Micro -Credential of Organisational Behaviour CONFIDENTIAL

Final Examination

This question paper consists of TWO (2) questions. Answer ALL questions in the online
platform provided. (100 Marks)

QUESTION 1 (50 Marks)

Case Scenario 1: One for all

By Martin and Nayaab Bajwa, Ted Rogers Leadership Centre

Randall enrolled in an undergraduate business course that requires him to participate in a group
project. Not wanting to be scrambling at the last moment, he quickly signs up with a group and
create a group chat for the whole team. This will help him to get organized so that things will not
be left to the last minute.
A couple of weeks before the project is due, assignments are sorted among the group
members. He decides that, because the mark in this course is very important to the overall
GPA, he will do the final edit of the whole assignment and fine-tune it for any mistakes. To give
him ample time to do this, he explains to the group that he wants everyone’s part five days
before the submission date.
Despite his request, no one sends him their part of the work on time. He messages the group
chat to see what is going on. Some members don’t reply; others say they have been busy but
are finishing up; and some say they haven't started. He starts to get worried but understand that
‘life happens,’ so he suggests they send it to him three days before the deadline.
T-minus (time remaining) - three days and no one has completed their part of the project. He
again messages and receive the same response as before. He is now very worried, he has
received only two submissions, which he needs to edit.
The next day he finishes his work at 9 p.m., hoping that the rest of the group members have
sent their parts, considering the submission deadline is tomorrow. Realizing he has not received
any more submissions, he, once again message the group chat to see what is going on but get
no response.
Knowing that his marks are on the line, he starts doing the project himself. He stays up all night
to single-handedly finish what was supposed to be done by four people. The next morning, he
goes to school and hand in the completed paper.

Source from: https://www.ryerson.ca/tedrogersschool/trlc/resources/cases/minicases/Retrieved

date: 1 February 2023.

2
Micro -Credential of Organisational Behaviour CONFIDENTIAL
Final Examination

QUESTION 1 (50 Marks)

a) In the case study, you noticed that the group business project failed to submit the assignment
on time. In your opinion, explain FIVE (5) reasons why group/team fails. Provide examples
from the given case study. (25marks)

b) If you were Randall, discuss FIVE (5) factors to managing successful group/team. Relate
examples from the case given. (25 marks)

QUESTION 2 (50 Marks)

Case Scenario 2: The Main Ingredient of Change

By Denise M. Morrison

When I became Campbell’s CEO, in 2011, our soup sales in the U.S. were down and our
innovation pipeline was virtually dry. More concerning, our people seemed content to rest on our
past success. How could we get a 145-year-old company to embrace change?
We started by pointing to the seismic shifts (a great change) going on around us. We thoroughly
assessed the new consumer demographics and behaviors, global economic realignment, and
digital revolution profoundly changing the food industry. We studied the evolution of packaged
fresh foods in response to health and wellness trends and the expansion of e-commerce and
other channels beyond grocery. We stressed that we needed to build on our past to create the
future but that we now had a dual mandate: to strengthen our core business with existing
consumers while also expanding into faster growing spaces to at- tract new consumers.
Then we surveyed our top 300 leaders to discover what might keep us from delivering on that
strategy. Two key ingredients, they told us, were missing at Campbell. The first was effective
decision making- many felt there was too much emphasis on reaching consensus. (We have
since updated our Leadership Model, replacing “Drive organizational consensus” with “Drive
decision making.”. The second was the harder problem: We lacked courage.
So we set out to remake our “play it safe” culture and empower our people to think bigger and
act more boldly. We made “courage” one of our core values and built a new performance
management system that encourages employees to take responsible risks and set ambitious
goals. People now own the outcomes they deliver, and we reward those whose contributions
have an exceptional impact.
Cultural values have to be modeled at the top to take hold, so we revamped our leadership

3
Micro -Credential of Organisational Behaviour CONFIDENTIAL
Final Examination

team with courage in mind. Virtually everyone on the team is either new to his or her role or new
to Campbell since I became CEO. Of course, I had to resolve to personally model the courage
we wanted to see in the organization. I got that chance when we had the opportunity to acquire
Bolthouse Farms, a leader in fresh beverages and juices, salad dressings, and fresh carrots. At
$1.5 billion, the acquisition was the largest in our history. Naturally there was some skepticism.
(“Fresh carrots, Denise? Really?”) Sticking to my convictions about packaged fresh foods
(already a $12 billion category) allowed us to make that consumer driven, on trend acquisition,
and another: Plum Organics, in the fast growing organic baby food segment. We also acquired
Kelsen Group to expand our snacks business globally, starting with China and Hong Kong.

You have to live your company’s values as a leader and applaud others when they follow suit. I
knew that courage was taking hold at Campbell when, last October, I watched our international
leaders forge ahead on a decision that, in the past, we would have debated endlessly. Making
the decision to divest our European simple meals business to CVC Capital Partners wasn’t
easy. Europe had be- come an important market for us, and the business, with national brands
in Belgium, France, Germany, and Sweden, brought in annual sales of more than $500 million.
But our leaders boldly chose to focus our resources on building our global brands, especially in
developing markets in Asia and Latin America.
Certainly, we are still on our journey, but we are less afraid to fail. With newfound courage,
we’re reshaping Campbell’s business and culture for future growth

Source from: https://hbr.org/2014/09/the-main-ingredient-of-change. Retrieved date:. 1

February 2023.

QUESTION 2 (50 Marks)

a) Explain FIVE (5) why people may resist of change. Provide examples in the case study.
(25marks)

b) Discuss THREE (3) phases of change described by Lewin, and explain TWO (2) implications
for changes that you may foresee in Campbell company of using the model.
(25 marks)

*** END OF QUESTION PAPER ***