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Demonstrates conceptual awareness, insight, and knowledge and understanding which are evident with HIGH level of ability to provide answers which are FULLY developed, structured in a LOGICAL and COHERENT manner, illustrated with APPROPRIATE EXAMPLES and PRECISE USE of relevant concept terminologies and principles depicting HIGH LEVEL of proficiency in analyzing and evaluating data or problem solving.

Part 2: Application. This type of exam is to evaluate the student's ability to synthesize topics and discussions covered within the assessment period. It tests students' critical thinking skills through persuasive use of logic, reason, analysis, and application of concepts, terminologies, and principles in Principles of Management and Organization. Direction: Read the case study below very carefully and answer all prompts: Regal Supermarkets - A Case Study in Cultural Change 10 15 As one of the UK's largest familyvowned chain supermarket stores, Regal Supermarkets had established a culture among its staff that had contributed to its success and growth. Loyalty to the family managers was very high. Staff often commented on the whole business being like a \"big family\". Promotion was based on long service and loyalty. Relationships with suppliers had been built up over many years and long-term supply contract were in place. Customer service was a priority and was especially important as Regal never intended to be the cheapest shop in the towns it operated in. However, prots were not high and the younger members of the owning family lacked the skills to take over. It was clear to some industry that some of these values and attitudes has to change once it was sold by the family and converted in to a public limited company. The new chief executive, Sally Harte, had experience in the USA as Walmart's chief food buyer. She announced on the first day of her appointment. \"This business is like a sleeping giant. There is so much shareholder value that I can unlock to allow for higher dividends and to underpin a higher share price." Within ve weeks, 50% of the directors and key managers had been replaced. Suppliers' terms were changed, on Sally's insistence, to \"5% below the cheapest or we drop you" and the staff salary and pension scheme was replaced for new recruits with flexible pay and conditions contract. Staff turnover increased sharply. Sally had not predicted the adverse media coverage of these changes. She said, "I am only trying to adapt the organizational culture of this business to one which allows us to be successful in a highly com etitive national market lace where con5umers want low rices and fresh oods.\" 1. By applying all relevant concepts and principles in organilzotonul culture to the case study, to what extent can a new chief executive influence the culture of an organization