Management of Change & Organizational Development
Questions:
What are the common pitfalls while implementing organizational change? Discuss in detail.
Q .2 (a) State and explain various theories of planned change in detail? Influence the quality and direction of change.
b) List and explain the steps that managers can take to minimize resistance to change.
Q .3 Discuss and exemplify the relevance of intergroup development OD intervention in the organization.
Q .4 what are the various factors accelerating change? Explain the sources of individual and organizational resistance to change
Q .5 How is organizational change different from organizational development? Discuss, quoting suitable example.
Q .6 How do organizations know when they should change? What cues should an organization look for? Discuss in detail.
Q .7 What is an OD Intervention? Discuss the OD values necessary for dealing with individuals, team and organization.
Q .8 Explain different kinds of OD interventions specially designed to improve team performance. Explain the human process approach to OD.
CASE STUDY
CROSS – TRAINING EMILY
Emily, who has the reputation of being an excellent worker, is a machine operator in a furniture manufacturing plant that has been growing at a rate of 15% to 20% each year for the past decade. New additions have been built onto the plant, new plants opened in the region, workers hired, new product lines developed, lots of expansion, but with no significant change in overall approach to operations, plant lay-out, ways of managing workers, or in the design processes. Plant operations as well as organizational culture are rooted in traditional Western management practices and logic, based largely on the notion of mass production and economies of scale. Over the past four years, the company has been growing in number and variety of products produced and in market penetration; however, profitability has been flattening and showing signs of decline. As a result, management is beginning to focus more on production operations (internal focus) rather than new market strategies, new products, and new market segments (external focus), in developing their strategic plans. They hope to get manufacturing costs down, improve consistency of quality and ability to meet delivery times better, while decreasing inventory and increasing flexibility.
One of several new programs initiated by management in this effort to improve flexibility and lower costs was to get workers cross-trained. However, when a representative from Human Resources explained this program to Emily’s supervisor, Jim, he reluctantly agreed to cross-train most of his workers, but NOT Emily.
Jim explained to the Human Resources person that Emily works on a machine that is very complex and not easy to effectively operate. He has tried many workers on it, tried to train them, but Emily is the only one that can consistently get product through the machine that is within specification and still meet production schedules. When anyone else tries to operate the machine, which performs a key function in the manufacturing process, it either ends up being a big bottle neck or producing excessive waste, which creates a lot of trouble for Jim.
Jim goes on to explain that Emily knows this sophisticated and complicated machine inside and out, she has been running it for five years. She likes the challenge; she says it makes the day go by faster, too. She is meticulous in her work, a very skilled employee who really cares about the quality of her work. Jim told the HR person that he wished all of his workers were like Emily. Jim was adamant about keeping Emily on this machine and not cross-training her. The HR person was frustrated. He could see Jim’s point but he had to follow executive orders: “Get these people cross-trained.”
Around the same period of time, a university student was doing a field study in the section of the plant where Emily worked and Emily was one of the workers he interviewed. Emily told the student that, in spite of the fact that the plant had some problems with employee morale and excessive employee turnover, she really liked working there. She also mentioned that she is hoping that she did not have to participate in the recent “Program of the Month” which was having operators learn each other’s jobs. She told the student that it would just create more waste if they tried to have other employees run her machine.
Emily seemed to take a special liking for the student and began to open up to him. She. She had tried to explain this to her supervisor a couple of years ago but he just told her to “do her work and leave operations to the manufacturing engineers.” She also said that, if workers up stream in the process would spend a little more time and care to keep the raw material in slightly tighter specifications, it would go through her machine much more easily and trouble-free, but that they were too focused on going fast. She expressed a lack of respect for the managers who couldn’t see this and even joked about how “managers didn’t know anything.”
Q .1 Identify the sources of resistance to change in this case.
Q .2 Discuss whether this resistance is justified or could be overcome.
Q .3 Recommend the ways to minimize resistance to change in this incident.
Assignment C
is an OC approach that focuses on data collection and analysis using a scientific methodology
Action research
Lewin’s three step model
Organizational development
Process consultation
When people resist change because they hear what they want to hear and they ignore information that challenges those perception, they are resisting change because:
economic factors
the fear of unknown
selective information processing
the security need
John Kotter built on Lewin's three-step model to create a more detailed approach for implementing ______.
Action research
Economic shocks
Change
Social trends
Which is not an Internal Change?
Change in Equipments
Job restructuring
Change in Employee Attitude
Change in Business cycles
In Incremental change there is a
small change
radical change
gradual change
significant change
A change agent is:
an external or an internal agent
a behavioral scientist
both a and b
a national scientist
Which of the following is a tactic that managers can use to reduce resistance to change?
Coercion
Manipulation
Education & Communication
all of the above
Which one of the following is not a part of Effective Change Management?
Motivating Change
Initiating Change
Creating Vision
Developing political support
When organizational development involves radical change that is multidimensional and multilevel it is most likely going through
Structural change
Technological change
First order change
Second order change
"First-order change" is change that:
Is multidimensional, multilevel, discontinuous, and radical
Provides insight into the ability of some individuals to resist change
Is linear and continuous
Is very threatening
Basically an operational change on a calculated basis as response to internal and external demands is a
Fundamental change
Planned Change
Strategic Change
Transformational change
Kurt Lewin's three-step model for successful change in organizations includes:
Unthawing, changing, freezing
Unfreezing, moving, freezing
Unfreezing, moving, and refreezing
Unfreezing, changing, and refreezing
Action Research was first defined by
Kurt Lewin
John Collier
French and Bell
None of the above
An OD technique that involves unstructured group interaction in which members learn by observing and participating rather than being told is
Survey Feedback
Team Building
Sensitivity Training
Process Consultation
Interventions that are aimed at improving communication ability are:
Structural interventions
Intergroup interventions
Interpersonal interventions
Process consultation
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Inter group development seeks to
facilitate entry and exit of members into groups
change attitudes, stereotypes and the perceptions the group have of each other
change the group structure and leadership
Merge two groups into functioning teams
The assumption underlying the use of survey feedback in OD is
surveys are the best way to collect data
a great deal of data is collected
it is used to provide feedback and to initiate change in the organization
responses can be easily be interpreted
The first T group was formed
to facilitate decision making
to work on group projects
to make group more cohesive
as people reacted to data as the
The following is not the stem of OD
Laboratory training
Action research / Survey feedback
Strategic change
managerial Grid
OD is often defined as:
anything done to better an organization
a planned effort to improve the effectiveness of the organization
training function of the organization
all of the above
Which is not the area of issue in consultant-client relationship?
Mutual Trust
Career Development
Nature of Consultant’s Expertise
Entry and Contracting
Which of the following is an external change?
performance gaps
change in products
advances in information process
change in organizational size
In the moving stage of the Lewin’s Model
driving forces within the organization provide disconfirming information that shows discrepancies between the organization’s desired state and its current state to reduce potentially resisting forces
supporting mechanism stabilize the organization at a new state of equilibrium
driving forces focus on developing new behaviors that may differ from prior habits
none of the above
What is not true about Organizational Development?
It’s a systematic approach
It’s a response to change
It’s an unplanned change
It’s a scientific approach
Which of the following is a source of organizational resistance to change?
Security
Group Inertia
Economic factors
Habit
Grid Organization Development technique was designed by
Robert R Blake
Jane S Mouton
Roger Harrison
Both a and b
Team building intervention which is designed to clarify role expectation is
Grid OD
Role Analysis Technique
Role negotiation Technique
Job design
In managerial Grid, an individual’s style can be best described as which of the following:
the way one dresses
one’s concern for production and people
how one interacts with management
the way one deals with the problem
Strategic change interventions involve improving
The alignment among an organization’s environment, strategy and organization design
The organization’s relationship to its environment
The fit between the organization’s technical, political and cultural systems.
All of the above
The third party attempts to make intervention aimed at opening communication and confronting the problem including which of the following
ensuring mutual motivation
coordinating confrontation efforts both the above two
both the above two
collecting data
Which of the following is not a fundamental assumption underlying process consultation?
the group is the building block of organization
groups are the basic units of change
a skilled party can help the group in joint diagnosis
it is an agenda less meeting
Which of the following is not a step of Role analysis technique?
role incumbent’s expectations of others
Role negotiation
role expectations
role profile
Which of the following areas do OD practitioner needs to be familiar with to bring about strategic change
competitive strategy
team building
negotiation
all of the above
In fundamental change there is
redefinition of current purpose or mission
abrupt change in organization’s strategy
change of all or most of the organization components
response to an even or a series of events
Coaching and Counseling is an OD technique which is used for
Individuals
Dyads
Groups
Organization
Third Party Intervention an OD technique which is used for
Individuals
Dyads
Organization
Intergroup
Role Negotiation an OD technique which is used for
Individuals
Dyads
Groups
Organization
Consultant client relationship does not follow
Understanding the actual client
Slowly and gradually understanding of the whole system
Finding out the inter-related and inter-dependent groups.
misrepresentation and collusion
Which of the following statements is false?
In an organization, it is not essential to have regular changes and development in order to bring effectiveness
Organization brings a change mainly because of planned and unplanned change
Sometimes organization is resistant to change
Organizational change is important to usher in long-term success in an organization
Change efforts to overcome the pressures of both individual resistance and group conformity is called:
Refreezing
Mobilizing
Unfreezing
Planned change