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ODC711S - Organisational Decelopemnt and Change - 1st Opp - June 2023 |
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n Am I BI A u n IVER s ITY
OF SCIEnCE Ano TECHnOLOGY
FACULTYOF FACULTYOF COMMERCE,HUMAN SCIENCESAND EDUCATION
DEPARTMENTOF GOVERNANCEAND MANAGEMENTSCIENCES
QUALIFICATION:BACHELOROF HUMAN RESOURCESMANAGEMENT
QUALIFICATIONCODE: 07BHRM
LEVEL:7
COURSECODE:ODC711S
COURSENAME: ORGANISATIONALDEVELOPMENTAND
CHANGE
SESSION:
DURATION:
JUNE 2023
3 HOURS
PAPER:
MARKS:
THEORY
100
EXAMINER(S)
FIRSTOPPORTUNITYQUESTIONPAPER
Ms Elaine January-Enkali
Mr Elias Kandjinga
MODERATOR: Ms. F. lpangelwa
1. Answer ALLthe questions
2. Write/type clearly and neatly
3. Number the answers clearly.
INSTRUCTIONS
THIS QUESTION PAPERCONSISTSOF 4 PAGES(Including this front page)
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SECTION 1
QUESTION 1 - CASE STUDY (33 MARKS)
The Cosmetics Company
As the recently appointed CEOof a cosmetics company, Anna Jones had a mandate from the
board to shake things up. Tasked with rethinking the organisation's expansion approach, she
had rejected the traditional path of expanding the high street shops. Instead, she increased
online operations - which competitors were also doing - and looked to experiment with
something more innovative.
While her supporters, including the Chairperson, saw her as an experienced consultant who
had lots of energy and ideas about how the company should adapt to a rapidly changing
market, opponents saw her as an industry outsider who had never held an executive position
or even worked in the cosmetics industry- and who still had a lot to learn.
Sam Wilson, the company's HR Director, had challenged every strategic shift Anna had made
including moving away from the siloed structure, letting about 40% of the managers go to
make room for fresh talent, and pushing to transform the hierarchical corporate culture into
a more performance-driven one.
To gain engagement from employees to her proposed changes Anna decided to make visits to
a number of the cosmetic stores. The visits helped her to see how her salesteams throughout
the company's stores were responding to the proposed changes which she had proposed. She
also wanted to use the visits to identify young managers who were ready to move into more
senior positions. Store employees were aware of Anna's proposals for change as they had read
about them in the internal news magazine, which was sent to staff every month, and which
had described the 'exciting opportunities with the expansion of our online offering'.
People were, however, wondering how they would fit into the business going forward. They
wanted to know whether they were going to start closing stores. One store manager asked:
"Will we all be working out of warehouse distribution centres next year?" While another
person asked, "Are we going to lose our jobs?" Anna assured them that no redundancies were
planned. Employees nodded, but they didn't look as though they entirely trusted her.
Later that day Anna was contemplating the questions employees had asked her when Sam
said to her, "we all need to slow down sometimes". From the start, it seemed Sam had not
supported Anna's appointment nor her approach to leading change. Sam warned her that she
was moving too fast and added: "It's going to take a huge push and some big shifts in staffing,
which could result in good people leaving- not just us old folks, but even some of the younger
people who like the way we do business now". Sam also mentioned that he had been
approached by a trade union representative for a meeting to discuss the change plans.
In contrast, Karen Jones, the Marketing Director, was pleased that the company board had
appointed Anna who was someone who understood how the market was developing and
what was needed to stay competitive - something Karen had been arguing for over the years.
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market research to date was promising, however Karen cautioned more work was needed to
check assumptions on what the current customer base wanted.
The IT infrastructure needed to handle the increase in on line purchasing was complex. George
West, the company's Operations Director, brought in a specialist external agency to advise on
how this could be done and tasked his Head of IT Systems to work alongside the agency to
report back to the senior management team - however weeks after this should have been
done he was told more time was needed. George suspected the agency weren't getting full
cooperation from his team to support their work. Coupled with this, he felt he was not getting
enough accessto Anna to discuss the detail needed to consider other aspects of operations-
such as storage facilities - that would be needed.
Part of Anna's job was to move the company forward - to keep the good, of course, but move
it into the future. She had to weigh the risks against the potentially bigger risk of not moving
forward. The board brought Anna to lead change, but she was starting to feel uncertain about
making it a success.
Adapted from: Futurelearn
Having read the case study above, answer all the following questions.
1 "As the recently appointed CEOof a cosmetics company, Anna Jones had a mandate
from the board to shake things up". Why did the board give Anna the mandate to
shake things up? {S)
2 Anna, encountered resistance to change in her OD endeavours? Advise her on how she can
cautiously approach resisting staff to secure a buy-in from them for her OD intervention to be
successful?
(10)
3 People were, however, wondering how they would fit into the business going forward.
They wanted to know whether they were going to start closing stores. One store
manager asked: "Will we all be working out of warehouse distribution centres next
year?" While another person asked, "Are we going to lose our jobs?" Discuss this
statement within the context of restraining forces for change. (18}
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SECTION 2
STRUCTURED QUESTIONS ( 67 MARKS)
2.1 Explain the concept of socialisation and the three basic responses an individual may
have to socialisation (7)
2.2 Planned change efforts can be directed at individual, team, and organisational level.
Discuss in detail. (12)
2.3 Contrast the difference between a stable and turbulent environment and provide an
example for each (4)
2.4 Discuss the four possible modes in the practitioner -client relationship (8)
2.5 Explain the key factors in cultural change (14)
2.6 Describe the use of performance- gap analysis (6)
2.7 Compare and contrast the interview and survey methods of data collection (11)
2.8 Discuss the benefits of a stream analysis (5)
GOOD LUCK
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