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ODC711S - Organisational Decelopemnt and Change - 2nd Opp - June 2023 |
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nAmlBIA unlVERSITY
OF SCIEnCE Ano TECHnOLOGY
FACULTYOF FACULTYOF COMMERCE, HUMAN SCIENCESAND EDUCATION
DEPARTMENTOF GOVERNANCEAND MANAGEMENT SCIENCES
QUALIFICATION: BACHELOROF HUMAN RESOURCESMANAGEMENT
QUALIFICATION CODE: 07BHRM
LEVEL:7
COURSECODE: ODC711S
COURSENAME: ORGANISATIONAL DEVELOPMENTAND
CHANGE
SESSION:
DURATION:
JUNE 2023
3 HOURS
PAPER:
MARKS:
THEORY
100
SECONDOPPORTUNITYQUESTION PAPER
EXAMINER{S) Ms Elaine January-Enka Ii
Mr Elias Kandjinga
MODERATOR: Ms F. lpangelwa
1. Answer ALL the 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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SECTIONA
QUESTION 1
CASESTUDY: RESISTANCETO CHANGE (16 MARKS)
Victor is the head of a division in a government department. He has been in his
management position for 15 years and has worked his way up to his current position.
Throughout his career, he has seen many people leave and join the department. He has
stayed because he enjoys public service and working with familiar faces in the department.
He also knows that he brings his many years of experiences in a public agency to the table
when solving problems. His personality fits the working environment of government; he
likes working with the familiarity of rules and procedures.
Victor is proud of his service, but he is really looking forward to his retirement, which, for
him, is not coming soon enough. Within the last few years, lots of changes have occurred on
a department level that is also changing much of the familiar procedures, rules, and norms
that Victor has been accustomed to during his 25 years in the department. Some of these
changes include hiring younger staff, reorganization of job responsibilities, performance
plans to increase staff competencies and skills in new areas, and recent layoffs to help
balance the budget.
As part of his attempt to make his mark on the division, and to bring in past experiences
that he thinks can be of value, Victor proposed numerous ideas for the division at a staff
meeting. His staff-which, in recent years, has become increasingly more diverse in
demographics and cultural backgrounds-suggests improvements and changes to his ideas.
They are not so sure that his changes are the most appropriate given the overall strategic
directions of the department. Furthermore, they are not sure how they can implement
strategies when the ideas call for outdated resources and technology. Some of the younger
staff members are more vocal and mention recent trends and practices in strategic thinking
that could be more beneficial to accomplishing the division goals.
Victor views these suggestions as attacks directed at him and as resistance on the part of
the staff. He feels like every time he makes a suggestion, he is thrown a curveball from one
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of the younger staff members. Why is this happening to him now? He knows he has to
manage this. He cannot let this type of dynamic go on for an additional five years-or could
he?
1. What cultural assumptions fuel Victor's perspective as a leader of a government
department? (6)
2. Where does Victor's motivation to lead come from? (4)
3. How would you describe Victor's self-concept and the influence of it on his
leadership? (6)
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SECTIONB
STRUCTUREDQUESTIONS( 84 MARKS)
QUESTION2
2.1 Managers can have different approaches towards change based on the stability of the
environment and its orientation towards adapting to. Discussthese approaches in detail.
(12)
2.2 Differentiate between the different types of OD practitioners. (13)
2.3 Any change initiative comes with some sort of reaction from employees. Many times
employees tend to resist change efforts such as downsizing, reengineering and Total Quality
Management. With this in mind, discuss the life cycle of resistance to change. (10)
2.4 Driving forces refer to anything that increases the need for a change program . Discuss
the forces that help to create a need for a change program . (12)
2.5 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. Discussthe warning
signs that OD practitioners should be aware of. (12)
2.6 OD practitioners need to focus on the five important areas when implementing group
process interventions. Discuss these areas. (10)
2.7 What are the basic elements in determining strategic changes? (15)
THE END
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