⋆ ⋆ ⋆
MNG3702: Strategy Imple-
mentation and Control IIIB
OCT/NOV Examination 2026 Preparation
Covers Past Papers: 2023, 2024 & 2025
⋆ ⋄ ⋆ ⋄ ⋆ ⋄ ⋆ ⋄ ⋆
Strategic Management — University of South Africa (UNISA)
Exam Revision Guide
MNG3702
Module Code:
Strategy Implementation and Control
Module Name:
IIIB
OCT/NOV 2023, 2024 & 2025
Exams Covered:
OCT/NOV 2026 Examination
Prepared for:
70 marks per paper
Total Marks:
4 Hours (Closed Book)
Duration:
Dr AN Moloto & Mr R Tharaga
Examiners:
Focus on understanding concepts and applying them to case studies. Predict the
2026 exam from recurring patterns in this guide.
Exam Revision Notes | MNG3702 | 2023–2025
,MNG3702 | Exam Revision OCT/NOV 2023 – 2025
PART A: OCT/NOV 2025 EXAMINATION
MNG3702 · Strategy Implementation and Control · 70 Marks · 4 Hours · Closed Book
Examiners: Dr AN Moloto (First) & Mr R Tharaga (Second) · 8 Pages
Key Concept
About the 2025 Paper: The OCT/NOV 2025 paper used a case study on responsible
strategic leadership, transformational leadership, corporate governance, and whistle-
blower programmes. Questions tested students’ ability to apply theoretical concepts
(organisational culture, leadership, strategic change, and governance) to a real-world
South African corporate context.
Page 2 of 29
,MNG3702 | Exam Revision OCT/NOV 2023 – 2025
2025 – Question 1 [25 marks]
(1.1) [10 marks]
Question: Read the case study provided. Discuss the layers of organisational culture and
explain how each layer is evident in the organisation described in the case study. [10]
Answer:
Key Concept
Organisational Culture is defined as a pattern of shared basic assumptions learned
by a group as it solved its problems of external adaptation and internal integration,
which has worked well enough to be considered valid, and is taught to new members
as the correct way to perceive, think, and feel in relation to those problems. (Schein’s
definition)
Organisational culture has three distinct layers, each increasing in depth and difficulty to
change:
Layer 1: Visible Artefacts (Surface Layer)
Artefacts are the most visible and accessible elements of organisational culture. They include
everything you can see, hear, and feel when entering an organisation.
• Physical artefacts: office layout, dress code, company logo, branding, physical workspace
design.
• Behavioural artefacts: rituals, ceremonies, meetings, how staff greet each other.
• Verbal artefacts: stories, myths, slogans, language used within the organisation.
• Application: In the case study, visible artefacts would include the company’s formal
codes of conduct displayed on walls, award ceremonies recognising ethical behaviour, and
the language used in official communications about governance and integrity.
Layer 2: Espoused Values (Intermediate Layer)
Espoused values are the stated values, norms, and beliefs that members of the organisation
claim to follow. These represent the organisation’s official position on how things should be
done.
• These include official strategies, goals, and philosophies.
Page 3 of 29
,MNG3702 | Exam Revision OCT/NOV 2023 – 2025
• Values are stated in mission statements, annual reports, and company policies.
• Application: The company’s commitment to ethical leadership, anti-corruption policies,
and whistle-blower protection policies are espoused values. These are what the organisa-
tion says it stands for.
Layer 3: Basic Underlying Assumptions (Deepest Layer)
These are the unconscious, taken-for-granted beliefs and values that actually drive behaviour.
They are the hardest to identify and change because they operate below conscious awareness.
• These assumptions represent what the organisation actually believes, often revealed only
under pressure or crisis.
• A misalignment between espoused values (Layer 2) and underlying assumptions (Layer 3)
creates a cultural gap that undermines strategy implementation.
• Application: If employees genuinely believe that ethical reporting is encouraged and pro-
tected, this is a positive underlying assumption. If, however, the culture actually punishes
people who speak up (despite official whistle-blower policies), then the underlying assump-
tion contradicts the espoused value.
Exam Tip
For 10-mark questions, aim for: definition of the concept (2 marks), a structured discus-
sion of all three layers (2 marks each = 6 marks), and one integrated application point
(2 marks). Always name Schein when discussing culture layers.
(1.2) [5 marks]
Question: Discuss the cultural indicators used to evaluate the health of an organisation’s
culture, with reference to the case study. [5]
Answer:
Cultural indicators are observable signs used by managers and strategists to assess whether an
organisation’s culture is healthy and aligned with its strategic direction. Five key indicators
include:
• 1. Stories and myths: The narratives that circulate in an organisation reveal what is
truly valued. In a healthy culture, stories celebrate integrity, innovation, and customer
care. In a toxic culture, stories celebrate cutting corners or avoiding accountability.
Page 4 of 29
,MNG3702 | Exam Revision OCT/NOV 2023 – 2025
• 2. Rites, rituals and ceremonies: These are recurring events that reinforce cultural
values. Award ceremonies for ethical conduct, annual strategy review days, or onboarding
rituals signal what the organisation values.
• 3. Symbols and artefacts: The physical and symbolic objects that represent the organ-
isation’s values, such as open-plan offices (suggesting transparency), or restricted access
areas (suggesting hierarchy and secrecy).
• 4. Language and slogans: The words and phrases commonly used indicate cultural pri-
orities. An organisation that regularly speaks of “accountability,” “integrity,” and “trans-
parency” is reinforcing these as cultural norms.
• 5. Heroes and role models: The people celebrated within the organisation shape cul-
ture. If leaders who act ethically and transparently are promoted and praised, this signals
that such behaviour is expected.
Exam Tip
5-mark questions: one clear definition plus five named indicators with brief explana-
tions. Do not write essays — list and explain concisely.
(1.3) [10 marks]
Question: Discuss how an organisation can build a culture that encourages responsible
and successful strategy implementation. Refer to the case study in your answer. [10]
Answer:
Building a culture aligned with responsible strategy implementation requires deliberate leader-
ship actions across several dimensions:
1. Leadership by example (Role Modelling)
Leaders must personally demonstrate the values they wish to embed in the culture. When se-
nior leaders act with integrity, take accountability, and honour commitments, employees ob-
serve and replicate this behaviour. Symbolic management actions (such as a CEO voluntarily
disclosing a personal mistake or championing a whistle-blower publicly) are powerful cultural
signals.
2. Clear communication of values and strategy
The organisation’s values, vision, and strategic intent must be communicated repeatedly and
consistently through multiple channels. Only 5% of the workforce typically understands the
Page 5 of 29
, MNG3702 | Exam Revision OCT/NOV 2023 – 2025
organisation’s strategy (Vision Barrier). Organisations that invest in town halls, intranet con-
tent, and team briefings close this gap.
3. Reward and recognition systems aligned with values
Incentive structures must reward behaviours consistent with the desired culture. If bonuses
reward results regardless of how they were achieved, unethical conduct is indirectly encour-
aged. A responsible culture rewards ethical behaviour, collaboration, and long-term thinking
alongside financial results.
4. Embedding culture through HR practices
Recruitment, onboarding, training, and performance management should all reinforce the de-
sired culture. Hiring people whose values align with the organisation’s stated values is more
effective than trying to change entrenched attitudes later.
5. Structural supports (policies and systems)
Formal systems — including a whistle-blower programme, an ethics hotline, an independent
audit committee, and transparent reporting mechanisms — create the structural scaffolding
that supports cultural aspirations. Without these, values remain aspirational rather than op-
erational.
6. Managing subcultures
Large organisations have subcultures within different departments or geographies. Strategy
implementation requires ensuring these subcultures are not in conflict with the overarching
organisational culture. Divisional leaders must be aligned and empowered to model and rein-
force the dominant culture.
Example
Anglo American (recurring UNISA case): Anglo American built a responsible
culture by establishing clear ethical leadership standards, embedding environmental and
social governance (ESG) commitments into performance targets, and creating formal
structures for accountability. Their “Good Citizenship” business principles required
every manager to demonstrate values-aligned leadership, not just financial performance.
Page 6 of 29
MNG3702: Strategy Imple-
mentation and Control IIIB
OCT/NOV Examination 2026 Preparation
Covers Past Papers: 2023, 2024 & 2025
⋆ ⋄ ⋆ ⋄ ⋆ ⋄ ⋆ ⋄ ⋆
Strategic Management — University of South Africa (UNISA)
Exam Revision Guide
MNG3702
Module Code:
Strategy Implementation and Control
Module Name:
IIIB
OCT/NOV 2023, 2024 & 2025
Exams Covered:
OCT/NOV 2026 Examination
Prepared for:
70 marks per paper
Total Marks:
4 Hours (Closed Book)
Duration:
Dr AN Moloto & Mr R Tharaga
Examiners:
Focus on understanding concepts and applying them to case studies. Predict the
2026 exam from recurring patterns in this guide.
Exam Revision Notes | MNG3702 | 2023–2025
,MNG3702 | Exam Revision OCT/NOV 2023 – 2025
PART A: OCT/NOV 2025 EXAMINATION
MNG3702 · Strategy Implementation and Control · 70 Marks · 4 Hours · Closed Book
Examiners: Dr AN Moloto (First) & Mr R Tharaga (Second) · 8 Pages
Key Concept
About the 2025 Paper: The OCT/NOV 2025 paper used a case study on responsible
strategic leadership, transformational leadership, corporate governance, and whistle-
blower programmes. Questions tested students’ ability to apply theoretical concepts
(organisational culture, leadership, strategic change, and governance) to a real-world
South African corporate context.
Page 2 of 29
,MNG3702 | Exam Revision OCT/NOV 2023 – 2025
2025 – Question 1 [25 marks]
(1.1) [10 marks]
Question: Read the case study provided. Discuss the layers of organisational culture and
explain how each layer is evident in the organisation described in the case study. [10]
Answer:
Key Concept
Organisational Culture is defined as a pattern of shared basic assumptions learned
by a group as it solved its problems of external adaptation and internal integration,
which has worked well enough to be considered valid, and is taught to new members
as the correct way to perceive, think, and feel in relation to those problems. (Schein’s
definition)
Organisational culture has three distinct layers, each increasing in depth and difficulty to
change:
Layer 1: Visible Artefacts (Surface Layer)
Artefacts are the most visible and accessible elements of organisational culture. They include
everything you can see, hear, and feel when entering an organisation.
• Physical artefacts: office layout, dress code, company logo, branding, physical workspace
design.
• Behavioural artefacts: rituals, ceremonies, meetings, how staff greet each other.
• Verbal artefacts: stories, myths, slogans, language used within the organisation.
• Application: In the case study, visible artefacts would include the company’s formal
codes of conduct displayed on walls, award ceremonies recognising ethical behaviour, and
the language used in official communications about governance and integrity.
Layer 2: Espoused Values (Intermediate Layer)
Espoused values are the stated values, norms, and beliefs that members of the organisation
claim to follow. These represent the organisation’s official position on how things should be
done.
• These include official strategies, goals, and philosophies.
Page 3 of 29
,MNG3702 | Exam Revision OCT/NOV 2023 – 2025
• Values are stated in mission statements, annual reports, and company policies.
• Application: The company’s commitment to ethical leadership, anti-corruption policies,
and whistle-blower protection policies are espoused values. These are what the organisa-
tion says it stands for.
Layer 3: Basic Underlying Assumptions (Deepest Layer)
These are the unconscious, taken-for-granted beliefs and values that actually drive behaviour.
They are the hardest to identify and change because they operate below conscious awareness.
• These assumptions represent what the organisation actually believes, often revealed only
under pressure or crisis.
• A misalignment between espoused values (Layer 2) and underlying assumptions (Layer 3)
creates a cultural gap that undermines strategy implementation.
• Application: If employees genuinely believe that ethical reporting is encouraged and pro-
tected, this is a positive underlying assumption. If, however, the culture actually punishes
people who speak up (despite official whistle-blower policies), then the underlying assump-
tion contradicts the espoused value.
Exam Tip
For 10-mark questions, aim for: definition of the concept (2 marks), a structured discus-
sion of all three layers (2 marks each = 6 marks), and one integrated application point
(2 marks). Always name Schein when discussing culture layers.
(1.2) [5 marks]
Question: Discuss the cultural indicators used to evaluate the health of an organisation’s
culture, with reference to the case study. [5]
Answer:
Cultural indicators are observable signs used by managers and strategists to assess whether an
organisation’s culture is healthy and aligned with its strategic direction. Five key indicators
include:
• 1. Stories and myths: The narratives that circulate in an organisation reveal what is
truly valued. In a healthy culture, stories celebrate integrity, innovation, and customer
care. In a toxic culture, stories celebrate cutting corners or avoiding accountability.
Page 4 of 29
,MNG3702 | Exam Revision OCT/NOV 2023 – 2025
• 2. Rites, rituals and ceremonies: These are recurring events that reinforce cultural
values. Award ceremonies for ethical conduct, annual strategy review days, or onboarding
rituals signal what the organisation values.
• 3. Symbols and artefacts: The physical and symbolic objects that represent the organ-
isation’s values, such as open-plan offices (suggesting transparency), or restricted access
areas (suggesting hierarchy and secrecy).
• 4. Language and slogans: The words and phrases commonly used indicate cultural pri-
orities. An organisation that regularly speaks of “accountability,” “integrity,” and “trans-
parency” is reinforcing these as cultural norms.
• 5. Heroes and role models: The people celebrated within the organisation shape cul-
ture. If leaders who act ethically and transparently are promoted and praised, this signals
that such behaviour is expected.
Exam Tip
5-mark questions: one clear definition plus five named indicators with brief explana-
tions. Do not write essays — list and explain concisely.
(1.3) [10 marks]
Question: Discuss how an organisation can build a culture that encourages responsible
and successful strategy implementation. Refer to the case study in your answer. [10]
Answer:
Building a culture aligned with responsible strategy implementation requires deliberate leader-
ship actions across several dimensions:
1. Leadership by example (Role Modelling)
Leaders must personally demonstrate the values they wish to embed in the culture. When se-
nior leaders act with integrity, take accountability, and honour commitments, employees ob-
serve and replicate this behaviour. Symbolic management actions (such as a CEO voluntarily
disclosing a personal mistake or championing a whistle-blower publicly) are powerful cultural
signals.
2. Clear communication of values and strategy
The organisation’s values, vision, and strategic intent must be communicated repeatedly and
consistently through multiple channels. Only 5% of the workforce typically understands the
Page 5 of 29
, MNG3702 | Exam Revision OCT/NOV 2023 – 2025
organisation’s strategy (Vision Barrier). Organisations that invest in town halls, intranet con-
tent, and team briefings close this gap.
3. Reward and recognition systems aligned with values
Incentive structures must reward behaviours consistent with the desired culture. If bonuses
reward results regardless of how they were achieved, unethical conduct is indirectly encour-
aged. A responsible culture rewards ethical behaviour, collaboration, and long-term thinking
alongside financial results.
4. Embedding culture through HR practices
Recruitment, onboarding, training, and performance management should all reinforce the de-
sired culture. Hiring people whose values align with the organisation’s stated values is more
effective than trying to change entrenched attitudes later.
5. Structural supports (policies and systems)
Formal systems — including a whistle-blower programme, an ethics hotline, an independent
audit committee, and transparent reporting mechanisms — create the structural scaffolding
that supports cultural aspirations. Without these, values remain aspirational rather than op-
erational.
6. Managing subcultures
Large organisations have subcultures within different departments or geographies. Strategy
implementation requires ensuring these subcultures are not in conflict with the overarching
organisational culture. Divisional leaders must be aligned and empowered to model and rein-
force the dominant culture.
Example
Anglo American (recurring UNISA case): Anglo American built a responsible
culture by establishing clear ethical leadership standards, embedding environmental and
social governance (ESG) commitments into performance targets, and creating formal
structures for accountability. Their “Good Citizenship” business principles required
every manager to demonstrate values-aligned leadership, not just financial performance.
Page 6 of 29
