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O.D.M Computer & Mgt. Education

(OBH- 314)

Organizational Effectiveness & Change (OBH-314)

Q. 1:

What Is change? Is the organisational change necessary phenomenon? Are theremany types of change? Discuss.Ans.

Change is the process of analyzing the past to elicit the present actions required for the future.It involves moving from a present state through a transition state to a future desired state.Yes, organisational change necessary phenomenon. Organisational change is concerned as arelatively enduring alteration of the present state of an organisation or its components and their differentiated and integrated functions, in totality and partially in order to attain greater viability in thecontext of the present & anticipated future enrichment. It will include amalgamation, diversificationrestructuring change, in design or the introduce of new systems encompassing the entireorganisation or its sections. It will also mean change of people, taste and technology of theorganisation. It certainly includes change in processes customs, norms and culture of theorganisation.

Different types of changes are:-(i)Strategic change:

is concerned with broad long term and organisation will issue aboutmoving to a future state. Which he defined generally in term of strategic vision scope.

(ii)Operational Change

:- Refers to new system procedures structures or technology, which willhave an effect on working arrangements within apart of the organisation . but the impact on peoplecan be mere significance than broader strategic change they have to be handled just as carefully.(

iii) Reactive change

:- Is clearly in response to an event or a series of events are termedreactive. Generally most components are engaged in reactive after incremental change.

(iv) Anticipatory Change :-

is carried out expectation of an even or a series of event. Inanticipation of such change, the organisation may tune in.

(v)Planned Change:-

is undertaken to imp upon the current ways of operating. It is also knowas development change.

(vi)Incremental change:-

is the change directed at the micro level and focused on the units/subunits components with in an organization.

(vii)Strategic Change:- Is

addressed to the organization as a whole or to most of theorganizations components inclusively strategy.

(vii)Fundamental Change:-

definition of current purpose or mission of the organization. It isalso know as basic change.

(ix)Directional change:-

is towards a particular direction due to severe competition or regulatory sift in government policy & control. Directional change is also critical when anorganization is developing a new strategy.

(x)Transformational Change:-

Involves the entire or a greater part of the organisation. Itcould be change in the shape structure, or nature of the organisation.

(xi)Recreation:-

involves a significant or drastic change in an organisation strategy.

(xii)Total Change:

When the organisation is constrained to develop new vision and strong linkbetween its strategy employees and business performance. The organisation has to achieve a turnaround.

Q.No. 2: Discuss nature of organisational change

Ans:- Tasks:-

Mean goals and the whole hierarchy of goals and sub-tasks required to secure them.For ex: The

task of earning a certain rate of profit implies a whole chain in of subtasks like producingsome specific product, allocating resource to marketing it, market segments, the appropriateadvertising budget and so on.

Techniques

: - are the systematic procedures for converting inputs into outputs of given character.For ex. Strategic planning etc.

O.D.M Computer & Mgt. Education

(OBH- 314)

Structure

:- is the network of roles in an organisation that represents the legitimate & durablearrangements by which the organizations work gets done. It is usually visible in the form of departments committees etc.

People

: here means the skills and attitude of the members or the organisation be the managerswhite callous, clerical staff, blue-collar workers.

Q.No.3:-Explain process of Planned Organisational change/ organisational change process.

Ans:- Planned organisational change required a systematic process of movement from oneconditions to another. Kurt Lewin is suggested that the efforts to bring about planned change inorganisation should approach changes as multistage process. His model of planned change ismade up of three steps :

•

Unfreezing

•

Change

•

RefreezingOld stage: - Unfreeze Change Refreeze New Stage.

Unfreezing

: - Is the process by which people become aware of the needs for change. If people aresatisfied with current practices and procedures. They may have little or interest in makingemployees understand be affected by it. the employees who will most affected by the change mustbe aware of why it is needed which ineffective current operations to be motivated of change.

Change: -

Itself is the movement from the old way of doing new way. Change may entail installingnew equipments, restructuring the organization implementing a new appraisal system.

Refreezing

:- makes new behaviour relative permanent and resistant to further change refreezing isnecessary because without the old ways of doing things might soon represent themselves while thenew system are forgotten. For ex. Many employees who attend special training sessions applythemselves in their organisation. But when they return to workplace, they find it easier to confirm tothe old ways than to have waves.-

Q.No.4:- Explain need for change and its significance.

Ans:- The need for bringing about a plan change arises due to several reasons. Major changes inthe external environment, technology nature of work force etc. may make an organisation existingstructure, management practice or its culture obsolete for the new situation. Also with the growth of the organisation its communication and decision-making systems may become choked, its reward &punishments systems may lose their effectiveness and its interpersonal and inter-departmentrelationship may deteriorate. In all such cases change may become necessity.

According to Larry & Greiner:

five stages in the growth of an organisation.

Phase I

: The first stage of organisation growth is called creativity. In this stay the emphasis is onecreating both a producing few employees, communication, an many whom is frequent and informal.

Tasks(Goals, Targets, Subtasks)Technique(Production, Informationother technology)Structure(Hierarchy, Department,Decentralization)

People(Skills, Attitudes, Social interaction)

O.D.M Computer & Mgt. Education

(OBH- 314)

The salary of employer or motivated promises of ownership benefits. In this point the changes isleadership is needed. There is need for a strong leader, who can pulls organisation together Greiner calls crises of leadership.

Phase- II

: - next stage directions the new leader in this phase follow directive techniques to harnesshis employ energies into growth. He introduced a fun structure, jobs, mores specialized,communication and adopts incentives and work standards. The techniques is more larger, morediversify and complex.“There is the therefore need for greater delegation” Greiner called crises of autonomy”

Phase- III

:- Stage Delegation.The next evolutionary period of growth beings. The organisation structure became decentralizethere is there is management by expectation. But eventually, top executives start feeling thatdecentralized is breeding parochial attitudes. There is, therefore need for better coordination.

Phase IV

:- CoordinationWith better and more sophisticated techniques of coordination. The next evaluating period of growthbeings. This works will for sometime and then creates another crises of red-tape. The whole systemis become highly bureaucratic. Staff conflicts become active.There is now need for greater collaboration and teamwork, which can be achieved by changing to amatrix type structure.

Phase – V

: CollaborationWith the change over to the matrix type of structure the next evolutionary period of growthbeing. During this period economic rewards are geared to team performance self takes the place of a formal control system.

Organisation important. Significance of change

Identify need for change1)Functional coping with environment.2)Growth demand change.3)Making an impact an environment.4)Optimization of economic variables affecting the organization5)Optimization of technological variables affecting organization .6)Maintenance of a positions of excellence.7)Maintenance of balance and optimization between the various subsystems in theorganization.8)Release of potential energy.9)Simultaneous achievement of multiple objectives.10)Social mission within & outside the organisation.

Q.No. 5:- What is organisation development? Explain characteristics of OrganisationDevelopment.

Ans:- Organisation Development is an effort planned, organisation wide and manage from top toincrease organizational effectiveness and health through planned interventions in the organization’sprocessors using behavioural science knowledge.Organisation development is a top many supported long-range effort to improve anorganisational problem- solving and renewal process, particularly through a most effective andcollaborative diagnosis etc.

Characteristics of organisation Developmenta)Behavioural Science Base

:-Organisation Development is a behavioural science based approach to organisational improvement.It is primarily concerned with improving the organisation by focusing aspects that have a bearing anhuman & social improves.

b)Normative Approach to organisation change

:-Organisation development is a normative process grounded in value leader assumptions of whatconstitutes deal individual & organizational growth. Development for the OD practitioner means themovements of individual and organisation in certain directions consistency with democratic andhumanistic values ideals such as autonomy self actualization etc.