1.4 Change and leadership (K)

2.6 Strategic management (M)

3.2 Culture web (M)

1.1 Agency theory (K)

1.2 Stakeholders (K)

1.3 Power and interest (M)

2.1 Carroll's four levels of CSR

2.2 Corporate citizenship (K)

2.3 Ethical stances

2.4 CSR viewpoints (M) Seven-level theoretical model of corporate social responsibility

3.1 Environment and social issues

3.2 Integrated reporting <IR> (K)

3.3 Social and environmental audit

1.1 Definition of corporate governance

1.2 Regulatory guidance (Regulatory Principles)

2.1 Principles vs rules (K)

2.2 Different jurisdictions (codes of corporate governance under different judicial systems)

2.3 Board responsibilities

3.1 The role of the investor

3.2 Disclosures and reporting

3.3 Public sector and third sector governance (K)-Memory

3.1 Porter’s Diamond (M)

3.2 Components of the Diamond (M)

4.1 Porter's five forces

4.2 Industry life cycle

1.1 Cost leadership [Cost leadership = economies of scale, improving efficiency, using the latest technology]

1.2 Differentiation【differentiation】

1.3 Focus on (niche) strategy (K)

2.1 Marketing mix (7Ps)

2.2 Sustainable strategies

3.1 The BCG (Boston Consulting Group) matrix

3.2 Public sector portfolio matrix【Government investment portfolio matrix】

4.1 Growth vector matrix (Ansoff matrix) (M)

5.1 The need for diversification【Environmental changes, risk diversification, shareholders' requirements for returns】

5.2 Types of diversification【Diversification type = related diversification, compound diversification】

5.3 International diversification【International diversification】

6.1 Internal development【Internal development】

6.2 Business combinations【Business merger】(K)

6.3 Partnering【strong alliance】

7.1 Suitability (M) [Whether strategic logic is suitable in what aspects]

7.2 Acceptability (M) [Can stakeholders accept it]

7.3 Feasibility (M)

1.1 Understanding stakeholder responses to risk

1.2 Embedding risk in an organization’s culture and values ​​(K)

2.1 Who is responsible for risk?

2.2 Risk appetite (K) [Attitude and ability]

2.3 Identify risks

2.4 Assess risks【Risk assessment = technology map subjective judgment】

2.5 Respond to risks【TARA ALARP Diversification】

2.6 Monitoring

1.1 Definitions of internal control

1.2 Objectives of internal control: RORCS (K) [Risk control, effective operations, reliable financial reports, compliance, and asset security]

1.3 Elements of internal control

1.4 Categories of control

1.5 Control procedures [Control procedures]

1.6 Control over financial reporting

2.1 Information

2.2 Reviewing internal controls

2.3 Audit committees

2.4 Internal audit [The role of internal audit, the quality of internal audit (4), and the necessity of continuous evaluation of the establishment of internal audit]

1.1 Fraud [Method {Fraud Triangle: Pressure (Motivation) Opportunity Rationalization}]

1.2 Responding to fraud risks【prevention detection】

1.3 Bribery and corruption

1.4 Measures to combat bribery and corruption

2.1 Tucker’s 5 questions (M) Ethical decision-making model

2.2 Corporate codes of ethics

2.3 Professions and the public interest

2.4 The code of ethics for accountants

2.5 Threats and safeguards for accountants

3.1 Financing requirements

3.2 Sources of finance

3.3 Investment appraisal

3.4 Dealing with risk and uncertainty [How to solve risks and uncertainties in the investment evaluation process]

3.5 Financial reporting and tax implications

3.6 Organization performance and position

2.1 Mobile technology

2.2 Benefits and risks of mobile technology (K)

2.3 Cloud computing

2.4 Benefits and risks of cloud computing (K)

2.5 Cloud computing v owned technology

5.1 New product development decisions

5.2 Marketing decisions

5.3 Pricing decision

5.4 Sources of data-Market research

6.1 Need for IS controls from a strategic perspective (K) [IS is a resource, key to success, affects multi-level management, affects customer service, high cost, results change]

8.1 Promoting cyber security in organizations (K) [Enterprise internal control, risk management, network security = routine]

1.1 Organizational structure

1.2 Internal relationship [Responsibilities and authorities related to decision-making = degree of centralization]

2.1 Boundary-less organizations

2.2 Outsourcing

3.1 The Baldrige Excellence Framework (M)

4.1 Empowerment

5.1 The benefits of talent management (K

5.2 Talent management activities (K)

6.1 Type of change（M）

8.1 Usefulness of POPIT

9.1 Unfreeze

9.2 Change (or 'move')

9.3 Refreeze

2.1 Low complexity/low strategic importance processes

2.2 Low complexity/high strategic importance processes

2.3 High complexity/low strategic importance processes

2.4 High complexity/high strategic importance processes

3.1 Re-engineering (business process re-engineering

3.2 Simplification

3.3 Value-added analysis

3.4 Gaps and disconnects

4.1 Areas of feasibility (K)

5.1 Planning

5.2 Analyzing the existing process

5.3 Designing the new process

5.4 Development

5.5 Transition

1.1 What is a project

1.2 What is project management

1.3 Project and strategy

2.1 Pre-initiating tasks

2.2 The project manager (K)

2.3 Project sponsor

2.4 Initiating tasks

3.1 Identifying the benefits

3.2 Measuring benefits (K)

3.3 Identifying the costs (K)

4.1 Work breakdown structure (WBS) task breakdown structure

4.2 The project budget

4.3 Gantt charts Gantt charts

4.4 Network analysis critical path analysis

5.1 Controlling projects

5.2 Project slippage

5.3 Project change procedure

5.4 Responding to project risks

6.1 The completion report

6.3 The post-implementation review

Analyse the culture of Frigate Ltd using the cultural web. (15 marks)

suggested solution Opening + Tips [The cultural web illustrates the combination of assumptions that make up the paradigm,] together with the physical manifestation of culture. It is applied to Frigate below. Paradigm 1 Silly knowledge points + scheming case information [The paradigm refers to the basic assumptions and beliefs that an organization’s decision makers hold.] It summarizes and reinforces the rest of the cultural web. The paradigm at Frigate shows a company run for the personal gratification of Ron and his family. Ron believes that his lifestyle and benefits are the reward for taking risks in a hostile environment. Personal desires and distorted values Symbols 2 [Organisations are represented by symbols such as logos, offices, dress, language and titles.] [One of symbols at Frigate is Ron’s nickname ‘The Commander’ and motor cruiser is the main symbol of his success.] Other symbols include: ·Ron's use of naval terminology ·The naval inspired name of the company Power structures 1 [Power structures look at who holds the real power within an organization.] At Frigate the power comes from one person, Ron, whose leadership style is based on his strong opinions and beliefs. Organizational structures 1 [The structure of the organization often reflects the power structure. There is little formal structure at Frigate,] and the attempt to install a formal organizational structure failed. Control systems 2 [Organisations are controlled through a number of systems including financial systems, quality systems and rewards.] The areas that are controlled closest indicate the priorities of the organization. The focus in Frigate is on cost control and the emphasis is on punishment rather than reward. [There are few formal process controls at Frigate, and the attempt to install such controls was heavily resisted.] Routines and rituals 2 [The daily behavior and actions of staff signal what the organization considers to be ‘acceptable’.] At Frigate, there is one rule for Ron and another for everyone else. [Flexible hours, extended holidays etc for Ron but minimum holiday, no flexibility, wage deductions for arriving late etc for employees.] Stories 1 [The stories concern past events and people talked about inside and outside the company.] Stories at Frigate relate to Ron as ‘The Commander’. He is the hero of the organization who constantly has to deal with lazy employees, poor quality suppliers, customers who delay paying, the tax authority, and society in general.

(a) Analyse the culture of iCompute, and assess the implications of your analysis for the company’s future performance. (15 marks)

1/Stories a/ Stories are told by employees in an organization. These often concern events from the history of the organization. b/ In the context of iCompute, there is evidence of stories that celebrate the earlier years of the organization when founder Ron Yeates had an important role. 'Ron used to debate responsibility for requirements changes with the customer.' In contrast modern management is perceived as weak, giving in too easily in negotiations with customers. c/ Not only is this perceived weakness affecting morale, but it also appears to be affecting profit margins. 2/ Symbols a/ Symbols include visible representations such logos, offices, cars, titles and the type of language and terminology commonly used. b/ The language and symbols of technology appear to dominate at iCompute. Software developers constantly scan the horizon for new technological opportunities. They embrace these technologies and solutions and, as a result, continually distract the organization. c/ As soon as a technical solution is agreed, or almost agreed, a new alternative is suggested. One of the managers claimed that the company was ‘in a state of constant technical paralysis’. 3/ Power structure a/ Power structure concern who has the greatest amount of influence on decisions, operations, and the strategic position. b/ The perceived inability of managers is derided by software developers who are an important and powerful group within the organization. It suggests that they are technically out of touch and ownership and understanding of up-to-date mobile phones is perceived to be important. c/ It means that technological objectives can outweigh business and financial objectives, to the detriment of the company as a whole. 4/Control systems a/ The control systems include measurement and reward systems. b/ In iCompute, 'there is a limit to what you can earn as a software developer'. To earn more, you have to become managers. Meanwhile, the absence of measurement systems has recently been led to an in-house project to improve time recording. c/ The developers see the in-house project as an unwelcome initiative. Besides, many managers are unsuited to the positions, unable to deal appropriately with former peers and also seem anxious to show that their technical expertise is not diminishing, emphasizing the technology as a symbol. 5/ Routines a/ Routines concern the ‘way we do things around here’. b/ At iCompute this involves long working hours and after-work social activities such as football, socialising and playing computer games. c/ This would almost certainly contribute to the company's inability to recruit and retain women employees. Furthermore, long working hours and after-work activities will also alienate employees who have to get home to undertake family commitments or simply do not wish to be 'one of the lads'. Almost one third of all employees leave within their first year. The consequence of this culture is an expensive recruitment and training process. The paradigm and conclusion Initially, iCompute was an entrepreneurial organization with a significant work ethic based on long hours, technical innovation and competitive management. However, the stories told and the recruitment and retention of similarly minded people, has led to a male-oriented, technologically focused workforce managed by unprepared and unsuitable managers. Managers' reaction to conflict is to avoid it (agreeing with customers over requirements), outsource it (software support) or put in formal computer systems to control it (the time recording system). So, this culture needs to change if the company is to employ a more balanced workforce that is focused on business.

(b)iCompute is currently re-considering three high level processes: (i) Advice on legal issues (currently outsourced) (ii) Software support (currently outsourced) (iii) Time recording (in-house, bespoke software development) Evaluate, using an appropriate framework or model, the suitability of iCompute’s current approach to EACH of these high level processes. (10 marks)

1/ Advice on legal issues a/ This could be classified as a process of high complexity and low strategic importance on the process/strategy matrix. b/ Consequently, it seems that continuing the outsourcing arrangement should be the preferred option. Bespoke systems development is risky. c/ There is evidence in the scenario of litigation between iCompute and two of its customers. Although iCompute is considering moving this process in-house, it seems unlikely that it will be able to afford, attract or motivate an internal legal team. 2/Software support a/ Service is one of the primary activities of Porter’s value chain and directly influences the customer’s perception. Not only is support relatively complex (as acknowledged by the manager who made the outsourcing decision) but it is also of strategic importance. b/ This suggests that iCompute should bring support back in-house, perhaps by the use of an automated systems. c/ This used to be organized in-house, but was outsourced a year ago. Subsequent customer feedback has been poor, but even without this feedback, it could be argued that outsourcing was a poor decision. 3/ Time recording a/ It could be argued that the application is a relatively simple low-value process which only shows hours employees have worked on certain tasks. b/ According to Harmon, it should be automated or outsourced. c/ Within iCompute, some contracts are on a time and materials basis, but most contracts are on a fixed price basis. Meanwhile, as accurate time recording is a key requirement in many professions, it seems highly likely that a range of off-the -shelf packages would be available to fulfill their needs. Consequently, an ERP or outsourcing would release resources which could be employed on external fee-earning contracts.

[The cultural web illustrates the combination of assumptions that make up the paradigm,] together with the physical manifestation of culture. It is applied to Frigate below.

1. symbols

2. control system

3. power structure

4. organization structure

5. routine

6. story

paradigm and conclusion