Thought for the day:
“All change is not
growth, as all
movement is not
forward.”
Ellen Glasgow.
Managing Change:
Internal causes of change
HIGHER LEVEL
1.6 Organizational planning tools
Target
Learning Objective

Who?
ALL
Level 1
Explain the causes of change and factors
causing resistance to Change

MOST
Examine the dynamic nature of
organizations and the relative importance of
driving and restraining forces.

Level 2
SOME
Evaluate different strategies for reducing the
impact of change and resistance to change
Level 3
&4
Keywords
Change Management
 A business is like nature, subject to the forces of change.
 People have to adapt in order to survive, which is known as a change
process.
 Change process is the technique and process used to plan implement and
evaluate changes in a business operation to achieve a certain goal.
Change includes new product, organizational structure, new policies, new
targets, mergers, acquisitions, disposals, crisis management, relocations
and pay deals.

The implement change does not mean to force them because that would
cause uncooperative people resisting the new rules; the key is to win
support.
1.6 Organizational planning tools
Target
Learning Objective

Who?
ALL
Level 1
Explain the causes of change and factors
causing resistance to Change

MOST
Examine the dynamic nature of
organizations and the relative importance of
driving and restraining forces.

Level 2
SOME
Evaluate different strategies for reducing the
impact of change and resistance to change
Level 3
&4
Keywords
Factors Causing Change
 Six main factors that will influence change

1.Customers- people always want newer, better, higher quality products at
low prices. Businesses are challenged to innovate smarter production lines,
marketing methods and cost cutting methods too. Peoples desires and taste
may change too businesses will have to adapt to this ever changing
preferences of the customers.
For example, smartphones, particularly Android smartphones. Customers
always want the latest specs, hardware and technology and also the latest
operating system. Recently the Ice Cream Sandwich Android 4.0 just came
out, manufacturers must update their previous models to the new operating
system and offer it on their new devices in order for customers to stick with
their brand, otherwise customers might buy a smartphone from another
company that offers the new system with better specs, and since
technology is constantly evolving, outdated technology is always rejected or
abandoned.
Factors Causing Change

2. Competitors – other companies will try to out better you in every
aspect in order to win over your customers. To maintain market
share the business will need to change its practices in order to keep
up with the competition.
Taking the same smart phones concept, HTC recently bought down
the Beats by Dr.Dre brand and exclusively shipping beats ear buds
as the standard ear phones compared to other companies cheap 5
dollar earphones, this gives HTC an edge because people would
consider HTC more often than say Nokia because they have the
Beats branding earphones, logo, and specialized audio enhancing
software preinstalled in their smartphones. To many people, Beats is
cool, Beats is hip, and this is a way HTC is fighting their competitors,
to make themselves different.
Factors Causing Change
 3.Management- the business will need to be aware of market trends
to ensure that the business is still competitive. They need customer
feed back to figure out what they need to improve on to meet
customers expectation.
For Example Apple, when Steve Jobs was still alive he micro
managed the company from head to toe. From revealing a product
to the public to the lunch line in the company cafeteria, he did not
miss a spot, and thats what made Apple so great and innovative,
because under his "distortion fields" everyone was able to do the
impossible, to achieve the impossible, and create the impossible. He
has Genius bar people constantly helping everyone with their issues
and always getting feedback, he even replied customer emails from
time to time. Good management comes productive employees which
equals to more company earnings.
Factors Causing Change
 4. Technological Progress – everything become embedded with
technological advancement, ebay and amazon revolutionized how products
are sold today online, people have to follow in order to attract customers.
Today online shopping is so easy that you don't even have to step out the
door for groceries, everything can be done online. Once one company
offers it, if others don't do the same, they are going to lose all their business
to the other company. For example today amazon offers many online deals
that are not offered anywhere else. You can order things from the phone,
you can buy or download ebooks, you can download music videos and
much more. Many of its current features is to fight the Apple iTunes store.
Since old fashion records are well out of business the next big thing is
buying content online. This was also the biggest leap for the music
industries once the Apple iTunes store was revealed because it made it
convenient for people to buy songs, instead of going through cd stores
trying to find that one single album.
Factors Causing Change
 5. Government- changes in legislation like employment laws can
have a great impact on a business. New laws will force businesses
to change like greener cars or greener production line.
For example in Denmark they the government recently issued a "fat
tax" which was whenever you bought something that contained high
saturated fat you were charged with a separate tax among the
original that is already paid. This law would drive customers away
from buying their products due to the extra money they need to pay
for their products, this can effect a business because people would
eventually stop spending money on their products which might lead
them to bankruptcy.
Factors Causing Change
6. External Factors- changes in fashion, state of economy, will create
change in a business. These outside factors are not within the
businesses controls .
External factors include the state of the economy wether its in
recession or not, this will effect wether or not the customer will buy
things, for example during a recession not many people would buy a
car because they need all the money they have. Other external factors
may include the environment such as the Japan radioactive disaster,
this affected the fisherman's who depended on fish for their living but
because parts of the ocean is contaminated with radioactive material
thus making the fish radioactive which leads to fisherman's not being
able to make a living.
Businesses today will have to adapt to these factors in order to survive.
Lots of restaurant or businesses fail because they do not meet up to
New owners and leaders: Causes
change
 Lose jobs (senior leaders in a take over – don’t
need two)
 Better job
 Retire
 New leaders trigger change
 When a existing business is successful, some
corporate strategies may continue to be used by
the new leader.
 When not doing well must come up with new
corporate strategies.
Change in organisational size
Reasons for the growth of firms
Internal or organic growth
External growth
Vertical integration
Horizontal integration
Conglomerate integration
Retrenchment
 Halting recruitment or offering early
retirement/ voluntary redundancy.
 Delayering
 Closing a factory, outlet or division of the
business.
 Making targeted cutbacks and
redundancies throughout the business.
New owners and leaders
Managing growth
Management structures & hierarchies
Delegation
Staff responsibilities
Motivation....leadership style.
Restructure...bring in a management team
New owners and leaders
 Management buyouts and private equity
When
takeovers.
answering
Finance for buyouts
Reasons for buyouts
Rewards for buyouts
Risks for buyouts
Are buyouts a good thing?
From private to public limited company
From public to private limited company
questions
about problems
with business
growth, try to
take an
integrated
approach and
consider
financial,
marketing,
operations
management
and human
resource
issues.
1.6 Organizational planning tools
Target
Learning Objective

Who?
ALL
Level 1
Explain the causes of change and factors
causing resistance to Change

MOST
Examine the dynamic nature of
organizations and the relative importance of
driving and restraining forces.

Level 2
SOME
Evaluate different strategies for reducing the
impact of change and resistance to change
Level 3
&4
Keywords
Resistance To Change
Resistance to change is one of the major barriers to effective management.
There are 4 main reasons.
1. Self-interest- takes priority over corporate objectives, may be more
interested in the implications of change for themselves than benefits that
change might bring for the organization, feeling change requires extra effort.
People often feel like everything is good as it is, that changing it is just going to
make it worse. For example some people have to take up night shifts and some
people have to take on morning shifts. When suddenly morning shifts have to
do night shifts they think that it is more tiring and they are not getting paid more
so they think to themselves why should they switch?
Resistance To Change
2. Misunderstandings
staff often feel change is not necessary as things are going well, uncertainties
will arise due to the anxieties of the unknown and of the future. If reason is not
communicated properly then employees would be scared.
If a company is suffering through rescission the company might adjust shifts so
that everyone gets a shift and everyone gets paid instead of people getting laid
off. Some people might misinterpret it and think of it as getting fired, then they
start feeling insecure about their jobs.
Resistance To Change
3. Different assessments of the situation
when management and staff disagree on the advantages and disadvantages of
change.
For example when the board of Apple thought that the Macintosh was a fair
program and that it should be discontinued, the staff meaning save jobs didn't
think so and continued to praise it either way.
Resistance To Change
4. Low tolerance of change
People prefer to work in a familiar environment, employees feel insecure when
people are put out of their normal environment, or what they were used to.
People may feel fear to adapt to change, or not being able to work in a newer
environment.
Using a similar example from before, Steve jobs did not like change at least
change that involved him, he was put to only manage the Macintosh team
instead of the Lisa and Macintosh team altogether he did not feel happy about
it and he felt like he wasn't valued at the company.
Resistance To Change
Ambivalence could also happen throughout which is where people are
afraid to raise their voices against certain management changes,
people may conform to the majority in group situations due to the fact if
they resist they would be overlooked for promotional opportunities.
nce was typically anyone that worked under steve jobs, under his
'distortion fields" anything seemed possible and anything less than
perfect was intolerable. Steve Jobs wanted change but no one dared to
go against him in anyway.
This is a pie chart of the different resistance to changes. It shows which part takes more
of a percentage and which happens more than others.
http://www.youtube.com/watch?feature=pl
ayer_embedded&v=hcz1aZ60k7w
1.6 Organizational planning tools
Target
Learning Objective

Who?
ALL
Level 1
Explain the causes of change and factors
causing resistance to Change

MOST
Examine the dynamic nature of
organizations and the relative importance of
driving and restraining forces.

Level 2
SOME
Evaluate different strategies for reducing the
impact of change and resistance to change
Level 3
&4
Keywords
Six Change Approaches

Six ways to deal with resistance to change.
1. Education and Communication
To inform and educate staff about the change beforehand, early approaches and communication
helps stakeholders see the rationale for change, which also reduces unsupported and incorrect
rumors.
Teaching people things before taking an exam is always better than walking in blind on an exam.
Same with business, if peoples working style or habits needs change, employees should be noted
instead of being automatically put up to change.
Six Change Approaches

2. Participation and Involvement.
When employees are involved in decision-making, it can help and motivate / improve morale
amongst the workforce. But this is a time consuming effort where it involves lots of consultations
so that the work force can accept this change.
Having employees involved in change always eases the process because they have a say in what
should be changed. This will help them ease into the change process because they would be
changing to something that they want, thus motivating them to adapt.
Six Change Approaches

3. Facilitation and Support
A paternalistic approach, allowing employees the freedom to act but giving them support when
needed. Managerial support is also given which comes in many forms such as counseling
employees to deal with their fears, retraining of staff to enable them to accommodate the new
changes.
This way of approach eases the change process for employees, for example old fashioned
companies going from all paper to all computer, this process is hard but with facilitation and
support this gives employees a better understanding on how to use these computers and helping
them get their work done.
Six Change Approaches

4. Negotiations and Agreement
This is a more aggressive way of approach where managers sole incentive is to remove or limit
any resistance to change. For example by inviting employees to accept amendments in their
contract to accommodate the change, or force resisting employees to early retirement or
redundancy incentives to leave the organization
For example, when the contracts are about to expire employees need to sign a new one, when
they need to sign a new contract the terms would change making it so that the employees have to
put up with the change that the company has enforced.
Six Change Approaches

5. Manipulations and Co-Option
Involves brining the people resistance to into the change process. To give them a representation
but to convert the representatives thinking so that the advantages of change can be put into
works. This helps the people realize what the management is really trying to do and often times
their opinions wont be affected by a single person.
For example if employee A does not want their working hours to be extended, because all the
other methods did not work they bring him into the change process. They show him what
management is really trying to do, thus converting employee A's thinking thus leading him to
comply with the changes.
Six Change Approaches

6. Explicit and Implicit Coercion
This is a last resort strategy if employees resist against change. Coercion ( fancy name for
bullying) can be used by managers to force staff to accept change. Examples include transfer of
employees, dismissals or not promoting them.
For example if employee A does not want to follow the change process and decides to act
differently, if an opening for a promotion has opened up, the original plan would have been to
promote employee A but because of his uncooperative manner to change the opportunity might
be passed on to employee B. But this is a last resort option, usually it does not resolve to this.
1.6 Organizational planning tools
Target
Learning Objective

Who?
ALL
Level 1
Explain the causes of change and factors
causing resistance to Change

MOST
Examine the dynamic nature of
organizations and the relative importance of
driving and restraining forces.

Level 2
SOME
Evaluate different strategies for reducing the
impact of change and resistance to change
Level 3
&4
Keywords
Planning Change
“All change is not growth, as all movement is not forward.” Ellen Glasgow.
Change should only be persued if there is a clear set of goals. There are two types of
forces of change. A Driving force, pushing for change, and restraining forces, act
against a change.
Before organizing change...
A manager must ask him or herself
- Why is change needed?
- What do we hope ot achieve with such change?
- Who is affected by this change na d how are they likely to react to the change?
- How will we know that the change has been successfully achieved?
PLAY
Planning Change

All these alter because business constantly faces change.
One way to help is something called a Force Field Analysis, frame work to
help managers understand the pros and cons for a particular situation. With
knowledge of the forces managers can decide on a course of action.
For example a driving force might be reduced staff costs, to increase
competitiveness, increased output of sales. Where as restraining forces
may be equipment costs for new production lines, the cost of training staff to
use these machinery, and technical break downs. Driving forces are
reasons why a company wants to have change, and restraining forces are
what might fail and the problems that the company may stumble upon
implementing the change.
Lewin’s Force Field Analysis
Founded in 1951 by Kurt Lewin. He said that a successful
business tends to be constantly adapting and changing
and that businesses that do not succeed are fixed in
outdated practices and are unable to see any way
forward.
4 stages for a force field analysis
1.List encouraging forces for change and burdening
forces against change. (For example if i wanted to
increase my profits that would be under my driving
forces, and restraining forces might include cheaper labor
or materials used. )
2.Implement a weight for each of these forces from 1 to 5
(weak to strong) ( For example, changing the employee
cafeteria food would be listed as 1 which is weak, and
maximizing sales would be rated a 5 because it is top
priority.)
3.Draw a diagram for the opposing forces ( like picture
below)
4.Show the effect of each forces by rating it.
 play
1.6 Organizational planning tools
Target
Learning Objective

Who?
ALL
Level 1
Explain the causes of change and factors
causing resistance to Change

MOST
Examine the dynamic nature of
organizations and the relative importance of
driving and restraining forces.

Level 2
SOME
Evaluate different strategies for reducing the
impact of change and resistance to change
Level 3
&4
Keywords
Change Management
Models and Frameworks
4 steps to change management
model
1.Identify the proposed change and why this change needs to take place.
2.Brainstorm the driving forces and the restraining forces of the change
3.Develop and communicate an understanding of these uses and stakeholders
4.Take action to take advantage of the driving forces to overcome the
restraining forces.
Important to have action plans, which is step four based on steps two and
three.
It is also very important to keep the stakeholders in mind while making changes
or adjustments, good management will lead to good results.
Change Management Models and
Frameworks
 Communication, education, clear goals, rationale, compromise,
consultation, training and incentives are the main ways to get
employees to accept change.
1.For example i want the company to increase its sales by 20%
because oursales are down and if it does not incase we might go
under.
2. Driving forces includes more profit, increased competitiveness,
increased output, restraining forces include equipment cost, staff
training costs, technical difficulties etc.
Iceberg Model
Founded by Wilfried Kruger, argues that there are two
levels of change but managers only focus on the tip of
the iceberg.
Top level- Cost, Quality and Time
Bottom level – People: Attitudes, beliefs, perceptions,
acceptance, and behavior of stakeholders (positive or
negative).
In order to have change you need the commitment of
the workforce teamwork is key. Managers who fail to
look at the bottom of the iceberg find themselves
having a hard to implement change successfully. There
are four key groups that can ease or hinder the change
process.
Iceberg Model
Opponents –have negative attitude towards change,
as they do not generally see any personal benefit from
it.
Promoters – have positive attitude towards change,
therefore more people would think its beneficial.
Hidden Opponents – negative attitude towards
change but accepts change in a way, to avoid conflict
or getting in trouble, but they do not express their
discontent in public.
Potential Promoters – positive attitude towards
change, but not fully convinced by the whole concept of
why they need to change.
Incentives or “bullying” should be used towards
opponents and consultation with the hidden opponents.
Managers all have a difficult time dealing with change.
Change Phases model

Founded by J.P Kotter in 1990, suggests that there are eight reasons why change
management might fail.
- Allow too much complexity
- Fail to win support form staff
- Do not have clear vision
- Fail to communicate a vision to stake holders
- Allow obstructions to the vision
- Do not focus on small continuous changes to win support
- Declare success too soon
- Ignore corporate culture when implementing change
Change management involves thoughtful planning and insightful implementation. A
realistic time fram should be given and make sure no one is alienated. There should
be a consultation process as the employees are affected by the changes.
Change Matters
 CHANGE MATTERS! All successful managers must be able to react quickly to
changes in the external environment. Change is rapid and unpredictable in todays
market , it is a growing skill that is vital for a manager to possess. Change can push
the limits of a companies current state of mind. These are certain qualities or skills a
manager needs.
- A vision to see how a change will benefit the orgnaizaiton, providing clear
statements to the staff.
- Good communicating skills
- Trust building so that the staff trusts you in your judgement.
- Tolerance, a way of managing where everyone can cope effectively with change.
- Change cannot happen through just one person, get staff spirits off , actively
involved in the change process.
- Listening and inquiry skills, to listen to complaints and to act accordingly.
- Good budgetary and financial skills.
Always believe in the companies vision when making changes , the vision will
ultimately benefit the company. Persistence and perseverance are important
characteristics of effective managers. “Gentle words open up iron gates “ reflects the
importance to involve the staff, but always keep in mind that no one likes to be forced
to do something, especially when it comes to change.
Storey’s Change Model
Four approaches to managing founded by Professor John Storey in 1987.
Total Imposed package –Where the management team makes decisions and then
informs the employees on certain changes. It is solely based on the vision of the
management, but there are limitations of this approach which is the culture in which if the
employee likes to be directed that way, other wise it would be very hard to implement
changes.
Imposed piecemeal initiative – the gradual approach not extreme, but still imposed on
the employees. This approach benefits employees to adapt to the change. These kind of
initiative is an imposed method but in small dosages.
Negotiated total packages – Opposite of number one, it aims to seek a package of
change via negotiations with staff. Advantages include that the employees are more likely
to push for change. But this approach only works to a certain degree of change, not
suitable if management does not have a clear vision.
Negotiated piecemeal packages – This method is a gradual implementation of
change through a series of negotiations with the workforce.
Stakeholder Analysis
Stakeholder analysis and stake holder mapping are
similar concepts, they both help managers figure out how
to deal with change. This diagram helps managers look at
the stakeholders level of influence and their reaction to
change.
Stakeholders who have a high degree of influence and are
committed should be approached in a different manner
compared to someone who has a low level of influence
and is not dedicated.
The bottom line is that whichever model a manager uses,
the future performance of the organization is judged based
on how these changes were implemented or the affect of
the changes.
For example the local community would be something put
under manage closely, and customers would be on high
priority because they are the companies major source of
income.
Change Management and
Business Strategy
 Change management is a business strategy that is vital in todays business
environment. However when managers seek change to keep up with their
competitors or to improve their business they often face resistance from the staff.
There are multiple ways to overcome resistance (which was covered above). The key
is to find the root of the problem so that the managers can handle the forces against
change.
Change is compound, meaning more than one in order for the original change to
work. Meaning you cannot change just one thing to make everything work. Planned
changes will always be easier than unplanned changes. The most difficult type of
change is a crisis, which tests the managers on how they can react and how they can
handle the situation to retain any competitive advantage.
Change management must be studied, to increase their focus on quality products
and services. Another way of change management is to implement market research
to establish consumer habits or changes and to create a strategy to deal with this
change.
Change is inevitable, business lives in an unstable environment, meaning managers
need to adapt in order to keep up to date and remain competitive.
Activity....
 Discus the likely
impact on
stakeholder groups
if Asda integrated,
by takeover, with
Morrison’s
supermarket
 ‘The ability of
management to adapt
to internal change is the
key to a firm’s longterm success’. To what
extent do you agree
with this view?
(40 marks)
(40 marks)
How would you approach a 40mark
question?
Managing Change:
Causes of change
Corporate Plan
‘ a methodical plan containing details of
the organisation's central objectives and
how it intends to achieve them’.
Corporate Plan
What do Corporate Plans contain?
A typical Plan:
 The overall objectives of the organisation: e.g Profit
target/ Sales growth/market share
 The strategy or strategies to be used to meet these
objectives. E.g increase sales of existing products –
market penetration
 The main objectives for the key departments of the
business derived from the overall objective.
The value of Corporate Plans
 The plan is not just for senior management, it is
essential to share the contents of such a
documents with:
 Potential investors
 Major lenders
 Other stakeholders (government grants)
 All staff – in the form of specific and tangible
objectives for all depts, sections and individuals
– that are based on the original objectives and
strategies in the corporate plan.
The main influences on a corporate plan:
Internal influences
External influences
 Financial resources
 Operating capacity
 Managerial skill and
experience
 Staff numbers and skills
 Culture of the
organisation
 Macro-economic
conditions
 Bank of England and
government economic
policy changes
 Likely technological
changes
 Competitors actions
Contingency Planning (disaster-recovery
planning)
Define: preparing an organisation’s resources for unlikely
events
Unplanned events can deverstate a business of any size
 Fire
 Floods
 Damage of stock
 Illness of staff
 IT system failure
 Accidents
This can all make it difficult or impossible to carry out
normal everyday activities
At worse: important customers can be lost or the firm could
go out of business all together.
http://www.youtube.com/watch?v=kJDnQ
NvHfWE
Effective contingency planning allows a
business to take steps to minimise the
potential impact of a disaster and , ideally,
prevent it from happening in the first place.
http://www.youtube.com/watch?v=L_7glqB
qiro

(Swear word first scene… stop at 1:28)
The Key steps in Contingency planning:
1. Identify the potential disasters that could
affect the business
Oil industry = oil tank running aground.
The Key steps in Contingency planning:
2. Assess the likelihood of these occurring:
Some more likely thank others
Plan for common, but the most unlikely
occurrence have the greatest total risk to a
business failure.
The Key steps in Contingency planning:
3. Minimise the potential impact of crisis
Effective planning can sometimes cut out
the risk altogehter.
The Key steps in Contingency planning:
4. Plan for continued operations of the
business.
The sooner the business can begin trading
again, the less the impact is likely to have
on customer relationships.
Contingency Planning
Benefits
 Reassures Staff,
customers, local residences
that concerns for safety are
a priority
 Minimises negative impact
on customers and suppliers
in the event of a disaster
 Public relations response is
much more likely to be
speedy and appropriate
with senior managers being
used to promote what the
company intends to do, by
when and how
Limitations
 Costly and time consuming
– not just planning but
training
 Needs to be constantly
updated as the number and
range of potential disasters
can change over time.
 Staff training needs to
increase is labour turnover
is high
 Avoiding disasters is still
better than planning for
what to do if they occur.
Write a detailed Plan for two essays:
 ‘Contingency
Planning is a waste of
resources as major
accidence are often
unavoidable, but in
any case, they rarely
occur’ To what extent
do you agree with this
view. (40 marks)
 ‘The value of a
corporate plan to a
firm’s long term
success cannot be
overestimated – it is
the key to future
profitability’ Discus
this view (40 marks)
Managing Change:
Making strategic
decisions
Making strategic decisions...
 Significance of
information
management; the ability
to process information to
make a decision.
 The value of different
approaches to decision
making; (ST to LT,
functional to
organisational, tactical to
strategic...decisions are
going to be constrained
by INTERNAL &
EXTERNAL factors.
Scientific
Intuitive
Marketing
model
Decision
trees
[1] Scientific approach to decision making...
Logical & researchbased approach to
decision making
1 Set
objectives
5 Implement
and review
the decision
4 Select a
strategy/make
a decision
Scientific
Intuitive
Marketing
model
Decision
trees
2 Gather data
3 Analyse
data
Scientific approach to decision making...
Advantages
Disadvantages
[2] Intuitive approach...
 Based on a HUNCH...a feeling/
instinct
 Most likely to be used by small
business
 To be appropriate; individual must
have expertise & experience
 May lead to more creative &
innovative decision making.
 HOWEVER....
Scientific
Intuitive
Marketing
model
Decision
trees
Factors to consider between scientific &
hunch-based decision making....
Speed of decision
The marketing model =
SCIENTIFIC APPROACH
to decision making
Information available
Size of business
REMEMBER THE OTHER
DECISION MAKING
TOOLS....
Predictability of the situation
Ansoffs
Porters
Decision trees
Character of the person/culture of the
company
[3] The Marketing Model
Scientific
Intuitive
Marketing
model
Decision
trees
Budgetary control
Market research
5 Control &
review
2 Market
information
& analysis
1
Objective
s
4 Planning
the
marketing
mix
What are the
constraints at the
different stages?
Forecasting
3
Alternatives
& choices
Draft market plans
[4] Decision Trees




Visual approach to decision making
Maps out the different options available
Possible outcomes are listed
Points @ which decisions have to be made
Remember:
= decisions
 = uncertain
outcomes
Scientific
Intuitive
Marketing
model
Decision
trees
 Most effective
when...
 What must be
considered is....
 Advantages &
disadvantages of
this tool are...
 However I
recommend
that....
Decision Trees....
Advantages
Disadvantages
Influences on corporate decision making :
Very similar to SWOT factors (think both internal &
external...)
Consider...
 Ethical position
 Resources available
 Power of stakeholders
TASK: Dyson’s magic carpet ride
1. Assess the extent to which
scientific decision-making
model might have benefited
the company in deciding on
its production move from
England to Malaysia. (40
marks)
(K8, A8, An10, Ev14)
In groups, read & discuss the case study.
Link to any other relevant concepts
Planning practice... Plan your STRUCTURED
response & then feed back to each other... How did
you approach the question?