Instruction: Answer ALL questions. Change at Az Enterprise Roberto worked as a Human Resources Manager at Az Enterprise. He was going to tell the Chief Executive Officer that the way he was going about introducing change in the company was wrong and causing many problems. In the last six months, the boss had been attending many seminars and conferences in order to get ideas on how to improve the products offered by the company and ways to increase sales. Almost without fail, every time he returned from such an event, he would call a meeting of the heads of departments and order them to institute the new production method or sales technique. If any questions were raised at the meeting, he would tell the department head concerned in an icy tone of voice that he was the CEO, that he was the entrepreneur who had started the company, and that it appeared to him that all the managers were resisting his ideas and perhaps they should look for jobs elsewhere. In the last six months, turnover rates had risen sharply. Some of the managers had taken the CEO's advice and resigned. Many of their best technicians and salespeople had taken the same action. There had been a number of cases of sabotage on the factory floor although investigation had failed to identify who had damaged the machines. Now the workers were talking about forming a trade union. Az spent some time collecting and analyzing data on the workforce. Prior to this effort, he had not realized how little diversity there existed in the organization. There were no female managers nor factory technicians, although 30% of the staff overall were female. The CEO had often said that the work in the factory was not suitable for women. Although the non-executive employees were mostly under 30 years of age; the average age of their supervisors was 50. The company employed no disabled persons at all because, according to the CEO, it was too costly to convert the physical surroundings of the workplace for this purpose. Az suspected that diversity issues were negatively impacting productivity, especially in the sales department. Based on the above scenario: 1)Identify one main issue/problem and suggest how you are going to help Az Enterprise to manage change by using the Kurt Lewin model of change. 2)As an OD consultant, you are given the task to evaluate and explain to the Human Resource Manager of Az Enterprise about four changes programs within the Human Resource Management Intervention that can be used to overcome the issue/problem as mentioned in question 1). The four change programs are goal setting, performance appraisal, rewards system, and employee stress and wellness