QUESTION 1
Read the following advertisement that recently appeared in the newspaper and answer the questions that follow:

LECTURER: PERSONNEL MANAGEMENT (Supervisor: Senior Lecturer)

Kusasa FET: Long Walk Campus

Commencing Salary: R154 000 per annum

Requirements: A relevant 3 year diploma/degree/professional qualification. Trained assessor. Good communication skills (verbal and written). Computer skills. 3 years experience at an FETC.

Key Performance Area: Lecturing at an FET College

Duties: Delivery of teaching and learning. Classroom administration. Conducting of assessments. Students’ guidance and support.

1.1 Name and briefly define TWO documents that were used to compile the above-mentioned advertisement.

The two documents that were used to compile the above-mentioned advertisement are:

Job Description:

A job description is a written document that outlines the duties, responsibilities, and tasks associated with a specific job title. It describes what the incumbent (the person in the role) does, how they do it, and why it is done. In the advertisement, the job description provides information about the duties associated with the position of “LECTURER: PERSONNEL MANAGEMENT,” including responsibilities like teaching and learning, classroom administration, conducting assessments, and providing guidance and support to students.

Job Specifications:

Job specifications outline the minimum qualifications, skills, knowledge, and abilities that an individual must possess to perform a particular job successfully. In the advertisement, the job specifications list the requirements for the position, such as the need for a relevant 3-year diploma/degree/professional qualification, the requirement to be a trained assessor, good communication skills (verbal and written), computer skills, and a minimum of 3 years of experience at an FETC (Further Education and Training College). These specifications set the criteria for candidates who are eligible for the position.

1.2 State FIVE areas of job specification information and support it with examples from the above advertisement.

In the above advertisement, the job specifications for the position of “LECTURER: PERSONNEL MANAGEMENT” include the following areas of information:

Job Title:

The job title specifies the position’s name, which is “Lecturer: Personnel Management.” This indicates the specific role and area of expertise within the organization.

Training/Educational Qualifications:

The advertisement mentions that candidates are required to have a “3-year diploma/degree/professional qualification.” This sets the minimum educational standard for applicants.

Specific Qualifications:

The job specification includes the requirement for candidates to be a “Trained Assessor.” This is a specific qualification related to the role, indicating that the candidate should have relevant training in assessment methods.

Skills/Competencies:

The advertisement highlights the need for “Good communication skills (verbal and written)” as a required competency. Additionally, “Computer skills” are listed, indicating that candidates should possess relevant technical skills to carry out the role effectively.

Experience:

The job specification sets the expectation of “3 years experience at an FETC (Further Education and Training College).” This demonstrates that candidates should have prior experience in a similar educational setting, which is valuable for the role of a lecturer.

1.3 Name FIVE areas of job description information and support it with examples from the advertisement

In the advertisement, the job description for the position of “LECTURER: PERSONNEL MANAGEMENT” includes the following areas of information:

Job Title:

The job title specifies the position as “Lecturer: Personnel Management,” indicating the specific role within the organization.

Working Conditions:

The working conditions for this position are described as a “Classroom environment.” This informs candidates that their primary work setting will be in a classroom, where they will deliver lectures and interact with students.

Supervision Provided/Position in Reporting Structure:

The job description states that the position “Reports to Senior Lecturer.” This clarifies the reporting structure within the organization and the immediate supervisor to whom the incumbent will be accountable.

Key Performance Area:

The key performance area for this role is “Lecturing at an FETC (Further Education and Training College).” This highlights the primary responsibility of the position, which is to deliver lectures and educational content within an FETC.

Duties:

The advertisement outlines several duties associated with the position, including “Classroom administration, Delivery of teaching and learning, Classroom administration, and Students’ guidance and support.” These duties provide a detailed breakdown of the tasks and responsibilities that the incumbent will be expected to perform.

Venue:

The specific venue for this position is mentioned as “Kusasa FET (Long Walk Campus).” This indicates the location where the work will be conducted, providing candidates with information about the campus where they will be based.

1.4 Name the document used to collect job information.

Job analysis

1.5 State FIVE uses of job analysis information.

Job analysis information serves various important purposes within an organization. Here are the uses of job analysis information:

Recruitment, Selection, and Placement:

Job analysis information is used to create accurate job descriptions and job specifications, which help in recruiting, selecting, and placing the right candidates in appropriate job roles. It ensures that job requirements are clearly defined, leading to better hiring decisions.

Training and Development:

Job analysis data is essential for designing training and development programs. It identifies the specific knowledge, skills, and competencies required for various job roles, enabling organizations to develop training initiatives that address these needs effectively.

Employee Performance Appraisal:

Job analysis information is used to establish performance standards and expectations for different job positions. This data helps in evaluating and appraising employee performance, ensuring that it aligns with job-related criteria.

Individual Career Planning:

Employees can use job analysis information to plan their careers. By understanding the skills and qualifications needed for specific job roles, employees can set realistic career goals, identify areas for skill development, and plan their career progression within the organization.

A Healthy and Safe Working Environment:

Job analysis can identify potential workplace hazards and risks associated with specific job roles. This information is essential for ensuring a healthy and safe working environment by implementing appropriate safety measures and training programs.

Human Resource Planning:

Job analysis information is crucial for human resource planning. It helps organizations determine their current and future workforce needs based on job roles and responsibilities. This data informs decisions related to staffing levels, succession planning, and organizational restructuring.

1.6  What type of medium was used by this College to advertise the post?

The type of medium used by this College to advertise the post for the position of “LECTURER: PERSONNEL MANAGEMENT” was a newspaper.

QUESTION 2

Read the case study below and answer the questions.
Blue Thru is a manufacturing organisation, where management encourages and rewards risk-taking and change. Decisions based on intuition are valued as much as those that are well rationalised. Management prides itself of its history of experimenting with new technologies and its success in regularly introducing innovative products. Managers or employees who have good ideas are encouraged ‘to run with it then’. And failures are treated as ‘learning experiences’. The organisation prides itself on being market-driven and rapidly responsive to the changing needs of its customers.

There are few rules and regulations for employees to follow, and little supervision because management believes that its employees are hardworking and trustworthy. Marinccnient is concerned with high productivity but believes that this comes through treating its people well. The organisation is proud of its reputation as being a good place to work.

2.1 Answer the following questions based on culture:

2.1.1 Name the organisation culture of Blue Thru.

2.1.2 Refer to the information given in the case study and give TEN reasons for your decision of the organisation culture of Blue Thru.

The organization culture of Blue Thru is an open participative organization culture, and here are the reasons indicating this classification:

Management encourages and rewards risk-taking and change:

The organization values risk-taking and change, fostering an environment where employees are encouraged to take risks and explore new ideas.

Decisions based on intuition are valued:

Blue Thru respects the intuitive decision-making process, highlighting a culture that values diverse perspectives and encourages participation.

Experimenting with new technologies:

The willingness to experiment with new technologies demonstrates an open culture that embraces innovation and change.

Encourages good ideas to run with it:

The organization encourages employees to develop and pursue their good ideas, showcasing a participative culture that values individual contributions.

Treated failures as learning experiences:

Viewing failures as opportunities for learning underscores an open and supportive culture that encourages growth and development.

Rapidly responds to changing needs of customers:

The organization’s agility in responding to changing customer needs is indicative of a culture open to adapting to external shifts and customer feedback.

Only a few rules and regulations for employees to follow:

The presence of minimal rules and regulations promotes an environment of autonomy and trust, characteristic of a participative culture.

Little supervision:

The limited need for supervision reflects a culture that trusts employees to be self-disciplined and responsible.

Management believes that its employees are hardworking and trustworthy:

The organization’s belief in the dedication and trustworthiness of its employees reinforces a participative culture that respects and values its workforce.

Treating people well, resulting in high productivity:

The emphasis on treating employees well underscores a participative culture that recognizes the connection between employee satisfaction and overall productivity.

2.1.3 State the advantages of the organisation culture named in QUESTION 4.1.1. NOTE: (Do not use information from the case study).

Advantages of an open participative organization culture include:

Employee Positivity:

Employees tend to have a positive attitude towards the enterprise, which can lead to increased job satisfaction and motivation.

Management Idea Acceptance:

Employees readily accept management ideas and initiatives, fostering a sense of alignment and shared vision within the organization.

Change Adaptation:

Changes are easily accepted by the workforce, making the organization more agile and responsive to evolving market conditions.

Increased Cooperation:

An open and participative culture encourages collaboration and cooperation among employees and departments, enhancing teamwork and problem-solving.

Reduced Conflict and Grievances:

The prevalence of open communication and participation can help reduce conflicts and grievances as employees are more likely to voice concerns and work collectively to resolve issues.

Lower Labor Turnover:

A culture that values employee participation and satisfaction can lead to a decrease in employee turnover, reducing recruitment and training costs while retaining valuable talent.

2.2 It is clear that the management of Blue Thru is not afraid to make changes. Give FIVE general reasons for an organisation to make changes. NOTE: Do not use information from the case study.

Economic Change:

Economic shifts, such as recessions, inflation, or changes in market demand, may necessitate organizational changes to adapt to new financial realities and remain competitive.

Technological Change:

Advances in technology can create opportunities for efficiency and innovation, prompting organizations to change their systems, processes, or products to stay current and relevant.

Social Change:

Evolving societal values, demographics, and consumer preferences may require organizations to adjust their strategies, products, or marketing approaches to align with changing social trends.

Political Change:

Changes in government policies, regulations, or political leadership can impact an organization’s legal and operational landscape, prompting adjustments to ensure compliance and strategic alignment.

Enterprise Structure:

Changes in the organization’s size, structure, or goals may lead to internal changes, such as reorganization, mergers, or acquisitions, to better achieve the new objectives or enhance efficiency.

2.3 Employees are not always willing to change and therefore resist change. Give SEVEN reasons why employees resist proposed changes.

Seven reasons why employees resist proposed changes are:

Habit:

Employees may resist change because they are accustomed to their current routines and find comfort in familiarity.

Security:

Concerns about job security and an uncertain future can make employees resistant to changes that might disrupt their employment status or conditions.

Economic Factors:

Employees may resist change if they fear that it could negatively impact their income, such as through reduced pay or benefits.

Fear of the Unknown:

Change introduces uncertainty, and employees may resist when they are unsure about how the proposed changes will affect their work and personal lives.

Awareness of Weaknesses:

If employees perceive weaknesses or flaws in the proposed changes, they may resist them based on concerns about the potential negative consequences.

Incomplete Information:

Employees may resist change if they are not provided with sufficient information or rationale for the proposed changes, leaving them feeling uninformed or disconnected from the decision-making process.

Threat to Social System:

Changes can influence social relationships in the workplace, potentially disrupting friendships and social dynamics, which may lead to resistance.

QUESTION 3

Read the following case study and then answer the questions

3.1 Define the term organisational change.

Organizational change refers to the intentional process of making alterations to an organization’s structure, processes, culture, policies, strategies, or other aspects in order to improve its overall effectiveness, performance, or adaptability. Organizational change is driven by the need to respond to internal or external factors, seize new opportunities, solve problems, or adapt to a rapidly evolving business environment and bring about improvements, transformation, or innovation within an organization

3.2 Name and explain the steps that Sasol can incorporate in their change programme.

Sasol can incorporate various steps in their change program to facilitate a smoother transition during the restructuring process. Here are the steps they can implement

Sensitivity Training:

Sensitivity training can be used by gathering, employees in an unstructured setting to discuss their interactions and relationships. The goal should be to promote self-awareness and empathy, improve listening skills, foster openness and tolerance for individual differences, and enhance conflict resolution capabilities. This step can help SASOL employees adapt to the changing work environment and improve collaboration.

Attitude Surveys:

Using Attitude surveys SASOL can distribute questionnaires to all employees to identify potential issues and concerns. Feedback from the surveys is shared with employees, followed by workshops to help them pinpoint problems and suggest solutions. This step ensures that employees have a voice in the change process and can contribute to making necessary adjustments.

Process Consultation:

Process consultation involves bringing in an external consultant to work with SASOL management in identifying and addressing organizational problems. The consultant helps group members change the way they collaborate and develop problem-solving skills. This step can be beneficial when there are issues that managers cannot resolve on their own.

Team Building:

SASOL can utilize team building to help g groups within the organization set clear goals, improve interpersonal relationships, clarify individual roles and responsibilities, and foster trust and openness among team members. This process encourages better communication and cooperation, making teams more effective during times of change.

Intergroup Development:

Intergroup development can be applied to address dysfunctional conflicts between different groups within the organization. Using this approach, each group meets separately to assess their own perceptions and views of the other group. They then share this information, discuss differences and similarities, and work toward a compromise. This step promotes understanding and collaboration between conflicting groups.

Transactional Analysis:

Transactional analysis can be used to involve small groups of individuals working together to learn clear communication and reasonable responses. The goal is to reduce destructive communication habits that lead to conflicts. This can be particularly useful for improving communication during a period of change when misunderstandings and conflicts are more likely to occur.

Behavior Modeling:

Behavior modeling can be used to facilitate SASOL  managers and supervisors to actively engage with their subordinates to address behavioral issues. The process typically includes watching a DVD to demonstrate the desired behavior, role-playing to practice the new behavior, and applying these skills in the actual work environment. This step is effective in changing problematic behaviors and ensuring they align with the organization’s objectives.

3.3 Explain FIVE guidelines that Sasol can introduce to ensure that resistance to change becomes less.

To ensure that resistance to change becomes less at Sasol, can introduce the following guidelines:

Be sure that there is a need for change:

Before implementing any change, Sasol should thoroughly assess the situation to ensure that there is a genuine need for change. Clearly communicate the reasons behind the restructuring and provide evidence to support the necessity of the changes. This will help employees understand the rationale and reduce resistance.

Plan towards a result and keep all people involved informed:

SASOL should develop a clear and well-structured plan for the change process, including specific goals and outcomes to ensure that all employees are kept informed about the plan’s progress, milestones, and any modifications, thereby reducing uncertainty and fear.

Emphasize the  benefits of change:

SASOL should highlight how the changes will benefit individual employees and show how the restructuring can lead to personal growth, improved job security, or enhanced skills. Demonstrating the personal advantages of change can help employees become more receptive.

The future situation must be realistic:

The company should ensure that the envisioned future state of the organization is realistic and attainable. Unrealistic or overly ambitious goals can create resistance. Employees need to believe that the proposed changes are achievable and that the organization has a practical plan to reach those goals.

All employees involved should understand how the change process  will work:

Employees should be given clear and comprehensive explanations of how the change process will unfold to ensure that all employees understand the steps involved and how their roles will be affected. This clarity minimizes confusion and resistance.

Regularly  evaluation and feedback:

The company should continuously assess the progress of the change process and gather feedback from employees. Regular evaluation and feedback mechanisms allow for adjustments and improvements, making employees feel their input is valued.

Ensure support from management, employees, and clients:

Secure support from all key stakeholders, including top management, employees, and clients. When everyone is on board with the change, it is less likely to face resistance. Leadership should actively endorse and champion the changes.

Consistency with the norms and values of the organization:

SASOL should ensure that the proposed changes align with the existing culture, norms, and values of the organization. When change is seen as consistent with the organization’s core principles, it is more likely to be accepted by employees.

Change must reduce present problems:

The company should frame and work to present the change as a solution to existing issues or challenges rather than creating new problems and make it clear that the change aims to improve the current situation and not exacerbate any difficulties.

Change must not threaten those involved:

The company should ensure that the change does not undermine the job security and autonomy of employees but reassure employees that their roles and positions are valued and that the change will not jeopardize their job stability or personal autonomy.

3.4 The unionised employees at SASOL might resist the restructuring process. Discuss FIVE methods that Sasol can implement to overcome resistance to
change.

To overcome resistance to change among the unionized employees at Sasol during the restructuring process, the company can implement several methods:

Education and Communication:

Sasol should provide comprehensive education about the reasons for the restructuring and the benefits it will bring. This should include sharing all the necessary information with employees. Effective communication strategies, including regular updates, town hall meetings, and open dialogues, should be used to establish mutual trust and credibility. When employees understand the logic and purpose behind the change, they are more likely to accept it.

Participation and Involvement:

Employees are more likely to resist change if they feel excluded from the decision-making process. Sasol should involve employees in the change process by seeking their input, ideas, and feedback. Additionally, provide training and development opportunities to equip employees with the skills and expertise needed to actively contribute to the change effort. When employees feel they have a meaningful role, they are more likely to support the change.

Negotiation and Agreement:

In cases where resistance is strong, negotiation can be a valuable tool. Sasol should engage in open and constructive negotiations with union representatives and employees to find common ground. This might involve offering incentives or compromises in exchange for reduced resistance. Negotiation is especially important when the source of resistance is influential or holds power within the organization.

Facilitation and Support:

Sasol can identify or employ “change agents” or facilitators to assist employees through the change process. These facilitators can offer guidance, address concerns, and provide emotional support to individuals and teams. Facilitators can act as a bridge between management and employees, making the transition smoother.

Manipulation and Co-optation (with caution):

While manipulation and co-optation are generally not recommended as primary change strategies, Sasol can use them cautiously in specific situations. Manipulation involves presenting information in a way that makes it more appealing and withholding undesirable details. However, it’s important to use this method with integrity and transparency to avoid damaging trust. Co-optation involves bringing key individuals into the change process by making them part of the decision-making or implementation, which can help influence others positively.

6.5 State the advantages of a functional organisational structure.

A functional organizational structure offers several advantages:

Suits a single business:

A functional structure is well-suited for a single business entity because it organizes the company’s various functions, departments, or divisions based on their specific tasks and responsibilities. This simplicity is ideal when the organization is primarily focused on a single line of business or product.

Ensures management control of results:

In a functional structure, each functional area has a clear reporting hierarchy, which enables efficient management control. Managers can closely oversee their respective functions, ensuring that goals and objectives are met. This control promotes accountability and facilitates the achievement of desired results.

Promotes in-depth functional expertise:

Functional structures allow employees within each department to specialize in their respective areas. This specialization promotes the development of in-depth expertise, making the organization highly proficient in its core functions. Specialization can lead to improved quality and efficiency in each area.

Makes it easier to develop specialized competencies:

As employees focus on specific functions within a functional structure, it becomes easier to develop specialized competencies. This specialization can lead to a workforce that excels in its respective areas, fostering innovation and excellence in each department.

Enhances operating efficiency in each functional area:

Functional structures often lead to increased efficiency within each functional area because employees can concentrate on their core tasks and responsibilities. There is less overlap and duplication of efforts, resulting in streamlined operations and resource allocation.

Ensures that each employee has a clear understanding of where he/she fits in:

Functional structures provide clear reporting lines and job descriptions for employees. This clarity ensures that each employee understands their role within the organization, their responsibilities, and how their work contributes to the overall objectives. This can improve job satisfaction and motivation.

Facilitates the development of a cohesive team spirit within each function:

Within a functional structure, teams often work closely together within their specific function, fostering a sense of camaraderie and teamwork. Employees tend to share common goals and challenges, which can lead to the development of a cohesive team spirit. This can enhance collaboration and productivity within each department.