Case 1: An organisation in Pretoria was experiencing a huge problem with the theft of uniforms and equipment, specifically shoes. Shoes were being stolen by storemen who sold them to supplement their incomes. Random security searches revealed that the organisation could have been losing 20 pairs of shoes a week at a cost of R250 a pair. Identified as a strategic issue, three measures were put in place to solve the problem: Project 1: Outsourcing of the front office security (as it was perceived that there was collusion between security staff and staff members); Project 2: Install closed circuit television in the stores; and Project 3: Institute a zero-tolerance policy and prosecute all cases in the courts. These measures cost about R1,5-million. After a period, stocktakes revealed that the problem had not been solved. The organisation then changed its approach. The storeman's position involved long periods of mundane activities such as sorting, cleaning and packing. An intervention was instituted which included job rotation, reimbursement for working overtime, staff training, upskilling and sports activities. Within six months, shrinkage had dropped to industryaccepted levels, staff motivation had increased and injuries at the workplace had dropped. Case 2: Another organisation required that staff work extensive periods of overtime as a result of services rendered to other organisations. The general nature of the tasks performed involved sophisticated machinery, with a high risk of injury should the individual lose concentration. To supplement their incomes, some staff would overextend themselves and work extremely long shifts. Senior management started to observe the extent to which errors occurred as a result of exhaustion, and which were costing the organisation millions of rand. A decision was made to stop the transfer of overtime between staff and to restrict overtime worked. Staff were outraged and the organisation was plunged into turmoil for six months as management and staff argued over the issue. An employee wellness programme was instituted. It was holistic in nature, covering financial literacy, physical health, medical examinations, family support and group decision-making. Despite working long hours, staff became more committed to the organisation, staff turnover dropped, the number of injuries fell and productivity increased noticeably.1. Identify the change that was needed in both cases and why it was needed. 2. Rank the change in terms of emotions and technical complexity. 3. Why do you think the initial options chosen did not succeed? 4. In your opinion, were the managers who made these decisions incompetent or careless in the decisions taken initially?