Only Question 1 and 2 are based on the above case study.
Question 1
One problem many organizations run into as they implement a change program is faltering momentum because employees just don’t change the way they work.
With reference to these statements, critically analyse the change management challenges facing the National Bank and utilize relevant Organisational Development (OD) theories to minimize the negative impact of the challenges.
What lessons on change management if any, can other banks/organizations learn from this extract?
Question2
Reading through the above extract, no reference is made to the National Bank’s culture, yet it is common knowledge that every organization does have a ‘culture’.
Assuming that some of the challenges the Bank encountered were deeply entrenched in the bank’s culture, explore the possible the possible cultural variable/elements that could be an impediment to change at the National Bank and
Utilise relevant models/theories to critically discuss how the bank’s corporate culture can be changed.
Question 3
You have been appointed an external consultant to ABC, an organisation that has just finalized proposals to introduce a new management philosophy called Total Quality Management (TQM), in order to improve customer satisfaction.
Your first meeting with the key stakeholders of ABC revealed high levels of resistance and animosity against the introduction of the TQM philosophy. As a qualify Organisational Development (OD) consultant, utilise your knowledge on OD intervention strategies to successfully introduce and implement the proposed TQM philosophy at ABC.
Instructions:
Note: you can quote essential points/elements/phrase from the case study which would be plug in your answer for analysis. You are expected to provide original critical comments/views and provide also, relevant remedies.
Question 1: Word limits 2000, Question 2: Word limits 1100 and Question3: Word limits 1350. Note that all answers should…