REFORMED CHURCH UNIVERSITY

FACULTY OF COMMERCE
Bachelor of Commerce Honours Degree in Business Management
Change Management
HBUM 215
Part 2 Semester 1 Examination
Total Marks

[100]

Date: June 2015

Time: 3 Hours

INSTRUCTIONS
1
2
3
4

This paper has six (6) questions

Answer question one (1) and any other three
Each question carries 25 marks
Start each question on a new page

Question 1

Page 1 of 4

Read the case below and answer questions that follow:

Case Study: Source Procurement Leaders Magazine Issue July/August 2013
Stonesfone has one of the nations largest mobile communication networks, with 8.000
employees serving 3 million customers across the country, with 800 retail stores nation-wide and
a further 50 branded franchises regionally.
Stonesfone products include messaging services for businesses and customers, smart phones,
mobile handsets and tablets. Its current strategy is aimed at increasing the average revenue per
user through offering more and more added value mobile services.
Knowledge, winner of the 2012 Procurement Leader Award was brought in to be the chief
executive officer of the Stonesfone procurement company. His role was not only to deal with the
complexity of the procurement and supply chains into a single national function.
The Stonesfone Procurement Company was set up in 2010 with its headquarters based in Mutare.
Through lean procurement techniques it was expected to achieve efficiencies and substantial
savings on products such as handsets and network equipment.
Knowledge, who joined Stonesfone in 2006, has 26 years of experience in his area of
specialization.

He has also appreciated diversity in his terms and knows how important

communication, information sharing and empowerment are to his success. When Knowledge
joined, the staff were uncertain of the impact he would have, the changes that would be made and
whether their jobs would be secure.
To bring about the transformational change required, Knowledge used an inclusive process
which involved holding workshops with staff as well as consulting with key internal stakeholders
across the organisation.

He used his nature, influence, persuasion and well-developed

communication skills to gain consensus and buy-in for his plans across the whole procurement
and supply chain.
Knowledge and his teams effort in Stonesfone was to take full advantage of the national scale
and achieving world-class savings and effectiveness across its business operations. Other

Page 2 of 4

benefits include a significant improvement in Stonesfones working capital, technology

standardization and policy development for national travel and labour.
One of the key drivers behind this success has been Knowledges interpersonal skills. The 2012
procurement leader award submission referred to Knowledges inclusive and inspirational
leadership style and one of the critical success facts of the projects he led.
a) Propose effective change management models that Knowledge could have used within
Stonesfone to ensure the transformational project overcame any barriers to be a success.
(15)
b) With reference to appropriate change leadership styles, Explain the influencial styles that
Knowledge adopted to engage effectively with business stakeholders at Stonesfone.
(10)
Question 2
Compare and Contrast
(a)
(b)
(c)
(d)
(e)

Revolutionary and Evolutionary change

Planned and emergent change
Transitional and transactional change
Proactive and active change
Developmental and incremental change

(5)
(5)
(5)
(5)
(5)

Question 3
As a Business Director of an organisation facing resistance to change, describe three effective
change strategies that can be employed to overcome such resistance.

(25)

Question 4
Change is a process. Critique.

(25)

Question 5
Compare and contrast any two models of change with reference to an organisation of your
choice.

(25)
Page 3 of 4

Question 6
State and explain the major impetus behind change in your organisation.
End of paper

Page 4 of 4

(25)