IOP4866 ASSIGNMENT 1 2025
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE REPORT IS
NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A
POSSIBLE SOLUTION TO THE TASK CONSISTENT WITH THEORY OF IOP4866.
THIS REPORT IS INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH
THEIR ASSIGNMENT, AND IN NO CASE THIS DOCUMENT SHOULD BE USED
FOR CHEATING. WE BELIEVE THIS WILL BE A GOOD STARTING POINT AS IT
WAS PREPARED BY OUR TEAM OF PROFESSIONAL PRIVATE TUTORS WHO
ARE EXPERTS IN THE FIELD, AND IT WAS PREPARED USING VARIOUS
SOURCES. ANY SIMILARITY WITH ANY EXISTING THEORY OR DISCUSSION BY
OTHER AUTHORS IS EXCUSED. THE AUTHORS HOWEVER DO NOT CLAIM
MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF THE ANSWERS
CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER
GUIDELINE ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE
IN GENERAL, CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI,
MNMs, MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION
PREPARATION, RESEARCH AND RESEARCH PROPOSALS, DISSERTATION
EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ,
UP etc
For any enquiries the following numbers can be used for calling, sms, whatsapp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144 or email
,IOP4866 ASSIGNMENT 1 2025
After the meeting, you agreed to structure and present a proposal to the team
within two weeks. You knew that you had to provide much more than they had
asked for in their workshop objective, and even far more than the problems on
which they had briefed you. (Martins et al., 2021)
QUESTION 1
1.1 How would you describe the change problem at Prestige Interiors? (5)
Unclear or Incomplete Scope: The team’s initial workshop objectives and briefing
did not fully capture the depth or complexity of the issues at hand. The problem
appears to be broader or more nuanced than what was initially communicated.
Expectation Gap: There is a discrepancy between what the team requested and what
is actually needed to address the underlying challenges. The proposal requires going
beyond their stated needs, suggesting that the real problem may be underdefined or
misunderstood.
Strategic Overhaul Needed: The change required is not just incremental but likely
involves a more comprehensive transformation, as the solution demands much more
than they had asked for.
Communication and Alignment Issues: The fact that the proposal must exceed the
initial briefing implies that there may be misalignment between leadership’s
understanding of the problem and the actual organizational challenges.
Complexity and Hidden Challenges: The phrasing suggests that the real issues may
be systemic or deeply embedded, requiring deeper analysis and intervention than
what was initially apparent.
Overall, the change problem at Prestige Interiors is multifaceted, likely involving
unstated or unrecognized challenges that demand a more extensive and strategic
solution than originally anticipated.
1.2 Who will be the different types of clients, especially the primary client (use
actual names and positions in the case study). (5)
Primary Client (Key Decision-Maker)
• Likely Role: CEO / Managing Director
, IOP4866 ASSIGNMENT 1 2025
o Reason: The CEO would have the ultimate authority to approve
strategic changes and allocate resources.
Alternative: HR Director / Operations Director
o Reason: If the change is people-centric (e.g., culture, restructuring), HR
would lead the initiative.
Secondary Clients (Key Influencers & Implementers)
• Senior Management Team (e.g., Finance Manager, Sales Director, Design
Lead)
o They must align their departments with the proposed changes.
• Middle Managers / Team Leaders (e.g., Project Managers, Floor Supervisors)
o They ensure day-to-day execution and employee buy-in.
Indirect Clients (Affected but Less Influential)
• Employees (Staff Members)
o Though not direct clients, their adoption is critical for success.
• External Stakeholders (if relevant)
o key clients or suppliers impacted by operational changes.
1.3 As you reflect now on the first meeting, what other questions do you think
you should have asked during that meeting (the problem clarification
meeting)? (10)
To ensure a thorough understanding of Prestige Interiors' challenges, the following
critical questions should have been asked during the initial meeting:
Clarifying the Real Problem (Scope & Depth)
• What specific pain points are you experiencing that led to this workshop?
• Are there any previous attempts to address this problem? Why did they
succeed/fail?
Stakeholder & Influence Mapping
• Who are the key decision-makers and influencers in this change process?
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE REPORT IS
NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A
POSSIBLE SOLUTION TO THE TASK CONSISTENT WITH THEORY OF IOP4866.
THIS REPORT IS INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH
THEIR ASSIGNMENT, AND IN NO CASE THIS DOCUMENT SHOULD BE USED
FOR CHEATING. WE BELIEVE THIS WILL BE A GOOD STARTING POINT AS IT
WAS PREPARED BY OUR TEAM OF PROFESSIONAL PRIVATE TUTORS WHO
ARE EXPERTS IN THE FIELD, AND IT WAS PREPARED USING VARIOUS
SOURCES. ANY SIMILARITY WITH ANY EXISTING THEORY OR DISCUSSION BY
OTHER AUTHORS IS EXCUSED. THE AUTHORS HOWEVER DO NOT CLAIM
MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF THE ANSWERS
CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER
GUIDELINE ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE
IN GENERAL, CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI,
MNMs, MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION
PREPARATION, RESEARCH AND RESEARCH PROPOSALS, DISSERTATION
EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ,
UP etc
For any enquiries the following numbers can be used for calling, sms, whatsapp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144 or email
,IOP4866 ASSIGNMENT 1 2025
After the meeting, you agreed to structure and present a proposal to the team
within two weeks. You knew that you had to provide much more than they had
asked for in their workshop objective, and even far more than the problems on
which they had briefed you. (Martins et al., 2021)
QUESTION 1
1.1 How would you describe the change problem at Prestige Interiors? (5)
Unclear or Incomplete Scope: The team’s initial workshop objectives and briefing
did not fully capture the depth or complexity of the issues at hand. The problem
appears to be broader or more nuanced than what was initially communicated.
Expectation Gap: There is a discrepancy between what the team requested and what
is actually needed to address the underlying challenges. The proposal requires going
beyond their stated needs, suggesting that the real problem may be underdefined or
misunderstood.
Strategic Overhaul Needed: The change required is not just incremental but likely
involves a more comprehensive transformation, as the solution demands much more
than they had asked for.
Communication and Alignment Issues: The fact that the proposal must exceed the
initial briefing implies that there may be misalignment between leadership’s
understanding of the problem and the actual organizational challenges.
Complexity and Hidden Challenges: The phrasing suggests that the real issues may
be systemic or deeply embedded, requiring deeper analysis and intervention than
what was initially apparent.
Overall, the change problem at Prestige Interiors is multifaceted, likely involving
unstated or unrecognized challenges that demand a more extensive and strategic
solution than originally anticipated.
1.2 Who will be the different types of clients, especially the primary client (use
actual names and positions in the case study). (5)
Primary Client (Key Decision-Maker)
• Likely Role: CEO / Managing Director
, IOP4866 ASSIGNMENT 1 2025
o Reason: The CEO would have the ultimate authority to approve
strategic changes and allocate resources.
Alternative: HR Director / Operations Director
o Reason: If the change is people-centric (e.g., culture, restructuring), HR
would lead the initiative.
Secondary Clients (Key Influencers & Implementers)
• Senior Management Team (e.g., Finance Manager, Sales Director, Design
Lead)
o They must align their departments with the proposed changes.
• Middle Managers / Team Leaders (e.g., Project Managers, Floor Supervisors)
o They ensure day-to-day execution and employee buy-in.
Indirect Clients (Affected but Less Influential)
• Employees (Staff Members)
o Though not direct clients, their adoption is critical for success.
• External Stakeholders (if relevant)
o key clients or suppliers impacted by operational changes.
1.3 As you reflect now on the first meeting, what other questions do you think
you should have asked during that meeting (the problem clarification
meeting)? (10)
To ensure a thorough understanding of Prestige Interiors' challenges, the following
critical questions should have been asked during the initial meeting:
Clarifying the Real Problem (Scope & Depth)
• What specific pain points are you experiencing that led to this workshop?
• Are there any previous attempts to address this problem? Why did they
succeed/fail?
Stakeholder & Influence Mapping
• Who are the key decision-makers and influencers in this change process?
