HED4812
Assignment 1 2026
Unique number:
Due date: 2026
QUESTION 1
Organisational agility
Organisational agility is about how well an organisation can see change coming, respond
without delay, and continue performing even when conditions around it are shifting. It is
not only about moving fast. It is also about thinking clearly under pressure, making sound
decisions at the right time, and placing people and resources where they are needed
most. An agile organisation does not panic when the market changes. It stays focused,
adjusts its plans, and keeps its standards high (Mwenje and Matongo, 2024).
In industries such as mobile network services, change happens very quickly. Customer
expectations rise, new technology enters the market, competitors introduce new products,
and regulations may shift. In such an environment, waiting too long to act can lead to
serious setbacks. An agile organisation pays attention to early signs in the environment. It
DISCLAIMER & TERMS OF USE
Educational Aid: These study notes are intended to be used as educational resources and should not be seen
as a replacement for individual research, critical analysis, or professional consultation. Students are encouraged
to perform their own research and seek advice from their instructors or academic advisors for specific
assignment guidelines.
Personal Responsibility: While every effort has been made to ensure the accuracy and reliability of the
information in these study notes, the seller does not guarantee the completeness or correctness of all content.
The buyer is responsible for verifying the accuracy of the information and exercising their own judgment when
applying it to their assignments.
Academic Integrity: It is essential for students to maintain academic integrity and follow their institution's
policies regarding plagiarism, citation, and referencing. These study notes should be used as learning tools and
sources of inspiration. Any direct reproduction of the content without proper citation and acknowledgment may
be considered academic misconduct.
Limited Liability: The seller shall not be liable for any direct or indirect damages, losses, or consequences
arising from the use of these notes. This includes, but is not limited to, poor academic performance, penalties, or
any other negative consequences resulting from the application or misuse of the information provided.
,QUESTION 1
Organisational agility
Organisational agility is about how well an organisation can see change coming,
respond without delay, and continue performing even when conditions around it are
shifting. It is not only about moving fast. It is also about thinking clearly under
pressure, making sound decisions at the right time, and placing people and
resources where they are needed most. An agile organisation does not panic when
the market changes. It stays focused, adjusts its plans, and keeps its standards high
(Mwenje and Matongo, 2024).
In industries such as mobile network services, change happens very quickly.
Customer expectations rise, new technology enters the market, competitors
introduce new products, and regulations may shift. In such an environment, waiting
too long to act can lead to serious setbacks. An agile organisation pays attention to
early signs in the environment. It studies customer feedback, monitors competitors,
and keeps an eye on policy developments. Instead of reacting when a crisis has
already happened, it prepares in advance and responds while there is still time to
adjust (Mwenje and Matongo, 2024).
Agility can be seen in everyday behaviours inside the organisation. Leaders
encourage staff to share ideas and suggest improvements. Information flows freely
between departments instead of being kept in small groups. Teams are given room
to test new approaches and improve existing systems. There is also a clear sense of
direction so that while the organisation adapts, it does not lose sight of its long term
goals. Flexible systems make it possible to improve services and processes without
causing confusion. When agility is strong, the organisation remains relevant and
competitive even when the market becomes uncertain (Mwenje and Matongo, 2024).
Capacity to manage and respond to change
The capacity to manage and respond to change refers to the organisation’s ability to
plan change carefully, carry it out properly, and make sure it lasts. It includes
recognising what needs to change, preparing employees for the transition, and
guiding the process so that the new way of working becomes part of daily practice.
, Change capacity is not built in a single project. It develops over time through
experience, learning, and well designed systems (Mwenje and Matongo, 2024).
Strong change capacity means that there are clear processes to manage transitions.
There is proper communication so that employees understand why change is
necessary. Training and development are provided so that staff feel confident in new
roles or systems. Strategic planning supports the change, and resources are
allocated wisely. Financial flexibility also plays a role, because new ideas often
require investment before results can be seen. When these elements work together,
change becomes smoother and more sustainable (Mwenje and Matongo, 2024).
When change capacity is weak, even the best strategy can fail. Employees may feel
confused or resistant. Communication may be poor, and leaders may struggle to
maintain momentum. In such situations, the organisation can easily return to old
habits, which prevents real progress.
How agility and change capacity work together
Agility and change capacity support one another. An organisation cannot be truly
agile if it does not know how to manage change effectively. In the Zimbabwean
mobile network sector, research shows that organisations with strong change
capability are more likely to demonstrate higher levels of agility. This means they are
better prepared to respond when the environment shifts (Mwenje and Matongo,
2024).
Leadership plays a central role in this relationship. When leaders promote fairness,
participation, innovation, and continuous development, employees feel valued and
motivated. They are more willing to accept new ideas and contribute to improvement
efforts. This strengthens both agility and change capacity. As a result, the
organisation is able to compete and perform well even during uncertain times
(Mwenje and Matongo, 2024).
Conclusion
Organisational agility is the ability to recognise change early, respond wisely, and
continue delivering quality results in a fast moving environment. Change capacity is
Assignment 1 2026
Unique number:
Due date: 2026
QUESTION 1
Organisational agility
Organisational agility is about how well an organisation can see change coming, respond
without delay, and continue performing even when conditions around it are shifting. It is
not only about moving fast. It is also about thinking clearly under pressure, making sound
decisions at the right time, and placing people and resources where they are needed
most. An agile organisation does not panic when the market changes. It stays focused,
adjusts its plans, and keeps its standards high (Mwenje and Matongo, 2024).
In industries such as mobile network services, change happens very quickly. Customer
expectations rise, new technology enters the market, competitors introduce new products,
and regulations may shift. In such an environment, waiting too long to act can lead to
serious setbacks. An agile organisation pays attention to early signs in the environment. It
DISCLAIMER & TERMS OF USE
Educational Aid: These study notes are intended to be used as educational resources and should not be seen
as a replacement for individual research, critical analysis, or professional consultation. Students are encouraged
to perform their own research and seek advice from their instructors or academic advisors for specific
assignment guidelines.
Personal Responsibility: While every effort has been made to ensure the accuracy and reliability of the
information in these study notes, the seller does not guarantee the completeness or correctness of all content.
The buyer is responsible for verifying the accuracy of the information and exercising their own judgment when
applying it to their assignments.
Academic Integrity: It is essential for students to maintain academic integrity and follow their institution's
policies regarding plagiarism, citation, and referencing. These study notes should be used as learning tools and
sources of inspiration. Any direct reproduction of the content without proper citation and acknowledgment may
be considered academic misconduct.
Limited Liability: The seller shall not be liable for any direct or indirect damages, losses, or consequences
arising from the use of these notes. This includes, but is not limited to, poor academic performance, penalties, or
any other negative consequences resulting from the application or misuse of the information provided.
,QUESTION 1
Organisational agility
Organisational agility is about how well an organisation can see change coming,
respond without delay, and continue performing even when conditions around it are
shifting. It is not only about moving fast. It is also about thinking clearly under
pressure, making sound decisions at the right time, and placing people and
resources where they are needed most. An agile organisation does not panic when
the market changes. It stays focused, adjusts its plans, and keeps its standards high
(Mwenje and Matongo, 2024).
In industries such as mobile network services, change happens very quickly.
Customer expectations rise, new technology enters the market, competitors
introduce new products, and regulations may shift. In such an environment, waiting
too long to act can lead to serious setbacks. An agile organisation pays attention to
early signs in the environment. It studies customer feedback, monitors competitors,
and keeps an eye on policy developments. Instead of reacting when a crisis has
already happened, it prepares in advance and responds while there is still time to
adjust (Mwenje and Matongo, 2024).
Agility can be seen in everyday behaviours inside the organisation. Leaders
encourage staff to share ideas and suggest improvements. Information flows freely
between departments instead of being kept in small groups. Teams are given room
to test new approaches and improve existing systems. There is also a clear sense of
direction so that while the organisation adapts, it does not lose sight of its long term
goals. Flexible systems make it possible to improve services and processes without
causing confusion. When agility is strong, the organisation remains relevant and
competitive even when the market becomes uncertain (Mwenje and Matongo, 2024).
Capacity to manage and respond to change
The capacity to manage and respond to change refers to the organisation’s ability to
plan change carefully, carry it out properly, and make sure it lasts. It includes
recognising what needs to change, preparing employees for the transition, and
guiding the process so that the new way of working becomes part of daily practice.
, Change capacity is not built in a single project. It develops over time through
experience, learning, and well designed systems (Mwenje and Matongo, 2024).
Strong change capacity means that there are clear processes to manage transitions.
There is proper communication so that employees understand why change is
necessary. Training and development are provided so that staff feel confident in new
roles or systems. Strategic planning supports the change, and resources are
allocated wisely. Financial flexibility also plays a role, because new ideas often
require investment before results can be seen. When these elements work together,
change becomes smoother and more sustainable (Mwenje and Matongo, 2024).
When change capacity is weak, even the best strategy can fail. Employees may feel
confused or resistant. Communication may be poor, and leaders may struggle to
maintain momentum. In such situations, the organisation can easily return to old
habits, which prevents real progress.
How agility and change capacity work together
Agility and change capacity support one another. An organisation cannot be truly
agile if it does not know how to manage change effectively. In the Zimbabwean
mobile network sector, research shows that organisations with strong change
capability are more likely to demonstrate higher levels of agility. This means they are
better prepared to respond when the environment shifts (Mwenje and Matongo,
2024).
Leadership plays a central role in this relationship. When leaders promote fairness,
participation, innovation, and continuous development, employees feel valued and
motivated. They are more willing to accept new ideas and contribute to improvement
efforts. This strengthens both agility and change capacity. As a result, the
organisation is able to compete and perform well even during uncertain times
(Mwenje and Matongo, 2024).
Conclusion
Organisational agility is the ability to recognise change early, respond wisely, and
continue delivering quality results in a fast moving environment. Change capacity is
