Exam Details
| Subject | Managing Change in Organisations | |
| Paper | ||
| Exam / Course | Management Programme | |
| Department | School of Management Studies (SOMS) | |
| Organization | indira gandhi national open university | |
| Position | ||
| Exam Date | December, 2015 | |
| City, State | new delhi, |
Question Paper
1. Discuss group based change approaches. Justify with suitable examples.
2. Discuss the reasons for mergers and acquisitions. Briefly describe the alternative approaches.
3. Discuss any two types of interventions in organizational change and their merits and demerits with suitable examples.
4. Discuss sources of resistance to change by individual and organization. How it can be managed in bringing change in organisations
5. Write short notes on any three of the following:
Action Research
Punctuated -Equilibrium Model
Matrix organization
Quality circle
Key factors in cultural change
6. Read the following case carefully and answer the questions given at the end:
The middle managers of a large firm were told by the corporate human resources office that a group of consultants would be calling on them later in the week. The purpose of the consultants' visit would be to analyze cross-functional relations throughout the firm. The consultants had been very effective in using an OD intervention called team building. Their particular approach used six steps. When their approach was explained to the managers, a great deal of tension was relieved. They had initially thought that team building was a lot of hOCUS-pocus, like sensitivity training, where people attack each other and let out their aggressions by heaping abuse on those they dislike. By the same token, these managers generally felt that perhaps the consultants were not needed. One of them put it this way: "Now that we understand what is involved in team building, we can go ahead and conduct the sessions ourselves. All we have to do is to choose a manager who is liked by everyone and put him or her in the role of the change agent!consultant. After all, you really don't need a high priced consultant to do this team-building stuff. You just have to have a good feel for human nature". The other managers generally agreed. However, the corporate human resources director turned down their suggestion. He hired the OD consultants to do the team building.
Questions:
Critically evaluate the core issues of this case.
What is a team building approach to organization development Do you think the managers had an accurate view of this OD technique
Do you think that the managers had an accurate view of the role of external consultants
2. Discuss the reasons for mergers and acquisitions. Briefly describe the alternative approaches.
3. Discuss any two types of interventions in organizational change and their merits and demerits with suitable examples.
4. Discuss sources of resistance to change by individual and organization. How it can be managed in bringing change in organisations
5. Write short notes on any three of the following:
Action Research
Punctuated -Equilibrium Model
Matrix organization
Quality circle
Key factors in cultural change
6. Read the following case carefully and answer the questions given at the end:
The middle managers of a large firm were told by the corporate human resources office that a group of consultants would be calling on them later in the week. The purpose of the consultants' visit would be to analyze cross-functional relations throughout the firm. The consultants had been very effective in using an OD intervention called team building. Their particular approach used six steps. When their approach was explained to the managers, a great deal of tension was relieved. They had initially thought that team building was a lot of hOCUS-pocus, like sensitivity training, where people attack each other and let out their aggressions by heaping abuse on those they dislike. By the same token, these managers generally felt that perhaps the consultants were not needed. One of them put it this way: "Now that we understand what is involved in team building, we can go ahead and conduct the sessions ourselves. All we have to do is to choose a manager who is liked by everyone and put him or her in the role of the change agent!consultant. After all, you really don't need a high priced consultant to do this team-building stuff. You just have to have a good feel for human nature". The other managers generally agreed. However, the corporate human resources director turned down their suggestion. He hired the OD consultants to do the team building.
Questions:
Critically evaluate the core issues of this case.
What is a team building approach to organization development Do you think the managers had an accurate view of this OD technique
Do you think that the managers had an accurate view of the role of external consultants
Other Question Papers
Departments
- Centre for Corporate Education, Training & Consultancy (CCETC)
- Centre for Corporate Education, Training & Consultancy (CCETC)
- National Centre for Disability Studies (NCDS)
- School of Agriculture (SOA)
- School of Computer and Information Sciences (SOCIS)
- School of Continuing Education (SOCE)
- School of Education (SOE)
- School of Engineering & Technology (SOET)
- School of Extension and Development Studies (SOEDS)
- School of Foreign Languages (SOFL)
- School of Gender Development Studies(SOGDS)
- School of Health Science (SOHS)
- School of Humanities (SOH)
- School of Interdisciplinary and Trans-Disciplinary Studies (SOITDS)
- School of Journalism and New Media Studies (SOJNMS)
- School of Law (SOL)
- School of Management Studies (SOMS)
- School of Performing Arts and Visual Arts (SOPVA)
- School of Performing Arts and Visual Arts(SOPVA)
- School of Sciences (SOS)
- School of Social Sciences (SOSS)
- School of Social Work (SOSW)
- School of Tourism & Hospitality Service Sectoral SOMS (SOTHSM)
- School of Tourism &Hospitality Service Sectoral SOMS (SOTHSSM)
- School of Translation Studies and Training (SOTST)
- School of Vocational Education and Training (SOVET)
- Staff Training & Research in Distance Education (STRIDE)
Subjects
- Accounting and Finance for Managers
- Advanced Strategic Management
- Bank Financial Management
- Capital Investment and Financing Decisions
- Consumer Behaviour
- Economic and Social Environment
- Electronic Banking and IT in Banks
- Employment Relations
- Ethics And Corporate Governance In Banks
- Human Resource Development
- Human Resource Planning
- Information Systems for Managers
- International Banking Management
- International Business
- International Financial Management
- International Human Resource Management
- International Marketing
- Labour Laws
- Logistics and Supply Chain Management
- Maintenance Management
- Management Control Systems
- Management Functions and Behaviour
- Management of Financial Services
- Management of Human Resources
- Management of Information Systems
- Management of Machines and Materials
- Management of Marketing Communication and Advertising
- Management of New and Small Enterprises
- Management of Public Enterprises
- Management of R&D and Innovation
- Managerial Economics
- Managing Change in Organisations
- Marketing for Managers
- Marketing of Financial Services
- Marketing of Services
- Marketing Research
- Materials Management
- Operations Research
- Organisational Dynamics
- Organizational Design, Development and Change
- Product Management
- Production/Operations Management
- Project Management
- Quantitative Analysis for Managerial Applications
- Research Methodology for Management Decisions
- Retail Management
- Risk Management In Banks
- Rural Marketing
- Sales Management
- Security Analysis and Portfolio Management
- Social Processes and Behavioural Issues
- Strategic Management
- Technology Management
- Total Quality Management
- Wage and Salary Administration
- Working Capital Management