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ADC812S - ADVANCE ORGANISATIONAL DEV AND CHANGE - 1ST AND 2ND OPP - NOV 201 AND JAN 2020 |
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NAMIBIA UNIVERSITY
OF SCIENCE AND TECHNOLOGY
FACULTY OF MANAGEMENT SCIENCES
DEPARTMENT OF MANAGEMENT
QUALIFICATION: BACHELOR OF HUMAN RESOURCES MANAGEMENT HONOURS
QUALIFICATION CODE: O8HRMH
LEVEL: 8
SUHHE CODE: aD eeLeS
COURSE NAME: ADVANCED ORGANISATIONAL
DEVELOPMENT AND CHANGE
SESSION: NOVEMBER 2019
DURATION: 3 HOURS
PAPER: THEORY
MARKS: 100
EXAMINER(S)
MODERATOR:
FIRST OPPORTUNITY EXAMINATION PAPER
Dr Andrew Jeremia
Ms. Enzy Kaura
Dr Simeon Amunkete
INSTRUCTIONS
1. The paper consists of Section A and B. Answer ALL the
questions.
2. Write clearly and neatly.
3. Number the answers clearly.
PERMISSIBLE MATERIALS
THIS QUESTION
1. Examination paper.
2. Examination script.
PAPER CONSISTS OF 4 PAGES
(Including this front page)
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SECTION A
[40]
Please read through the case study below and answer the questions that follow.
Case Study: Payroll merging process
You are an OD consultant for an IT company that appoints 4000 employees. The
Human Resource Management Department consist of four different units: Employee
Relations, Reward and Remuneration, Training and Development and
Transformation. Each of these divisions is managed by men on executive level. The
top executive team of the organisation recently decided to merge the payroll division
with the Human Resource Department without consulting the relevant managers. They
feel that since payroll deal with salaries, they should also be part of Human Resource
Management. The manager of payroll is a female and employed on senior
management level. When the merger comes into effect, she will function on the same
level as the rest of the managers in the HRM department.
The four HRM Managers are very upset when they hear about the merger. First, they
feel that their departments are performing the higher level and strategic functions in
the organisation as opposed to the administrative and operational functions of the
payroll department. Second, they feel that the Payroll Manager is not on the same
level than they are in terms of experience and competence. Also, the scope and
responsibility of the payroll Manager’s job does not justify her to be on the same job
level as they are. The merger will also imply a move of offices and a restructuring of
work roles which can take months to sort out. They refuse to accept the merger and
to work on the same level as the Payroll Manager. The Payroll Manager in the
meantime heard rumours of the HRM managers’ perceptions of her and the payroll
department. She is angry and believes that they are only managers because they are
men. Furthermore they do not have an idea of all the work that she and her department
is performing in the organisation. The manager also refuses to accept the merge and
to cooperate with the other managers. This is problematic as the other HRM
departments need information from the payroll department to execute their tasks.
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The Group Executive requested a meeting with you to discuss the above problem. He
is concerned about the conflict situation as it has important implications for the overall
effectiveness of the organisation.
Question 1
1.1 Identify the main problems in this case.
(4)
1.2. Identify and discuss the group interventions that you will use to solve the issues
between the HRM and Payroll Department?
(3x4=12)
1.3. Present the benefits of merging the departments, to management.
(6)
1.4 Explain the steps that you will follow in merging Payroll with the Human
Resources Department.
(10)
1.5 The executive management is of the opinion that they were not informed and
involved in the decision taken. Identify and explain the key elements that
promote employee involvement »
(8)
SECTION B
[60]
Question 2
2.1. Goalsetting is an important part of performance management. As the OD
consultant the Chief Executive asked you to assist the Human Resources
Department to look at how performance goals are set to ensure that there is
better performance output.
a)
Discuss, briefly the characteristics of goal setting, which affect positive
outcomes.
(2x6=12)
b)
Explain how you would apply goal-setting as part of performance management.
(8)
2.2 In High-Involvement Organisations (HIO’s), the features are designed jointly by
management and workers to promote high levels of involvement and
performance. Discuss HIO’s.
(15)
2.3 Organisations are made up of various departments and sub-units that work
together to achieve organisation effectiveness and success. Rapid changes in
“a
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the business world are forcing organisations to restructure these departments
and sub-units in order to become more flexible in adapting to these changes.
There are different types of structural designs that organisations can adopt for
specific environmental situations. With that in mind, differentiate between a
matrix and network structures.
(5x2=10)
2.4 Several OD interventions have evolved over time and are available to
managers. Amongst them, there are interventions aimed at making individuals
and groups more effective, such as the basic process interventions. With that
in mind, practically discuss the Johari Window as a useful model for improving
communication and relationships.
(15)
End of examination paper
Total: 100 Marks
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p
NAMIBIA UNIVERSITY
OF SCIENCE AND TECHNOLOGY
FACULTY OF MANAGEMENT SCIENCES
DEPARTMENT OF MANAGEMENT
QUALIFICATION: BACHELOR OF HUMAN RESOURCES MANAGEMENT HONOURS
QUALIFICATION CODE: O8HRMH
LEVEL: 8
COURSE CODE: ADC812S
COURSE NAME: ADVANCED ORGANISATIONAL
DEVELOPMENT AND CHANGE
SESSION: JANUARY 2020
DURATION: 3 HOURS
PAPER: THEORY
MARKS: 100
EXAMINER(S)
MODERATOR:
SECOND OPPORTUNITY EXAMINATION PAPER
Dr Andrew Jeremia
Ms. Enzy Kaura
Dr Simeon Amunkete
INSTRUCTIONS
1. The paper consists of Section A and B. Answer ALL the
questions.
2. Write clearly and neatly.
3. Number the answers clearly.
THIS QUESTION
PERMISSIBLE MATERIALS
1. Examination paper.
2. Examination script.
PAPER CONSISTS OF 5 PAGES (Including this front
page)
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SECTION A
[47]
Please read through the media release below and answer the questions that follow.
Case scenario: Media Update on Austerity measures of the Namibian Broadcasting
Corporation (NBC)
1. FINANCIAL STATE OF THE NBC
This media update serves to inform all the stakeholders that the funding situation at the
NBC has now reached a critical stage where liabilities continuously rise and efforts to
contain same are not sustainable. This makes it difficult for the NBC to honour most of its
commitments to creditors and carry out its mandate as per its founding act.
2. PROPOSED AUSTERITY MEASURES
In view of the unsustainable operational expenses and as previously indicated, the Board
of Directors resolved to implement the following measures as from 10 September 2019
to contain costs, given that there is no firm commitment form the Shareholder to a long-
term solution to the financial situation at the NBC.
The broadcast hours on NBC1 will be reduced to 07h00 — 21h00 daily and the
frequency of English Television News Bulletins to only run once per day, i.e at
20h00 only. All indigenous News bulletins to be taken off air (not to be produced at
all).
The live broadcast of Parliamentary proceedings (National Assembly and National
Council sessions) on NBC2 will be discontinued and will only be broadcast delayed
and in condensed edition the next day in addition to the news stories.
NBC3 (the Move Channel), NBC4 (Educational Channel), NBC6 which is NBC’s
KWESE Sport Channel and NBC5 (the Music Channel) will be abolished.
All Radio Stations will commence broadcast from 07h00 to 21h00 daily.
Staff travel from duty stations to assignments will be limited and all foreign travels
unless paid for in full for man hours and all related cost by the initiating entity will
be suspended.
Vi. Work and productions linked to overtime etc. will be managed per day as they
happen. The aim is to contain cost.
Vil. Payment of fees to Directors already discontinued.
Vili. No live broadcasts will take place, unless paid for in full for man hours and all
related cost by the initiating entity.
The current situation also risks limitations in the coverage of the upcoming
Presidential and National Assembly Elections, unless this production is fully
financial supported.
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x. The total staff complement will be reduced from 569 as at 1 September 2019 to
413. This reduction will require an intensive staff reduction exercise by the end of
this financial year, meaning that 156 NBC staff members (permanent and short-
term contracts) risk losing their jobs. The engagement process with NAPWU and
the Office of the Labour Commissioner will commence effective from 10"
September from a process perspective.
xi. Current employment agreements of the remaining staff complement may be
renegotiated with the aim to reduce cost linked to current and future employment
benefits structure (leave, medical aid, retirement, insurance, etc.)
3. FIDUCIARY DUTIES OF THE BOARD OF DIRECTORS
Certainly, the above proposed measures are not taken lightly and their impact on many
stakeholders i.e. staff and the public, cannot be overemphasized. However, as Directors
we must at all time act in the best interest of the NBC, owing he corporation the duty to act
with care, skill and diligence. At present, we are unable to vouch that the NBC is able to
meet all its liabilities and can continue as a viable business
This situation has led to the statutory obligations not being able to be complied with, a
situation which risks the Directors; exposed to criminal, civil and governance liabilities for
failing to ensure that the NBC has the required funds to carry out its operations; despite
the fact that this factor is mainly outside the control of the Directors but determined by the
Shareholder. In fact, the Namibia Financial Institutions Supervisory Authority (NAMFISA)
has been planning to refer the NBC to the Procecutor General to consider prosecution for
violation of the Pension Funds Act (Act No. 24 of 1956). Our question is, where does this
leave the Shareholder who in the main is responsible for the funding part of the NBC given
its nature of operations. Note must be taken that despite all these challenges, the NBC
has been generating revenue which for the past three years is hovering above N$100
million per annum.
If the funding level cannot be improved to ensure that it is commensurate with planned
spending, it would be prudent to consider the liquidation of the NBC in terms of Section 29
of the Namibian broadcasting Act (Act No. 9 of 1991).
Yours Sincerely,
SVEN THEME
CHAIRPERSON BOARD OF DIRECTORS — ON BEHALF OF BOARD OF DIRECTORS.
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QUESTION 1
[47]
1.1. Identify the main problem of the broadcasting station.
(2)
1.2 | What would you conclude as the causes of the problem?
(5)
1.3. The NBC proposed the austerity measures mentioned in the letter. Do you
consider that as a Developmental or Transformational change? Provide
reasons for your answer.
(5)
1.4 Point x indicates that the station will reduce the number of staff from 569 to 413,
and point xi mentions the renegotiation of employment contracts. Explain the
implications of such a moves on its staff before the process kicks off. (10)
1.5 What should NBC management do to ensure that employees support the
proposed changes?
(10)
1.6 | Present the downsizing stages to the NBC Board, in short.
(5x3=15)
SECTION B
[53]
Question 2
2.1According to the motivational approach, organisational effectiveness is the result
of employee needs and satisfaction. This approach seeks to improve employee
performance and satisfaction by enriching jobs. With the above in mind, discuss
the core dimensions of jobs with relevant examples.
(5x3=15)
2.2 Explain the process of conducting performance appraisals
(13)
2.3. Talent Management is a concept that is increasingly on the mind of
organisations and OD practitioners as it becomes more difficult to attract,
develop and retain highly skilled and competent employees. Though it seems
that talent management practices are not a strategic or operational priority in
many organisations recognising the existing situation. Talent management is a
construct that involves the application of effective talent management practices
to meet current and future business needs. With that information in mind,
describe the management and leadership development interventions that are
used to increase talent development and employee retention.
(15)
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2.4 Diversity as any mixture of items that are characterised by similarities between
individuals and groups. There are five types of diversity that can influence the
processes and outcomes in the organisation. Mention them with examples.
(10)
End of examination paper
Total: 100 Marks