CLASS: M.B.A.
13A / 426
St. JOSEPH’S COLLEGE (AUTONOMOUS) TIRUCHIRAPPALLI – 620 002
SEMESTER EXAMINATIONS – APRIL 2013
TIME: 3 Hrs.
MAXIMUM MARKS: 100
SEM
SET
PAPER CODE
TITLE OF THE PAPER
IV
2011
10PBA4335
CHANGE MANAGEMENT AND
ORGANISATIONAL DEVELOPMENT
SECTION – A
Answer all the questions:
10 x 3 = 30
1.
State the meaning of organizational change.
2.
Mention any two models of change.
3.
How are changes managed in HRD?
4.
What is meant by Human Resource Process?
5.
Write a note on ‘Team Building’.
6.
Define ‘OD’.
7.
What is ERP?
8.
Explain the meaning of Business Process Management.
9.
What do you mean by knowledge management?
10.
Write a note on ‘Learning Organisation’.
SECTION – B
Answer all the questions:
11.
a.
5 x 10 = 50
Enumerate the various theories of change.
OR
12.
b.
Examine the different techniques for managing change.
a.
State and explain the HR initiatives for managing change in Indian organizations.
OR
b.
Narrate the issues relating to Human Resource Process.
13.
a.
What is OD intervention? Discuss some of the techniques of OD intervention oriented to
‘task’ and people.
OR
14.
b.
‘OD is a planned approach to change’. Discuss.
a.
Explain the concept of ‘Business process re-engineering’. State its features.
OR
15.
b.
Briefly explain the essentials for effective management of change.
a.
Bringout the steps in implementation of knowledge management.
OR
b.
Summarise the guidelines to build learning integrated model for managing
organizational change.
SECTION – C
CASE STUDY:
16.
1 x 20 = 20
Akhil Vikas International is a top fast moving consumer goods (FMCG) category company
in India. It has quite a few well – known branded products which offer beauty, health and
wellness solutions. It also keeps several popular brands of home care products, food and
beverages.
The company considers, product differentiation as its main and successful marketing
strategy. To achieve product differentiation, it adopts the TQM approach in the production
process. Though the total strength of its workforce is 12,100, it enjoyed fairly good industrial
relations so far. The unique HR policies and practices of the company were largely responsible
for the cordial relationship between the superiors and the subordinates. There was a clear
demarcation of duties and responsibilities between the supervisors and the workers, and this
prevented possible conflicts and strains in the relationships.
However, the situation changed dramatically in the recent period after the company went
in for the modernization of its plant. As part of its modernized programme, it recruited a big
chunk of knowledge workers recently to operate the high-tech machines. These workers were
assigned to supervisors in different production units after undergoing orientation. Contrary to
expectations, the management observed some unease in the relationship between the
supervisors, and the newly appointed sub ordinates. There were frequent complaints of illtreatment from the sub-ordinates and disrespect from the supervisors. Consequently, tension
began to build between these two groups in the organization, leading to declining employee
morale, quality levels and performance efficiency.
The management of Akhil Vikas was vexed over the development in the organization and
decided to utilize the services of IDEA – an external OD agency – to resolve the issues of the
organization. The IDEA team, in coordination with the HR department, conducted an OD
survey to identify the cause of the frequent disputes between the supervisors and the
subordinates. At the end of the survey, the team identified assertive and independent behavior
of the newly appointed high –tech workers as the cause of the disputes. The supervisors
apparently perceived a direct challenge to their authority from these subordinates.
Understandably, the team found intransigence bordering on arrogance in the attitude of the
supervisors towards their sub ordinates. Thus, there was a clear distrust between the
supervisors and the new subordinates. However, these supervisors maintained normal and
cordial relationship with the older subordinates.
The external experts attributed the crisis to the absence of any training for the supervisors
in team-building and leadership. They also found the orientation and socialization provided to
the new employees as grossly inadequate. Finally, the HR Department, in collaboration with
the IDEA team, organized a series of training programmes for the supervisors on topics like
interpersonal skill training, emotional intelligence, team building, cross-cultural
understanding, motivation, personality – type training and conflict management. The HR
department also increased the duration of the orientation programme for the new employees by
making it more extensive and relevant. The management is now fairly optimistic about the
outcomes of its efforts.
Questions:
1. According to you, who is to be blamed for the problems of
Akhil Vikas International?
2. How do you assess the efficiency of the human resource
the OD intervention programme in general?
department in carrying out
3. What will be the possible outcome of the joint efforts of the HR
department
IDEA in terms of organizational development
and change management?
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and