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Organizational Change & Development V1

Assignment C

1. Why are organisational changes often resisted by individuals and grou

ps within the organisation? How can such resistance be prevented or overcome?

2. How can group dynamics be used by a manager to overcome resistance to

change on the part of his subordinates?
3. " Change in organisation should be implemented with the cooperation o
f the effected employees". Comment.
4. What do you understand by organisation development (OD)? Discuss the
assumptions underlying organisation development.
5. Why is it necessary for doing OD? Discuss the steps involved in the p
rocess of OD.
6. Discuss the behavioural interventions techniques for Organisation dev
elopment.
7. Organisations that fail to change are sure to fall". Comment.
8. Write short notes on five:
A. Planned change,
B. Force field analysis
C. Sensitivity training
D. Action research
E. Grid OD

Assignment B

Case Detail:
Mr. Kulkarni got promotion last year and has been posted as foreman in a product
ion shop. Before his promotion to the management cadre, he had been a supervisor
for four years. His work for that job had considerably been outstanding. It may
be recalled that Kulkarni joined the company as a trade Apprentice. He did well
in his training and his susequent jobs. He rose to the job of a supervisor in a
bout six years. His human reletions were generally good. His colleagues had wish
ed him well on his promotion. To improve the working of his shop, Kulkarni intro
duced some changes in his shop. He reallocated the the responsibilities of the s
upervisors and changed the shifts and machines of some operators. He thought tha
t this change would improve the working of his shop. However, from that time onw
ards Kulkarni began to have trouble as foreman. The supervisors in his shop gave
him the silent treatment. The operators seemed to make mistakes even in doing s
imple things. Everyday there was a machine shutdown. By the end of the quarter,
Kulkarni's work shop was showing the poorest production record in the whole of t
he plant.

Question
1. What do you think has gone wrong?

2. Did Kulkarni make a mistake in introducing the changes? Justify your

answer.

3. If you were Kulkarni, what would you do to get the things right?

Assignment C

Question No. 1
Lewim's process consists of

Options
Unfreezing stage
moving stage
refreezing stage
All of these

Question No. 2
New performance appraisal system and incentives usage is part of

Options
Mobilize commitment
consolidation of gains
reinforcement of new programmes
human resource intervention

Question No. 3
Moving stage in Lewin's organisational change process considers
Options
mobilize commitment
consolidation of games
monitoring and assessing programmes
reinforcement of new programmes

Question No. 4
" Self-designing organisations'" is an example of

Options
human resource intervention
technostructural intervention
strategic intervention
HRM interventions

Question No. 5
Formulating SMART performance training objectives are included in

Options
Human resource interventions
strategic interventions
Technostructural interventions
HRM interventions

Question No. 6
While describing individual roles, the 'Role ' is called as

Options
Individual role
Focal role
social role
none of these

Question No. 7
Organisational Development (OD) process is cyclical and ends, when

Options
data is gathered
problem is identified
desired development result is ontained
plan is implemented

Question No. 8
The role negotiation technique for group intervention was developed by

Options
Roger Harrison
Bennet and Hailey
both Roger Harrison and Bennet and hailey
none of these

Question No. 9
OD can also be called as a process for

Options
Performance appraisal
change of people
For teaching people how to solve the problem
all of these

Question No. 10
People in the organisation should be treated as

Options
Important resource
Natural resource
working capital
all of these

Question No. 11
In terms of organisational change,' maintenance of status quo' represent

Options
instability
stability
contradiction
opposition
Question No. 12
Among the most common and influencial forces of organosational change are the em
ergence of new competitors and ____________

Options
Innovation in technology
new company leadership
evolving attitudes
all of these

Question No. 13
Which of the following strategies refer to slow, gradual or incremental type of
change in terms of strategic management?

Options
Internal development
external development
revolutionary development
radical development

Question No. 14
Joint venture is an example of which of the following?

Options
Internal development
external development
revolutionary development
radical development

Question No. 15
Which of the following is one of the dimensions of the Greiner's Model?

Options
Growth rate of company
Growth rate of market
growth rate of industry
growth rate of economy

Question No. 16
Managing change is integral part of _________

Options
Top management's job
middle management's job
every managers job
first line manager's job

Question No. 17
Which of the following is not an external force of change?

Options
market place
economic change
work force
Government law and regulations

Question No. 18
Falling interest rates would most stimulate what change factor for a manager?

Options
market place
economy
Government law and regulation
labour market

Question No. 19
Which change factor did Steve Bennett address in his turnaround of Intuit Inc.?

Options
Technology
workforce
equipment
strategy

Question No. 20
Labour strikes are an example of what change factor that may encourage a change
in management, thinking and practices?

Options
Work force
equipment
employees attitude
strategy

Question No. 21
Internal forces that stimulate the need for change tend to originate primarily f
rom the impact of external forces or from ______-______

Options
The forces of competition
Change in technology
The internal operations of the organisation
customer demand for the products the company produces

Question No. 22
Which of the following is not one of the ADKAR change model process?

Options
Awareness
determination
ability
knowledge

Question No. 23
When implementing change process, which level of creating a shared vision is ess
ential?

Options
telling
testing
consulting
cocreating

Question No. 24
Which of the following factors is least important when selecting a change strate
gy
Options
Finance
Time frame
expertise
degree of resistance

Question No. 25
Change management often fails because of _______________

Options
Focusing only on process
Focusing only om results
No change in reward system
All of these

Question No. 26
An integrated tools for measuring the impact of change in the organisation are

Options
ROI
Cost of project
Project of time
The results chain

Question No. 27
Which of the following should not be the role of the change agent?

Options
Facilitator
Project manager
Clown
Educator

Question No. 28
Culture intervention concentrates on
Options
Traditions
precedents
practices
All of these

Question No. 29
Survey feedback system consists of cyclical process, there numbers being _______
___

Options
Three
four
five
six

Question No. 30
Management by Objectives (MBO) programme generally consists of

Options
four stages
five stages
six stages
seven stages

Question No. 31
The team of authours, who called organisational development as, practical applic
ation of science of organisation is

Options
Fayle and Taiylor
Porras and Robertson
Roggers and Bennet
None of these

Question No. 32
Reputation analysis analysis is based on the idea, that ____________

Options
Hard working workers have reputation
The company should have reputation in the market
Powerful people are known to others
all of these

Question No. 33
The number of different management approaches for changing entire system, are th
ought to be

Options
four numbers
five numbers
six numbers
seven numbers

Question No. 34
A known OD conceptualise, has indentified prime responsibility of OD consultant,
the initiator's name is

Options
Taylor
Ishikawa
Porovasky
Argyris

Question No. 35
Which of the following is an OD technique

Options
Exit interview
Quality circle
Organisational restructuring
Team building

Question No. 36
Which of these is not a characteristics of OD?

Options
Long term
planned
any change
behavioural science

Question No. 37
Which one of these contributions is not credited to Kurt Lewin ?

Options
Force field analysis
Action Research
Transactional analysis
T=Group

Question No. 38
Which one of these does not belong to the model of culture proposed by Edgar Sch
ain?

Options
Artefacts
Shared responsibility
shared assumptions
Espoused values

Question No. 39
How many roles are defined in Belbin team roles?

Options
seven
eight
nine
eleven

Question No. 40
Adult learning theory is also called

Options
Pedagogy
Andragogy
Gynogogy
Dynogogy
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