Management Questions

Q 13: what are the conditions (any three) facilitate cultural change?
Explain with examples.
Ans: Cultural change refers to change in culture of an organization. These
factors can include the weak organizational structure, this means when an
organization has weak company values and all the employees does not accept
those values creating instability and lack of innovation. Another factor could be
when the leadership is transferred from one person to another, leaders play an
important part in an organization as they are the decision makers of the
company and if the leadership has been changed it may cause the downfall of
an organizational culture as the new leader would not be experienced about
the culture of the organization and also cause the employees to lose interest in
work as they could not adjust themselves with the new manager. An addition
to this changes in culture can also affect the employees being unsatisfied with
their work.

Q 14: What factors force you to use intuition as a tool for decision
making and why?
Ans: Intuition offers us to respond instantly while providing confidence in our
knowledge and decision making. You can rely on intuition on a condition of
your expertise when you are expert in something and you can predict the
future, research says that almost 10 years of experience is required for the
decision making on the basis of intuition For example, a factory foreman
spends every day scanning the factory environment, ensuring it is safe and
workers are productive. After many years of this, the foreman learns to
recognise the most important signals or patterns of activity, ignoring irrelevant
information. Thus the experienced foreman can respond to conditions on the
factory floor in a rapid, accurate, and intuitive way.

Q 17: Why organizational culture is naturally resistant to change?

Explain logically.
Ans: The structure of an Organization is build to maintain stability overtime
and is therefore naturally reluctant to change of any kind. senior sponsors of
organisational change often blame implementation failures on employee and
middle manager resistance to change. At times, this is true. More often,
however, senior leaders and managers overestimate how much change they
can force on the organisation. Some also do not understand how difficult it is
to lead and implement change effectively.