Download GTU (Gujarat Technological University) MBA (Master of Business Administration) 2016 Winter 3rd Sem 2830301 Change Management And Organizational Development Cm And Od Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER - 3 ? EXAMINATION ? WINTER 2016
Subject Code: 2830301 Date: 03/01/2017
Subject Name: Change Management & Organizational Development
(CM&OD)
Time: 02.30 PM TO 05.30 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 the following questions with the suitable options. 06
(1) Managing change is about:
A. Crisis and conflict management
B. Aligning the organization and its people to the environment
C. Improving performance in individuals and organisations
D. All of the above
(2) Lewin?s three step change model is based on the following steps:
A. Refreeze, transition, unfreeze
B. Transition, freeze, refreeze
C. Unfreeze, refreeze, unfreeze
D. Unfreeze, transition, refreeze
(3) Which of the following are reasons why organizations engage in managing change?
A. To make employees feel inferior
B. To become more flexible and to adapt to the changing environment
C. To decrease productivity
D. An organization does not need to manage change
(4) The role of the change agent is to:
A. Initiate and lead the change process
B. Manage stakeholders and resources
C. Get rid of negativity immediately
D. A and B
(5) The new role of HR in the Change Management process should be::
A. As a strategic business partner
B. As a support function to the core functions
C. As an ad-hoc partner to projects
D. As an extra resource when required
(6) Which of the following is not source of stress?
A. Downsizing
B. Empowerment
C. Violence in the work place
D. Meditation
Q.1 (B) Define the terms: 04
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Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER - 3 ? EXAMINATION ? WINTER 2016
Subject Code: 2830301 Date: 03/01/2017
Subject Name: Change Management & Organizational Development
(CM&OD)
Time: 02.30 PM TO 05.30 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 the following questions with the suitable options. 06
(1) Managing change is about:
A. Crisis and conflict management
B. Aligning the organization and its people to the environment
C. Improving performance in individuals and organisations
D. All of the above
(2) Lewin?s three step change model is based on the following steps:
A. Refreeze, transition, unfreeze
B. Transition, freeze, refreeze
C. Unfreeze, refreeze, unfreeze
D. Unfreeze, transition, refreeze
(3) Which of the following are reasons why organizations engage in managing change?
A. To make employees feel inferior
B. To become more flexible and to adapt to the changing environment
C. To decrease productivity
D. An organization does not need to manage change
(4) The role of the change agent is to:
A. Initiate and lead the change process
B. Manage stakeholders and resources
C. Get rid of negativity immediately
D. A and B
(5) The new role of HR in the Change Management process should be::
A. As a strategic business partner
B. As a support function to the core functions
C. As an ad-hoc partner to projects
D. As an extra resource when required
(6) Which of the following is not source of stress?
A. Downsizing
B. Empowerment
C. Violence in the work place
D. Meditation
Q.1 (B) Define the terms: 04
Page 2 of 4
a) Organizational Culture
b) The Psychological Contract
c) Change Management
d) Organizational Transformation (OT)
Q.1 (C) Elucidate the key factors in cultural change. 04
Q.2 (A) State the stages of organizational Development Model. 07
Q.2 (B) State in detail OD Practitioner styles. 07
OR
Q.2 (B) Briefly discuss stages of socialization process. 07
Q.3 (A) Explain the concept of Total Quality Management. Briefly discuss an important
role of Total Quality Management in an organization. 07
Q.3 (B) Explain the concept of Stress. What are the remedies to be used by HR
Manager to reduce the stress of employees? 07
OR
Q.3 (A) Elucidate the JOHARI WINDOW MODEL. 07
Q.3 (B) Discuss the future trends in Organizational Development. 07
Q.4 (A) Explain different types of Process Intervention. 07
Q.4 (B) Elucidate the usefulness of Strategic Change Management to OD practitioner. 07
OR
Q.4 (A) Define Role Analysis. Prepare a note on process of Role Analysis. 07
Q.4 (B) Discuss the characteristics of self-managed work team. 07
Q.5 Case Study 14
Space Electronics Corporation
The Space Electronics Corporation is a subsidiary of a major firm with sales in excess of $200
million. The company held substantial positions in commercial and military electronic systems
markets; however, profitability and market position have been declining. About a year ago it
became apparent that two Research & Development (R&D) projects were coming up; the
stealth bomber and the Star Wars proposal. These appeared to be the only two major projects
coming up in the next few years. The executive committee was to decide whether or not they
should pursue these two projects. This would involve taking a radically new course of action,
going after the prime contract, whereas in the past they had operated as a subcontractor to
other primes.
The Executive Committee Meeting
In mid-September, Reade Exton, the president, opened the meeting. ?As you all know, our
profitability and market position have been declining. We have landed only one new proposal
during this period, and there is great pressure from headquarters to go after these major
projects. We have all had an opportunity to review a copy of the proposals, and I?ll let Glenn
start the discussion.?
Glen Overton, Vice President, Engineering: ?About a year ago it became obvious that our
engineering activity was going to decline. The decision was made that a joint effort with
marketing would be undertaken and, after a series of meetings, it was decided that our best
course of action was to aggressively pursue these two large contracts.?
Olivia Whittier, Vice President, Finance: ?Frankly, Glenn, I have reservations about such a
major departure from our past policies and by the magnitude of these projects. I?m worried
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Page 1 of 4
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER - 3 ? EXAMINATION ? WINTER 2016
Subject Code: 2830301 Date: 03/01/2017
Subject Name: Change Management & Organizational Development
(CM&OD)
Time: 02.30 PM TO 05.30 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 the following questions with the suitable options. 06
(1) Managing change is about:
A. Crisis and conflict management
B. Aligning the organization and its people to the environment
C. Improving performance in individuals and organisations
D. All of the above
(2) Lewin?s three step change model is based on the following steps:
A. Refreeze, transition, unfreeze
B. Transition, freeze, refreeze
C. Unfreeze, refreeze, unfreeze
D. Unfreeze, transition, refreeze
(3) Which of the following are reasons why organizations engage in managing change?
A. To make employees feel inferior
B. To become more flexible and to adapt to the changing environment
C. To decrease productivity
D. An organization does not need to manage change
(4) The role of the change agent is to:
A. Initiate and lead the change process
B. Manage stakeholders and resources
C. Get rid of negativity immediately
D. A and B
(5) The new role of HR in the Change Management process should be::
A. As a strategic business partner
B. As a support function to the core functions
C. As an ad-hoc partner to projects
D. As an extra resource when required
(6) Which of the following is not source of stress?
A. Downsizing
B. Empowerment
C. Violence in the work place
D. Meditation
Q.1 (B) Define the terms: 04
Page 2 of 4
a) Organizational Culture
b) The Psychological Contract
c) Change Management
d) Organizational Transformation (OT)
Q.1 (C) Elucidate the key factors in cultural change. 04
Q.2 (A) State the stages of organizational Development Model. 07
Q.2 (B) State in detail OD Practitioner styles. 07
OR
Q.2 (B) Briefly discuss stages of socialization process. 07
Q.3 (A) Explain the concept of Total Quality Management. Briefly discuss an important
role of Total Quality Management in an organization. 07
Q.3 (B) Explain the concept of Stress. What are the remedies to be used by HR
Manager to reduce the stress of employees? 07
OR
Q.3 (A) Elucidate the JOHARI WINDOW MODEL. 07
Q.3 (B) Discuss the future trends in Organizational Development. 07
Q.4 (A) Explain different types of Process Intervention. 07
Q.4 (B) Elucidate the usefulness of Strategic Change Management to OD practitioner. 07
OR
Q.4 (A) Define Role Analysis. Prepare a note on process of Role Analysis. 07
Q.4 (B) Discuss the characteristics of self-managed work team. 07
Q.5 Case Study 14
Space Electronics Corporation
The Space Electronics Corporation is a subsidiary of a major firm with sales in excess of $200
million. The company held substantial positions in commercial and military electronic systems
markets; however, profitability and market position have been declining. About a year ago it
became apparent that two Research & Development (R&D) projects were coming up; the
stealth bomber and the Star Wars proposal. These appeared to be the only two major projects
coming up in the next few years. The executive committee was to decide whether or not they
should pursue these two projects. This would involve taking a radically new course of action,
going after the prime contract, whereas in the past they had operated as a subcontractor to
other primes.
The Executive Committee Meeting
In mid-September, Reade Exton, the president, opened the meeting. ?As you all know, our
profitability and market position have been declining. We have landed only one new proposal
during this period, and there is great pressure from headquarters to go after these major
projects. We have all had an opportunity to review a copy of the proposals, and I?ll let Glenn
start the discussion.?
Glen Overton, Vice President, Engineering: ?About a year ago it became obvious that our
engineering activity was going to decline. The decision was made that a joint effort with
marketing would be undertaken and, after a series of meetings, it was decided that our best
course of action was to aggressively pursue these two large contracts.?
Olivia Whittier, Vice President, Finance: ?Frankly, Glenn, I have reservations about such a
major departure from our past policies and by the magnitude of these projects. I?m worried
Page 3 of 4
about the increased overhead and the drain on our current profits. And I have a gut feeling that
our probabilities of getting those contracts is less than you seem to think.?
Ted Byron, Vice President, Marketing: ?Although you may estimate that the probability of
gaining these new projects is low; the payoff is enough to turn our whole picture around.
These contracts will put us on the map. My best ?guesstimate? is that our chances are closer to
75 percent than 60 percent. Don?t forget, I have a lot of personal contacts in the government,
and while that is no guarantee, it sure doesn?t hurt.?
Paul Brown, Vice President, Industrial Relations: ?I agree with Olivia: I have my doubts as to
our chances of getting such a large-scale project, and I?m worried about our people. If we
should fail to get these contracts, people could get hurt. We may have to have layoffs and that
is bad business. I think we have a certain responsibility to the people here.?
Meryl Jenson, Vice President, Manufacturing: ?Let?s face it, if we pull these two contracts out
of the hat, they will love us at headquarters. We?ll be superstars! But on the other hand, we
could take a real beating if these projects fizzle out. I think we have to consider the risk factor
and what might happen to the company if we fail. And, like Paul says, a number of our line
employees could be at risk.?
Glen Overton: ?Listen, there are no guarantees in business. But don?t think Ted and I have a
better feel for our probabilities than people in personnel? If a downturn were to occur, our
company will be hard pressed anyway. Frankly, I?m not quite as optimistic as Ted here, but I
still think our chances are in the 60 percent range. Even at that it seems like a good risk
because even if we only get one of the projects, our company will benefit greatly. Plus our
R&D will stand to gain a lot by being involved in the state of the art. We?ll be able to attract
new talent.?
Meryl Jenson: ?One of our past problems was the isolation of R&D from the rest of the
organization. I feel that we should seek to achieve more interdepartmental cooperation. So I
think it is important to get all the differing viewpoints on the table.?
Reade Exton: ?I think we have had a good discussion, but now what is our decision? As you
know, there is a lot of pressure from headquarters to go after these projects, but it has to be a
group decision. Frankly, we are between a rock and a hard place. There will have to be
significant expenditure just to pursue these major contracts, and our R&D activity will be
almost exclusively devoted to the proposals for about 3 months, and that will include 10-hour
days and 7-day work weeks. There definitely is a degree of risk involved, although the exact
odds are hard to predict. One thing is sure: if we don?t go after the projects, we won?t get
them.?
Questions:
1. What are the problems given in a case?
2. Suggest solutions to each of the problems.
OR
Q.5 Case Study.
14
The Sundale Club
The Sundale Club is the largest athletic/social club in the city. It has been established for many
years and has a prestigious reputation. Currently, the membership is slightly under 1,000.
Sundale once had a waiting list for those wishing to join, but in the past few months the list has
been exhausted and the director, Bob Watts, is considering a membership drive to fill
unexpected membership vacancies.
Alice Smith was thinking about her modeling job on her way home that evening. Today had
been dandy. Ted Ellis, the athletic director, had fired Pat Franklin, who had worked for
Sundale for nearly nine years.
The whole mess started five months ago when Ellis hired Chuck Johnson to become the men?s
activity manager. Shortly after Johnson arrived, rumors started that he was a homosexual. Two
of the members complained to Frank Havens, the assistant athletic director, that Johnson had
made verbal passes at them.
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Page 1 of 4
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER - 3 ? EXAMINATION ? WINTER 2016
Subject Code: 2830301 Date: 03/01/2017
Subject Name: Change Management & Organizational Development
(CM&OD)
Time: 02.30 PM TO 05.30 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 the following questions with the suitable options. 06
(1) Managing change is about:
A. Crisis and conflict management
B. Aligning the organization and its people to the environment
C. Improving performance in individuals and organisations
D. All of the above
(2) Lewin?s three step change model is based on the following steps:
A. Refreeze, transition, unfreeze
B. Transition, freeze, refreeze
C. Unfreeze, refreeze, unfreeze
D. Unfreeze, transition, refreeze
(3) Which of the following are reasons why organizations engage in managing change?
A. To make employees feel inferior
B. To become more flexible and to adapt to the changing environment
C. To decrease productivity
D. An organization does not need to manage change
(4) The role of the change agent is to:
A. Initiate and lead the change process
B. Manage stakeholders and resources
C. Get rid of negativity immediately
D. A and B
(5) The new role of HR in the Change Management process should be::
A. As a strategic business partner
B. As a support function to the core functions
C. As an ad-hoc partner to projects
D. As an extra resource when required
(6) Which of the following is not source of stress?
A. Downsizing
B. Empowerment
C. Violence in the work place
D. Meditation
Q.1 (B) Define the terms: 04
Page 2 of 4
a) Organizational Culture
b) The Psychological Contract
c) Change Management
d) Organizational Transformation (OT)
Q.1 (C) Elucidate the key factors in cultural change. 04
Q.2 (A) State the stages of organizational Development Model. 07
Q.2 (B) State in detail OD Practitioner styles. 07
OR
Q.2 (B) Briefly discuss stages of socialization process. 07
Q.3 (A) Explain the concept of Total Quality Management. Briefly discuss an important
role of Total Quality Management in an organization. 07
Q.3 (B) Explain the concept of Stress. What are the remedies to be used by HR
Manager to reduce the stress of employees? 07
OR
Q.3 (A) Elucidate the JOHARI WINDOW MODEL. 07
Q.3 (B) Discuss the future trends in Organizational Development. 07
Q.4 (A) Explain different types of Process Intervention. 07
Q.4 (B) Elucidate the usefulness of Strategic Change Management to OD practitioner. 07
OR
Q.4 (A) Define Role Analysis. Prepare a note on process of Role Analysis. 07
Q.4 (B) Discuss the characteristics of self-managed work team. 07
Q.5 Case Study 14
Space Electronics Corporation
The Space Electronics Corporation is a subsidiary of a major firm with sales in excess of $200
million. The company held substantial positions in commercial and military electronic systems
markets; however, profitability and market position have been declining. About a year ago it
became apparent that two Research & Development (R&D) projects were coming up; the
stealth bomber and the Star Wars proposal. These appeared to be the only two major projects
coming up in the next few years. The executive committee was to decide whether or not they
should pursue these two projects. This would involve taking a radically new course of action,
going after the prime contract, whereas in the past they had operated as a subcontractor to
other primes.
The Executive Committee Meeting
In mid-September, Reade Exton, the president, opened the meeting. ?As you all know, our
profitability and market position have been declining. We have landed only one new proposal
during this period, and there is great pressure from headquarters to go after these major
projects. We have all had an opportunity to review a copy of the proposals, and I?ll let Glenn
start the discussion.?
Glen Overton, Vice President, Engineering: ?About a year ago it became obvious that our
engineering activity was going to decline. The decision was made that a joint effort with
marketing would be undertaken and, after a series of meetings, it was decided that our best
course of action was to aggressively pursue these two large contracts.?
Olivia Whittier, Vice President, Finance: ?Frankly, Glenn, I have reservations about such a
major departure from our past policies and by the magnitude of these projects. I?m worried
Page 3 of 4
about the increased overhead and the drain on our current profits. And I have a gut feeling that
our probabilities of getting those contracts is less than you seem to think.?
Ted Byron, Vice President, Marketing: ?Although you may estimate that the probability of
gaining these new projects is low; the payoff is enough to turn our whole picture around.
These contracts will put us on the map. My best ?guesstimate? is that our chances are closer to
75 percent than 60 percent. Don?t forget, I have a lot of personal contacts in the government,
and while that is no guarantee, it sure doesn?t hurt.?
Paul Brown, Vice President, Industrial Relations: ?I agree with Olivia: I have my doubts as to
our chances of getting such a large-scale project, and I?m worried about our people. If we
should fail to get these contracts, people could get hurt. We may have to have layoffs and that
is bad business. I think we have a certain responsibility to the people here.?
Meryl Jenson, Vice President, Manufacturing: ?Let?s face it, if we pull these two contracts out
of the hat, they will love us at headquarters. We?ll be superstars! But on the other hand, we
could take a real beating if these projects fizzle out. I think we have to consider the risk factor
and what might happen to the company if we fail. And, like Paul says, a number of our line
employees could be at risk.?
Glen Overton: ?Listen, there are no guarantees in business. But don?t think Ted and I have a
better feel for our probabilities than people in personnel? If a downturn were to occur, our
company will be hard pressed anyway. Frankly, I?m not quite as optimistic as Ted here, but I
still think our chances are in the 60 percent range. Even at that it seems like a good risk
because even if we only get one of the projects, our company will benefit greatly. Plus our
R&D will stand to gain a lot by being involved in the state of the art. We?ll be able to attract
new talent.?
Meryl Jenson: ?One of our past problems was the isolation of R&D from the rest of the
organization. I feel that we should seek to achieve more interdepartmental cooperation. So I
think it is important to get all the differing viewpoints on the table.?
Reade Exton: ?I think we have had a good discussion, but now what is our decision? As you
know, there is a lot of pressure from headquarters to go after these projects, but it has to be a
group decision. Frankly, we are between a rock and a hard place. There will have to be
significant expenditure just to pursue these major contracts, and our R&D activity will be
almost exclusively devoted to the proposals for about 3 months, and that will include 10-hour
days and 7-day work weeks. There definitely is a degree of risk involved, although the exact
odds are hard to predict. One thing is sure: if we don?t go after the projects, we won?t get
them.?
Questions:
1. What are the problems given in a case?
2. Suggest solutions to each of the problems.
OR
Q.5 Case Study.
14
The Sundale Club
The Sundale Club is the largest athletic/social club in the city. It has been established for many
years and has a prestigious reputation. Currently, the membership is slightly under 1,000.
Sundale once had a waiting list for those wishing to join, but in the past few months the list has
been exhausted and the director, Bob Watts, is considering a membership drive to fill
unexpected membership vacancies.
Alice Smith was thinking about her modeling job on her way home that evening. Today had
been dandy. Ted Ellis, the athletic director, had fired Pat Franklin, who had worked for
Sundale for nearly nine years.
The whole mess started five months ago when Ellis hired Chuck Johnson to become the men?s
activity manager. Shortly after Johnson arrived, rumors started that he was a homosexual. Two
of the members complained to Frank Havens, the assistant athletic director, that Johnson had
made verbal passes at them.
Page 4 of 4
Ted Ellis and Johnson were close friends, so Havens was reluctant to approach his boss with
this problem. During the next few years more incidents involving Johnson?s behavior were
reported by various staff members to Havens, in addition to complaints from club members.
Havens could sense that his staff was wondering why he had not done something about the
situation, and he was aware that seven of the male members had withdrawn from the club.
Finally, he requested a meeting with Ted Ellis.
The meeting with Ellis did not go well. Ted Ellis was extremely defensive about Johnson and
shouted, ?Chuck Johnson has more savvy about this business in his little finger than the whole
bunch of you put together.?
That night, Frank decided to go over Ellis?s head and talk to Bob Watts. Watts was due to
retire next year, so he did not want to rock the boat in the final days of his tenure with Sundale.
Watts tried to convince Frank that it was just a silly rumor.
Frank?s working relationship with Ellis was very strained, and he continued to receive pressure
from below. That week Frank quit the organization and went to work in the same capacity for
the competition. The next day, Johnson, who had been working for Sundale five months now,
was promoted and became the new assistant athletic director.
Pat Franklin was bent! The entire athletic department, was the exception of Ellis, was shocked.
Pat had been very dedicated to her job and the organization. There had never been any doubt
that she would get Frank Haven?s job when he moved up.
Pat Franklin burst into Ellis?s office and demanded to know why she had not gotten the
promotion. The next few minutes were rather ugly. Pat left Ellis?s office, went to her own
office, and began to cry. A knock at the door stopped the flow of tears, but when she entered
the office, Alice Smith could tell immediately that something was wrong. Pat explained that
she had just been fired, which started the tears again. Alice was soon crying with Pat.
On her way home, although very concerned about Pat, Alice was also concerned about her own
future, and her part-time job as a model. Pat had allowed her to miss up to eight hours a week
from the Sundale Club to pursue her modeling duties. Although Alice did not really need the
modeling money, the job itself was very important to her from a personal satisfaction
standpoint: she had to keep trim and well groomed, which kept her thinking young. And
besides, the glamour aspect of the modeling profession satisfied her ego.
Carol Happ, the social director, was also starting to feel the effects of the turmoil in the athletic
department. Most of the Sundale Club?s income was derived from its social activities. Jim
Mercer, the mixer activity manager, had noticed the impact of the turmoil within his own
department. Carol, acting on her own behalf, spoke privately to all the athletic department
managers with the exception of Ted Ellis and Chuck Johnson. She had hoped to arrange a
meeting with Bob Watts but found little support from that department because of their fear of
Ted Ellis.
Questions:
1. Explain the importance of Employees empowerment considering the above-stated
case.
2. Discuss the reasons for the problems along with remedies.
*************
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This post was last modified on 19 February 2020