Essay
ORG4801 POE 2025 ANSWERS
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- University Of South Africa (Unisa)
ORG4801 POE 2025 ANSWERS
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ORG4801 POE 20250612521185/0717513144/0680538213
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, ORG4801 POE 2025
0612521185/0717513144/0680538213
Question 1 [20]
1.1 According to the case study, the Trust formulated a business development and
sustainability strategy to embrace a ‘New Future’. Considering this initiative, identify and
discuss the specific source of change. Your discussion should be informed by relevant
theory and supported by practical examples from the case study. (10)
The main motivator for the Trust's "New Future" initiative was the impending termination of
funding from its primary donor in 2015. The Trust was forced to review its current structure
and strategy as a result of this external event.
According to the sources, the CEO of the Trust recognised that the conversation had shifted
from development aid to development partnerships, which meant that funding had to be
distributed through the private sector and public-private partnerships. The Trust was forced to
create the Business Development and Sustainability Strategy (BDSS) as a result of this
realisation. The goal of the BDSS was to create a lean, agile company that could withstand
changing market conditions and aggressively pursue new business opportunities. This included
reducing spending and personnel, increasing flexibility, and embracing creative future-focused
viewpoints. The goal of the BDSS was to strengthen civil society's agency, voice, and activities
in southern Africa.
One crucial incident that leads to path dependence is the money issue (Hill, 2023). According
to Hayes (2018), route dependence begins with a turning point that sets off self-reinforcing
behaviours, which may limit a change manager's ability to take action. An example of how a
turning point might affect an organization's future course is the Trust's response to the funding
issue, which included changes to its strategy and structure.
In addition, the Trust's response to the funding problem involved not just monetary
considerations but also a change in its operational procedures and financial plan. The Trust had
to overcome ideological barriers and change how it viewed the donor-supported former NPO.
This required a shift to an organisation that generates income.
In conclusion, the Trust's "New Future" initiative was sparked by the termination of funding
from its primary donor, which led to a momentous occasion and required a thorough review of
the Trust's strategy and organisation, ultimately resulting in a shift to a new funding and
operational model.
, ORG4801 POE 2025
0612521185/0717513144/0680538213
1.2 Read the case study and then, using Nadler and Tushman’s (1995) typology of
organisational change, identify and critically discuss the type of change taking place at the
Trust. Your discussion should be informed by relevant theory and supported by practical
examples from the case study. (10)
According to Hayes' (2018) citation of Nadler and Tushman's (1995) taxonomy of
organisational change, the Trust's transformation can be classified as reorientation. In order to
guarantee the organization's alignment and efficacy going forward, reorientation entails
redefining the business in anticipation of potential opportunities or issues.
Several aspects of the Trust's actions, as detailed in the case study, support this classification:
Shift in strategic focus: The Trust moved from being primarily a recipient of donor funding
to developing a business development and sustainability strategy (BDSS). This signifies a
fundamental change in how the Trust views its operations and funding model. The shift
involved diversifying its funding base, focusing on three service areas, and emphasizing
business and sustainability goals.
Proactive response to change: The Trust's development of the BDSS after the initial shock of
the funding withdrawal indicates a proactive approach to reorienting its goals and methods of
operation to ensure its sustainability. This involved becoming more flexible and "thinking
differently" about the future.
Mindset and cultural shift: The Trust had to overcome ideological blockages and change its
view of the old NPO, which was donor dependent. This involved developing a more dynamic
mindset that is up to date with its context and current thinking.
Operational changes: The Trust undertook a digitization of its workflow and various support
systems. The Trust also embarked on communication and media campaigns to realize its 'New
Future'. These actions reflect a significant shift in the organization’s operations and approach.
According to (Bowersox, Closs, Cooper and Bowersox (2020), reorientation is a type of
change that may involve modifying the frame but can be a relatively gradual process of
continuous frame bending. The Trust's actions of redefining its operations and adopting a more
dynamic mindset while still operating in the same sector support this understanding of
reorientation.
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