Ase Study for Organizational Restructuring within the Royal Dutch Shell Group”

Students are encouraged to support their answers with reference both to the case evidence and to theory form the module core text.
Students must answer Question 1 on the following page and plus a further two questions chosen from Section B.
Answers should be in essay form, using evidence from the case study to illustrate the theoretical points made. Your essay should be 3,000 words in total (1,000 words per question answered), excluding references, with the actual word count given on the front page.
On the whole it is most effective to focus on answering the three questions (without an overall introduction and conclusion) and to provide a single references list at the end of your work, but you will not be penalised if you choose instead to write an overall introduction, then the three answers, then an overall conclusion; and to put a separate references list at the end of each answer.

The important points are these:
Please make it clear which question you are answering at the start of each answer.
Please supply short-form Harvard references within the main body of your work as well as the full references list at the end.

Section A (must answer)
1. Identify and assess the main features of the Royal Dutch Shell Group s approach to strategic management in 2000. Use your findings to critically evaluate the view that the Group is  a prisoner of its own illustrious history (case p. 122), at risk of losing its leading position in the global petroleum industry. In your view, writing as if you were an analyst using module theory to assess the situation in 2000, how could the Group improve its approach?

Section B (Answer TWO questions form this section)
2. Critically examine the management structure created by the Royal Dutch Shell Group s reorganization in 1996. What kind of organizational configuration does it represent? How far and why would you expect this configuration to change in the twenty-first century?

3. Using module theory and evidence about the Royal Dutch Shell Group in the Late 1990s, judge and present the advantages and disadvantages of
a. Central planning;
b. Local initiative; and
c. Transnational networks
in helping managers sense, communicate and respond to the need for change within complex multinational enterprises.

4.  The Royal Dutch Shell Group& is the world s biggest and oldest joint venture (case p.122) what can be learnt from this case about the effectiveness of different strategies for managing the paradox of competition and co-operation within international joint ventures?

5. Evaluate the influence of company culture and stakeholder pressures upon the leadership styles of Cor Herkstroer and Mark Moody-Stuart. Use your findings to propose ways in which Moody-Stuart can improve his ability to renew the organization.
Harvard style references