Download GTU (Gujarat Technological University) MBA 2019 Winter 3rd Sem 3539231 Change Management And Organization Development Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 3539231 Date: 03-12-2019
Subject Name: Change Management and Organization
Development
Time: 10:30 AM TO 1.30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 (a) Answer briefly for ALL the questions below: 14
1. What is corporate culture?
2. Elaborate the statement: ?OD focuses on managing change at both the individual, group
and organizational level?
3. What can be the ethical guidelines for OD professionals?
4. What is diagnosis in OD?
5. What is the difference between OD and OT?
6. Who is a Learning Organization?
7. Cohesiveness and Group-think.
Q.2 (a) What do you think are the factors which have lead to the development or emergence of
OD? Design a model for OD as a continuous process. 07
Q.2 (b) Discuss the five basic OD practitioner styles. Which practitioner style seems to be the best
suitable at the work place? 07
OR
Q.2 (b) Discuss various strategies which can be adopted to lessen resistance at the work-place for
implementation of a new HR policy. 07
Q.3 (a) Discuss in detail the three basic approaches to OD viz. Structural, Technical and
Behavioural and their integration strategies. 07
Q.3 (b) Discuss the potential stressful work activities at the work place today. Discuss the major
Stress-Management Interventions which can help individuals to cope with the negative outcomes
of exposure to stress. 07
OR
Q.3 (a) Discuss the purpose for developing teams. Discuss the usual operating problems of
teams. 07
Q.3 (b) Discuss the Johari window in detail. How do you think that the knowledge of Johari
window is useful in OD? 07
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Page 1 of 3
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 3539231 Date: 03-12-2019
Subject Name: Change Management and Organization
Development
Time: 10:30 AM TO 1.30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 (a) Answer briefly for ALL the questions below: 14
1. What is corporate culture?
2. Elaborate the statement: ?OD focuses on managing change at both the individual, group
and organizational level?
3. What can be the ethical guidelines for OD professionals?
4. What is diagnosis in OD?
5. What is the difference between OD and OT?
6. Who is a Learning Organization?
7. Cohesiveness and Group-think.
Q.2 (a) What do you think are the factors which have lead to the development or emergence of
OD? Design a model for OD as a continuous process. 07
Q.2 (b) Discuss the five basic OD practitioner styles. Which practitioner style seems to be the best
suitable at the work place? 07
OR
Q.2 (b) Discuss various strategies which can be adopted to lessen resistance at the work-place for
implementation of a new HR policy. 07
Q.3 (a) Discuss in detail the three basic approaches to OD viz. Structural, Technical and
Behavioural and their integration strategies. 07
Q.3 (b) Discuss the potential stressful work activities at the work place today. Discuss the major
Stress-Management Interventions which can help individuals to cope with the negative outcomes
of exposure to stress. 07
OR
Q.3 (a) Discuss the purpose for developing teams. Discuss the usual operating problems of
teams. 07
Q.3 (b) Discuss the Johari window in detail. How do you think that the knowledge of Johari
window is useful in OD? 07
Page 2 of 3
Q.4 (a) Write a note on: Systems 4 Management and High Performing Systems 07
Q.4 (b) You have observed your market share and found that profitability has nose-dived to an
alarming level. As the marketing head of the company, you have been asked to draw an elaborate
plan for organizational diagnosis. Develop your plan clearly detailing the methods of your
justification with due justification. 07
OR
Q.4 (a) Write a detailed note on TQM. 07
Q.4 (b) You are playing the role of a change agent in an organization engaged in manufacturing
technology-intensive life-style products. Your organization is now facing competition from many
global players and hence going for major re-structuring to change the product-line. Do you think
such a change program can be categorized as strategically important for your organization? Give
supporting arguments. 07
Q.5 CASE STUDY: Read the case below and answer the questions that follow:
Senior Management Team Intervention
Linda, the CEO of a global software development company, knew she needed to have a tough
conversation with her senior management team about how they were working together ? or, more
precisely, how they were not working together. Communication on the team had broken down
because different team members had varying perspectives on important issues, and were not
finding productive ways to address them. Some were angry but silent, while others were fighting
openly ? and loudly. The team knew they needed to discuss how to communicate across
departments, how to make decisions together as a team, and how to manage the hand-off from the
Sales department to Engagement Management once a new client had been signed on. An OD
Consultant firm was hired to solve the issue.
The OD Consultant firm conducted the initial round of diagnostic interviews with each member of
the 6-person senior management team. It discovered that there was a long-running history of
miscommunications and turnover on the leadership team that contributed to the current difficult
team dynamics. In particular, two members of the team represented opposite views from one
another on a series of topics facing the team. These two team members, the Chief Marketing
Officer and the Chief Technology Officer, had very different perspectives on how certain decisions
had come to be made, and how those should now change. Linda, the CEO, was unsure how to
manage the quickly deteriorating relationship between the CMO and CTO.
After the initial interviews, the OD Consultant firm helped the CMO and the CTO explore the
nature of their relationship, their different roles in the company, as well as their different
management styles and personalities. It enabled them to listen to one another, and to share their
own perspectives, reasoning and interests. While they still disagreed on some topics, they
discovered that some of their initial disagreements had been the result of misinterpretations and
stylistic communication differences. This helped them give one another the benefit of the doubt
more readily than before, and to agree on two major decisions that had previously been deadlocked
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Page 1 of 3
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 3539231 Date: 03-12-2019
Subject Name: Change Management and Organization
Development
Time: 10:30 AM TO 1.30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 (a) Answer briefly for ALL the questions below: 14
1. What is corporate culture?
2. Elaborate the statement: ?OD focuses on managing change at both the individual, group
and organizational level?
3. What can be the ethical guidelines for OD professionals?
4. What is diagnosis in OD?
5. What is the difference between OD and OT?
6. Who is a Learning Organization?
7. Cohesiveness and Group-think.
Q.2 (a) What do you think are the factors which have lead to the development or emergence of
OD? Design a model for OD as a continuous process. 07
Q.2 (b) Discuss the five basic OD practitioner styles. Which practitioner style seems to be the best
suitable at the work place? 07
OR
Q.2 (b) Discuss various strategies which can be adopted to lessen resistance at the work-place for
implementation of a new HR policy. 07
Q.3 (a) Discuss in detail the three basic approaches to OD viz. Structural, Technical and
Behavioural and their integration strategies. 07
Q.3 (b) Discuss the potential stressful work activities at the work place today. Discuss the major
Stress-Management Interventions which can help individuals to cope with the negative outcomes
of exposure to stress. 07
OR
Q.3 (a) Discuss the purpose for developing teams. Discuss the usual operating problems of
teams. 07
Q.3 (b) Discuss the Johari window in detail. How do you think that the knowledge of Johari
window is useful in OD? 07
Page 2 of 3
Q.4 (a) Write a note on: Systems 4 Management and High Performing Systems 07
Q.4 (b) You have observed your market share and found that profitability has nose-dived to an
alarming level. As the marketing head of the company, you have been asked to draw an elaborate
plan for organizational diagnosis. Develop your plan clearly detailing the methods of your
justification with due justification. 07
OR
Q.4 (a) Write a detailed note on TQM. 07
Q.4 (b) You are playing the role of a change agent in an organization engaged in manufacturing
technology-intensive life-style products. Your organization is now facing competition from many
global players and hence going for major re-structuring to change the product-line. Do you think
such a change program can be categorized as strategically important for your organization? Give
supporting arguments. 07
Q.5 CASE STUDY: Read the case below and answer the questions that follow:
Senior Management Team Intervention
Linda, the CEO of a global software development company, knew she needed to have a tough
conversation with her senior management team about how they were working together ? or, more
precisely, how they were not working together. Communication on the team had broken down
because different team members had varying perspectives on important issues, and were not
finding productive ways to address them. Some were angry but silent, while others were fighting
openly ? and loudly. The team knew they needed to discuss how to communicate across
departments, how to make decisions together as a team, and how to manage the hand-off from the
Sales department to Engagement Management once a new client had been signed on. An OD
Consultant firm was hired to solve the issue.
The OD Consultant firm conducted the initial round of diagnostic interviews with each member of
the 6-person senior management team. It discovered that there was a long-running history of
miscommunications and turnover on the leadership team that contributed to the current difficult
team dynamics. In particular, two members of the team represented opposite views from one
another on a series of topics facing the team. These two team members, the Chief Marketing
Officer and the Chief Technology Officer, had very different perspectives on how certain decisions
had come to be made, and how those should now change. Linda, the CEO, was unsure how to
manage the quickly deteriorating relationship between the CMO and CTO.
After the initial interviews, the OD Consultant firm helped the CMO and the CTO explore the
nature of their relationship, their different roles in the company, as well as their different
management styles and personalities. It enabled them to listen to one another, and to share their
own perspectives, reasoning and interests. While they still disagreed on some topics, they
discovered that some of their initial disagreements had been the result of misinterpretations and
stylistic communication differences. This helped them give one another the benefit of the doubt
more readily than before, and to agree on two major decisions that had previously been deadlocked
Page 3 of 3
and were holding up the team. They recommended those decisions to the CEO. Through the team-
wide meetings, each of the officers made a series of commitments for actions to take in the next 3
quarters to follow up on the solutions the team had generated. The CEO committed to being more
proactive when disagreements on the team arose, and to tracking everyone?s commitments over
time. Over the next few months, the senior management team identified how best to make
decisions going forward, how to communicate in good times as well as under stress, and they
resolved the Sales/Engagement Management hand-off. As a result, the company?s overall bottom
line improved by 25% and the working relationships and satisfaction of the senior management
team members increased significantly. Through this experience, each of the team members also
learned how to more authentically listen to other people?s viewpoints and how to calmly and more
effectively express their own.
Based on the Case above answer the questions that follow:
Q.5 (a) What were the problems faced or foreseen by Linda, the CEO, in her organization? 07
Q.5 (b) How did the OD Consultant firm identify the underlying issues in the organization? 07
OR
Q.5 (a) What were the problems identified in the senior management team of the client
company? 07
Q.5 (b) How did the OD Consultant firm help the client company to resolve their issues? 07
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This post was last modified on 19 February 2020