M.B.A. DEGREE EXAMINATION, NOVEMBER/DECEMBER 2017.
Third Semester
MANAGEMENT OF CHANGE AND ORGANISATION DEVELOPMENT
2 90135 A
Time 3 Hours Max. Marks 70
SECTION — A
Answer the following questions. 2 10 Marks)
1. Role of consultant.
2. Change agent.
3. Resistance to change.
4. Organisation development.
5. OD interventions.
SECTION — B
Answer the following questions (with internal choice).
10 50 Marks)
6. Explain the evolution and importance of organisational change.
Or
Describe the techniques of consultation.
7. What is resistance? Explain the dynamics of resistance to change.
Or
Discuss about the methods of over coming resistance.
8. Explain the need for and importance of organisation development.
Or
Explain the theory and management of organisation development.
9. Brief out the foundations of OD.
Or
Explain the concept of comprehensive interventions.

10. What are the key considerations and issue in organisational development?
Or
Discuss about power politics and O.D.
SECTION — C
Compulsory (10 Marks)
11. Case study
The personnel office of Prashant chemicals Limited Informed the middle managers,
through a circular that a group of consultants would be calling on them later in the
week to provide training on team building The consultants would be emphasizing
on how to develop team work and to build inter group relationships throughout the
company. The information also contained the approach to be adopted by the
consultants and explained the five steps process of team buildings: problem sensing
examining differences giving and receiving feedback, developing interactive skills
and follow up actions. The circular also included a note on the utility of team
building in organisational effectiveness.
On receiving the circular middle managers felt tense as they thought team building
as an exercise involving a lot of hocus-pocus as they thought team sensitivity
training exercises in Which Participants used to attack each other and let out their
aggression by heaping abuse on those disliked.
Therefore, the managers felt that the consultants were not needed for team
building. One of the managers commented' now that we understand what is
involved in team building we can go ahead and conduct session ourselves. All we
have to do is to choose a manager who is liked by everyone and put him in the role
of change agent consultant. After all, you really do not need high-priced.
consultants to do this team building stuff. You just have to have a good feel for
human factor'. The other managers generally agreed. However the corporate
personnel director turned down their suggestions and proceeded with his original
programmed to hiring consultants.
Questions:
Why did middle managers show resistance to team building approach of
organization development?
Do you think the managers had accurate view of team building concept and
role of external consultant in that?
Did corporate personnel office sell the concept of team building and its
usefulness properly to middle managers? What actions that the department
has taken?
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