Read the following case and answer the questions that follow In the new OB project team, two members obviously have different perceptions on just about everything the team does. Kevin sees the project one way; Kim sees it differently. They have different perceptions about team goals, methods, values and the roles team members should play. Kevin gives the impression he wants to be in charge and he argues aggressively to get his way. Kim, who is more reserved, offers thoughtful ideas in rebuttal, and usually consults with the other group members for their views and support. Privately, Kevin bad-mouths Kim to anyone who will listen. He says that he has been on successful teams many times and knows the best ways to operate the team. He says that Kim is a control freak and the only one on the team holding up progress. Kim, on the other hand, only conveys her feelings about Kevin when team members are present, but she has repeatedly said out loud, There are more ways of getting this team started than just yours! Too bad you have a closed mind! For the most part, the other team members perceive Kim and Kevin to have a personality conflict, and they are avoiding getting involved. The team is ineffective so far, and theres pressure to get the team on track because of the impending class assignment deadline. Agree on answers to the following questions.

a) What main factors may account for the different perceptions held by Kevin and Kim?

i) In each perceiver? ii) In the targets?

iii) In the current situation?

b) What are some short cuts each may be taking in judging the other? Are these judgements correct?

c) To what extent might each persons apparent personality be the cause for the current conflict? Describe their respective personalities.

d) If behaviour such as this happens often, how can perceptions be changed so that people in conflict like Kevin and Kim can reach consensus? List some ideas.

2.

Constant change a feature of modern industry Britax has undergone many changes in recent years. The business grew out of a diverse group of companies. The Britax name and brand were adopted at the end of the 1990s when the business decided to concentrate its efforts and sold off some of its activities. It now focuses on child safety seats and designing and building aircraft interiors. Sales of child safety seats have been boosted by recent changes in the law, while aircraft interiors are a niche market with four international competitors. Overall, turnover of Britaxs aerospace division has grown from 20 million to 150 million in six years despite intense competition and an aircraft building industry that fears a fall in aircraft orders. Britax has just introduced a complex and expensive computer system to manage its production resource planning. Stock levels have fallen dramatically, and productivity has improved. But the change involved changes in many peoples work practices and skills. As with all changes of this nature the crucial key to success lies not with the product but with those who have to use it. People react in different ways to change, said the companys business systems manager. How people approach change is a critical factor. A big factor in managing this is to build a strong project team. The right people need to be involved from the start. The next step is training and communicating the need for change. We spent a great deal of time and effort in this area and it was well worth it. Question One

a) Explain any two (2) factors that may influence change for an organization such as Britax b) Explain any two (2) ways in which employees may react to change.

c) Explain how the stages in the change process could be used to implement change at Britax. d) Explain the role a project team might play in change management at Britax.

1. Read the following case and answer the questions that follow In the new OB project team, two members obviously have different perceptions on just about everything the team does. Kevin 'sees' the project one way; Kim 'sees' it differently. They have different perceptions about team goals, methods, values and the roles team members should play. Kevin gives the impression he wants "to be in charge" and he argues aggressively to get his way. Kim, who is more reserved, offers thoughtful ideas in rebuttal, and usually consults with the other group members for their views and support. Privately, Kevin bad-mouths Kim to anyone who will listen. He says that he has been on successful teams many times and 'knows' the best ways to operate the team. He says that Kim is a "control freak" and "the only one on the team holding up progress". Kim, on the other hand, only conveys her feelings about Kevin when team members are present, but she has repeatedly said out loud, "There are more ways of getting this team started than just yours! Too bad you have a closed mind!" For the most part, the other team members perceive Kim and Kevin to have a "personality conflict", and they are avoiding getting involved. The team is ineffective so far, and there's pressure to get the team on track because of the impending class assignment deadline. Agree on answers to the following questions. a) What main factors may account for the different perceptions held by Kevin and Kim? i) In each perceiver? ii) In the targets? iii) In the current situation? b) What are some 'short cuts' each may be taking in judging the other? Are these judgements correct? c) To what extent might each person's apparent personality be the cause for the current conflict? Describe their respective personalities. d) If behaviour such as this happens often, how can perceptions be changed so that people in conflict like Kevin and Kim can reach consensus? List some ideas