QUESTION 2 Dangiwa Agro-Allied Industries Limited (DAAI) is a medium-sized agro-processing company headquartered in Kano, with processing plants in Kaduna and Katsina. The company was founded by Alhaji Musa Dangiwa in 1992 and has remained family-controlled. The organisational culture has historically been described by employees as a 'power culture', with Alhaji Dangiwa making virtually all significant decisions personally. Employees who challenge decisions or raise concerns are often sidelined. Following the death of Alhaji Dangiwa in 2023, his daughter, Dr. Fatima Dangiwa (an MBA graduate), assumed the role of Managing Director. Dr. Fatima has observed that: - Several talented managers have resigned in the past two years, citing frustration with the autocratic culture. - The company lost a major export contract because a regional manager could not get timely approval to adjust pricing. - Younger employees are disengaged and describe the company as 'stuck in the past'. Dr. Fatima has engaged your firm of management consultants to advise her on how to transform DAAI's culture and structure. Required: (a) Using Charles Handy's cultural typology, identify and explain the type of culture that DAAI currently operates and describe TWO characteristics of this culture as evidenced in the scenario. (6 marks) (b) Recommend and justify the type of organisational culture that would be most appropriate for DAAI going forward, explaining THREE specific benefits this new culture would bring to the company. (9 marks) (c) Identify and explain FOUR factors that typically influence the culture of an organisation such as DAAI. (8 marks) (d) Briefly explain what is meant by a 'matrix structure' and state whether it would be appropriate for DAAI at this stage of its development. (7 marks) (Total: 30 marks)