This report presents an analysis of an LMC exam paper, addressing two key questions. The first question examines the reasons behind employee resistance to change in the workplace, including factors like job loss, fear of the unknown, lack of support, past negative experiences, loss of control, unwillingness to learn, and discomfort. It then recommends strategies for managers to reduce this resistance, such as providing advance information, encouraging employee participation, building trust, implementing necessary changes, and introducing change in stages. The second question delves into the 'emergent' approach to strategy, defining it as a realized pattern of actions not explicitly planned, emphasizing flexibility and adaptation to unforeseen circumstances. It provides an organizational context, using the example of Sainsbury's during the COVID-19 pandemic, highlighting how emergent strategies allowed the company to adapt to unpredictable events. The report discusses the advantages of the emergent approach, such as its ability to respond to environmental changes, identify flaws in deliberate strategies, and create long-term opportunities. It also acknowledges the disadvantages, including potential complexities and the lack of planning, which can bind organizations to implement strategies regardless of long-term effects. The report concludes by emphasizing the importance and effectiveness of the emergent approach in dynamic environments.
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