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ODC711S - ORGANISATIONAL DEVELOPMENT AND CHANGE - 1ST OPP - JUNE 2024 |
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n Am I BI A u n IVER s ITY
OF SCIEnCE Ano TECHnOLOGY
FACULTY OF HUMAN SCIENCES, COMMERCE AND EDUCATION
DEPARTMENT OF MANAGEMENT
QUALIFICATION: BACHELOR OF HUMAN RESOURCESMANAGEMENT
QUALIFICATION CODE: 07BHRM
LEVEL: 7
COURSE CODE ODC711S
COURSE NAME: ORGANISATIONAL DEVELOPMENT
AND CHANGE
SESSION: JUNE 2024
DURATION: 3 HOURS
PAPER: THEORY
MARKS: 100
FIRST OPPORTUNITY EXAMINATION QUESTION PAPER
EXAMINER(S)
Ms. E January-Enkali
MODERATOR: Ms F. lpangelwa
INSTRUCTIONS
1. Write clearly and neatly.
2. All questions are compulsory
THIS QUESTION PAPER CONSISTS OF 4. PAGES (Including this front page)
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SECTION 1
QUESTION 1- CASE STUDY {15 MARKS)
CASE-THE OLD FAMILY BANK
The Old Family Bank is a large bank in Cape Town's Northern Suburbs. As part of a
comprehensive internal management study, Mr Henry Day, vice president of management
information systems, examined the turnover, absenteeism and productivity figures of all of
the bank's work groups. The results Mr Day obtained offered no real surprise except in the
case of check- sorting and computer services department.
THE STUDY
The study revealed that, in general, the departments displaying high turnover and
absenteeism rates had low production figures and those with low turnover and absenteeism
were highly productive. When the check - sorting and computer services figures were
analysed, Day discovered that the two departments were ·tied for the l'7ad fo_rthe lowest
turnover and absenteeism figures. What was surprising was that the check -sorting
department ranked first as the most productive unit, whereas the computer service
department ranked last. The inconsistency was further complicated by the fact that the
working conditions for the check- sorting employees were very undesirable. They worked in
a large room that was hot in summer and cold in winter. They worked alone and operated
high- speed, check sorting machines requiring a high degree of accuracy and concentration.
There was little chance for interaction because they took rotating coffee breaks.
The computer services room was air-conditioned, with a stable temperature year around, it
had perfect lighting and was quiet and comfortable. Both groups were known to be highly
cohesive, and the workers in each department functioned well with one another. This
observation was reinforced by the study's finding of the low levels of turnover and
absenteeism.
THE INTERVIEWDATA
In order to understand this phenomenon, Day decided to interview the members of both
departments in order to gain some insight into the dynamics of each group's behaviour. Day
discovered that the check-sorting department displayed a great deal of loyalty to the
company. Most of the group members were unskilled or semi-skilled workers; although they
had no organised union, they all felt that the bank had made special efforts to keep their
wages benefits in line with unionised operations. They knew that their work required team
effort and were committed to high performance. A quite different situation existed in the
computer services department. Although the workers liked their fellow employees, there was
a uniform feeling among the this highly skilled group that management put more emphasis
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on production than on support units. They felt that the operating departments had received
better pay raises and that the wage gap did not reflect the skills differences between
employees. As a result, a large percentage of the group's members displayed little loyalty to
the bank, even though they were very close to one another.
Discussthe following:
a) What are the main problems in the case? (5)
b) What are the causes of these problems? {5)
c) What can you recommend to Mr Day? (5)
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SECTION 2 - STRUCTURED QUESTIONS ( 85 MARKS}
2.1 You are the CEOof an import/ export company in Walvis Bay Namibia. Due to the
current turbulent business climate in the country, there is a need to revamp the current
business model and embark on a large-scale change programme. Consequently, you need to
hire an OD specialist to facilitate the change process and you must choose between an
internal or external specialist. Discuss and motivate your choice in detail
(12)
2.2 Discuss in detail the Force - Field analysis model as a diagnostic model
(7)
2.3 It is important that the diagnosis of client system problems is accurate as it gives input to
the type of change interventions that will be used to solve these problems. Inappropriate
interventions are costly and can result in the failure of change efforts. Discuss the warning
signs that OD practitioners should be aware of.
(12)
2.4 Identify five restraining factors that can block the implementation of change. (10)
2.5 OD programs will be more successful if resistance to change can be minimised. Resistance
to change can be predicted but cannot be repressed over the long term. Discuss any six (6)
ways in dealing with resistance to change and motivate employees to accept proposed
changes.
(12)
2.6 Discuss the stream analysis as a change strategy and the benefits that can be derived
from it.
(8)
2.7 OD Practitioners can use Structural, Technological and Behavioural strategies to
implement change programs. Discuss these strategies and incorporate relevant
examples for each.
(6)
2.8 Discuss in detail the different steps in the MBO process
(10)
2.9 Explain the four process strategies for change.
(8)
Good luck!!!!
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