Exam Details
| Subject | managing change in organisations | |
| Paper | ||
| Exam / Course | m.b.a. in c – human resource planning & development | |
| Department | ||
| Organization | acharya nagarjuna university-distance education | |
| Position | ||
| Exam Date | May, 2017 | |
| City, State | new delhi, new delhi |
Question Paper
M.B.A. DEGREE EXAMINATION, MAY 2017
Third Year
C HUMAN RESOURCE PLANNING AND DEVELOPMENT
Managing Change in Organisations
Time 3 Hours Maximum Marks: 75
SECTION-A × 5 15)
Answer three questions
Q1) Resistance to change.
Quantitative diagnostic methods.
Organisational change.
NGOs.
Work redesign.
Organisational culture.
SECTION-B × 15 45)
Answer three questions
Q2) Discuss about guidelines for effective implementation of change.
Q3) How does organisational change influence the culture of an organisation?
Explain.
Q4) What are the various qualitative techniques of diagnosis?
Q5) Write in detail about evaluation of organisational change programme.
Q6) Describe how an organisation adopt the organisational changes.
Q7) Briefly explain the models of organisational change.
SECTION-C
Compulsory
Q8) Case study:
Sagar Private Limited is a small company, which manufactures plastic products
such as mugs, buckets and other household utility products. This company
which is situated in an industrial belt in New Mumbai has typical labor needs.
Since quite a few operations including packing of products are done manually,
the company employs 80 workers on the shop floor. The company supplies its
products to retailers in and around Mumbai. It has a long production run and
longer product life-cycles and therefore the management believes that the
company is making fewer profits because of this. As a result, the topmanagement,
which comprises of the members of Maheshwari family, since this
is a family managed business, decided to invest resources on automation to have
shorter production runs and shorter product life-cycles. It has decided to
introduce packaging machines to reduce semi-skilled and unskilled labour.
The company has a bad record in industrial relations since workers in the past
have had several problems pertaining to wages and working conditions, Rajnath
Dube, a worker who is often pampered by management to get their way,
dominates the company union. Rajnath is a man who ranks very low in personal
and professional ethics but has a way with people and is good at politics. He has
a substantial clout with the workers who trust him and would act on his advice.
But the management is fully aware that Rajnath may not be able to help much if
the company thinks of retrenching workers. However the management decided
to speak to Rajnath regarding their decision to introduce automatic machines and
subsequent lay off of workers. Rajnath immediately sensed a good opportunity
to make a big sum so he pretended that convincing the workers was herculean
task and he would need at least 6 months time to do this. The management was
however impatient to introduce automation and told Rajnath to convince
workers within 3 months to help them implement the decision. Of course
Rajnath played his game and asked for a huge sum in reciprocation of his effort.
The Maheshwari brothers were shocked at the price that Rajnath wanted. They
however knew that things would only get worse if they refused Rajnath's
proposal.
Questions:
Was the Maheshwari family's method of introducing change in Sugar
Private Limited appropriate? Please substantiate your response giving
suitable reasons.
How would you apply the provisions of ID Act in managing this change
and handle Rajnath?
Third Year
C HUMAN RESOURCE PLANNING AND DEVELOPMENT
Managing Change in Organisations
Time 3 Hours Maximum Marks: 75
SECTION-A × 5 15)
Answer three questions
Q1) Resistance to change.
Quantitative diagnostic methods.
Organisational change.
NGOs.
Work redesign.
Organisational culture.
SECTION-B × 15 45)
Answer three questions
Q2) Discuss about guidelines for effective implementation of change.
Q3) How does organisational change influence the culture of an organisation?
Explain.
Q4) What are the various qualitative techniques of diagnosis?
Q5) Write in detail about evaluation of organisational change programme.
Q6) Describe how an organisation adopt the organisational changes.
Q7) Briefly explain the models of organisational change.
SECTION-C
Compulsory
Q8) Case study:
Sagar Private Limited is a small company, which manufactures plastic products
such as mugs, buckets and other household utility products. This company
which is situated in an industrial belt in New Mumbai has typical labor needs.
Since quite a few operations including packing of products are done manually,
the company employs 80 workers on the shop floor. The company supplies its
products to retailers in and around Mumbai. It has a long production run and
longer product life-cycles and therefore the management believes that the
company is making fewer profits because of this. As a result, the topmanagement,
which comprises of the members of Maheshwari family, since this
is a family managed business, decided to invest resources on automation to have
shorter production runs and shorter product life-cycles. It has decided to
introduce packaging machines to reduce semi-skilled and unskilled labour.
The company has a bad record in industrial relations since workers in the past
have had several problems pertaining to wages and working conditions, Rajnath
Dube, a worker who is often pampered by management to get their way,
dominates the company union. Rajnath is a man who ranks very low in personal
and professional ethics but has a way with people and is good at politics. He has
a substantial clout with the workers who trust him and would act on his advice.
But the management is fully aware that Rajnath may not be able to help much if
the company thinks of retrenching workers. However the management decided
to speak to Rajnath regarding their decision to introduce automatic machines and
subsequent lay off of workers. Rajnath immediately sensed a good opportunity
to make a big sum so he pretended that convincing the workers was herculean
task and he would need at least 6 months time to do this. The management was
however impatient to introduce automation and told Rajnath to convince
workers within 3 months to help them implement the decision. Of course
Rajnath played his game and asked for a huge sum in reciprocation of his effort.
The Maheshwari brothers were shocked at the price that Rajnath wanted. They
however knew that things would only get worse if they refused Rajnath's
proposal.
Questions:
Was the Maheshwari family's method of introducing change in Sugar
Private Limited appropriate? Please substantiate your response giving
suitable reasons.
How would you apply the provisions of ID Act in managing this change
and handle Rajnath?