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SML620S - STRATEGIC MANAGEMENT AND LEADERSHIP B - 1ST OPP - NOVEMBER 2025 |
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nAm I BI A un IVE RSITY
OF SCIEnCE Ano TECHnOLOGY
FACULTY OF COMMERCE, HUMAN SCIENCE AND EDUCATION
DEPARTMENT OF TECHNICAL, VOCATIONAL EDUCATION AND TRAINING
QUALIFICATION : DIPLOMA IN TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING:
MANAGEMENT
QUALIFICATION CODE: 0GDTVM
LEVEL: 6
COURSE CODE: SML620S
COURSE NAME: STRATEGIC MANAGEMENT AND
LEADERSHIP B
SESSION: NOVEMBER 2025
PAPER: 1
DURATION: 3 HOURS
MARKS: 100
FIRST OPPORTUNITY EXAMINATION QUESTION PAPER
EXAMINER(S) DR INDEPENTIA DE WALDT
MODERATOR: MR BENHARDT U KAUTEZA
INSTRUCTIONS
1. Answer ALL the questions.
2. Read all the questions carefully before answering.
3. Number the answers clearly
THIS EXAMINATION QUESTION PAPER CONSISTS OF 5 PAGES (Including this front page)
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Question 1
(10 marks)
Read the following statements and indicate true if you agree with the statement and false if
you do not agree.
1.1 Preparing for change, managing change, and reinforcing change are common elements
of the different change management models.
(1 mark)
1.2 Organisational change is the movement of an organisation away from its present state
and toward some desired future state to increase its effectiveness.
(1 mark)
1.3 SMART Key Performance Indicators are broad, high-level targets that an organisation
aims to achieve over the long term .
(1 mark)
1.4 Organisational culture refers to the way an organisation is governed. It is the technique
by which companies are directed and managed.
(1 mark)
1.5 Strategic objectives are very precise, time-based, measurable actions that support the
completion of a goal.
(1 mark)
1.6 Environmental analysis is not important when developing a strategic plan for a VTC.
(1 mark)
1.7 Strategic leadership, physical infrastructure, and financial resources are key enablers for
strategy implementation.
(1 mark)
1.8 Chaos theory is the study of how small changes can lead to big, unpredictable results in
systems that appear to be complex and random, but actually follow underlying rules.
(1 mark)
1.9 The strategic management process is defined as the process by which managers make a
choice of a set of strategies for the organisation that will enable it to achieve better
performance.
(1 mark)
1.10 Lewin's change management model consists of three stages: namely, unfreezing,
changing, and refreezing.
(1 mark)
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Question 2
(7 marks)
Match the definition on the right with the correct term on the left. Only write down the
number: example: 1. e.
Term
Definition
1 Strategic
a. States the current and future objectives of an organisation
management
2 Strategy
b. Systematic processes used to assess the performance,
effectiveness, and impact of projects, programs, policies, or
organisations
3 Monitoring and
C. A short statement of why an organisation exists, what its
evaluation
overall goal is, identifying the goal of its operations: what
kind of product or service it provides, its primary customers
or market, and its geographical region of operation
4 Organisational
d. Refers to the shared values, beliefs, norms, symbols, and
culture
behaviors that shape how work gets done within a
company or institution
5 Strategic
e. Refers to the planning, management, and utilization of
leadership
resources to define and achieve objectives efficiently
6 Vision
f. A general direction is set for the company and its various
components to achieve a desired state in the future
7 Mission
g. Aligns vision, long-term goals, and organisational strategy
Question 3
(15 marks)
You have been the Centre Manager at Hardap Vocational Training Centre for ten years. The
Centre's current strategic plan is set to expire in December 2025. A new five-year strategic plan
is being developed, and all employees are involved in its development.
Explain the strategic planning model to be used in developing the strategic plan. (15 marks =
one mark for the correct stage mentioned and two marks for two correct activities mentioned
under each stage).
Question 4
(10 marks)
SWOT analysis and PESTLE analysis are used to assess the internal and external factors affecting
an organisation.
4.1 Mention five (5) reasons why SWOT analysis is important for an organisation. (5 marks)
4.2 Mention five (5) reasons why PESTLE analysis is important for an organisation. (5 marks)
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Question 5
(15 marks)
Collaborative governance brings multiple stakeholders together in common forums with public
agencies to engage in consensus-oriented decision-making. According to Namibia's 2023
Population and Housing Census Labour Force Report, 44.4% of Namibia's youth are
unemployed.
5.1 Explain why a collaborative governance approach for TVET is required to solve this
challenge.
(4 marks)
5.2 Mention at least five (5) stakeholders in the TVET sector who should be involved in
addressing this challenge.
(5 marks)
5.3 Mention the criteria that should be used in using the collaborative governance approach.
(6 marks)
Question 6
(43 marks)
Read the scenario below and answer the questions that follow:
Mr liyambo joined Oanob Vocational Training Centre in March 2025, a government-funded
institution. For over 10 years, it has been the cornerstone of community development, offering
certificates in trades like automotive mechanics, carpentry, office administration, and
hospitality. However, in recent years, it has faced significant challenges, including declining
enrollment numbers, financial pressure, and outdated curricula. Mr liyambo has decided to do
a comprehensive diagnosis of the VTC.
6.1 Explain the purpose of diagnosing the VTC.
(3 marks)
6.2 Mention the steps that will be used in the diagnostic cycle.
(9 marks)
6.3 Following the diagnosis, Mr liyambo presented a very ambitious strategic plan to
revitalise Oanab VTC. The new strategic plan involves the following key initiatives:
1. Integration of technology in the workshops and classrooms for all trades.
Introducing new courses in Solar Panel Installation and Maintenance, and Digital
Design for Carpentry. This requires purchasing new equipment and installing high-
speed internet across the VTC.
2. Curriculum overhaul: A complete revision of all course materials to integrate
technology. This means some old modules will be removed, and all Trainers must be
retrained.
3. Organisational restructuring: Creating new positions, including Trainers for the new
courses and a "Head of Information Technology".
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6.3.1 Discuss the types of organisational change that will happen.
(8 marks)
6.4 The new strategic plan has been met with mixed responses. Young trainers are excited
about the new technology, and many trainees are eager for more relevant skills.
However, several long-serving staff members are anxious and resistant. Mr Lauw, a
carpentry trainer with 10 years of service, was overheard saying, "This is not the VTC I
joined. Management wants to replace everything with computers."
6.4.1 Mention five reasons why Mr Lauw may be resisting the proposed changes.
(5 marks)
6.4.2 Explain how the ADKAR change management model can be applied to manage
the changes.
(10 marks)
6.4.3 Discuss how the Centre Manager can support the organisational changes.
(8 marks)
TOTAL= 100 MARKS
-END-
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