QUESTION 1
OPTION 2 – B C E
Components of strategy deployment:
Aligning organisational units with the strategic direction:
Organisational units must be meticulously aligned with the strategy so that the entire organisation and all its
parts move in the same direction. If parts of an organisation “pull” in different directions, the organisation is
less likely to build a cohesive strategy, which is crucial for closing the gap between planned and realised
strategy.
Aligning individual behaviour with the strategic direction:
Individual behaviour can be aligned with strategy by communicating the strategy and then using tools such
as the recruitment process, policies and procedures, cascading of objectives and reward systems.
Identifying and managing strategic initiatives:
Strategic initiatives refer to the key projects or programmes that are selected to achieve specific objectives or
to improve performance. The organisation must make a decision on the portfolio of initiatives it will pick. It
needs to have adequate processes for identifying and managing these strategic initiatives.
PAGE 239 PRESCRIBED TEXTBOOK
QUESTION 2
OPTION 4
Values:
, These are the beliefs, traits and behavioural norms that management has determined should guide the pursuit of its
vision and mission.
PAGE 198 PRESCRIBED TEXTBOOK
QUESTION 3
OPTION 1
Beliefs:
These are the reflections of someone’s sense of what ought to be and can typically be discerned in how
people talk about issues that the organisation faces.
PAGE 198 PRESCRIBED TEXTBOOK
QUESTION 4
OPTION 5
Behaviours:
These are the day-to-day ways in which the organisation operates, and it includes work routines and how the
organisation is structured and controlled.
PAGE 198 PRESCRIBED TEXTBOOK
QUESTION 5
OPTION 4
PAGE 229 – 230 PRESCRIBED TEXTBOOK
PAGE 13 STUDY GUIDE
QUESTION 6
OPTION 4 – C E F
On the other hand, large-scale changes may be required, that may involve extensive changes,
for example:
Structural changes, such as restructuring of the whole organisation
People changes, such as appointing a new top management team
OPTION 2 – B C E
Components of strategy deployment:
Aligning organisational units with the strategic direction:
Organisational units must be meticulously aligned with the strategy so that the entire organisation and all its
parts move in the same direction. If parts of an organisation “pull” in different directions, the organisation is
less likely to build a cohesive strategy, which is crucial for closing the gap between planned and realised
strategy.
Aligning individual behaviour with the strategic direction:
Individual behaviour can be aligned with strategy by communicating the strategy and then using tools such
as the recruitment process, policies and procedures, cascading of objectives and reward systems.
Identifying and managing strategic initiatives:
Strategic initiatives refer to the key projects or programmes that are selected to achieve specific objectives or
to improve performance. The organisation must make a decision on the portfolio of initiatives it will pick. It
needs to have adequate processes for identifying and managing these strategic initiatives.
PAGE 239 PRESCRIBED TEXTBOOK
QUESTION 2
OPTION 4
Values:
, These are the beliefs, traits and behavioural norms that management has determined should guide the pursuit of its
vision and mission.
PAGE 198 PRESCRIBED TEXTBOOK
QUESTION 3
OPTION 1
Beliefs:
These are the reflections of someone’s sense of what ought to be and can typically be discerned in how
people talk about issues that the organisation faces.
PAGE 198 PRESCRIBED TEXTBOOK
QUESTION 4
OPTION 5
Behaviours:
These are the day-to-day ways in which the organisation operates, and it includes work routines and how the
organisation is structured and controlled.
PAGE 198 PRESCRIBED TEXTBOOK
QUESTION 5
OPTION 4
PAGE 229 – 230 PRESCRIBED TEXTBOOK
PAGE 13 STUDY GUIDE
QUESTION 6
OPTION 4 – C E F
On the other hand, large-scale changes may be required, that may involve extensive changes,
for example:
Structural changes, such as restructuring of the whole organisation
People changes, such as appointing a new top management team
