BM 431/401 PRESENTATION QUESTIONS

MAY-JUNE 2023 SEMESTER

THEORETICAL FOUNDATIONS OF CHANGE

1. Using diagrams discuss the correlation between Johari’s window

participants and the managerial grid by Blake and Mutton.

2. Discuss the five (5) schedules of reinforcement that an organisation of

your choice can use to change employees’ behaviour?

3. Managers in different organizations deal with situations differently

because some organisations exist in relatively stable environments,
whereas others operate in highly dynamic settings. With this
statement in mind discuss the different adaptive orientations that can
be used by organisations in different environments. Model of adaptive
orientation brown et al 2006
4. According to Beer and Nohria (2003) they are two approaches to
organisational change which are theory E and theory O. Supporting
your answer with practical examples, which one is the best theory to
adopt as an organisation.

MODELS OF CHANGE

1. Discuss the short comings of Lewin 3 step model

2. Advise your Managing Director how they can use change management
model of Beckhard and Harris (1987) change formula to increase the
chances of change success.
3. Most firms in Zimbabwe are operating at about 15% below capacity. It
is suggested that the effective application of J P Kotter's 8 step change
model as an effective change management tool would usher in
improvements in organisational performance. Using an organisation of

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 your choice discuss the eight (8) steps and how they would in bringing
in successful change.
4. With the aid of the Force-Field Model, show how the introduction of
new technology may be introduced in any organisation of your choice
in Zimbabwe. Make recommendations on how to overcome the
restraining forces and how to strengthen the driving forces.

CHANGE AGENTS

1. Assume that you are a change agent in an organization that is

involved in making various changes. With reference to Blake and
Mouton (1965) discuss five (5) styles that you can deploy in change
implementation
2. Discuss the six (6) bases of power identified by French and Raven
(1965) in the context of implementing a change management program
by change agents.
3. You have been tasked by your organisation to recommend between an
internal and external agent for a change programme that is aimed at
changing the organisational culture. Justify your recommendation.
4. You have been contracted as change manager to lead a programme
that is aimed at changing the attitude of a section of the Zimbabwean
society that practices circumcision the traditional way which the
ministry of health advices is unsafe. What change management
strategies or approaches would be most appropriate to use and why?
Support your with relevant practical examples.

RESISTANCE TO CHANGE

1. Discuss the assertion that “resistance to change is not necessarily

dysfunctional obstacles or liabilities to successful change”.

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 2. What is in it for me” is naturally what members in an organisation ask
whenever change is introduced in organisations. As a change agent,
discuss how you address this potential source of resistance to change
3. Discuss five (5) ways in which change team and change agents can
mistakenly create resistance.
4. When people feel that they are valued participants in the planning and
implementing change, they are more likely to be motivated towards its
successful completion. Why then do most change efforts fail in
organisations? Credit will be given for reference to practical examples

ORGANISATIONAL DEVELOPMENT & ORGANISATIONAL DIAGNOSIS

1. Discuss the four (4) main categories of organisational development
citing two examples of each.

2. Discuss two (2) organizational development interventions that are

targeted for:

i) Individuals

ii. Teams and groups

iii. Inter group

iv. Total organisation

NB: DO NOT REPEAT AN INTERVENTION THAT HAS BEEN USED OR

DISCUSSED IN ANOTHER TARGET GROUP.

3. Discuss both the quantitative and qualitative data collection tools that
can be used in organizational diagnosis citing their advantages and
disadvantages.

4. Your team has been approached by the Zimbabwe’s ministry

responsible for parastatals and state owned enterprises (SOEs) to
identify key challenges affecting the performance of these
organizations with a view of proffering practical solutions. Identify
change management diagnostic model(s) and demonstrate its/their
application.
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THE END

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