Management of Change and Organisational Development-1

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SKU: AMSEQ-161 Category:

Assignment – A

Question 1. Examine the nature and scope of Organizational Development.

Question 2. Explain the concept of transformational change, its prerequisites and steps involved.

Question 3. What is an OD intervention? Explain different types of interventions oriented to ‘task’ and ‘people’.

Question 4. How do you base the Classification of OD interventions? Briefly explain each one of them.

Question 5. Why is it necessary for a manager to be the change agent? As a change agent what are the responsibilities of a manger.

Assignment – B

Question 1. Why do individuals and organizations resist change? What are the sources of resistance? Explain coping mechanism to resist change?

Question 2. “Human beings need something dependable and familiar on which to lean while wrestling with new concepts and practices. They need to maintain certain feeling of integrity, of position, of worthiness, of self-respect and dignity where the threat to individual’s life is too great, he tends to develop traits of insecurity, aggression, defensiveness, retaliation and over justification for the present situation and his personal behavior, or he may become a misfit who is lost in his own culture.”

Elaborate and explain the underlying concepts in this statement, with suitable examples.

Question 3. Explain the stages, which are involved in bringing about changes and the psychological process and behavioral outcome of it. Illustrate your answers with examples.

Case Study

John and Peter are working in an engineering organization – a reputed one, where excellence goes hand-in-hand with every new imperative flexibility. By laying down its clear-cut policies and procedures and corporate plans this organization has earned the distinctions of being one of the best managed companies always striving for excellence by keeping itself abreast of the developments in the endlessly changing scenario. During the recent review of the functioning of one of the departments headed by Peter it was discovered that his department had been continuously showing declining trend in terms of meeting the targets fixed for them and the problems of high rate of turnover / absenteeism came to light. Majority of subordinates working under Peter were dissatisfied with their job and were feeling frustrated and depressed over the way they were being handled by him. There was a break-down of communication and innumerable complaints about the rude behavior of Peter started pouring in. Peter on the other hand, has been in this department for the last so many years and was in habit of treating his subordinates in the traditional style. The situation started aggravating day-by-day. The workers under Peter had to take shelter of Unions for airing their grievances and the management was naturally disturbed over the state of affairs and could no longer afford to be a silent spectator. Search for a suitable replacement of Peter was accordingly initiated and John was identified for this purpose. John was selected for replacing Peter as he possessed the skills of managing different types of people under different situations. His acceptability and credibility had all along been of the highest order. Initially, of course, this sudden change was a painful surprise for John and as it always happens, any change in status-quo affects people and John was no exception. However, John moved into the department and was soon able to overcome initial difficulties. With his concerted efforts and sincerity of purpose, he was soon able to create a strong trust bond with his subordinates. He gave them a free hand in setting time-bound goals for themselves. The subordinates were by then participating arriving at the vital decisions in regard to their production and productivity, a cordial and harmonious atmosphere developed in this department under John. All this naturally resulted in a ‘blessing in disguise’ both for the management and the workers in as much as the department paved the way in improving the climate and culture of the organization.

Questions:

1. Identify the issues involves in the above case. 2. What in your opinion could be the causes for replacement of Peter and the secret of success of John in the so-called difficult department? 3. “Developing an effective team, having a healthy inter-personal relationship is the need of the hour”. Please comment.

Assignment – C

1. Scientific management conceived itself with:
(a). Micro aspects of organization
(b). Macro aspects of organization
(c). Social aspects of organization
(d). Systems view of organization

2. Organizations which are structured and with prescribed relationship are called:
(a). Informal organization
(b). Formal organization
(c). Functional organization
(d). Only 1 and 2 have

3. A system having a network structure of control, authority and communication is labeled as:
(a). Organic system
(b). Mechanistic system
(c). Closed system
(d). Controlled system

4. Quality of working life is not based on:
(a). A particular theory
(b). A particular technique
(c). Non-participation by employees
(d). All the above

5. Which type of perspective is used for demonstrable results in terms of output, cost reduction project etc.;
(a). Sociological perspective
(b). Behavior science perspective
(c). Political analysis
(d). Professional management perspective

6. Organizational analysis may focus on:
(a). Structural aspect
(b). Process in organization
(c). Either 1 or 2
(d). Neither 1 or 2

7. Some of the organizational processes are:
(a). Role clarity
(b). Management styles
(c). Both 1 and 2
(d). Marketing departments

8. One of the sub-systems in an organization is:
(a). Organizational learning mechanism
(b). Culture
(c). Financial Management
(d). Communication

9. The concept of Action Research was given by:
(a). A H Maslow
(b). H Fayol
(c). K Lewin
(d). R Bechard

10. Grid OD is an OD technique, which is used for:
(a). Individual
(b). Dyad
(c). Group
(d). Organisation

11. Which of the following factors influence the choice of an OD intervention:
(a). Applicability
(b). Feasibility
(c). Acceptability
(d). All of the above

12. Residential analysis essentially deals with understanding of:
(a). How a given organization really functions
(b). Level of motivation
(c). Inter and intra group relationship
(d). Communication network

13. Process Consultation is an OD technique, which is used for:
(a). Individuals
(b). Triads
(c). Group
(d). Organization

14. Survey Feedback is an OD technique, which is used for:
(a). Individual
(b). Dyad
(c). Group
(d). Organization

15. In diagnostic workshops, the atmosphere should be free, open and informal. In creating this atmosphere the facilitators plays:
(a). A major role
(b). A minor role
(c). No role
(d). An observer’s role

16. MBO is an OD technique, which is used for:
(a). Individual
(b). Dyad
(c). Group
(d). Organization

17. The six box model of OD is given by:
(a). Kurt Lewin
(b). Elton Mayo
(c). Marvin Weisbord
(d). Sandra Janoff3

18. Process of planned Organisational change was given by:
(a). Kurt Lewin
(b). Alwin Toffler
(c). Eric Berne
(d). Stephen Robbins

19. The process model of change talks about:
(a). Two phases
(b). Three phases
(c). Four phases
(d). Five phases

20. The diagnostic tool in which two types of forces-the driving and restraining forces-are studied is called:
(a). Structural Analysis
(b). Force-field Analysis
(c). In-depth Analysis
(d). Brainstorming

21. The internal changes in OD programs may be carried out in:
(a). Structure
(b). Technology
(c). Tasks
(d). All of the above

22. Which technique is not an individual OD intervention?
(a). Process Consultation
(b). TA
(c). Counseling
(d). Role Analysis Technique

23. Which technique is not meant for Dyads and Group interventions?
(a). Process Consultation
(b). Force-field Analysis
(c). Counseling
(d). Survey Feedback

24. OD is planned approach to respond effectively to:
(a). Internal Environment
(b). External Environment
(c). Both (a) and (b)
(d). Top management’s direction

25. Stabilizing and integrating the change by reinforcing the new behaviors and integrating them into formal interpersonal relationships and in one’s personality is called:
(a). Freezing
(b). Re-Freezing
(c). Unfreezing
(d). Changing

26. For integrating individual and organizational goals, the ideal intervention process is:
(a). Role analysis
(b). Survey feed back
(c). MBO
(d). T-Group

27. the school of thought according to which OD is the effective implementation of the organisation’s policies, procedures and programmes, is called:
(a). The system-process school
(b). The program-procedure school
(c). The survey-feed back school
(d). Planned-approach school

28. For integrating individual and organizational goals, the ideal interventions process is:
(a). Role analysis
(b). Survey feed back
(c). MBO
(d). T-Group

29. The school of thought according to which OD is an effective implementation of the organisation’s policies, procedures and programs, is called:
(a). The system-process school
(b). The program-procedure school
(c). The survey-feed back school
(d). Planned-approach school

30. The school of thought in which the emphasis is more on work groups within and across departments rather then individuals as such is called:
(a). Cross Sectional Analysis
(b). Residential Analysis
(c). Program procedure
(d). System-process school

31. The approach which is used for improving interpersonal relationship and for better team work is known as:
(a). Emulative Approach
(b). Group Decisions Approach
(c). T-Group Approach
(d). The degree Approach

32. In order to comprehend the range and applicability of OD interventions, these interventions have been classified around the following dimensions:
(a). Focus
(b). Target
(c). Departments
(d). Both (a) and (b)

33. The following tools may be used for analyzing “organizational scripts”.
(a). Transactional Analysis
(b). Role Analysis
(c). Survey Feedback
(d). Role Negotiation

34. Which OD intervention aims to achieve an ideal style of management?
(a). Confrontation Meeting
(b). Third party peace making
(c). Role Analysis technique
(d). Grid OD

35. The OD intervention designed to work with individuals and groups to help them learn about human and social process and to learn to solve problems that stem from such processes in an organization, is called as:
(a). Process consultation
(b). Survey Feedback
(c). Grid OD
(d). Job Redesign

36. As a leader, the change agent is expected to play the following roles:
(a). Change advocate
(b). Change interpreter
(c). Trouble shooter
(d). All of the above

37. Fear of obsolescence can be overcome by:
(a). Re-designing job
(b). Providing support
(c). Training
(d). Phasing of change

38. Coping with indifference of management can be overcome by:
(a). Phasing of change
(b). Role clarity
(c). Providing support of resources
(d). None of the above

39. Role negotiation technique involves:
(a). Contract setting
(b). Confrontation meeting
(c). Counseling
(d). Transactional analysis

40. Components of evaluation can be:
(a). Policy making group
(b). Objectives
(c). Resources allocation
(d). Motivation