Total No. of Questions 08] [Total No. of Pages 02
M.B.A. DEGREE EXAMINATION, MAY 2018
Third Year
C-HUMAN RESOURCE MANAGEMENT (Optional)
Managing Change in Organisations
Time 3 Hours Maximum Marks :70
SECTION A
Answer any three of the following questions. x 5 15)
Q1) Planned change.
Culture.
Organisational change.
Learning organization.
Organisational Development.
Work redesign model.
SECTION B
Answer any three of the following questions. x 15 45)
Q2) What is change? What are the most frequent causes of change?
Q3) Explain various steps involved in the process of organizational change.
Q4) Discuss issues and concepts in organizational diagnosis.
Q5) How do you evaluate organizational change programme?
Q6) Why changes may fail? Explain.
Q7) Define the term organizational development. Enlist the characteristics of OD.
SECTION C
(Compulsory)
Q8) Case Study:
The personnel office of Prasant 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-step process of team building:
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 organizational effectiveness.
On receiving the circular, middle managers, felt tensed as they though team
building as an exercise involving a lot of hocus-pocus as they experienced in
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 as 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
team building stuff. You just have a good feel for human factor'. The other
managers generally agreed. However, the corporate personal director turned
down their suggestion and proceeded with his original programme of 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 should the department
have taken?