning unit also provides the specific outcomes and assessment criteria for this module. These are very important as they indicate what you have to achieve in this module to succeed in the examination. As a rule of thumb, work from the learning units to the sources indicated in each of the learning units. Note that the first learning unit gives an overview of what is to follow in the other learning units and is not aligned with any one specific chapter in the textbook. The sources that were used to develop the learning guide draw on more than just the textbook. Therefore the learner guide is a \"wrap around\" guide for the sources indicated in the guide. The textbook is only one of the sources that the learning units draw on. Working through the learning units will also help you develop insight into the syllabus. Bear in mind that both insight and knowledge are assessed in the examination. More specifically, case studies will be used in the formative and summative assessment. Students will be required to critically evaluate strategic implementation decisions and make recommendations. It is therefore important to work through the learning units and all the activities and self-assessment questions at the end of each study unit. 4.3 Tutors Please note online tutorials (e-tutors) are made available to students registered for modules at NQF 7. 7 MNG3702/101/3/2016 Once you have been registered for a qualifying module, you will be allocated to a group of students with whom you will be interacting during the tuition period as well as an e-tutor who will be your tutorial facilitator. Thereafter you will receive an SMS informing you about your group, the name of your e-tutor and instructions on how to log on to myUnisa in order to receive further information on the e-tutoring process. Online tutorials are conducted by qualified e-tutors who are appointed by Unisa and are offered free of charge. All you need to be able to participate in e-tutoring is a computer with internet connection. If you live close to a Unisa regional centre or a telecentre contracted with Unisa, please feel free to visit any of these to access the internet. E-tutoring takes place on myUnisa where you are expected to connect with other students in your allocated group. It is the role of the e-tutor to guide you through your study materials. For you to get the most out of online tutoring, you need to participate actively in the online discussions that the e-tutor will be facilitating. If you are not allocated to an e-tutor group owing to the unavailability of a suitable e-tutor, please join the lecturers in the \"Discussion forum\" conversation on the module's main site. There are modules which students repeatedly fail and these modules are allocated face-to-face tutors and tutorials taking place at the Unisa regional centres. These tutorials are also offered free of charge. However, it is important for you to register at your nearest Unisa regional centre to secure attendance of these classes. 5 STUDENT SUPPORT SERVICES Student support for the module as regards academic content is given mainly by the module lecturer and e-tutors via e-mail, phone and the myUnisa discussion forum. The details of other forms of student support are included in the brochure my Studies @ Unisa which you received with your study package. 6 MODULE APPROACH In the MNG3702 module a blended approach is followed to delivering study materials and providing student support. This means that official study materials are made available in printed format and online. Student support for the module is primarily given in an online environment through myUnisa tools and etutors. More specifically, communication between students and the University takes place in an online environment - by e-mail - through the myUnisa \"Discussion forums\" tool and \"FAQ\" tool. You will also find our approach in this module to be different from the approaches followed in most - if not all - of your other modules, with the exception of MNG3701 (which is also based on outcomes-based principles). In this module, you will take charge of your progress; that is, you will have to take responsibility for mastering the outcomes and you will, therefore, have to keep to a regular study schedule. We will give you all the support that we possibly can, but ultimately it will be up to you to decide how you are going to master the required knowledge, skills and values in the relevant context. You are probably used to memorising facts from a prescribed textbook and reproducing them in the examination in order to pass a module. This module, MNG3702, is not about memorising facts. It is about mastering certain outcomes. It is about learning. It is about going out into the world and appreciating the many sources on which you can draw to find answers to your questions - including your own experiences. It is about asking questions, and it is a wonderful way of discovering more about the real business world. To achieve the outcomes for this module, you will have to plan your learning experience strategically. To do this, you will have to carefully read and reread the section in the learning units entitled \"Overview\". This section contains important information that you will need in order to plan your studies, such as the number of hours that you will have to spend in order to master the outcomes (120 hours) and the number of learning units to cover (7). 8 MNG3702/101 When planning your learning experience, remember that your examination preparation starts today. Consider each activity in the learning units as a potential examination question, because that is what it is! This should be good news to you, because it means that you will not have to put yourself through the ordeal of a crash course a week before the examination starts. Devote quality time to each activity, reflect on the issues raised, ask questions, find answers, question the questions and question the answers. By the time you need to write the examination, you should be well prepared, provided you have completed all the activities indicated in the study guide, participated actively in the online \"Discussion Forums\" tool and have mastered the outcomes and the learning outcome standards listed at the beginning of each topic. 7 ASSESSMENT 7.1 Assessment plan The University has a policy of compulsory assignments for all modules for 2016. Both Assignment 01 and Assignment 02 for MNG3702 are compulsory. To gain admission to the examination, you must submit Assignment 01. You will gain examination admission purely by submitting the assignment and not on the strength of the mark that you obtain for it. Failure to submit Assignment 01 will mean that you will not be admitted to the examination, regardless of whether you have submitted Assignment 02. Tutorial letters 201 and 202 will contain feedback on assignments 01 and 02. Kindly ensure that your assignments reach us on or before the due dates. You will not be admitted to the examination if an assignment is submitted after the due date. Kindly do not phone us with a request to be admitted to the examination if you have not submitted an assignment or if you submitted it later than the due date. The assignments appear in annexures C-F of this tutorial letter. Furthermore, the assessment criteria, in the form of a rubric, for each of the assignments are also included in the annexures. Carefully read the assessment criteria for each assignment before you start with the assignment in order to ensure that you understand how you will be assessed. 7.2 Assignments 7.2.1 Unique assignment numbers and due dates Assignment number First semester Second semester (Only students who are enrolled for the January-June period should submit these assignments.) (Only students who are enrolled for the July- December period should submit these assignments.) Due date Unique number Due date Unique number 01 26 February 2016 858618 5 August 2016 779334 02 24 March 2016 725344 2 September 2016 804274 7.2.2 Submission of assignments Please note that the assignments for Semester 1 differ from those for Semester 2. It is your responsibility to ensure that you submit the correct assignment for your semester of enrolment. If you submit an assignment for the wrong semester of enrolment, it will not be marked and you will receive a mark of zero (0) for it. 9 MNG3702/101/3/2016 The main purpose of the assignments is to encourage you to study the learning units and prescribed book, to read through certain sections over and over again, and to think about the study material in terms of its practical application. You may find the questions difficult or even ambiguous. Our aim is not to trick you or to catch you out, but to make you think. Formative assessment for MNG3702 takes place through a year mark system. As already mentioned, Assignments 01 and 02 are compulsory. You will be awarded a mark for Assignment 01 and a mark for Assignment 02. Both assignment marks are taken into account to calculate your semester mark and they carry equal weight in the calculation of your semester mark. Your final assessment mark for this module will be a combination of the assignment marks and the examination mark. The two assignment marks will contribute a maximum of 20% to the final assessment mark for the module, while the examination mark will contribute 80%. Irrespective of the year mark you receive, you must obtain a subminimum of 40% in the examination. You will therefore not pass the module if your examination mark is less than 40%. Please study the following examples to see how the assignment mark will contribute to the final assessment mark. Example 1: If you are awarded an assignment mark of 50% for Assignment 01 and 50% for Assignment 02, the average ((50% + 50%) 2) of the two assignment marks are multiplied by 20. This equals 10% of the final assessment mark. If you obtain 35 out of a possible 70 marks in the examination (50%), this percentage is multiplied by 80. This equals 40% of the final assessment mark. The assignment mark and the examination mark are then added together (10% + 40%) to give a final assessment mark of 50% for the module. Example 2: If you are awarded an assignment mark of 60% for Assignment 01 and 80% for Assignment 02, the average ((60% + 80%) 2) of the two assignment marks are multiplied by 20. This equals 14% of the final assessment mark. If you then obtain 44 out of 70 marks (or 63%) in the examination, this figure is multiplied by 80 to give 50,2% of the final assessment mark. The two results are then added to give a final assessment mark of 64% (14% + 50,2%) for the module. For detailed information concerning assignments, consult my Studies @ Unisa which you received with your study material. To submit assignments via myUnisa: Go to http://my.unisa.ac.za. Log in by using your student number and password. Select the programme and the module. Click on \"Assignments\". Click on \"Submit Assignments\". Follow the instructions. 7.2.3 Plagiarism Plagiarism is the act of taking the words, ideas and thoughts of others and passing them off as your own. It is a form of theft and involves a number of dishonest activities. Examples of plagiarism include copying from the textbook, or any other source, or copying from fellow students and passing off their work as your own work. 10 MNG3702/101 All students receive the Disciplinary Code for Students (2004) when they register. You are advised to study the Code, especially sections 2.1.13 and 2.1.14 (2004:3-4). Kindly read the University's Policy on Copyright Infringement and Plagiarism as well. Please note: Although students may work together when preparing assignments, each student must write and submit his or her own individual assignment. In other words, you must submit your own ideas in your own words, sometimes interspersed with relevant short quotations that are properly referenced. It is unacceptable for students to submit identical assignments on the basis that they worked together. That is copying (a form of plagiarism) and none of these assignments will be marked. Furthermore, you may be penalised or subjected to disciplinary proceedings by the University. 7.2.4 Guidelines for answering essay-type assignments Below are some guidelines that may assist you in approaching written essay-type assignments: Technical care requirements Always provide a heading to your assignment and a table of contents on the first page. Use headings and subheadings and number them. Start your answer with an introduction, briefly explaining your approach and the contents of the answer. Please note that you should have one introduction and one conclusion for the entire assignment. Use in-text references correctly. Include a conclusion to indicate your own perspectives and insight based on the information in your assignment; you may also make recommendations. Conclude your assignment with a short summary in which you repeat the main points of your discussion and reach a conclusion. Use the Harvard referencing method in your assignments to refer to sources you have consulted. If you do not include in-text references, you may find that you are guilty of plagiarism. Include a bibliography at the end of your assignment. A bibliography is an alphabetical list of all the references cited in your assignment. The bibliography at the end of your assignment is the list of books consulted. It too, should be compiled according to the Harvard referencing method. You will be penalised in the assignments if you do not include a bibliography. When you use the internet, you need to provide the details. Indicate the name of the author (if available), the full name of the website, the web address and the date on which you have accessed the site in your bibliography. The date is essential, since information on the internet changes continuously. Your work should be of a high technical standard. Use the following page margins: top 2 cm, bottom 2 cm, left 2 cm and right 3 cm (to allow space for comments from the marker). Set your computer to Arial or Times New Roman, font size 11 or 12 and 1.5 line spacing. The page limit is a maximum of 8 pages (1.5 line spacing) for each assignment. This excludes the cover page, table of contents and bibliography. You may be penalised if you exceed the maximum number of pages. The cover page of your assignment must clearly indicate your student number, module code and assignment number. The way in which you present your assignments clearly reflects your character. Do not submit untidy and badly presented assignments. Be proud of the work you present. Assignments should be typed if at all possible. If you cannot type your assignment, you must ensure that your handwriting is legible. The presentation of the assignment and adherence to the format requirements will also contribute 5 marks towards your assignment mark. The body of an assignment is composed of a discussion under several headings and subheadings. These headings should be related to the question numbers. Each of these headings is numbered, as indicated in the table below. 11 MNG3702/101/3/2016 HEADING TABLE OF CONTENTS 1 INTRODUCTION 2 SELECT AN APPROPRIATE HEADING (Question 1) 2.1 Subheading (An aspect of the topic mentioned in the heading) 2.2 Subheading (Another aspect) 2.3 Subheading (Another aspect) 3 SELECT AN APPROPRIATE HEADING (Question 2) 3.1 Subheading (Aspect of the topic in 3) 3.2 Subheading (Aspect of the topic in 3) 4 SELECT ANOTHER APPROPRIATE HEADING (Question 3) (Continue in this way until the topic has been fully discussed.) 5 SUMMARY/CONCLUSION 6 BIBLIOGRAPHY The body of your assignment Your answers should show your ability to approach a problem in a structured, analytical way. Apply the theories and concepts of strategic management in a coherent way to the assignment problem. Discussions of theory should be concise and to the point: use words economically - in other words, say as much as possible, but as concisely as possible. Develop a style of writing in which sentences and paragraphs follow one another in a logical sequence. Arguments should follow a logical pattern and be substantiated with suitable references or facts. Conclusions should not be based on intuition. Vague generalisations and half-truths should be avoided in your assignments. Note that the assignment questions will not require you to merely rewrite the text of your prescribed textbook. In all cases, you will be required to show your insight into the topic. Make sure you understand the questions in the assignment. If you copy from the prescribed book or any other sources, you could be penalised. Arranging your thoughts in such a way that the points follow one another logically is something of an art. Make sure that what you have to say under a specific heading is related to the subject of that heading. Technical aspects of submitting your assignment online When submitting online, your assignment must be in pdf format only. Do not submit your assignment in any other file format, or embed your assignment file in any other file format (for example a Zip file). Your assignment must be submitted as one complete file. Do not submit parts of your assignment in separate embedded files. Please ensure that the pdf file submitted has no restriction settings on the file, such as print, save or password restrictions. If the pdf file you submitted cannot be opened, has restriction settings on the file or the file is corrupted, then your submission will be cancelled. It is your responsibility to check if the file submitted contains the correct assignment and meets the technical requirements of submitting online. If an incorrect file was submitted, a zero mark will be given for the assignment. 12 MNG3702/101 Please note that the declaration statement on own work must be included in the assignment when submitting the assignment. The declaration form is available under \"Additional Resources\" on the myUnisa website. As myUnisa allows only one document to be submitted, you can copy and paste the declaration statement into your assignment document or you can retype the content of the declaration statement to form part of your assignment document. It will be sufficient to copy the content of the declaration to acknowledge that the assignment is your own work. Important: Please make sure that your assignments reach us on or before the due date. Do not e-mail your assignments to your lecturer. Do not telephone the lecturer with requests to be admitted to the examination if you have not submitted the assignment, or if you submitted it later than the due date. NO excuses will be accepted. Your assignment will be marked and returned to you. You will receive feedback on Assignment 01 and Assignment 02 in Tutorial Letter 201 and Tutorial Letter 202, respectively. Remember: Make a copy of your assignment before you submit the original. 7.2.5 Assessment criteria for assignments In your preparation for the assignments and the examination, you will surely want to know how you will be assessed. The following are some guidelines to help you understand the criteria that will be used to assess whether you have demonstrated the knowledge, skills and competencies required in the MNG3702 module. There are different criteria for assessing students' performance. Because this module is based on the mastery of certain outcomes, assessment criteria have been developed for each of the module outcomes to be used when assessing your work. These assessment criteria are stated at the beginning of each learning unit and for each of the assignments they are stated in the rubrics included in annexures C to F. 7.2.6 Assessment process This module has been structured in such a way that you will be able to assess your own progress and mastery of all the stated outcomes continuously. To assess your own mastery of the outcomes, you will have to complete the two assignments. Once you have done this, we will attach feedback, marker's comments and a rubric (scoring sheet) to each of your marked assignments. Please note that only ONE question will be marked in your assignment. The remaining questions will be part of the selfassessment you need to do. Feedback will be given in tutorial letters 201 and 202 and will help with assessing your progress and mastery of the module outcomes. E-tutors will also discuss the memorandum of the remaining questions and you are encouraged to participate in these discussions for your own benefit. Warning: At this early stage of your learning experience we need to sound a warning. Not doing the assignments and simply memorising the contents of a textbook or the answers provided in tutorial letters 201 and 202 could mean that you are likely to fail the examination. 7.2.7 The assignments The assignments appear in annexures C-F of this tutorial letter. 13 MNG3702/101/3/2016 7.3 Other assessment methods There are no other assessment methods for this module. 7.4 Examination 7.4.1 Format of the examination The format of the examination paper is as follows: Duration: 2 hours Marks: 70 Format of the examination: The examination will comprise a case study and compulsory essay-type questions. Copies of previous examination papers are available on myUnisa. We recommend that you do NOT use previous examination papers (before 2015) as part of your examination preparation, as these papers were based on the previous module outcomes (questions may not align with the 2016 module outcomes). Note also that the memoranda are not available to students. Please do not contact us with requests for model answers. 7.4.2 Alternative assessment to assist students who qualify for final-year concession The my Studies @ Unisa brochure contains important information on the Final-Year Concession procedure to assist students with one or two modules outstanding. The Student Assessment Administration will inform all students who qualify for a final-year (FI) concession per SMS/e-mail. For this module, FI students have the option to be referred to the next formal examination opportunity or to engage in an alternative method of assessment. For this module, the alternative method of assessment will be determined by the lecturers concerned. More information on the alternative method of assessment will be communicated directly to the qualifying students. Alternative methods of assessment are subject to stringent academic rules and processes and should not be considered an easier option. Failure to meet the learning outcomes of the module through the alternative method of assessment will result in a fail and you will need to re-register for the outstanding module. 8 FREQUENTLY ASKED QUESTIONS See my Studies @ Unisa, which you received with your study material, for a list of the most frequently asked general questions. 9 CONCLUSION We look forward to a good working relationship with you. We would like this to be an interesting module for you and we hope that you will participate in myUnisa discussions. We wish you success in your studies. Your lecturers for MNG3702 Department of Business Management Unisa 14 MNG3702/101 ANNEXURE A: UNILEVER'S COMPASS STRATEGY In a world where temperatures are rising, water is scarce, energy is expensive, sanitation is poor in many areas and food supplies are uncertain and expensive, Unilever believes that it is both a duty and an opportunity to address these issues. However, to do so means that Unilever had to take the bold step to change its business model and make sustainability living integral to how it does business. The Compass Unilever's strategy document, The Compass, steers it closer to its vision to double the size of its business, reduce its environmental footprint by half and increase its positive social impact. First developed in 2009, The Compass sets out an ambitious vision and purpose, and defines four nonnegotiable commitments: winning with brands and innovation; winning in the market place; winning through continuous improvement; and winning with people. Brands Strong brands and innovation are central to the ambition to double the size of Unilever. Unilever invests in brand equity by finding and strengthening the connections between consumers and the products they buy. Strong brand equities also enable Unilever to create efficiencies by focusing on fewer but bigger projects that will enhance margins. Unilever actively seeks superior products that consumers will prefer, which drives profitable growth. People Unilever believes sustainable, profitable growth can only be achieved if the right people work in an organisation that is fit to win and in a culture that aligns performance with values. The Unilever Sustainable Living Plan (USLP) is one of the reasons why talented candidates regard Unilever as a potential employer. In 2013, Unilever was rated the third most in-demand employer by business social network LinkedIn; Google and Apple were first and second, respectively. Such external recognition helps Unilever to attract talented individuals. Values and performance culture In our turbulent world, people are looking for meaning at work. Contributing to making sustainable living commonplace, as Unilever does, is highly motivating. Unilever also focuses on reinforcing values of integrity, responsibility and respect, and a pioneering spirit that guides employees in their daily judgements, actions and decisions. These values are especially important as Unilever expands into new markets, recruit new people and face new challenges. Motivation To reach the ambitious goal of sustainable growth, Unilever needs people with a winning mindset, a passion for consumers and the drive to succeed. Unilever strives to build a winning culture in which every employee is encouraged to grow to his or her full potential. A performance-based reward structure recognises those who deliver results and have the right values. Recognition reinforces Unilever's values and the positive behaviours that drive performance, and rewards take on many forms. For example, Unilever honours people nominated by their colleagues as Unilever heroes. Conclusion By instilling a relatively consistent set of values and following a business model that governs its operations, Unilever created an adaptive and inclusive organisational culture that promotes good performance. Adapted from: http://www.unilever.com/investorrelations/annual_reports/AnnualReportandAccounts2013/our-businessmodel.aspx, accessed 2015/01/05. 15 MNG3702/101/3/2016 ANNEXURE B: UNILEVER SUSTAINABLE LIVING PLAN In 2009 Paul Polman, the CEO of Unilever, announced a bold strategic plan, the Unilever Sustainability Living Plan (USLP), to double the size of Unilever and half the company's environmental impact. The motivation for launching such an aggressive long-term plan was that many parts of the world were becoming more volatile, uncertain, complex and ambiguous (VUCA). The VUCA trend was also fuelled by the strain (or stress) placed on large sections of many societies and the world's resources. While a more volatile, uncertain and complex world made it more difficult for Unilever to navigate, it also presented opportunities, but these opportunities needed to be well managed. Paul Polman's thinking was that the USLP would be a step in the right direction to address these strain issues. He said: \"There are clear signs of stress around the world, coming from the 'other 99%'. A billion people still go to bed hungry. A child dies of starvation every six seconds. Our form of capitalism has brought us far, but it hasn't solved everything. We think that businesses that are responsible and actually contributing to society as part of their business model will be successful.\" To achieve the goals of the Unilever Sustainable Living Plan, several initiatives were undertaken. These included reducing waste and material use, which created efficiencies and reduced costs, and improving margins. By looking at product development, sourcing and manufacturing through a sustainability lens, opportunities for innovation opened up. By collaborating with partners, including not-for-profit organisations, valuable new market insights were gained, which extended the channels to engage with the consumer. Unilever knew that such an ambitious plan would be questioned by sceptics, therefore there was a sense at Unilever that results had to be shown. To show results an environment had to be created that focused on the long term. This was achieved by abolishing quarterly reporting and changing the compensation system to focus on the long term. Furthermore, a disproportionate amount of time was spent on explaining to shareholders what was being done in terms of the long-term strategy. Strategic success did not mean that shareholder wealth would be created at the expense of everything else. This would have been a myopic view that would not assist the company in surviving in the long term. Therefore the focus was on attracting shareholders that aligned themselves with the long-term strategy, rather than the other way around. Hedge fund managers and short-term speculators were told that they did not belong in the company. The sheer fact that they bought a few shares did not give them the right to ruin the company's strategy. In 2013 Paul Polman reported that steady progress had been made in implementing the USLP: \"[T]he USLP becomes more firmly embedded in all aspects of the business. As this annual report highlights, the USLP is driving waste and inefficiencies out of the system and helping us transform the supply chain. Suppliers and customers are increasingly keen to work with us under the USLP. By helping grow our business in a responsible and equitable way, the USLP is benefitting all our stakeholders, including our shareholders.\" Three years after launching the USLP, there was evidence that making sustainable living commonplace was helping to drive business growth at Unilever. In addition, new insights were gained into the implementation of the USLP. These insights were used to update the USLP in 2014 and to develop new focus areas. Adapted from: http://www.unilever.com/investorrelations/annual_reports/AnnualReportandAccounts2013/unileversustainable-living-plan.aspx, accessed 2015/01/05 https://hbr.org/2012/06/captain-planet, accessed 2015/01/05 16 MNG3702/101 ANNEXURE C: COMPULSORY ASSIGNMENT 01 FOR 2016 - SEMESTER 1 DUE DATE: 26 FEBRUARY 2016 (UNIQUE NUMBER: 858618) Each assignment addresses a number of the learning units and learning outcomes. The outcomes in learning units 1, 2, 3 and 4 will be assessed in Assignment 01. Kindly note the learning outcomes clearly indicate the level of thinking skill you need to demonstrate when answering each question in the assignment. Please note that the learning outcomes are NOT the assessment questions that should be answered. For Assignment 01, Semester 1, you must answer the questions in sections 1.2 and 1.3 below, based on the case studies in annexures A and B. Hint: Before completing the questions in sections 1.2 and 1.3, read chapters 6 and 10 in the prescribed textbook and learning units 1, 2, 3 and 4. 1.1 1.2 ASSIGNMENT 01 - SEMESTER 1: INSTRUCTIONS Answer question 1 in section 1.2 (for submission). Answer questions 2 and 3 in section 1.3 (for self-assessment purposes). Use examples from the case study in Annexure A to support your answers for questions 1 and 2. Use examples from the case study in Annexure B to support your answer for question 3. You must follow the guidelines for answering essay-type questions. See section 7.2.4 in this regard. In addition, merely copying facts from prescribed books, without substantiating your answers where necessary, is insufficient. You need to demonstrate a balance between the course theory and the application of the theory. You need to satisfy the correct technical requirements. Structure your answers. Include an introduction, main body of discussion and conclusion in your report. Include references and number your headings in the text. Note that up to 5 marks will be deducted for not meeting technical requirements. The body of your assignment may not exceed 8 typed pages excluding the cover page, declaration statement, introduction, conclusion and references. Please note that the declaration statement on own work must be included in the assignment. Do not submit the declaration statement as a separate document. ASSIGNMENT 01 - SEMESTER 1: QUESTION FOR SUBMISSION See the rubric (scoring sheet) in section 1.4 for the assessment criteria that will be used to assess your answer. Question 1 Critically evaluate how organisational culture is used at Unilever to enhance and support strategy implementation. Make use of examples from the case study to support any arguments made. (25) 1.3 ASSIGNMENT 01 - SEMESTER 1: SELF-ASSESSMENT QUESTIONS Question 2 Explain the strategic importance of core competencies, resources and capabilities in strategy implementation. Give one example of an organisational capability important in strategy implementation. (20) Question 3 Make use of the case study in Annexure B: Unilever sustainable living plan to answer question 3. 17 MNG3702/101/3/2016 Evaluate Unilever's strategic change process. In your evaluation, make specific reference to the preconditions for effective strategic change (organisational change capacity). (20) 1.4 ASSESSMENT CRITERIA FOR ASSIGNMENT 01 - SEMESTER 1 QUESTION 1 UNACCEPTABLE (FAIL) 0-25% CLOSE TO FAIL NEED TO IMPROVE 26-50% Vague evaluation of how organisational culture is used to instil and support strategy implementation. Evaluation lacks detail; only theory from textbook is presented. No appropriate supportive examples given of how organisational culture can be used to support strategy implementation. Common sense approach; very poor understanding. 0-5 marks Technical aspects AND One appropriate example is given of how organisational culture is used to enhance and support strategy implementation. The link between the theory and examples/arguments is not clearly made. Critical discussion is not shown. Some understanding demonstrated of how organisational culture can be used to support strategy implementation. 6-10 marks GOOD PASS 51-75% OUTSTANDING +75% Good evaluation of how culture is used to instil and support strategy implementation. Very good evaluation of how organisational culture can be used to instil and support strategy implementation. Some appropriate supportive examples are given of how culture is used to enhance and support strategy implementation. Many appropriate examples are given to support arguments made. The links made between the theory and the case study examples/arguments are appropriate and well argued. Critical discussion is demonstrated. Good understanding is shown of how culture can be shaped and the mechanisms that can be used to shape organisational culture to support strategy implementation. 11-15 marks MARK The links made between the theory, arguments and/or the supportive examples are appropriate and very well argued. There is balance between the theory and the application of the theory to the case study. Very good critical discussion. Very good understanding demonstrated of how culture can be shaped and the mechanisms that can be used to shape culture to support strategy implementation. 16-20 marks Max 20 Subtotal of question 1 Technical requirements Total 0 Table of contents and headings are used 1 No table of contents or no headings are used Sources are acknowledged/Correct referencing technique is used Bibliography included 1 1 Sources are not acknowledged/Incorrect referencing/In-text referencing technique incorrectly applied Bibliography not included or incorrectly done 0 Introduction included 1 Introduction not included 0 Conclusion included 1 Conclusion not included 0 0 PERCENTAGE MARK FOR ASSIGNMENT 01 18 /20 /5 /25 MNG3702/101 ANNEXURE D: COMPULSORY ASSIGNMENT 02 FOR 2016 - SEMESTER 1 DUE DATE: 24 MARCH 2016 (UNIQUE NUMBER: 725344) Each assignment addresses a number of the learning units and learning outcomes. The outcomes in learning units 5, 6 and 7 will be assessed in Assignment 02. Kindly note the learning outcomes clearly indicate the level of thinking skill you need to demonstrate when answering each question in the assignment. Please note that the learning outcomes are NOT the assessment questions that should be answered. For Assignment 02, Semester 1, you must answer the questions in sections 1.2 and 1.3 below, based on the case study in Annexure B: Unilever sustainable living plan. Hint: Before completing the questions in sections 1.2 and 1.3, read chapters 11, 12 and 13 in the prescribed textbook and learning units 5, 6 and 7. 1.1 1.2 ASSIGNMENT 02 - SEMESTER 1: INSTRUCTIONS Answer question 1 in section 1.2 (for submission). Use examples from the case study in Annexure B to support your answer for question 1. Answer questions 2 and 3 in section 1.3 (for self-assessment purposes). You must follow the guidelines for answering essay-type questions. See section 7.2.4. in this regard. In addition, merely copying facts from prescribed books, without substantiating your answers where necessary, is insufficient. You need to demonstrate a balance between the course theory and the application of the theory. You need to satisfy the correct technical requirements. Structure your answers. Include an introduction, main body of discussion and conclusion in your report. Include references and number your headings in the text. Note that up to 5 marks will be deducted for not meeting technical requirements. The body of your assignment may not exceed 8 pages excluding the cover page, declaration statement, introduction, conclusion and references. Please note that the declaration statement on own work must be included in the assignment. Do not submit the declaration statement as a separate document. ASSIGNMENT 02 - SEMESTER 1: QUESTION FOR SUBMISSION See the rubric (scoring sheet) in section 1.4 below for the assessment criteria that will be used to assess your answer. Question 1 Critically evaluate the strategy deployment efforts in the case of Unilever. In your discussion, make specific reference to the components and enablers of strategy deployment. (25) 1.3 ASSIGNMENT 02 - SEMESTER 1: SELF-ASSESSMENT QUESTIONS Question 2 In a world were change is prevalent and organisations have to be agile and quick to adapt, what role does organisational structure play? Make use of examples to support arguments made. (20) Question 3 Explain Unilever's control levers and the role they play in strategic control. (20) 19 MNG3702/101/3/2016 1.4 ASSESSMENT CRITERIA FOR ASSIGNMENT 02 - SEMESTER 1 QUESTION 1 UNACCEPTABLE (FAIL) 0-25% CLOSE TO FAIL NEED TO IMPROVE 26-50% Vague discussion of strategy deployment. Discussion lacks detail; only theory from textbook is presented; some of the components and enablers of strategy deployment are discussed. No examples given of components and enablers of strategy deployment. Examples given, but do not appropriately link to the theory or arguments made. AND Some examples of components and enablers of strategy deployment are given that appropriately supports the discussion. The link between the theory and examples/arguments is not clearly made. There is some balance between theory and application of the theory to the case study. Common sense discussion. Very poor understanding of strategy deployment. 0-5 marks Technical aspects GOOD PASS 51-75% OUTSTANDING +75% Good critical discussion of strategy deployment efforts. Very good critical discussion of strategy deployment efforts. Most of the components and enablers of strategy deployment in the case study are dealt with in the discussion. All of the components and enablers of strategy deployment are addressed in the discussion. Most of the examples of the components and enablers of strategy deployment given appropriately support the discussion or arguments made. Critical discussion is not demonstrated. There is a good balance between theory and application of the theory on deployment to the case study. Critical discussion is demonstrated. Some understanding demonstrated of strategy deployment. 6-10 marks Good understanding demonstrated of strategy deployment. 11-15 marks Table of contents and headings are used 1 Sources are acknowledged/Correct referencing technique is used Bibliography included 1 Introduction included Conclusion included MARK All of the examples/arguments appropriately support the discussion or arguments made. There is a clear link made between the theory and the examples given. There is also a very good balance between the theory and the application of the theory to the case study. Very good critical discussion. Very good understanding demonstrated of strategy deployment. 16-20 marks Max 20 Subtotal for any ONE of the three questions marked Technical requirements Total No table of contents or no headings are used 0 1 Sources are not acknowledged/Incorrect referencing/In-text referencing technique incorrectly applied Bibliography not included or incorrectly done 0 0 1 Introduction not included 0 1 Conclusion not included 0 PERCENTAGE MARK FOR ASSIGNMENT 02 20 /20 /5 /25 MNG3702/101 ANNEXURE E: COMPULSORY ASSIGNMENT 01 FOR 2016 - SEMESTER 2 DUE DATE: 5 AUGUST 2016 (UNIQUE NUMBER: 779334) Each assignment addresses a number of the learning units and learning outcomes. The outcomes in learning units 1, 2, 3 and 4 will be assessed in Assignment 01. Kindly note the learning outcomes clearly indicate the level of thinking skill you need to demonstrate when answering each question in the assignment. Please note that the learning outcomes are NOT the assessment questions that should be answered. For Assignment 01, Semester 2, you must answer the questions in sections 1.2 and 1.3 below, based on the case study in Annexure B: Unilever sustainable living plan. Hint: Before completing the questions in sections 1.2 and 1.3, read chapters 6 and 10 in the prescribed textbook and learning units 1, 2, 3 and 4. 1.1 1.2 ASSIGNMENT 01 - SEMESTER 2: INSTRUCTIONS Answer question 1 in section 1.2 (for submission). Use examples from the case study in Annexure B to support your answer for question 1. Answer questions 2 and 3 in section 1.3 (for self-assessment purposes). You must follow the guidelines for answering essay-type questions. See section 7.2.4 in this regard. In addition, merely copying facts from prescribed books, without substantiating your answers where necessary, is insufficient. You need to demonstrate a balance between the course theory and the application of the theory. You need to satisfy the correct technical requirements. Structure your answers. Include an introduction, main body of discussion and conclusion in your report. Include references and number your headings in the text. Note that up to 5 marks will be deducted for not meeting technical requirements. The body of your assignment may not exceed 8 pages excluding the cover page, declaration statement, introduction, conclusion and references. Please note that the declaration statement on own work must be included in the assignment. Do not submit the declaration statement as a separate document. ASSIGNMENT 01 - SEMESTER 2: QUESTION FOR SUBMISSION See the rubric (scoring sheet) in section 1.4 for the assessment criteria that will be used to assess your answer. Question 1 Explain what the planned strategic change process entails. Give examples from the Unilever case study (Annexure B) to support your explanation and make recommendations with regard to managing change in the case of Unilever. (25) 1.3 ASSIGNMENT 01 - SEMESTER 2: SELF-ASSESSMENT QUESTIONS Question 2 Critically evaluate the organisational learning of any one organisation. Make specific reference to the learning practices of the organisation, whether the practices are sound (in terms of the theory on organisational learning) and make two recommendations on how the organisation can develop its learning practices. (20) 21 MNG3702/101/3/2016 Question 3 Critically evaluate the culture change efforts of Unilever (Annexure A: Unilever's compass strategy) and make three recommendations on how it can shape or instil a culture that supports the chosen strategy. (20) 1.4 ASSESSMENT CRITERIA FOR ASSIGNMENT 01 - SEMESTER 2 QUESTION 1 UNACCEPTABLE (FAIL) 0-25% CLOSE TO FAIL NEED TO IMPROVE 26-50% Vague discussion on strategic change. Discussion lacks detail; only theory from the textbook is presented on strategic change process. No supportive examples given of steps in strategic change process. Examples given, but they do not appropriately link to the theory or arguments made. Common sense approach; very poor understanding of strategic change process. 0-5 marks Technical aspects AND No examples are given from the case study of the steps in strategic change process. The link between the theory and examples/arguments is not clearly made. Recommendations were not made on managing change. Some understanding demonstrated of strategic change process. 6-10 marks Table of contents and headings are used 1 Sources are acknowledged/Correct referencing technique is used Bibliography included 1 Introduction included Conclusion included GOOD PASS 51-75% OUTSTANDING +75% Good explanation of the strategic change process. Very good explanation of the strategic change process. All of the steps in the strategic change process are dealt with (made use of a theory or framework). Most of the steps in the strategic change process are dealt with. Some examples are given from the case study of the steps in strategic change process, and these examples appropriately link to the theory or arguments made. MARK Many supportive examples from the case study are given of steps in strategic change process. The link between the theory and examples or arguments is very well made. The link between the theory and examples or arguments is well made. Some recommendations were made on managing change. There is also a very good balance between theory and the application of the theory to the case study. Many recommendations were made on managing change. Recommendations are well argued. Recommendations are very well argued. Good understanding demonstrated of strategic change process. 11-15 marks Very good understanding demonstrated of strategic change process. 16-20 marks Max 20 Subtotal for any ONE of the three questions marked Technical requirements Total No table of contents or no headings are used 0 1 Sources are not acknowledged/Incorrect referencing/Incorrect in-text referencing applied Bibliography not included or incorrectly done 0 0 1 Introduction not included 0 1 Conclusion not included 0 PERCENTAGE MARK FOR ASSIGNMENT 01 22 /20 /5 /25 MNG3702/101 ANNEXURE F: COMPULSORY ASSIGNMENT 02 FOR 2016 - SEMESTER 2 DUE DATE: 2 SEPTEMBER 2016 (UNIQUE NUMBER: 804274) Each assignment addresses a number of the learning units and learning outcomes. The outcomes in learning units 5, 6 and 7 will be assessed in Assignment 02. Kindly note the learning outcomes clearly indicate the level of thinking skill you need to demonstrate when answering each question in the assignment. Please note that the learning outcomes are NOT the assessment questions that should be answered. For Assignment 02, Semester 2, you must answer the questions in sections 1.2 and 1.3 below, based on the case study in Annexure B: Unilever sustainable living plan. Hint: Before completing the questions in sections 1.2 and 1.3, read chapters 11, 12 and 13 in the prescribed textbook and learning units 5, 6 and 7. 1.1 1.2 ASSIGNMENT 02 - SEMESTER 2: INSTRUCTIONS Answer question 1 in section 1.2 (for submission). Use examples from the case study in Annexure B to support your answer for question 1. Answer questions 2 and 3 in section 1.3 (for self-assessment purposes). You must follow the guidelines for answering essay-type questions. See section 7.2.4 in this regard. In addition, merely copying facts from prescribed books, without substantiating your answers where necessary, is insufficient. You need to demonstrate a balance between the course theory and the application of the theory. You need to satisfy the correct technical requirements. Structure your answers. Include an introduction, main body of discussion and conclusion in your report. Include references and number your headings in the text. Note that up to 5 marks will be deducted for not meeting technical requirements. The body of your assignment may not exceed 8 pages excluding the cover page, declaration statement, introduction, conclusion and references. Please note that the declaration statement on own work must be included in the assignment. Do not include the declaration of own work as a separate document. ASSIGNMENT 02 - SEMESTER 2: QUESTION FOR SUBMISSION See the rubric (scoring sheet) in section 1.4 below for the assessment criteria that will be used to assess your answer. Question 1 Critically evaluate Unilever's decisions r