Question 1. I want to emphasise that this question specifically asks for a cultural perspective on the strategy that you think Cordia has adopted. In other words what is the relationship betwwen culture and strategy here? I referred you to figure 5.6 in the text which indicates something about the effect of culture on strategy. Probably a good starting point is for you to identify the strategy that Cordia has adopted and the logic behind it. And then what is the influence of culture on the strategy. Does the new strategy at Cordia require a cultural change? If so what are the major issues with aligning culture and strategy?
Question 2: Remember we are not talking about strategy here but about strategy development processes - how do the Council and Cordia develop strategy?
Question 3: If you have identify the Cordia strategy in question 1 then this question is an evaluation of that strategy with any supported suggestion of changing that strategy. Module 2 was all about strategic choice and chapter 11 provides some insights on evaluating strategies.
Question 4: Cordia has a number of choices that will have an influence on how its operating structure develops over time. These choices are fundamentally concerned with the way in which the Cordia board and its management team collectively perceive the underlying organising concept for Cordia. Chapter 13 should give you enough insights on the issues of organising.
Regards Bruce
Assignment 3
Description Marks out of Wtg (%) Due date
Assignment 3 (2000 words) 50 50 25 October 2013
Case study: 'Cordia LLP: service reform in the public sector' (Johnson, G, Whittington, R & Scholes, K 2011, pp. 613-617).
Case study questions:
1. Assess the strategic position of Cordia paying particular attention to an organisational cultural perspective.
2. What modes of strategy development are evident in Cordia, and which would you expect to be prevalent, given the strategic change described?
3. What strategy should Cordia adopt and why?
4. What organisational structure should Cordia adopt and why?