Management of Change & Organisational Development

PART A (Descriptive Type) = 16 PART B (Case Study) = 2 PART C (Multiple Choice) = 80 Instant Downloadable Solution from AiDLo.com PART A Descriptive Type Question Question 1: What are the common pitfalls while implementing organizational change? Discuss in detail. Question 2: Examine the nature and scope of Organization Development. Question 3: How is organizational change different from organizational development? Discuss, quoting suitable example. Question 4: How do organizations know when they should change? What cues should an organization look for? Discuss in detail. Question 5: What are the various factors accelerating change? Explain the sources of individual and organizational resistance to change. Question 6: What is an OD Intervention? Discuss the OD values necessary for dealing with Individuals, team and organization. Question 7: Explain different kinds of OD interventions specially designed to improve team performance. Explain the human process approach to OD. Question 8: State and explain various theories of planned change in detail. Question 9: List and explain the steps that managers can take to minimize resistance to change. Question 10: Discuss and exemplify the relevance of intergroup development OD intervention in the organisation. Question 11: Explain the concept of transformational change, its prerequisites and steps involved. Question 12: What is an OD intervention? Explain different types of interventions oriented to task and people. Question 13: How do you base the classification of OD intervention? Briefly explain one of them. Question 14: Why is it necessary for a manager to be the change agent? As a change agent what are the responsibilities of a manager. Question 15: Why do individuals and organizations resist change? What are the sources of resistance? Explain mechanism to resist change? Question 16: "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 17: Explain the stages, which are involved in bringing about change and the psychological process and behavioral outcome of it. Illustrate answers with examples.

PART B CASE STUDY -1 CROSS TRAINING EMILY Emily, who has the reputation of being an excellent worker, is a machine operator in a furniture manufacturing plant that has been growing at a rate of 15% to 20% each year for the past decade. New additions have been built onto the plant, new plants opened in the region, workers hired, new product lines developed, lots of expansion, but with no significant change in overall approach to operations, plant lay-out, ways of managing workers, or in the design processes. Plant operations as well as organizational culture are rooted in traditional Western management practices and logic, based largely on the notion of mass production and economies of scale. Over the past four years, the company has been growing in number and variety of products produced and in market penetration; however, profitability has been flattening and showing signs of decline. As a result, management is beginning to focus more on production operations (internal focus) rather than new market strategies, new products, and new market segments (external focus), in developing their strategic plans. They hope to get manufacturing costs down, improve consistency of quality and ability to meet delivery times better, while decreasing inventory and increasing flexibility. One of several new programs initiated by management in this effort to improve flexibility and lower costs was to get workers cross-trained. However, when a representative from Human Resources explained this program to Emilys supervisor, Jim, he reluctantly agreed to cross-train most of his workers, but NOT Emily. Jim explained to the Human Resources person that Emily works on a machine that is very complex and not easy to effectively operate. He has tried many workers on it, tried to train them, but Emily is the only one that can consistently get product through the machine that is within specification and still meet production schedules. When anyone else tries to operate the machine, which performs a key function in the manufacturing process, it either ends up being a big bottle neck or producing excessive waste, which creates a lot of trouble for Jim. Jim goes on to explain that Emily knows this sophisticated and complicated machine inside and out, she has been running it for five years. She likes the challenge; she says it makes the day go by faster, too. She is meticulous in her work, a very skilled employee who really cares about the quality of her work. Jim told the HR person that he wished all of his workers were like Emily. Jim was adamant about keeping Emily on this machine and not cross-training her. The HR person was frustrated. He could see Jims point but he had to follow executive orders: Get these people cross-trained. Around the same period of time, a university student was doing a field study in the section of the plant where Emily worked and Emily was one of the workers he interviewed. Emily told the student that, in spite of the fact that the plant had some problems with employee morale and excessive employee turnover, she really liked working there. She also mentioned that she is hoping that she did not have to participate in the recent Program of the Month which was having operators learn each others jobs. She told the student that it would just create more waste if they tried to have other employees run her machine. Emily seemed to take a special liking for the student and began to open up to him. She told him that her machine really didnt need to be so difficult and touchy to operate, with a couple of rather minor design changes in the machine and better maintenance, virtually anyone could run it. She had tried

to explain this to her supervisor a couple of years ago but he just told her to do her work and leave operations to the manufacturing engineers. She also said that, if workers up stream in the process would spend a little more time and care to keep the raw material in slightly tighter specifications, it would go through her machine much more easily and trouble-free, but that they were too focused on going fast. She expressed a lack of respect for the managers who couldnt see this and even joked about how managers didnt know anything.

CASE STUDY - 2 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.

Part - C
Objective Type Set - 1 1. Change efforts to overcome the pressures of both individual resistance and group conformity is called: a) Refreezing b) Mobilizing c) Unfreezing d) Planned change 2. "First-order change" is change that: a) Is multidimensional, multilevel, discontinuous, and radical b) Provides insight into the ability of some individuals to resist change c) Is linear and continuous d) Is very threatening 3. ________ is an OC approach that focuses on data collection and analysis using a scientific methodology a) Action research b) Lewins three step model c) Organizational development d) Process consultation 4. When people resist change because they hear what they want to hear and they ignore information that challenges those perception, they are resisting change because: a) economic factors b) the fear of unknown c) selective information processing d) the security needs 5. John Kotter built on Lewin's three-step model to create a more detailed approach for implementing ______. a) Action research b) Economic shocks c) Change d) Social trends 6. Which of the following is a source of organizational resistance to change? a) Security b) Group Inertia c) Economic factors d) Habit 7. Basically an operational change on a calculated basis as response to internal and external demands is a a) Fundamental change b) Planned Change c) Strategic Change d) Transformational change 8. Kurt Lewin's three-step model for successful change in organizations includes:

a) b) c) d)

Unthawing, changing, freezing Unfreezing, moving, freezing Unfreezing, moving, and refreezing Unfreezing, changing, and refreezing

9. Action Research was first defined by a) Kurt Lewin b) John Collier b) French and Bell c) None of the above 10. Which is not an Internal Change? a) Change in Equipments b) Job restructuring c) Change in Employee Attitude d) Change in Business cycles 11. In Incremental change there is a a) small change b) radical change c) gradual change d) significant change 12. A change agent is: a) an external or an internal agent b) a behavioral scientist c) both a and b d) a national scientist 13. Which of the following is a tactic that managers can use to reduce resistance to change? a) Coercion b) Manipulation c) Education & Communication d) all of the above 14. Which one of the following is not a part of Effective Change Management? a) Motivating Change b) Initiating Change c) Creating Vision d) Developing political support 15. In the moving stage of the Lewins Model a) driving forces within the organization provide disconfirming information that shows discrepancies between the organizations desired state and its current state to reduce potentially resisting forces b) supporting mechanism stabilize the organization at a new state of equilibrium c) driving forces focus on developing new behaviors that may differ from prior habits d) none of the above 16. What is not true about Organizational Development? a) Its a systematic approach b) Its a response to change

c) Its an unplanned change d) Its a scientific approach 17. An OD technique that involves unstructured group interaction in which members learn by observing and participating rather than being told is: a) Survey Feedback b) Team Building c) Sensitivity Training d) Process Consultation 18. Interventions that are aimed at improving communication ability are: a) Structural interventions b) Intergroup interventions c) Interpersonal interventions d) Process consultation 19. Inter group development seeks to a) facilitate entry and exit of members into groups b) change attitudes, stereotypes and the perceptions the group have of each other c) change the group structure and leadership d) Merge two groups into functioning teams 20. When organizational development involves radical change that is multidimensional and multilevel it is most likely going through a) Structural change b) Technological change c) First order change d) Second order change 21. Grid Organization Development technique was designed by a) Robert R Blake b) Jane S Mouton c) Roger Harrison d) Both a and b 22. Team building intervention which is designed to clarify role expectation is a) Grid OD b) Role Analysis Technique c) Role negotiation Technique d) Job design 23 In managerial Grid, an individuals style can be best described as which of the following: a) the way one dresses b) ones concern for production and people c) how one interacts with management d) the way one deals with the problem 24. The assumption underlying the use of survey feedback in OD is a) surveys are the best way to collect data b) a great deal of data is collected c) it is used to provide feed back and to initiate change in the organization

d) responses can be easily be interpreted 25. The first T group was formed a) to facilitate decision making b) to work on group projects c) to make group more cohesive d) as people reacted to data as their own behavior 26. The following is not the stem of OD a) Laboratory training b) Action research / Survey feedback c) Strategic change d) managerial Grid 27. Strategic change interventions involve improving a) The alignment among an organizations environment, strategy and organization design b) The organizations relationship to its environment c) The fit between the organizations technical, political and cultural systems. d) All of the above 28. The third party attempts to make intervention aimed at opening communication and confronting the problem including which of the following a) ensuring mutual motivation b) coordinating confrontation efforts c) both the above two d) collecting data 29. Which of the following is not a fundamental assumption underlying process consultation? a) the group is the building block of organization b) groups are the basic units of change c) a skilled party can help the group in joint diagnosis d) it is an agenda less meeting 30. Which of the following is not a step of Role analysis technique? a) role incumbents expectations of others b) Role negotiation c) role expectations d) role profile 31. Which of the following areas do OD practitioner needs to be familiar with to bring about strategic change a) competitive strategy b) team building c) negotiation d) all of the above 32. In fundamental change there is a) redefinition of current purpose or mission b) abrupt change in organizations strategy c) change of all or most of the organization components d) response to an even or a series of events

33. Coaching and Counseling is an OD technique which is used for a) Individuals b) Dyads c) Groups d) Organization 34. Third Party Intervention an OD technique which is used for a) Individuals b) Dyads c) organization d) Intergroup 35. Role Negotiation an OD technique which is used for a) Individuals b) Dyads c) Groups d) Organization 36. Consultant client relationship does not follow a) Understanding the actual client.. b) Slowly and gradually understanding of the whole system c) Finding out the inter-related and inter-dependent groups. d) misrepresentation and collusion 37. Which of the following statements is false? a) In an organization, it is not essential to have regular changes and development in order to bring effectiveness b) Organization brings a change mainly because of planned and unplanned change. c) Sometimes organization is resistant to change d) Organizational change is important to usher in long-term success in an organization 38. OD is often defined as: a) anything done to better an organization b) a planned effort to improve the effectiveness of the organization c) training function of the organization d) all of the above 39. Which is not the area of issue in consultant-client relationship? a) Mutual Trust b) Career Development c) Nature of Consultants Expertise d) Entry and Contracting 40. Which of the following is an external change? a) performance gaps b) change in products c) advances in information process d) change in organizational size Objective Type Set - 2

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 Instant Downloadable Solution from AiDLo.com