W is the supervisor of the house-keeping team in a large hotel. X, a member of the team, is consistently late to work which means that other team members have to perform extra work. A number of team members have also complained to W about X's aggressive behaviour. Two months ago W spoke to X informally about these issues and for a short period things improved.
But it is now clear that X is again displaying unacceptable behaviour and upsetting colleagues. W knows further action must now be taken to deal with the situation.
With reference to the disciplinary process, which is the best course of action for W to take?

• A. Reduce the paid hours allocated to X as a temporary punishment until the behaviour improves.
• B. Issue a formal verbal warning via a formal interview, with a record of the interview kept on file.
• C. Write a formal letter to X stating that if the unacceptable behaviour does not stop immediately X will be dismissed without further notice.
• D. Speak to X informally in a private office and ask that X improves their behaviour and apologises to colleagues.

Examine the network diagram shown and identify ALL of the statements below that are true.

• A. Task C is a predecessor of E
• B. Task D is a successor to F
• C. When Task A is complete, three tasks may begin
• D. Task G may begin when either Task B or Task F have finished

Several researchers have identified strong connections between corporate culture and resistance to organisational change.
Which TWO of the following are likely to be most resistant to organisational change:

• A. F is a large bureaucratic organisation, structured by function. Staff working in F tend to be preoccupied with fulfilling their narrow job duties, with an emphasis on consistent, day-to-day routines.
• B. G is a project-based organisation where flexible teams are formed to solve particular problems. G is characterised by teamwork, flexibility and a strong commitment to making things happen.
• C. E is a small entrepreneurial firm controlled by an owner-manager. There are few rules and little bureaucracy. The firm can react quickly and decision making by the owner will be swift.
• D. H is a partnership of professionals with similar training, background and expertise. Power lies in senior individuals who generally believe themselves to be more important than the business. Co-operative and consistent behaviour is unusual.

Staff in Company A are sceptical that the new IT system being purchased will be properly implemented.
Which of the change management options below should management use to break down the resistance against the new system?

• A. Coercion
• B. Manipulation
• C. Participation
• D. Facilitation

Kotter and Schlesinger devised a theoretical framework which set out six inter-related approaches to deal with resistance to organisational change.
One approach involves management taking a simplistic and authoritarian approach by instructing staff to comply with changes. This compulsory method is derived from the formal authority that senior management possesses. Senior managers often have the right to do this based on employment laws and regulations.
Select this type of approach as identified by Kotter and Schlesinger.

• A. Education and communication
• B. Power/coercion
• C. Participation
• D. Manipulation and co-optation