Management of Change & Organisational Development

PART A (Descriptive Type) = 16

PART B (Case Study) = 2
PART C (Multiple Choice) = 80
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PART A
Descriptive Type Question
Question 1: What are the common pitfalls while implementing
organizational change? Discuss in detail.
Question 2: Examine the nature and scope of Organization
Development.
Question 3: How is organizational change different from organizational
development? Discuss, quoting suitable example.
Question 4: How do organizations know when they should change?
What cues should an organization look for? Discuss in detail.
Question 5: What are the various factors accelerating change? Explain
the sources of individual and organizational resistance to change.
Question 6: What is an OD Intervention? Discuss the OD values
necessary for dealing with Individuals, team and organization.
Question 7: Explain different kinds of OD interventions specially
designed to improve team performance. Explain the human process
approach to OD.
Question 8: State and explain various theories of planned change in
detail.
Question 9: List and explain the steps that managers can take to
minimize resistance to change.
Question 10: Discuss and exemplify the relevance of intergroup
development OD intervention in the organisation.
Question 11: Explain the concept of transformational change, its
prerequisites and steps involved.
Question 12: What is an OD intervention? Explain different types of
interventions oriented to task and people.
Question 13: How do you base the classification of OD intervention?
Briefly explain one of them.
Question 14: Why is it necessary for a manager to be the change
agent? As a change agent what are the responsibilities of a manager.
Question 15: Why do individuals and organizations resist change? What
are the sources of resistance? Explain mechanism to resist change?
Question 16: "Human beings need something dependable and familiar
on which to lean while wrestling with new concepts and practices. They
need to maintain certain feeling of integrity, of position, of worthiness,
of self-respect and dignity where the threat to individual's life is too
great, he tends to develop traits of insecurity, aggression,
defensiveness, retaliation and over justification for the present situation
and his personal behavior, or he may become a misfit who is lost in his
own culture." Elaborate and explain the underlying concepts in this
statement, with suitable examples.
Question 17: Explain the stages, which are involved in bringing about
change and the psychological process and behavioral outcome of it.
Illustrate answers with examples.

PART B
CASE STUDY -1
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
Emilys 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 Jims 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 others 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 told him that her machine really didnt need to be so difficult
and touchy to operate, with a couple of rather minor design changes in the
machine and better maintenance, virtually anyone could run it. 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 couldnt see this and even joked about how managers didnt know
anything.

CASE STUDY - 2
John and Peter are working in an engineering organization - a reputed
one, where excellence goes hand-in-hand with every new imperative
flexibility. By laying down its clear-cut policies and procedures and
corporate plans this organization has earned the distinctions of being
one of the best managed companies always striving for excellence by
keeping itself abreast of the developments in the endlessly changing
scenario. During the recent review of the functioning of one of the
departments headed by Peter it was discovered that his department had
been continuously showing declining trend in terms of meeting the
targets fixed for them and the problems of high rate of turnover /
absenteeism came to light. Majority of subordinates working under
Peter were dissatisfied with their job and were feeling frustrated and
depressed over the way they were being handled by him. There was a
break-down of communication and innumerable complaints about the
rude behavior of Peter started pouring in. Peter on the other hand, has
been in this department for the last so many years and was in habit of
treating his subordinates in the traditional style. The situation started
aggravating day-by-day. The workers under Peter had to take shelter of
Unions for airing their grievances and the management was naturally
disturbed over the state of affairs and could no longer afford to be a
silent spectator. Search for a suitable replacement of Peter was
accordingly initiated and John was identified for this purpose. John was
selected for replacing Peter as he possessed the skills of managing
different types of people under different situations. His acceptability and
credibility had all along been of the highest order. Initially, of course,
this sudden change was a painful surprise for John and as it always
happens, any change in status-quo affects people and John was no
exception. However, John moved into the department and was soon
able to overcome initial difficulties. With his concerted efforts and
sincerity of purpose, he was soon able to create a strong trust bond
with his subordinates. He gave them a free hand in setting time-bound
goals for themselves. The subordinates were by then participating
arriving at the vital decisions in regard to their production and
productivity, a cordial and harmonious atmosphere developed in this
department under John. All this naturally resulted in a 'blessing in
disguise' both for the management and the workers in as much as the
department paved the way in improving the climate and culture of the
organization.
Questions:
1. Identify the issues involves in the above case. 2. What in your
opinion could be the causes for replacement of Peter and the secret of
success of John in the so-called difficult department? 3. "Developing an

effective team, having a healthy inter-personal relationship is the need

of the hour". Please comment.

Part - C
Objective Type Set - 1
1. Change efforts to overcome the pressures of both individual resistance and
group conformity is called:
a) Refreezing
b) Mobilizing
c) Unfreezing
d) Planned change
2. "First-order change" is change that:
a) Is multidimensional, multilevel, discontinuous, and radical
b) Provides insight into the ability of some individuals to resist change
c) Is linear and continuous
d) Is very threatening
3. ________ is an OC approach that focuses on data collection and analysis
using a scientific methodology
a) Action research
b) Lewins three step model
c) Organizational development
d) Process consultation
4. 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:
a) economic factors
b) the fear of unknown
c) selective information processing
d) the security needs

a)
b)
c)
d)

5. John Kotter built on Lewin's three-step model to create a more detailed

approach for implementing ______.
Action research
Economic shocks
Change
Social trends

a)
b)
c)
d)

6. Which of the following is a source of organizational resistance to change?

Security
Group Inertia
Economic factors
Habit

a)
b)
c)
d)

7. 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
8. Kurt Lewin's three-step model for successful change in organizations
includes:
a) Unthawing, changing, freezing
b) Unfreezing, moving, freezing
c) Unfreezing, moving, and refreezing

d) Unfreezing, changing, and refreezing

9. Action Research was first defined by
a) Kurt Lewin
b) John Collier
b) French and Bell
c) None of the above
10. Which is not an Internal Change?
a) Change in Equipments
b) Job restructuring
c) Change in Employee Attitude
d) Change in Business cycles
a)
b)
c)
d)

11. In Incremental change there is a

small change
radical change
gradual change
significant change

a)
b)
c)
d)

12. A change agent is:

an external or an internal agent
a behavioral scientist
both a and b
a national scientist

a)
b)
c)
d)

13. Which of the following is a tactic that managers can use to reduce
resistance to change?
Coercion
Manipulation
Education & Communication
all of the above

a)
b)
c)
d)

14. Which one of the following is not a part of Effective Change Management?
Motivating Change
Initiating Change
Creating Vision
Developing political support

15. In the moving stage of the Lewins Model

a) driving forces within the organization provide disconfirming information
that shows discrepancies between the organizations desired state and
its current state to reduce potentially resisting forces
b) supporting mechanism stabilize the organization at a new state of equilibrium
c) driving forces focus on developing new behaviors that may differ from prior
habits
d) none of the above
16. What is not true about Organizational Development?
a) Its a systematic approach
b) Its a response to change
c) Its an unplanned change
d) Its a scientific approach
17. An OD technique that involves unstructured group interaction in which
members learn by observing and
participating rather than being told is:
a) Survey Feedback

b) Team Building
c) Sensitivity Training
d) Process Consultation
18. Interventions that are aimed at improving communication ability are:
a) Structural interventions
b) Intergroup interventions
c) Interpersonal interventions
d) Process consultation
19. Inter group development seeks to
a) facilitate entry and exit of members into groups
b) change attitudes, stereotypes and the perceptions the group have of
each other
c) change the group structure and leadership
d) Merge two groups into functioning teams
20. When organizational development involves radical change that is
multidimensional and multilevel it is
most likely going through
a) Structural change
b) Technological change
c) First order change
d) Second order change
21. Grid Organization Development technique was designed by
a) Robert R Blake
b) Jane S Mouton
c) Roger Harrison
d) Both a and b
22. Team building intervention which is designed to clarify role expectation is
a) Grid OD
b) Role Analysis Technique
c) Role negotiation Technique
d) Job design
23 In managerial Grid, an individuals style can be best described as which of
the following:
a) the way one dresses
b) ones concern for production and people
c) how one interacts with management
d) the way one deals with the problem
24. The assumption underlying the use of survey feedback in OD is
a) surveys are the best way to collect data
b) a great deal of data is collected
c) it is used to provide feed back and to initiate change in the organization
d) responses can be easily be interpreted
a)
b)
c)
d)

25. 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 their own behavior

26. The following is not the stem of OD

a) Laboratory training

b) Action research / Survey feedback

c) Strategic change
d) managerial Grid
27. Strategic change interventions involve improving
a) The alignment among an organizations environment, strategy and
organization design
b) The organizations relationship to its environment
c) The fit between the organizations technical, political and cultural
systems.
d) All of the above

a)
b)
c)
d)

28. 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
collecting data
29. 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

a)
b)
c)
d)
a)
b)
c)
d)

30. Which of the following is not a step of Role analysis technique?

role incumbents expectations of others
Role negotiation
role expectations
role profile

a)
b)
c)
d)

31. 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

a)
b)
c)
d)

32. In fundamental change there is

redefinition of current purpose or mission
abrupt change in organizations strategy
change of all or most of the organization components
response to an even or a series of events

a)
b)
c)
d)

33. Coaching and Counseling is an OD technique which is used for

Individuals
Dyads
Groups
Organization

a)
b)
c)
d)

34. Third Party Intervention an OD technique which is used for

Individuals
Dyads
organization
Intergroup
35. Role Negotiation an OD technique which is used for

a)
b)
c)
d)

Individuals
Dyads
Groups
Organization

36. Consultant client relationship does not follow

a) Understanding the actual client..
b) Slowly and gradually understanding of the whole system
c) Finding out the inter-related and inter-dependent groups.
d) misrepresentation and collusion
a)
b)
c)
d)

37. 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
38. OD is often defined as:
a) anything done to better an organization
b) a planned effort to improve the effectiveness of the organization
c) training function of the organization
d) all of the above
39. Which is not the area of issue in consultant-client relationship?
a) Mutual Trust
b) Career Development
c) Nature of Consultants Expertise
d) Entry and Contracting
40. Which of the following is an external change?
a) performance gaps
b) change in products
c) advances in information process
d) change in organizational size
Objective Type Set - 2

1. Scientific management conceived itself with:

(a). Micro aspects of organization
(b). Macro aspects of organization
(c). Social aspects of organization
(d). Systems view of organization
2. Organizations which are structured and with prescribed relationship
are called:
(a). Informal organization
(b). Formal organization
(c). Functional organization
(d). Only 1 and 2 have

3. A system having a network structure of control, authority and

communication is labeled as:
(a). Organic system
(b). Mechanistic system
(c). Closed system
(d). Controlled system
4. Quality of working life is not based on:
(a). A particular theory
(b). A particular technique
(c). Non-participation by employees
(d). All the above
5. Which type of perspective is used for demonstrable results in terms
of output, cost reduction project etc.;
(a). Sociological perspective
(b). Behavior science perspective
(c). Political analysis
(d). Professional management perspective
6. Organizational analysis may focus on:
(a). Structural aspect
(b). Process in organization
(c). Either 1 or 2
(d). Neither 1 or 2
7. Some of the organizational processes are:
(a). Role clarity
(b). Management styles
(c). Both 1 and 2
(d). Marketing departments
8. One of the sub-systems in an organization is:
(a). Organizational learning mechanism
(b). Culture
(c). Financial Management
(d). Communication
9. The concept of Action Research was given by:
(a). A H Maslow
(b). H Fayol
(c). K Lewin
(d). R Bechard
10. Grid OD is an OD technique, which is used for:
(a). Individual

(b). Dyad
(c). Group
(d). Organisation
11. Which of the following factors influence the choice of an OD
intervention:
(a). Applicability
(b). Feasibility
(c). Acceptability
(d). All of the above
12. Residential analysis essentially deals with understanding of:
(a). How a given organization really functions
(b). Level of motivation
(c). Inter and intra group relationship
(d). Communication network
13. Process Consultation is an OD technique, which is used for:
(a). Individuals
(b). Triads
(c). Group
(d). Organization
14. Survey Feedback is an OD technique, which is used for:
(a). Individual
(b). Dyad
(c). Group
(d). Organization
15. In diagnostic workshops, the atmosphere should be free, open and
informal. In creating this atmosphere the facilitators plays:
(a). A major role
(b). A minor role
(c). No role
(d). An observer's role
16. MBO is an OD technique, which is used for:
(a). Individual
(b). Dyad
(c). Group
(d). Organization
17. The six box model of OD is given by:
(a). Kurt Lewin
(b). Elton Mayo
(c). Marvin Weisbord

(d). Sandra Janoff3

18. Process of planned Organisational change was given by:
(a). Kurt Lewin
(b). Alwin Toffler
(c). Eric Berne
(d). Stephen Robbins
19. The process model of change talks about:
(a). Two phases
(b). Three phases
(c). Four phases
(d). Five phases
20. The diagnostic tool in which two types of forces-the driving and
restraining forces-are studied is called:
(a). Structural Analysis
(b). Force-field Analysis
(c). In-depth Analysis
(d). Brainstorming
21. The internal changes in OD programs may be carried out in:
(a). Structure
(b). Technology
(c). Tasks
(d). All of the above
22. Which technique is not an individual OD intervention?
(a). Process Consultation
(b). TA
(c). Counseling
(d). Role Analysis Technique
23. Which technique is not meant for Dyads and Group interventions?
(a). Process Consultation
(b). Force-field Analysis
(c). Counseling
(d). Survey Feedback
24. OD is planned approach to respond effectively to:
(a). Internal Environment
(b). External Environment
(c). Both (a) and (b)
(d). Top management's direction

25. Stabilizing and integrating the change by reinforcing the new

behaviors and integrating them into formal interpersonal relationships
and in one's personality is called:
(a). Freezing
(b). Re-Freezing
(c). Unfreezing
(d). Changing
26. For integrating individual and organizational goals, the ideal
intervention process is:
(a). Role analysis
(b). Survey feed back
(c). MBO
(d). T-Group
27. the school of thought according to which OD is the effective
implementation of the organisation's policies, procedures and
programmes, is called:
(a). The system-process school
(b). The program-procedure school
(c). The survey-feed back school
(d). Planned-approach school
28. For integrating individual and organizational goals, the ideal
interventions process is:
(a). Role analysis
(b). Survey feed back
(c). MBO
(d). T-Group
29. The school of thought according to which OD is an effective
implementation of the organisation's policies, procedures and programs,
is called:
(a). The system-process school
(b). The program-procedure school
(c). The survey-feed back school
(d). Planned-approach school
30. The school of thought in which the emphasis is more on work
groups within and across departments rather then individuals as such is
called:
(a). Cross Sectional Analysis
(b). Residential Analysis
(c). Program procedure
(d). System-process school

31. The approach which is used for improving interpersonal relationship

and for better team work is known as:
(a). Emulative Approach
(b). Group Decisions Approach
(c). T-Group Approach
(d). The degree Approach
32. In order to comprehend the range and applicability of OD
interventions, these interventions have been classified around the
following dimensions:
(a). Focus
(b). Target
(c). Departments
(d). Both (a) and (b)
33. The following tools may be used for analyzing "organizational
scripts".
(a). Transactional Analysis
(b). Role Analysis
(c). Survey Feedback
(d). Role Negotiation
34. Which OD intervention aims to achieve an ideal style of
management?
(a). Confrontation Meeting
(b). Third party peace making
(c). Role Analysis technique
(d). Grid OD
35. The OD intervention designed to work with individuals and groups to
help them learn about human and social process and to learn to solve
problems that stem from such processes in an organization, is called as:
(a). Process consultation
(b). Survey Feedback
(c). Grid OD
(d). Job Redesign
36. As a leader, the change agent is expected to play the following
roles:
(a). Change advocate
(b). Change interpreter
(c). Trouble shooter
(d). All of the above
37. Fear of obsolescence can be overcome by:
(a). Re-designing job
(b). Providing support

(c). Training
(d). Phasing of change
38. Coping with indifference of management can be overcome by:
(a). Phasing of change
(b). Role clarity
(c). Providing support of resources
(d). None of the above
39. Role negotiation technique involves:
(a). Contract setting
(b). Confrontation meeting
(c). Counseling
(d). Transactional analysis
40. Components of evaluation can be:
(a). Policy making group
(b). Objectives
(c). Resources allocation
(d). Motivation
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