Download GTU (Gujarat Technological University) MBA 2019 Winter 3rd Sem 4539231 Change Management And Organization Development Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER III ? EXAMINATION ? WINTER 2019
Subject Code: 4539231 Date:03/12/2019
Subject Name: Change Management &
Organization Development
Time: 10.30 AM TO 01.30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q. No. Question Text and Description Marks
Q. 1
Define and give suitable examples for each type of change mentioned
below:
(a) Anticipatory Change
(b) Directional Change
(c) Fundamental Change
(d) Operational Change
(e) Incremental Change
(f) Happened Change
(g) Strategic Change
14
Q. 2
(a)
How does Organizational Growth Model by Griener differ from
Lewin?s Process of Organizational Change?
07
(b)
Weisbord identifies six places to look for troubles in organizations.
How does a practitioner diagnose the problems of an organization
with the help of this approach?
07
OR
(b)
Johari Window helps individuals develop a greater understanding of
each other. Discuss how interpersonal relationships can be enhanced
using this approach?
07
Q. 3
(a)
?System 4 organization is a more Empowered Organization? ?
Comment on the statement by reflecting the major differences
between System 1 & System 4 organizations?
07
(b) Is OD an emerging discipline or only a passing fad? 07
OR
Q. 3
(a)
Explain how different types of process interventions can be used in
an OD Program?
07
(b) Identify and explain stress management interventions? 07
Q. 4
(a)
Identify the symptoms of groupthink. Also explain the characteristics
of groupthink and the problems tending to result from it?
07
(b)
Suppose you receive a new job offer. What cultural factors would you
consider in making a decision?
07
OR
Q. 4
(a) Identify and compare the five major conflict handling styles? 07
(b) Compare and contrast five basic practitioner styles? 07
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Page 1 of 2
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER III ? EXAMINATION ? WINTER 2019
Subject Code: 4539231 Date:03/12/2019
Subject Name: Change Management &
Organization Development
Time: 10.30 AM TO 01.30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q. No. Question Text and Description Marks
Q. 1
Define and give suitable examples for each type of change mentioned
below:
(a) Anticipatory Change
(b) Directional Change
(c) Fundamental Change
(d) Operational Change
(e) Incremental Change
(f) Happened Change
(g) Strategic Change
14
Q. 2
(a)
How does Organizational Growth Model by Griener differ from
Lewin?s Process of Organizational Change?
07
(b)
Weisbord identifies six places to look for troubles in organizations.
How does a practitioner diagnose the problems of an organization
with the help of this approach?
07
OR
(b)
Johari Window helps individuals develop a greater understanding of
each other. Discuss how interpersonal relationships can be enhanced
using this approach?
07
Q. 3
(a)
?System 4 organization is a more Empowered Organization? ?
Comment on the statement by reflecting the major differences
between System 1 & System 4 organizations?
07
(b) Is OD an emerging discipline or only a passing fad? 07
OR
Q. 3
(a)
Explain how different types of process interventions can be used in
an OD Program?
07
(b) Identify and explain stress management interventions? 07
Q. 4
(a)
Identify the symptoms of groupthink. Also explain the characteristics
of groupthink and the problems tending to result from it?
07
(b)
Suppose you receive a new job offer. What cultural factors would you
consider in making a decision?
07
OR
Q. 4
(a) Identify and compare the five major conflict handling styles? 07
(b) Compare and contrast five basic practitioner styles? 07
Page 2 of 2
Q. 5
Reorganization as Rebirth
Like many organizations in the 1980?s, St. Francis Regional Medical
Center of Wichita, Kansas, tried downsizing. A layoff of 400 people
was a horrible experience, both for those who left and for those who
stayed. The 1990?s brought a change in the health care environment,
and the hospital?s administration needed to change the structure and
culture in order to remain competitive. The management team re-
mapped the ideal management structure to run things without regard
to the structure that was actually in place. To make such radial change
work, they defined specific job titles, but not specific people. They
dissolved the old organizational chart and created a new one,
unveiling a chart that had all the new titles on it with no names. Those
who wanted to be part of the new organization had to apply for
whatever position they felt they were most qualified to fill. Imagine
having to apply for whatever position they felt they were qualified to
fill. Imagine having to apply to a company you?d been with for fifteen
years! The restructuring also meant a rethinking of corporate culture.
An examination of culture revealed that making decisions at the
hospital become bogged down by management and dictated by
policy. Eliminating old policies allowed the team to look at things as
possibilities rather than restrictions. Two task forces were formed to
look at service lines and functional realignment. A consulting firm
was called in to help the hospital make the transition. The consulting
firm helped strategize and create a time line for the changes. At the
reorganization meeting, each employee was given an 80-page bound
booklet complete with vision statement, the organizational chart,
timetable, and reorganization fact sheet, copies of all position
descriptions, and a question and answer section. The result was terror,
confusion, upheaval, and little by little, understanding cooperation
and success. Instead of approaching the reorganization as a shameful
secret, the task forces highlighted the changes in the new culture and
tied the internal changes to the changes in the health care industry.
Each week ?The Grapevine: Reorganization Update? was distributed.
In the first official day of the new organization, employees were given
flowers and a message stating ?Today starts a new beginning focused
on you?. The new corporate culture involves management by
contract. The new VPs walk the hallways and touch base constantly
with what?s going on. The result of the reorganization is decision
making at lower levels, which results in faster actions. No more ideas
die because of red tape. The reorganization is fluid and ongoing with
employees and managers still incorporating the new management
philosophy and corporate culture into their daily work lives.
(a)
Had you been a part of such a situation, how had your initial reaction
been and why?
07
(b)
After analyzing the case, do you think that such massive change was
indeed required for St Francis Regional Medical Center or was there
a mid way out?
07
OR
Q.5
(a)
Identify the causes of such massive downsizing done by St Francis
Regional Medical Center
07
(b) How would you deal with such a situation? 07
***********
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This post was last modified on 19 February 2020