FAKULTI PENGAJIAN PENDIDIKAN
UNIVERSITI PUTRA MALAYSIA
PEPERIKSAAN AKHIR SEMESTER KEDUA 2021/2022
FINAL EXAMINATION SECOND SEMESTER 2021/2022
KURSUS/COURSE
:
KOD/CODE
:
ORGANIZATIONAL CHANGE AND
DEVELOPMENT
DCE5632
KAEDAH PENILAIAN/
TYPE OF ASSESSMENT
:
TAKE HOME FINAL EXAM (SET A)
TARIKH/DATE
:
MASA/TIME
:
ARAHAN KEPADA SEMUA CALON
(INSTRUCTION FOR STUDENTS)
1. Kertas ini mengandungi SEPULUH (10) soalan betul/salah dan DUA (2) soalan
esei. Sila jawap semua soalan.
(This paper consists of TEN (10) true/false questions and TWO (2) essay
questions. Please answer all questions).
2. Tulis jawapan menggunakan format Microsoft Words dan hantar jawapan ke
Putrablast
(Write your answer in Microsoft Words and submit your answer through
Putrablast).
JANGKA
MASA/DURATION
:
3 JAM
Nama/Name
:MUHAMMAD HUDZAIFAH BIN AMIRULLAH
No. Matrik /Matric No.
:GS63923
Program/Programme
:MASTER IN HRD
Tandatangan/Signature
:
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BAHAGIAN A
1) Usaha pembangunan organisasi boleh memakan masa, mahal dan mungkin
melambatkan tempoh pembayaran
(Betul / Salah)
Organizational development efforts can be time consuming, expensive and may
have delayed pay off periods.
(True / False)
2) Sejumlah teknik dan latihan dapat digunakan untuk memudahkan prestasi pasukan.
(Betul / Salah)
A number of techniques and exercises can be made use of to facilitate team
performance.
(True / False)
3) Aktiviti perubahan organisasi tidak perlu tertumpu pada perubahan sistematik
berskala besar yang secara asasnya mengubah sifat organisasi
(Betul / Salah)
Organizational change activities need not focus on large scale systematic change
which fundamentally change the nature of organization
(True / False)
4) Kebanyakan orang selalu menerima kritikan dengan cara yang membina.
(Betul/ Salah)
Most people always take criticism well in a constructive way.
(True / False)
5) Perunding OD luaran mengetahui semua maklumat dan proses yang berkaitan
dengan syarikat yang ingin mereka diagnosis
(Betul/ Salah)
External OD consultant knows all information and process related to the company
they want to diagnose
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(True / False)
6) Intervensi tekno-struktur menangani masalah teknostruktural termasuk bagaimana
keseluruhan kerja organisasi dibahagikan kepada unit, yang melaporkan kepada
siapa, kaedah kawalan, susunan peralatan dan orang, pengaturan aliran kerja, dan
perubahan komunikasi dan pihak berkuasa.
(Betul/ Salah)
Techno-structural intervention deal with technostructural issues including how the
overall work of the organization is divided into units, who reports to whom, methods
of control, arrangements of equipment and people, workflow arrangements, and
changes in communications and the authority.
(True / False)
7) Pembangunan organisasi tidak mempunyai masalah dan batasan
(Betul / Salah)
Organizational development has no problems and limitations.
(True / False)
8) Pelanggan pertengahan adalah orang yang tidak berhubung secara langsung
dengan organisasi anda selain dengan membeli produk atau perkhidmatan anda.
Pelanggan ini boleh menjadi pembeli satu kali atau orang yang pernah anda
bekerjasama dengan jangka panjang dan yang telah anda berikan tambahan atau
pilihan penyesuaian.
(Betul / Salah)
Intermediate customer is a person who is not directly connected to your
organization other than by purchasing your product or service. This customer could
be a one-time purchaser or a person who've you worked with long-term and to
whom you've provided add-ons or customization options.
(True / False)
9) Kaedah pengurusan yang komprehensif bermaksud pengurus berpuas hati untuk
meninggalkan pekerja dan sumber daya di mana mereka berada, walaupun
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menghadapi ancaman buruk. Ideanya adalah untuk mengatasi cabaran dengan
mewujudkan organisasi yang stabil dan aman yang dapat bertahan dari segala
cabaran
(Betul/ Salah)
Comprehensive management method means that managers are content to leave
employees and resources where they are, even in the face of adverse threats. The
idea is to go through challenges by creating a stable and secure organization that
can survive any challenges
(True / False)
10)Intervensi proses pasukan adalah di mana pasukan dirancang agar prestasi tugas
mempunyai pengaruh yang kuat terhadap bagaimana ia berfungsi.
(Betul/ Salah)
Team process intervention is where the team is designed for task performance to
have a powerful influence on how well it functions.
(True / False)
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BAHAGIAN B
Soalan 1:
Sebilangan besar pekerja mempunyai beberapa kelemahan dalam kemahiran tempat
kerja mereka. Program latihan membolehkan mereka memperkuat kemahiran yang
perlu ditingkatkan oleh setiap pekerja. Terangkan Empat (4) tahap model Penilaian
Latihan Kirkpatrick
(10 Markah)
Most employees have some weaknesses in their workplace skills. A training program
allows you to strengthen those skills that each employee needs to improve. Explain
Four (4) level of Kirkpatrick’s Training Evaluation model.
(10 Marks)
JAWAPAN / ANSWER:
The Kirkpatrick Model is a widely used for assessing the success of training and
education initiatives. This model evaluates training programs, both formally and
informally, and categorize them into four levels. These levels are reaction, learning,
behaviour, and results.
Level 1: Reaction.
The first level of Kirkpatrick Model is reaction. This level indicates whether
employees find the training program beneficial, enjoyable, and applicable to their job.
Most frequently, a post training survey will be conducted to ask employees to review
their experience in the training program, hence the name “reaction” to this first level.
In level 1, it is essential that the survey focuses on the employees instead of the
trainer. The Kirkpatrick Model encourages survey questions that are specific on the
employees, or the learners’ gains, even when it may feel natural for the trainers to focus
on the training outcome, such as content or the learning environment. An example of a
survey item that is trainer-centered would sound something like “the program objectives
were clearly defined,” while a learner-centered survey item would be something like “I
understood the learning objectives.”
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Level 2: Learning
Level 2 evaluates each participants’ or employees’ learning outcome based on
whether they developed the desired attitudes, knowledge, abilities, confidence, and
strong commitment to the course. Pre-assessments and post-assessments should be
conducted to determine accuracy and comprehension while evaluating learning, which
can be done in a formal or informal way.
To measure how much of learning that the trainees or employees have done,
trainers must identify what they want to evaluate, this can be achieved by having a
specific set of learning objectives, so that it can be used as a starting point to gauge the
trainees.
Level 3: Behaviour
Level 3 of Kirkpatrick model evaluates whether trainees were actually affected by
the learning and whether they are applying what they have learned. It is one of the most
important processes out of the 4 levels mentioned earlier. It is crucial to determine
whether skills were understood and whether it is practical to apply those skills in the job
by evaluating behavioral changes among the employees.
Often times, managers or team leaders saw that tiny to no improvement have
been made by employees after attending a training program and concluded that the
training program failed all together. However, this might not be entirely true as the
company or work culture itself prevent behavioral change. Maybe existing processes or
SOPs are preventing these employees to implement a new way of thinking, or even
applying the skills they learned in their training. Therefore, it is also crucial for
companies or organizations to implement new structure or SOPs that will compliment
the new skills obtained by their employees.
It is also crucial for organizations to take their time in evaluating behavioral
changes among their employees as measuring behavior changes can take a lot of time
from weeks to months.
Level 4: Results
Direct results measurement is the focus of the fourth and final level, level 4. This
level compares the learning outcome to the business outcome of the organization. The
KPI of an organization, which was defined before the training took place, was again
compared after the training is finished. Some examples of common KPIs are higher
returns of investments, fewer workplace accidents, and larger sales volumes.
In conclusion, when goals or KPI are clearly defined, results can be measured,
and areas of noticeable changes can be found, all of these can be achieved by using
the Kirkpatrick Model and it also helps in establishing an actionable research plan.
Organizations can assess the relationship between each level to better understand the
training results by analyzing data at each level. Furthermore, doing so enables
organizations to adapt plans and correct course during the learning process.
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Soalan 2:
Model ADKAR adalah berdasarkan pada fakta bahawa faktor penentu utama sama ada
perubahan berjaya adalah manusia. Model ini menekankan bahawa perubahan yang
berjaya berlaku hanya apabila setiap anggota pasukan dapat berubah. Huraikan Lima
(5) ADKAR tindakan berurutan dan hasilnya ke arah perubahan organisasi yang berjaya.
(10 Marks)
The ADKAR model is based on the fact that the main determining factor in whether a
change is successful is people. The model emphasizes that successful change occurs
only when each individual member of the team is able to change. Describe Five (5)
ADKAR sequential actions and their outcomes towards successful organizational
change.
(10 Marks)
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JAWAPAN / ANSWER:
ADKAR is an acronym which stands for Awareness, Desire, Knowledge, Ability,
and Reinforcement. The ADKAR model is a model of change and is an effective change
management plan for both individuals and organizations. The model is simple, easy to
learn, makes sense, and focuses on the actions and outcomes required for a change to
happen in an organization.
Awareness for a need for change.
The first essential component of successful change in an organization is
understanding the reasons why change is required. This step clarifies the thinking and
justification for a necessary change in an organization. Communication is also key in
achieving this as communication that is planned is fruitful. By having a good, planned,
coordinated communication in an organization, the employees will fully comprehend
why change is required.
Opening a direct line of communication between staff and management is a key
strategy for doing this. It is crucial to get employees to reflect on the change, ask
questions, and offer examples and stories from their own lives. It is also feasible to
interview clients or staff members, asking them to share their viewpoints and ask for the
change. These interviews may be recorded for viewing by bigger staff groups.
Desire to participate and support the change.
Employees can get to the point in this stage where they decide for themselves
whether or not to support and participate in the transformation. Naturally, only once a
thorough understanding of the need for change has been established can a willingness
to support and participate in the change arise. Building desire can be partially
accomplished by addressing the individual's motivations and fostering a desire to
participate in the change.
For instance, research suggests that some employees may be open to change if
they feel heard and well-cared for during the transition. Therefore, it is a typical error to
invite staff members to a discussion regarding change before ceasing any further
planning. Employees frequently feel it is pointless to record ideas that they don't hear
about later on paper. Therefore, it is crucial to schedule frequent opportunities for
contact and feedback. This encourages participation, which aids in embracing change.
Knowledge on how to change
Providing knowledge about the change, the third component of the approach,
can be accomplished via customary training and teaching techniques. Do not confine
this process to formal training; other means of information transmission, including as
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coaching, forums, and mentoring, are also helpful. Knowledge of how to change, what
to do during the transition, and knowledge of how to perform once the change is put into
place are the two categories of knowledge that need to be addressed.
The employees will understand the change's purpose through learning more
about the process of change. In a closed environment, learning cannot take place.
Regardless of the level of expertise they possess, employees must share that
knowledge and reflect it in a structured learning process.By doing this, they provide
meaning to what has been learned and support one another in taking advantage of new
information. This also goes by the name of social learning. The secret to knowledge
spreading organically is social learning. Organizations should actively allow employees
to interact with new information rather than just sending them on a path.
Ability to implement required skills and behaviors.
According to this model, ability is the distinction between theory and practise.
The practise, or actual performance of the individual, needs to be supported after
knowledge about how to change is in place (theory). This can be accomplished over
time with practise, coaching, and feedback.
Change is welcomed since it is possible to learn new skills and manage
behaviour. The important question is, what inhibits workers from advancing change?
They may feel as though they aren't contributing to the change at times. Companies can
find and remove barriers by paying attention to their staff. Find out how they feel about
the situation and how things are going for them. Give employees credit for their
accomplishments and nudge them toward self-confidence. Even if they fail, because
that increases the likelihood that they will pick up from their errors. Reminding
employees that asking for assistance is okay and it will help them overcome the
difficulty of disclosing their limitations in the job.
Reinforcement to sustain the change.
It is crucial that efforts to maintain the change are prioritized in this stage of the
model. Positive feedback, rewards, recognition, performance measurement, and
corrective action are effective approaches to ensure that changes persist and people do
not revert to old behaviors. Since organizations are already preparing for the next
change, this is frequently the aspect of change management that is most challenging.
In fact, the Kurt-Lewin change model draws the most criticism in this regard. To
ensure that changes are maintained and new results can be measured, reinforcement is
crucial for successful transformation. For all employees to understand that there is no
going back, reinforcement is necessary to maintain the change.An organization must
encourage staff members and managers to continue discussing the status of the
projects, celebrating accomplishments, and exchanging success stories in order to
support the transformation. Give staff members a place to readily exchange stories.
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Why use ADKAR model?
This change management style is preferred mostly because it emphasizes
individual transformation and makes sure that each person transitions successfully. This
strategy has applicability in real life and goes beyond being "soft." Most importantly,
when you pay attention to the individual, you can gauge where they are in the process
of changing and what is needed to support them. You can't just do a specific number of
training sessions or spread a certain message and expect everyone to take it to heart.
Activities for change management are guided by the model. It is results-driven
rather than task-driven. Many change models outline the actions that must be taken;
this model outlines the results (Awareness, Desire, Knowledge, Ability, Reinforcement).
This model also emphasizes the importance of good and effective communication
among the employees. The ADKAR model also aids in determining how effective the
change process is. It is possible to track progress down to the individual level, identify
gaps, and take corrective action. Other than thism in the ADKAR model, managers are
equipped with a tool. Every component of the model assigns managers a certain role.
For instance, a person who has trouble adapting to change may not have the skills or
abilities to do so, or they may not have the knowledge on how to do so. The manager is
able to distinguish between the two and can either work closely with the person,
coaching them to give them the confidence and ability to perform well, or they can
provide training which involves knowledge and information. Lastly, this change
management model is useful for both project-related and non-project changes, and it
also works well as a model for personal changes outside of the context of an
organization.
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