Professional Documents
Culture Documents
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Q1. What are the different approaches to organisation? Briefly explain the 7s model with the help of
examples.
It is essential to develop a perspective understanding about organizations because human behaviour and organizational
behavior are influenced by the people ----------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------body of knowledge and
literature, called organization theories, developed --------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------------organizational
structures and circumstances.
1. -----------------------
2. neo--------------------------
3. ---------------- approach
1. Classical Viewpoint:
Division of work. Division of work or ------------------------------------------- which one is comparatively highly skilled.
Subordination of individual interest to general interest. The ------------- should not prevail over that of the organization.
2. Neoclassical Viewpoint
1. The most basic level is the static --------------------------------------. An example would be the anatomy of the universe.
5. The fifth level can be termed the ------------------------------------------------------------------ empirical world of the botanist.
Example-
Good -------------------------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------where people can work effectively.
2. Describe and discuss any three types of organizational structures and their advantages and
disadvantages with examples.
All managers must bear ----------------------------------------------------------------- formal and the other informal.
The formal organization in -----------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------every manager.
Advantages:
1. Tends to ------------------------------------------------- and accountability relationships
2. ---------------------------------- making
3. Simple to understand.
Disadvantages:
1. ------------------------------------ planning
2. Overloads ------------------------------------.
(i) Even through a line --------------------------------------------------------------------------- between line and staff personnel.
(ii) Line managers may not like -------------------------------------------------------- the specialists knowledge and expertise.
(iii) Some staff people ------------------------------------------------------------------------------------------- to accept advice.
(iv) Staff people -------------------------------------------------------------------------------------------------- staff conflict.
Features:
1. Line -------------------------------------------------------------------- different levels.
2. Staff --------------------------------------------------------------------------/officers in specialized areas.
3. These types of ----------------------------------------------------------------, (c) Control e.g.,
Disadvantages:
(i) --------------------------------------------------- still arise.
(ii) Staff officers may ---------------------------------------------.
(iii) Co------------------------------------------------------------- become difficult.
Committee ----------------------------------------------------- Features:
(a) Formed for ----------------------------------------------situations
(b) Are temporary -------------------------------------------.
Advantages:
1. Committee -------------------------------------------- decisions
2. Better interaction -------------------------------------------- co-ordination of activities
3. Committee members ------------------------------------------------- decision making.
4. Group ---------------------------------------------------- thinking.
Feature:
Superimposes a -------------------------------------------------------------------- functional structure
Advantages:
1. Decentralized ---------------------------------------------.
2. Strong product/--------------------------------------ordination.
3. Improved -------------------------------------monitoring.
4. Fast ------------------------------------- change.
5. Flexible ------------------------------------.
6. Efficient ------------------------------------- systems.
Disadvantages:
1. High ---------------------------------------- cost.
2. Potential -------------------------------------------------- and responsibility.
3. High ----------------------------------------- conflict.
4. Overemphasis ----------------------------------------- making.
5. Excessive ------------------------------------------ relations.
Example
In the 1970s, Philips, ------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------other large corporations, including Caterpillar Tractor,
Hughes Aircraft, and Texas Instruments, also set up reporting along both functional and project lines around that time.
Organizational ------------------------------------------------- am familiar with is-
Whether you are acquiring a ---------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------setup of the acquiring business.
3. Briefly discuss the concept and purpose of organizational diagnosis. Discuss interview as a
diagnosistic tool and its limitations with relevant examples.
Organizational diagnosis-
In the field of Organizational Development there are many activities and disciplines. One of those is the area of organizational
diagnosis and the use of structured organizational diagnostic tools.
The purpose of organizational -------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------that the initial work in the client
system is diagnosis, consultants provide clients with bases against which they can be held accountable. Organizational
diagnosis is considered as a recursive process. The topics -----------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------------------------
methodology provides the opportunity, if it is employed by consultants who have been thoroughly and appropriately trained.
Types of Interviews
------------------------- interviews
Fixed-response interviews
Interviews are fixed; the questions are placed down on the paper and cannot be changed. The interviewer, however, can probe
for deeper answers, ask for elaboration and examples, --------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------------------, they are
immersed in social systems and cultures, and gain a much better grasp of the organization than they would by simpling reading
survey results (even with open-ended items!).
Example
4. What are the different stages of organizational development? Discuss T- Group Training as an
intervention for organizational Development with an example.
Organizational development (OD) is a term most commonly used when referring to building capacities of an organization.
Organization Development is the attempt to influence the members of an organization to expand their candidness with each
other about their views of the --------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------simultaneously, they are likely to
discover new ways of working together --------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------them to understand why
and to make meaningful choices about what to do in light of this understanding.
Stages for organization -------------------------------------------------- to IBM Company)-
OD is about managing change in a --------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------is to become more effective,
viable, autonomous and legitimate.
T-Group-
T-Group (Training Group) training is a training approach based on experiential learning and involving small, unstructured
groups in which participants learn from --------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------understanding of self
and personal growth or ---------------------------------------------- strategy for team building interventions within organisations.
ii) to explore group dynamics and --------------------------------------------------- (Interpersonal and organizational focus).
3. Planning for Change: When the real problem of the organization is identified, OD consultant plans the various courses of
action in the light of these problems. ------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------, determination of the
approach suitable for attaining goals, and sequence for implementing the approach.
6) Advanced ---------------------- skillsNot broadcasting, but rather two-way engaging dialogue, listening and talking.
The ability to surface resistance and -------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------, and essential (even,
perhaps especially, when the answer is I will not commit to this change).
i) Consultant-
ii) Trainer-
iii) Researcher-
Catalyst-
Resistance is most common response to ------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------and get dissatisfied with
the status quo; start challenging the usual status or way of doing things and, thus, gradually intensify the need for change. They
use statistics, facts, examples, projections, ----------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------------process.
Solution provider-
In many situations, the expectation of ----------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------. But this is not enough; he
has to understand the explicit and implicit need of the people (users) and have to convince them about the solution, how it will
satisfy their needs. The Change agent has to ---------------------------------------------------------------------------------------------------
---------------------------------------------------------------------, this is the main expectation from a Change agent.
Resource Linker-
In this role, a Change ------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------knowledge and/or skills, tools, techniques,
ideas, experiences etc.
Stabilizer
respecting ----------------------------another
valuing -------------------------------------------
honing --------------------------------------- change
forging ----------------------------------------------------------- and concerns
Building ---------------------------------------------- diverse residents.
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