Organizational Change & Development (VV2)
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1 . Why are organisational changes often resisted by individuals and groups 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 organisationshould be implemented with the cooperation of 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 process of OD.
6 . Discuss the behavioural interventions techniques for Organisation development.
7 . ” Organisations that fail to change are sure to fall”. Comment.
8 . Write short notes on fivr: A. Planned change, B.Force field analysis C.Sensitivity training D. Action research E. Grid OD
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Case Detail :
Mr. Kulkarni got promotion last year and has been posted as foreman in a production 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 jobof a supervisor in about six years. His human reletions were generally good. His colleagues had wished him well on his promotion. To improve the working of his shop, Kulkarni introduced some changes in his shop.He reallocated the the responsibilities of the supervisors and changed the shifts and machines of some operators. He thought that this change would improve the working of his shop. However , from that time onwards Kulkarni began to have trouble as foreman. The supervisors in his shop gave hgim the silent treatment. The operators seemed to make mistakes even in doing simple 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 the plant.
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 ?
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1. Lewim’s process consists of
Unfreezing stage
moving stage
refreezing stage
All of these
2. New performance appraisal system and incentives usage is part of
Mobilize commitment
consolidation of gains
reinforcement of new programmes
human resource intervention
3. Moving stage in Lewin’s organisational change process considers
mobilize commitment
consolidation of games
monitoring and assessing programmes
reinforcement of new programmes
4. ” Self designing organisations'” is an example of
human resource intervention
technostructural intervention
strategic intervention
HRM interventions
5. Formulating SMART performance training objectives are included in
Human resource interventions
strategic interventions
Technostructural interventions
HRM interventions
6. While describing individual roles , the ‘Role ‘ is called as
Individual role
Focal role
social role
none of these
7. Organisational Development (OD) process is cyclical and ends, when
data is gathered
problem is identified
desired development result is ontained
plan is implemented
8. The role negotiation technique for group intervention was developed by
Roger Harrison
Bennet and Hailey
both Roger Harrison and Bennet and hailey
none of these
9. OD can also be called as a process for
Performance appraisal
change of people
For teaching people how to solve the problem
all of these
10. People in the organisation should be treated as
Important resource
Natural resource
working capital
all of these
11. ‘ In terms of organisational change ,’ maintenance of status quo’ represent
instability
stability
contradiction
opposition
12. Among the most common and influencial forces of organosational change are the emergence of new competitors and ____________
Innovation in technology
new company leadership
evolving attitudes
all of these
13. Which of the following strategies refer to slow, gradual or incremental type of change in terms of strategic management?
Internal development
external development
revolutionary development
radical development
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14. Joint venture is an example of which of the followinf ?
Internal development
external development
revolutionary development
radical development
15. Which of the following is one of trhe dimensions of the Greiner’s Model ?
Growth rate of company
Growth rate of market
growth rate of industry
growth rate of economy
16. Managing change is integral part of _________
Top management’s job
middle management’s job
every managers job
first line manager’s job
17. Which of the following is not an external force of change ?
market place
economic change
work force
Government law and regulations
18. Falling interest rates would most stimulate what change factor for a manager ?
market place
economy
Government law and regulation
labour market
19. Which change factor did Steve Bennett address in his turnaround of Intuit Inc. ?
Technology
workforce
equipment
strategy
20. Labour strikes are an example of what change factor that may encourage a change in management, thinking and practices?
Work force
equipment
employees attitude
strategy
21. Internal forces that stimulate the need for change tend to originate primarily from the impact of external forces or from ______-______
The forces of competition
Change in technology
The internal operations of the organisation
customer demand for the products the company produces
22. Which of the fpllowing is not one of the ADKAR change model process ?
Awareness
determination
ability
knowledge
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23. When implementing change process, which level of creating a shared vision is essential
telling
testing
consulting
cocreating
24. Which of the following factors is least important when selecting a change strategy
Finance
Time frame
expertise
degree of resistance
25. Change management often fails because of _______________
Focusing only on process
Focusing only om results
No change in reward system
All of these
26. An integrated tools for measuring the impact of change in the organisation are
ROI
cost of project
Project of time
The results chain
27. Which of the following should not be the role of the change agent ?
Facilitator
Project manager
Clown
Educator
28. Culture intervention concentrates on
Traditions
precedents
practices
All of these
29. Survey feed back system consists of cyclical process ,there numbers being __________
Three
four
five
six
30. Management by Objectives (MBO) programme generally consists of
four stages
five stages
six stages
seven stages
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31. The team of authours, who called organisational development as, practical application of science of organisation is
Fayle and Taiylor
Porras and Robertson
Roggers and Bennet
None of these
32. Reputation analysis analysis is based on the idea, that ____________
Hard working workers have reputation
The company should have reputation in the market
Powerful people are known to others
all of these
33. The number of different management approaches for changing entire system , are thought to be
four numbers
five numbers
six numbers
seven numbers
34. A known OD conceptualise , has indentified prime responsibility of OD consultant, the initiator’s name is
Taylor
Ishikawa
Porovasky
Argyris
35. Which of the following is an OD technique
Exit interview
Quality circle
Organisational restructuring
Team building
36. Which of these is not a characteristics of OD?
Long term
planned
any change
behavioural science
37. Which one of these contributions is not credited to Kurt Lewin ?
Force field analysis
Action Research
Transactional analysis
T=Group
38. Which one of these does not belong to the model of culture proposed by Edgar Schain ?
Artefacts
Shared responsibility
shared assumptions
Espoused values
39. How many roles are defined in Belbin team roles ?
seven
eight
nine
eleven
40. Adult learning theory is also called
Pedagogy
Andragogy
Gynogogy
Dynogogy
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