, IOP3705
ASSIGNMENT 2 SEMESTER 2
2026
DUE SEPEMBER 2026
QUESTION 1
The general model of planned change, as articulated by Cummings and Worley (2015), involves
four primary activities: entering and contracting, diagnosing, planning and implementing change,
and evaluating and institutionalizing change. A careful analysis of the case study of Ikhaya Health
Supplies reveals that these steps were largely, though not perfectly, adhered to, demonstrating a
structured approach to organisational development.
The first activity, entering and contracting, involves establishing the initial relationship between the
consultant and the client, clarifying the issues, and formalising the terms of the engagement
(Cummings & Worley, 2015). In the case study, this step was clearly followed when the managing
director, Ms Pillay, responded to the organisation's challenges by hiring an external OD consultant,
Mr Khumalo. This marks the point of entry where the need for change was recognised at a senior
level. The process was further formalised through the establishment of a consulting agreement
that detailed the objectives, timelines, confidentiality, and the responsibilities of both the
consultant and the organisational stakeholders. This contractual phase is a critical component of
this first activity, as it sets the foundation for a transparent and structured working relationship,
ensuring that all parties have a mutual understanding of the scope and limitations of the project
(Cummings & Worley, 2015).
The second activity, diagnosis, involves the systematic collection and analysis of data to identify the
root causes of the organisation's problems (Cummings & Worley, 2015). This phase was thoroughly
executed by Mr Khumalo, who conducted a comprehensive assessment using multiple methods,
including employee questionnaires, individual and group discussions, and observations of daily
operations. The consultant’s decision to compare information from various sources before drawing
conclusions is a hallmark of sound diagnostic practice, as it helps to validate findings and reduce
bias. For instance, the diagnosis revealed specific issues such as unclear role expectations, a lack of
performance feedback, minimal employee involvement in decision-making, and poor
communication between management and staff. These findings directly correspond to the
symptoms of internal confusion and coordination issues mentioned earlier in the case,
demonstrating that the consultant’s diagnostic process successfully identified the underlying
problems rather than merely addressing surface-level complaints (Cummings & Worley, 2015).
ASSIGNMENT 2 SEMESTER 2
2026
DUE SEPEMBER 2026
QUESTION 1
The general model of planned change, as articulated by Cummings and Worley (2015), involves
four primary activities: entering and contracting, diagnosing, planning and implementing change,
and evaluating and institutionalizing change. A careful analysis of the case study of Ikhaya Health
Supplies reveals that these steps were largely, though not perfectly, adhered to, demonstrating a
structured approach to organisational development.
The first activity, entering and contracting, involves establishing the initial relationship between the
consultant and the client, clarifying the issues, and formalising the terms of the engagement
(Cummings & Worley, 2015). In the case study, this step was clearly followed when the managing
director, Ms Pillay, responded to the organisation's challenges by hiring an external OD consultant,
Mr Khumalo. This marks the point of entry where the need for change was recognised at a senior
level. The process was further formalised through the establishment of a consulting agreement
that detailed the objectives, timelines, confidentiality, and the responsibilities of both the
consultant and the organisational stakeholders. This contractual phase is a critical component of
this first activity, as it sets the foundation for a transparent and structured working relationship,
ensuring that all parties have a mutual understanding of the scope and limitations of the project
(Cummings & Worley, 2015).
The second activity, diagnosis, involves the systematic collection and analysis of data to identify the
root causes of the organisation's problems (Cummings & Worley, 2015). This phase was thoroughly
executed by Mr Khumalo, who conducted a comprehensive assessment using multiple methods,
including employee questionnaires, individual and group discussions, and observations of daily
operations. The consultant’s decision to compare information from various sources before drawing
conclusions is a hallmark of sound diagnostic practice, as it helps to validate findings and reduce
bias. For instance, the diagnosis revealed specific issues such as unclear role expectations, a lack of
performance feedback, minimal employee involvement in decision-making, and poor
communication between management and staff. These findings directly correspond to the
symptoms of internal confusion and coordination issues mentioned earlier in the case,
demonstrating that the consultant’s diagnostic process successfully identified the underlying
problems rather than merely addressing surface-level complaints (Cummings & Worley, 2015).
