Question $1(20$ marks$)$ Read the short case below and answer the questions that follow. Propelled by a culture of cost efficiency and competitiveness, Dell, Inc., was the unstoppable leader in the computer industry for more than a decade. Experts praised its low$-$cost$,$ responsive manufacturing and direct$-$marketing sales model. Founder Michael Dell championed short term objectives, while Kevin Rollins $($until recently Dell CEO$)$ was the architect of efficiency oriented processes and measures. Dell culture emphasised $$winning$,$ meaning that it focused on beating the competition and staying on top through low prices. $$There are some organizations where people think they$$re a hero if they invent a new thing,$$ Rollins said a few years ago. $$Being a hero at Dell means saving money.$$ Although still an efficient manufacturer of low$-$cost computers, Dell$$s spectacular success has stalled while HP and other competitors are moving ahead. The reason? Dell$$s strong culture blinded leaders and most staff to anything other than building low$-$cost computers, yet the market was shifting toward a preference for style and innovation. $$Dell$$s culture is not inspirational or aspirational,$$ suggests one industry expert. $[$Its$]$ culture only wants to talk about execution.$$ A few staff warned that Dell$$s culture needed to change, but those who dared to criticize the company$$s deeply ingrained values and assumptions were quickly silenced. $$A lot of red flags got waved$$but only once,$$ recalls a former Dell manager. Meanwhile, Dell$$s fortunes$$including public ratings of its culture$$were falling. A few years ago, Dell ranked number one on Fortune magazine$$s list of most admired companies in America; two years later, it was off the top $20$ list. Similarly, Dell Canada placed fifth on the list of Canada$$s most admired corporate cultures in $2006.$ A year later, the company was not mentioned at all; its culture was no longer admired. These and other concerns motivated founder Michael Dell to return as CEO, replacing Kevin Rollins. Other senior executives have also left the company. $$The company was too focused on the short term,$$ Dell admits. He apparently also repeatedly emphasizes to staff that Dell$$s past culture $$is not a religion.$$ Dell is convinced he can turn the company around, and there is some indication his new vision is working. Still, a few critics believe that changing Dell$$s culture will be a mammoth task. $$It$$s not an easy transition,$$ warns a technology analyst. $$You$$ve got to change your mind$-$set and your culture.$($Source: McShane, S L$.,$ & Von Glinow, M$.$ A$.,(2009).$ Organizational behaviour : emerging knowledge and practice for the real world. $5$th ed$.$ Pg$414)$

a$)$ With evidence from the case, what lessons can be learnt about disadvantages of strong cultures like that of Dell? $(2$ marks$)$

b$)$ Define organisational development. $(2$ marks$)$

c$)$ Using the $5$ Phases of the organisational development process suggest how Dell could successfully turn the organisational culture around? $(10$ marks$)$

d$)$ In implementing the OD programme, Dell is bound to come across some resistance from both individual employees and from the organisation as a whole. Suggest a few precautionary measures that Dell may put in place in trying to mitigate the envisioned resistance. $(6$ marks