HED4812
Assignment 1 2026
Unique number:
Due Date: 2026
Detailed solutions, explanations, workings
and references.
+27 81 278 3372
, QUESTION 1
Organisational agility
Organisational agility refers to how well an organisation can notice change early,
respond quickly, and keep performing while the environment shifts. In practice, it is
not only speed. It is also the ability to make good decisions fast, move resources to
where they are needed, and adjust ways of working without losing quality or direction
(Mwenje and Matongo, 2024). In mobile network providers, agility is vital because
customer needs, technology, competitors, and regulation can change quickly. An
agile organisation stays alert to what is happening, learns from signals in the market,
and acts before problems become crises (Mwenje and Matongo, 2024).
Agility shows itself through behaviours such as encouraging innovation, sharing
information across levels, and keeping a strong focus on the future. It also includes
flexible systems that allow people to try new ideas, improve processes, and deliver
better service in changing conditions (Mwenje and Matongo, 2024). When agility is
strong, the organisation can adapt its strategies and operations so that it remains
relevant, even when the market shifts.
Capacity to manage and respond to change
An organisation’s capacity to manage and respond to change is the strength it has to
plan, implement, and sustain change efforts. It includes the ability to identify what
must change, organise people and resources to support the change, and guide the
transition so that staff understand the new direction and can perform well in it
(Mwenje and Matongo, 2024). A strong change capacity is not a single event. It is a
built capability that grows through experience, learning, and good systems.
Change capacity involves practical parts such as coordinated change management
processes, talent development, and strategic planning that work together. It also
includes having enough flexibility in budgets and resources so that the organisation
can test improvements and support new ways of working (Mwenje and Matongo,
2024). When change capacity is weak, even a good plan can fail because the
organisation cannot carry it through. People may resist, communication may break
down, and the organisation may return to old habits.
Varsity Cube 2026 +27 81 278 3372
, How agility and change capacity work together
Agility and change capacity are closely linked. Agility needs change capacity
because an organisation cannot respond to new demands if it does not know how to
manage change properly. In the Zimbabwean mobile network context, evidence
shows that change capability is positively related to organisational agility, meaning
that organisations that build change capability are more likely to act effectively when
the environment shifts (Mwenje and Matongo, 2024).
Leadership also matters because leaders shape the climate for change. When
leadership supports innovation, fairness, participation, and development, employees
are more willing to adapt and contribute ideas. This strengthens both change
capacity and agility, which helps the organisation remain competitive in uncertain
conditions (Mwenje and Matongo, 2024).
Conclusion
Organisational agility is the ability to anticipate, respond to, and shape change in a
fast moving environment. Change capacity is the organisation’s ability to implement
and sustain the changes needed to stay effective. When both are developed
together, and supported by strong leadership, an organisation is better placed to
survive, grow, and keep serving its customers well during ongoing change (Mwenje
and Matongo, 2024).
QUESTION 2
Role of Leader’s Moral Identity
Leader moral identity refers to the extent to which being a moral and ethical person
forms part of a leader’s self concept. It reflects how strongly values such as honesty,
fairness and integrity are central to the way a leader sees himself or herself. When
moral identity is strong, ethical values are not only spoken about but are deeply
internalised and consistently reflected in behaviour (Alhaidan, 2024).
Varsity Cube 2026 +27 81 278 3372
Assignment 1 2026
Unique number:
Due Date: 2026
Detailed solutions, explanations, workings
and references.
+27 81 278 3372
, QUESTION 1
Organisational agility
Organisational agility refers to how well an organisation can notice change early,
respond quickly, and keep performing while the environment shifts. In practice, it is
not only speed. It is also the ability to make good decisions fast, move resources to
where they are needed, and adjust ways of working without losing quality or direction
(Mwenje and Matongo, 2024). In mobile network providers, agility is vital because
customer needs, technology, competitors, and regulation can change quickly. An
agile organisation stays alert to what is happening, learns from signals in the market,
and acts before problems become crises (Mwenje and Matongo, 2024).
Agility shows itself through behaviours such as encouraging innovation, sharing
information across levels, and keeping a strong focus on the future. It also includes
flexible systems that allow people to try new ideas, improve processes, and deliver
better service in changing conditions (Mwenje and Matongo, 2024). When agility is
strong, the organisation can adapt its strategies and operations so that it remains
relevant, even when the market shifts.
Capacity to manage and respond to change
An organisation’s capacity to manage and respond to change is the strength it has to
plan, implement, and sustain change efforts. It includes the ability to identify what
must change, organise people and resources to support the change, and guide the
transition so that staff understand the new direction and can perform well in it
(Mwenje and Matongo, 2024). A strong change capacity is not a single event. It is a
built capability that grows through experience, learning, and good systems.
Change capacity involves practical parts such as coordinated change management
processes, talent development, and strategic planning that work together. It also
includes having enough flexibility in budgets and resources so that the organisation
can test improvements and support new ways of working (Mwenje and Matongo,
2024). When change capacity is weak, even a good plan can fail because the
organisation cannot carry it through. People may resist, communication may break
down, and the organisation may return to old habits.
Varsity Cube 2026 +27 81 278 3372
, How agility and change capacity work together
Agility and change capacity are closely linked. Agility needs change capacity
because an organisation cannot respond to new demands if it does not know how to
manage change properly. In the Zimbabwean mobile network context, evidence
shows that change capability is positively related to organisational agility, meaning
that organisations that build change capability are more likely to act effectively when
the environment shifts (Mwenje and Matongo, 2024).
Leadership also matters because leaders shape the climate for change. When
leadership supports innovation, fairness, participation, and development, employees
are more willing to adapt and contribute ideas. This strengthens both change
capacity and agility, which helps the organisation remain competitive in uncertain
conditions (Mwenje and Matongo, 2024).
Conclusion
Organisational agility is the ability to anticipate, respond to, and shape change in a
fast moving environment. Change capacity is the organisation’s ability to implement
and sustain the changes needed to stay effective. When both are developed
together, and supported by strong leadership, an organisation is better placed to
survive, grow, and keep serving its customers well during ongoing change (Mwenje
and Matongo, 2024).
QUESTION 2
Role of Leader’s Moral Identity
Leader moral identity refers to the extent to which being a moral and ethical person
forms part of a leader’s self concept. It reflects how strongly values such as honesty,
fairness and integrity are central to the way a leader sees himself or herself. When
moral identity is strong, ethical values are not only spoken about but are deeply
internalised and consistently reflected in behaviour (Alhaidan, 2024).
Varsity Cube 2026 +27 81 278 3372
