1. Know how to critically assess the nature, scope and need for corporate strate gic planning.

Please note that the content of this Lecture Guide is listed in its recommended teaching order, rather than in numerical order. Assessment Criteria/Indicative Content: 1.1 The nature of strategy and characteristics of strategic decisions. The vocabulary of strategy. The concept of strategy lenses : - Strategy as design - Strategy as experience - Strategy as ideas - Strategy as discourse The growth of systematic corporate strategic planning: why a strategic approach is now essential in planning; the advantages and problems /issues of planning st rategically. 1.2 Models and patterns of strategy development in organisations and the implication s for the strategy development process in organisations. To encompass different ways of thinking of how strategies develop including the Johnson, Scholes & Whit tington model encompassing the following perspectives on strategy development: - Intended strategy development - Emergent strategy development - Patterns of strategy development These different perspectives on strategy development should be linked to the fol lowing elements and concepts of strategy development again using the Johnson Sch oles and Whittington model: - Strategic planning systems - Strategic leadership - Organisational politics - Logical incrementalism - The learning organisation - Imposed strategy - Intended and realised strategies - Strategic drift Levels of strategy: distinctions and relationships between corporate, business u nit and functional strategies. Strategic versus tactical planning: processes and perspectives. The elements of strategic management. Suggest using Johnson, Scholes & Whittingt on model of strategic management encompassing elements of: - Assessing strategic position - Identifying and evaluating strategic choices - Actioning strategies 1.3 Corporate planning in different organisational contexts: - Small businesses - Multinational corporations - Service organisations - Innovatory organisations - Public sector organisations Examiner s Tips: There are many ideas and models about the nature and process of corporate strate gic planning. In terms of the lecture content suggested for this first learning outcome however; by far the most comprehensive source is Johnson, Scholes and Wh ittington Exploring Corporate Strategy - have a look at Chapters 1 &11 (use the mo st recent edition). 2. Be able to critically evaluate the tools and techniques of analysis for corpo rate strategic planning decisions. Assessment Criteria/Indicative Content: 2.1

The importance, scope and uses of analysis in the corporate strategic planning p rocess - some key models and concepts: - Analysing strategic position: Strategic fit and SWOT analysis Analysing the Macro environment: - Environmental influences and factors - the PESTEL framework - Scanning and forecasting including scenario analysis - Identifying and appraising opportunities and threats Planning and strategies in simple /static versus dynamic or complex environments . Analysing markets and customers: - Elements of market analysis, size, trends, life-cycle, segments - Elements of customer analysis; needs and wants, value, critical success factor s. Analysing the competitive environment: - Sources of competition - Porter s five forces framework - Strategic groups - Gathering and using competitor intelligence Examiner s Tips: Examination questions on this part of the syllabus will often ask you to discuss the nature and uses of particular concepts and frameworks of analysis. So for e xample if you look at past examination papers you will often find questions on s ay Porter s five forces framework; or the concept of strategic groups etc. Students are generally good at describing the various tools of analysis but are generally weaker at explaining how the corporate planner can use and interpret t he different tools of analysis in the development of strategies. You should bear this in mind when studying this part of the syllabus and in prep aring for the examination. There are some good examples of using the tools of internal analysis in the case study section of the Johnson, Scholes & Whittington text. 2. Be able to critically evaluate the tools and techniques of analysis for corpo rate strategic planning decisions. Assessment Criteria/Indicative Content: 2.2 Internal (company) analysis: - Strategic capability: concepts and importance - Competences and resources - Assessing competences and resources - Linkages and value chain analysis - Delivering value for money - Comparisons with competitors (benchmarking) and improving strategic capabiliti es Corporate level internal analysis: - Adding value from the corporate level - Synergy, corporate parenting and relatedness - Portfolio analysis - Corporate diversity Examiner s Tips: Examination questions on this part of the syllabus will often ask you to discuss the nature and uses of particular concepts and frameworks of analysis. So for e xample if you look at past examination papers you will often find questions on P ortfolio analysis or the concept of synergy. Students are generally good at describing the various tools of internal analysis but are generally weaker at explaining how the corporate planner can use and in terpret the different tools in the development of strategies. You should bear this in mind when studying this part of the syllabus and in prep aring for the examination. There are some good examples of using the tools of internal analysis in the case study section of the Johnson, Scholes & Whittington text. Assessment Criteria/Indicative Content: 3.1

The importance, nature and scope of objectives in corporate strategy. Setting objectives, considerations and inputs: - Financial objectives - Growth objectives - Shareholder value and objectives - Stakeholders and objectives - Ethical issues and objectives - SMART objectives - Objectives in different types of organisations - Organisational culture and objectives - Communicating and agreeing objectives The vocabulary of objectives: - Mission statements - Vision statements - Strategic intent - Strategic drift - Strategic stubbornness Profit maximising versus other objectives. Gap analysis in setting objectives. Examiner s Tips: Don t just concentrate on corporate financial objectives. Many organisations do no t have as their main purpose the pursuit of profit. Moreover, even in the profit making organisation, it is now increasingly recognised that profit is only one objective. corporate planners must increasingly take into account the interests and needs of a whole range of stakeholders when setting corporate objectives. Lo ok out for examples of these other corporate objectives in your reading /studies . A useful source of information on corporate objectives is the annual reports of companies. In particular look for corporate mission and vision statements in the se documents. 3. Be able to identify and critically assess strategic options and decisions and decide between them. Assessment Criteria/Indicative Content: 3.2 Strategies for competitive advantage: - The concept of sustainable competitive advantage - Criteria for sustainable competitive advantage Bases for competitive advantage: - Cost and price based strategies - Added value /differentiation strategies - Hybrid strategies - Focus strategies Models of competitive strategies: - Porter s generic strategies model - Bowman s strategy clock Collaborative strategies and strategic alliances. Game theory and competitive strategies. Strategies for hypercompetitive markets. Examiner s Tips: Look for real life examples of the competitive strategies being pursued by diffe rent organisations. Also, learn to adopt a critical view of the frameworks and m odels associated with this area of strategic decision making. All too often stud ents apply some of the accepted models without thinking of issues and limitations. Assessment Criteria/Indicative Content: 3.2 Alternative strategic directions. Strategies for growth, the Ansoff matrix: - Protect and build current position strategies - Market penetration strategies - Product development strategies

- Market development strategies - Diversification strategies Methods of strategy development: - Internal development - Mergers and acquisitions - Joint developments and strategic alliances Strategies for mature and declining markets. Strategies for different market positions (attack and defence strategies) - Strategies for market leaders - Strategies for market challengers - Strategies for market followers - Strategies for market nichers Examiner s Tips: Students are generally good at describing the various strategy alternatives in q uestions on this part of the syllabus. They are generally weaker in their critic al evaluation of these alternatives and in particular when , under what circumstance s and why to select between alternative strategies. In covering this part of the syllabus, encourage students to go beyond mere desc ription and rote learning of the alternative strategic choices. 3. Be able to identify and critically assess strategic options and decisions and decide between them. Assessment Criteria/Indicative Content: 3.3 Evaluating and choosing between strategic options; the decision making process. 3.4 Evaluation and choice criteria: - Suitability - Acceptability - Feasibility 3.5 Techniques of evaluation and decision making: - Ranking and screening - Decision trees - Risk analysis - Profitability and cost benefit analyses - Shareholder and stakeholder analyses - Scenarios The PIMS data base in strategy evaluation and selection. Examiner s Tips: All too often for some reason students seem to steer clear of the more analytica l and often quantitative aspects of corporate strategy and planning which are pa rticularly pertinent to the evaluation and choice of strategy aspects of the syl labus. Needless to say this will always be a key area of the syllabus and hence an important area for questions. Students should be encouraged to develop their skills and knowledge in the areas of, for example, financial and risk appraisal techniques and the tools and frameworks for decision making. Assessment Criteria/Indicative Content: 4.1 The importance of organisational elements in the successful implementation of co rporate strategies. The concepts of strategic architecture and configuration in corporate strategy. Key elements in configuration: organisational structures, organisational process es, organisational relationships and boundaries: - Organisational structures, to include: simple; functional; multidivisional; st rategic business units (SBUs), holding companies; matrix; team- based and projec t-based structures. - Processes, to include: supervision; planning & control systems; performance ta rgets; market mechanisms; social/cultural processes; self motivation and control . - Relationships and boundaries - to include: centralisation vs. devolution; boun

daries; networks. Mintzberg s concept of configurational stereotypes. Key areas and aspects of resource planning and management in corporate plans: - People resources and strategies: people as a source of competitive advantage; implementing strategies through people; developing human resources - the importa nce of training and development. - Financial resources and strategies: budgeting for strategies; matching financi al and business strategies; sources and uses of funds; identifying key cost and value drivers; funding strategic development; assessing the financial expectatio ns of stakeholders. - Information resources and strategies: information and strategic capability: in formation and business models; information and structuring; managing information and decision support systems. - Technology resources and strategies: technology and competitive advantage; tec hnology and strategic capability; organising and managing technology. Examiner s Tips: There are several key areas of ideas and concepts in this part of the syllabus, an effective treatment of which can only be found in the recommended text for th is module, i.e. Johnson and Scholes (latest edition). In particular, the concept of configuration and the key elements which comprise this is a key concept and me rits an in depth study in the recommended text. Remember this module is concerned with corporate strategy. For the purpose of th is particular syllabus you are not required to be experts in finance; human reso urce management; technology development or information systems (though some of y ou may indeed be experts in one or more of these areas). However, an understanding of how and why these key resource areas relate to succ essful corporate strategies, together with the management of these resources in this context, is essential. Students need to be made aware of the links between managing these key resource areas and the development and implementation of successful corporate strategies and it is from this perspective that this part of the syllabus should be taught and studied. Assessment Criteria/Indicative Content: 4.2 The importance of, need for and problems in managing change. Identifying the need for change; causes and diagnosis. Types of strategic change. Change and context. Resistance to and fear of change. Forcefield analysis. Change management: - Styles of change management - Roles in managing change - Key areas for change - Planning, facilitating and implementing the change process. Examiner s Tips: This is an area of the syllabus where there is potential for overlap with other subjects in the programme - in particular of course, Managing in Organisations . In fact, as you no doubt are aware, managing organisational change is covered in s ome detail in the Managing in Organisations syllabus. The respective subjects ar e aware of and have discussed the potential overlap between the two subject area s on this topic. The perspective taken in the treatment of this topic is in fact slightly differe nt between the two syllabuses. As you would expect, the emphasis on this topic i n the Corporate Strategy syllabus is on identifying, planning and managing chang e with regard to the implementation of corporate strategic plans. It is this per spective therefore that should be highlighted and emphasised to students in stud ying this area of the Corporate Strategy syllabus. If knowledge from another subject syllabus is helpful in this respect, however, then this is seen as being a positive aspect of any potential overlap. Students

should be actively encouraged to use their studies and knowledge from other subj ect areas in this way. Assessment Criteria/Indicative Content: 4.3 Control and evaluation of corporate strategies : - The importance and nature of evaluation and control - Steps in the control process - Identifying key areas of corporate strategic control: elements of corporate pe rformance Techniques of control: - Auditing corporate performance and strategies - Budgetary control - Financial evaluation and control of strategies - Shareholder value evaluation - Using customer satisfaction as a control - Market share measurement - Quality measures of control - The Balanced Scorecard technique Feedback and communication in evaluation and control. The learning and adaptive organisation. Control and organisational structures. Management information and decision support systems in evaluation and control. Examiner s Tips: As with the strategy evaluation and selection part of the syllabus, students ten d to avoid the hard quantitative aspects of control and especially the areas of fi nancial control and instead often opt for the softer more qualitative areas of con trol. Students need to keep up to date with developments in control and evaluation tec hniques, such as the Balanced Scorecard, customer tracking, and developments in Information and decision support systems. However, this shouldn t be at the expens e of more day to day, but equally important areas of strategic evaluation and co ntrol. 5. Be able to critically evaluate key contemporary issues and future challenges affecting corporate strategic planning. Assessment Criteria/Indicative Content: 5.1 Corporate strategy in the global organisation: - The growth of the global organisation - drivers and motives - Market selection and entry strategies for global markets - Additional complexities and considerations in global corporate planning - National and international sources of competitive advantage - Porter s diamond - Organisational and control issues in multinational planning 5.2 Corporate strategy in the innovative and entrepreneurial organisation: - The growth of the innovative and entrepreneurial organisation - drivers and mo tives - The learning/adaptive organisation - Encouraging innovation and entrepreneurship - Innovation diffusion - Innovation strategies - Additional complexities and considerations in planning and managing innovation and entrepreneurship Examiner s Tips: Potentially a lot to cover here, and by its very nature, a part of the syllabus where there are constant new developments and changes. The two areas which this part of the syllabus concentrates on are the areas of g lobal strategic planning and strategic planning in the innovative/entrepreneuria l organisation. Many of the currently available comprehensive texts on Corporate Strategy have f ull chapters or at least extended sections in chapters on these two contemporary

areas of corporate strategy. Students should be encouraged to study the materia l in available texts and use the syllabus and lecture guides to familiarise them selves with the key corporate strategy issues associated with these areas. 5. Be able to critically evaluate key contemporary issues and future challenges affecting corporate strategic planning. Assessment Criteria/Indicative Content: 5.3 Social and ethical issues in corporate strategy: - Importance and growth of social and ethical issues - Scope of ethical issues affecting corporate strategy - Social and ethical issues and corporate strategy - Ethical issues - shareholder and stakeholder perspectives - Shareholder mapping Corporate governance and corporate strategy: - Corporate governance, importance and scope - Principles of corporate governance - The governance chain - Governance and shareholders and stakeholders - Governance as a source of competitive advantage Examiner s Tips: Issues and concepts in corporate governance and social and ethical issues relate d to corporate strategy continue to develop quickly. It is important for student s to try to keep up to date with developments in these areas. Journals and even press reports from the business sections of good quality newspapers are good sou rces of up to date developments together with practical examples of application related to this area of the syllabus. Ethical and corporate governance issues potentially affect all aspects of corpor ate strategic planning including, for example: setting corporate objectives, int ernal and external analysis, strategy evaluation and choice and strategic contro l. Students need to be aware of how, why and where ethical and corporate governa nce are increasingly important to the process of corporate strategic planning. 1. Be able to compare and evaluate alternative approaches to organisation theory . Please note that the content of this Lecture Guide is listed in its recommended teaching order, rather than in numerical order. Assessment Criteria/Indicative Content: 1.1 Discuss the development of organisation theory: 1.1.1 Describe the main elements of simple and complex organisations. 1.1.2 Define organisations in relation to their common features, e.g. production , rules and regulations, division of labour, chain of authority, information sys tems. 1.2 Critically evaluate each of the key alternative approaches for understanding organisations: 1.2.1 Differentiate between classical approaches, bureaucracy, systems theories and contingency theory. 1.2.2 Discuss action theory and its place in understanding organisations. Examiner s tips: It is vital that candidates are able to understand the various issues and concep ts from the syllabus, but also that they are able to apply these issues and conc epts to practical situations in organisations. Students answers often lack the us e of any form of concepts or theory and they must link concepts/theories to any practical situations they use in their answers. It is also important that studen ts understand the importance of evaluative style questions and how this style of q uestions should be answered, e.g. questions with command words evaluate, discuss, to what extent etc. should look at both sides of an argument e.g. advantages/disad vantages; benefits/limitations; strengths/weaknesses; positive points/negative p oints etc. There should also be a conclusion at the end of students answers even if findings or conclusion depend on certain events or criteria. It will therefore be important to build in a number of practical exercises based on both the candidates own organisations, and organisations in general. Small gr

oup work, mini lectures, seminars, discussion tutorials and role play are encour aged. 2. Understand the key elements in organisational structure and design. Assessment Criteria/Indicative Content: 2.1 Define the elements of structure: 2.1.1 Discuss the common elements of hierarchy and specialisation. 2.2 Show how these structural elements facilitate the achievement of organisatio nal goals: 2.2.1 Examine the ways in which hierarchy and specialisation facilitate greater levels of organisational activity. 2.3 Explore alternative organisational structures through which hierarchy and sp ecialisation may be operationalised: 2.3.1 Consider different organisational forms including structure based on produ ct or function, geographically based structures and market led structures. 2.3.2 Distinguish between mechanistic and organic structures. 2.3.3 Discuss the issues of centralisation or decentralisation. 2.3.4 Discuss the strengths and weaknesses of each of the above. Examiner s tips: Candidates must develop the ability to fully understand the requirements of exam ination questions and use the full range of concepts learnt, if applicable to th e question. They must be able to distinguish key words in the examination, e.g. discuss, evaluate, analyse. Also they must look at the depth of an answer in rel ation to the number of marks available, e.g. a 15 mark question should have more depth than a 10 mark question. They should also be discouraged from re-writing the questions that are set. This approach wastes time and effort. Often question s ask for students to relate the question to the workplace and therefore an unde rstanding of their workplace structure can be advantageous. 3. Understand managerial processes within an organisational context. Assessment Criteria/Indicative Content: 3.1 Explain the main functions and processes of management and their contributio n to the achievement of organisational goals: 3.1.1 Discuss the management functions of communicating, co-ordinating, planning , decision-making, leading and controlling. 3.1.2 Analyse the inter-relationship between these functions. 3.1.3 Analyse how the management functions outlined in 3.1.1 assist in the achie vement of organisational goals. Examiner s tips: Working through past examination questions will obviously give candidates some p ractice in interpreting and answering questions. This part of the syllabus often appears in past question papers. Again the use of relevant theory/concepts in a student s answer will help gain those extra marks. It will also be useful to be able to critically evaluate the functions of manage ment and their appropriateness in today s organisations. Some sections of this syl labus link well, either implicitly or explicitly, with other parts of the syllab us or other units. Students should be encouraged to identify these links e.g. hu man resources or behavioural aspects relating to staff/manager issues. 3. Understand managerial processes within an organisational context. Assessment Criteria/Indicative Content: 3.2 Explore alternative ways in which the functions and processes of management may be conducted: 3.2.1 Discuss the literature relating to each of the functions and processes des cribed under 3.1.1 showing the different means by which they may be implemented. 3.3 Assess how the conduct of the functions outlined in 3.1 can be enhanced: 3.3.1 Discuss how the managerial role can be enhanced to motivate and develop st aff. Examiner s tips: It is useful to be able to use the concepts learnt and link them to any practica l experience the student has which may be gained from their workplace or topical reading carried out by students. Motivation is also the key here and motivation al techniques such as delegation, empowerment, teamwork etc. can be used in answ

ers together with key motivational concepts learnt. 4. Understand the concepts of organisational strategy and organisational goals a nd their relationship to organisational effectiveness and efficiency. Assessment Criteria/Indicative Content: 4.1 Distinguish between organisational effectiveness and organisational efficien cy: 4.1.1 Define and discuss organisational effectiveness. 4.1.2 Define and discuss organisational efficiency. 4.1.3 Identify and analyse a range of performance measures including quantitativ e and qualitative information. The study manual covers a range of measures inclu ding Kaplan s balanced scorecard approach. Examiner s tips: Some sections of the syllabus will inevitably have some links with other parts o f the syllabus. Such links must be established and candidates should be encourag ed to identify these links, e.g. behavioural aspects of people. Students also fi nd it difficult to distinguish between efficiency and effectiveness . This part of the syllabus also lends itself to use of diagrams which can enhance a student s an swer. 4. Understand the concepts of organisational strategy and organisational goals a nd their relationship to organisational effectiveness and efficiency. Assessment Criteria/Indicative Content: 4.2 Distinguish between organisational goals and organisational strategy: 4.2.1 Define and discuss the term organisational goal . This needs to be looked at in relation to the overall planning process. Wheelen and Hunger s concept can be u sed here. 4.2.2 Define and discuss the term organisational strategy . Again this needs to be looked at in relation to the overall planning process. 4.3 Discuss the concept of pluralism in an organisational context: 4.3.1 Distinguish between unitary and pluralistic frameworks for viewing organis ations. Look at how these affect and influence the nature of employment relation s and the management of human resources. 4.3.2 Show how these alternative frameworks inform the discussion of organisatio nal goals and organisational strategy. Examiner s tips: The importance of the core text (L.J. Mullins: Management and Organisational Beh aviour) as part of the teaching and learning process cannot be stressed enough. Students need to be aware of the links between organisational goals and strategi es and how these fit into the overall planning process. Again use of a diagram c an enhance marks. 5. Understand the need for organisational responsiveness to ensure continued eff ectiveness in the light of external/internal pressures. Assessment Criteria/Indicative Content: 5.1 Discuss the impact of the external environment on organisational structures and management processes: 5.1.1 Discuss the environmental context of organisations: dynamics and complexit y. Johnson and Scholes concept is useful here. Also the application of SWOT analy sis would help unravel the complexities of the business environment layers and h elp review internal aspects of the organisation. Identification of key stakehold ers in a chosen organisation would add further value. 5.1.2 Analyse key factors and trends influencing organisational structures and m anagement processes using PESTLE. Examiner s Tips: The use of case studies would be relevant for this area of the syllabus. Candida tes might like to consider their own organisation especially in relation to SWOT analysis, key stakeholders and PESTLE. If they find this difficult, case studie s can be looked at using multinational firms or well known firms from the studen t s country. 5. Understand the need for organisational responsiveness to ensure continued eff ectiveness in the light of external/internal pressures. Assessment Criteria/Indicative Content:

5.2 Discuss the impact of the internal environment on organisational structures and management processes: 5.2.1 Analyse the internal environment: resources, operating systems, products, culture, technology, stakeholders, results. 5.2.2 Show how structures based on function, product, customer or geography refl ect environmental forces. It would be useful also to look at centralised and dec entralised structures. 5.2.3 Show how mechanistic and organic structures reflect environmental forces. Burns and Stalker s concept is relevant here. 5.2.4 Discuss matrix structures and show how they are appropriate to particular environments. 5.2.5 Show how environmental demands shape the practice of functions of manageme nt discussed in 3.1.1. Examiner s tips: The use of case studies can be relevant here and will provide a good vehicle for using and applying the various concept models and theories. Diagrams will alway s add value to any examination answer. Again, using students employers as an exam ple can help a student gain an understanding of this area of the syllabus. 5. Understand the need for organisational responsiveness to ensure continued eff ectiveness in the light of external/internal pressures. Assessment Criteria/Indicative Content: 5.3 Explore how organisations cope with dynamic environments: 5.3.1 Analyse why organisations fail to respond to environmental pressures. 5.3.2 Discuss the impact of strategy on structure and the impact of structure on strategy. Waterman, Peters and Phillips 7S Framework concept is relevant here. 5.3.3 Discuss the nature of power and politics in organisations. Examiner s tips: The use of real case studies will again be relevant here as an aid to teaching and learning. Look at organisations that have failed and survived environmental pre ssures as a framework for answering questions set in this part of the syllabus. Again diagrams can aid answers e.g. matrix structure, the 7S framework. 6. Understand the processes of organisational change and organisational developm ent. Assessment Criteria/Indicative Content: 6.1 Identify and explain external and internal triggers of change. This will inc lude PESTLE and market pressure, the internal pressures of performance, employee demands and the need for innovation. Define and explore innovation and how ofte n it is a major trigger for change. Look at types of innovation (product, organi sational, management and service sector). 6.2 Discuss the different approaches to change and the effect on an organisation s culture: 6.2.1 Analyse a range of approaches to manage change successfully. Discuss here the resistance to change and how to overcome it. Look at the work of Kurt Lewin (Force Field Diagram and Freeze/Unfreeze model). 6.2.2 Outline the role of the manager in establishing new patterns of behaviour. 6.3 Explain how to manage the change process and resistance to change using curr ent theory: 6.3.1 Explain the change process: planning, identification of need and involveme nt, determining the best strategy, drawing up plans, and review and evaluation. 6.3.2 Explain why people resist change, and measures that can be taken to overco me resistance. Again look at the work of Kurt Lewin. Examiner s tips: Practical exercises based on mini case studies are useful here across the whole range of the change topic. The Mullins text gives many ideas for activities relate d to this topic which will help students in relevant exam questions. Again stude nts can think about how change has taken place in their organisations and how it was introduced. Answers involving change must also use the relevant change concep ts e.g. the work of Kurt Lewin, otherwise marks will be lost. 6. Understand the processes of organisational change and organisational developm ent.

Assessment Criteria/Indicative Content: 6.4 Discuss the scope of organisational development strategies: 6.4.1 Distinguish between organisational and management development. Critical ev aluation of approaches to this area is important. Explain how change may be a cr itical part of an organisational development programme. 6.5 Explain differing approaches to organisational development: 6.5.1 Examine the process of action research and alternative organisational deve lopment interventions. Examiner s tips: Past students examination answers to this part of the syllabus have generally bee n quite poor and have failed to distinguish between organisational development a nd management development. Mullins and the ABE study manual both cover this area in detail. Use of a table showing the distinction between the two types of deve lopment can be an effective way of answering this type of question, as shown in the study manual. 6. Understand the processes of organisational change and organisational developm ent. Assessment Criteria/Indicative Content: 6.6 Analyse the process of organisational development: 6.6.1 Discuss the features of a learning organisation. 6.7 Discuss the capacity of an organisation to learn from the context in which i t operates: 6.7.1 Examine the different characteristics of organisational development within a business. Examiner s tips: Again in past examinations students have answered this part of the syllabus quit e poorly. It is important to learn the key concepts which are covered in detail in the study manual and not use vague and casual conversation in answers. Often a 25 mark question is available in the exam and good knowledge and understanding is needed to gain good marks. Unless a student can answer 25 mark questions with so me depth and full understanding and introducing relevant concepts it is advisabl e for students not to tackle these questions and instead perhaps focus on questi ons that are divided into (a) and (b) parts.