Vodafone Company has one the world's largest mobile communications networks, with 83,900 employees serving over 370 million customers across more than 30 countries. In 2013, Detlef Schultz became a chief executive officer of the Vodafone Company. When Schultz joined, staff were uncertain of the impact he would have, the changes that would be made and whether their jobs would be secure. To bring about the transformational change required, Schultz made some major organizational changes, including a move from a functional to a horizontal customer-service oriented structure, and redesigned the reward systern so that rewards were closely aligned to the achievement of company goals. The proposed changes were most felt by marketing department with most of the members were in their late forties and fifties, having served for Vodafone for over three decades. Many procedures and systems need modification to cater to new structure. On the customer service front, a new service mindset needs to be ingrained to increase the sales. However, the results of the company sales often fall short of target, and marketing manager blamed the difficulty on teaching the old staff with new tricks. There was a great deal of tension within the department, and also a strong sense of instability, especially among the staff who works on sales. Based on the scenario above, answer the following questions: 1. Identify the type of change that took place in Vodafone. Justify your answer. (CLO1) 2. Who resisted the change and why? Justify your answer. (CLO6) 3. Discuss TWO (2) possible outcomes that can lead employees in Vodafone to react positively to change according to Kirkpatrick (2001). (CLO5) 4. Discuss ONE (1) best approach can be used by Schultz in trying to manage the resistance to change. (CLO4)