BBM 8th Semester
Organizational change Board Question Paper 2022

Define organizational development.

Write down any four assumptions of OD.

Mention any four roles of OD consultant.

Do the figurative presentation of Lewins three stage model of change?

Mention the sources of power.

What is Laboratory Training?

Define planned change and explain about first order change and second order change.

Who is change agent? What are the skills that a change agent needs to have?

What is ethics? Mention the ethical consideration that a change agent must adhere.

How different cultural factors may influence change management process?

What do you understand by OD intervention? Briefly explain about Third Party Peacemaking intervention.

Why feedback is important step in diagnostic information? What are the characteristics of effective feedback?

What are the forces for change? How do you recognize the need for change in an organization? What are the different areas of change?

What is resistance to change? Why change is resisted? Highlight the different strategies to overcome resistance to change.

'A consultant need to have knowledge of different models of change.' Why? Explain the Burke Litwin's model of organizational change.

Highlight your knowledge about client system and consultant. Explain the contemporary issues in change and organization development.

Read the following cases carefully and answer the questions that follow:

The Old Family Bank is a large bank in southeastern city. As a part of a comprehensive internal management study, H. Dey, the data processing vice president, examined the turnover, absenteeism, and productivity figures of all work groups in the organization. The results Dey obtained contained no real surprises except in the case of the check-sorting and data processing departments.

The study revealed that in general the department displaying high turnover and absenteeism rates had low production figures, and those with low turnover and absenteeism were highly productive. When analysis began on the check sorting and data processing figures, Dey discovered that both departments were tied for the lead for the lowest turnover and absenteeism figures. What was surprising was that the check-sorting department ranked first as the most productive unit, whereas the electronic data-processing department ranked last.

The inconsistency was further complicated by the fact that the working conditions for check-sorting employees are extremely undesirable. They work in a large open room that is hot in the summer and cold in the winter. They work alone and operate high-speed check-sorting machines requiring a high degree of accuracy and concentration. There is little chance for interaction because they all take rotating coffee breaks. The computer room is air-conditioned, with a stable temperature the year round; it has perfect lighting and is extremely quiet and convertible. It was known that both groups are highly cohesive and that the workers function well with others in their department. This observation was reinforced by the study's finding of the low levels of turnover and absenteeism.

In an effort to understand this phenomenon, vice president Dey decided to interview the members of both departments. Dey hoped to gain some insight into the dynamics of each group's behavior. It was discovered that the check-sorting department displayed a great deal of loyalty to the company. Most of the groups are unskilled or semiskilled workers, although they have no organized union, and each person felt that the company had made special efforts to keep their wages and benefits in line with organized operations. They knew that their work required team effort and were committed to high performance. A quite different situation existed in the data-processing department. Although the workers liked their fellow employees, there was a uniform feeling among this highly skilled group that management placed more emphasis on production than on staff units. It was their contention that pay increases had been better for operating department and that the gap between the wage earners and salaried employees did not reflect the skill differences. Because of that, a large percentage of the group displayed little loyalty toward the company, even though they were very close among themselves.

Questions:
a. What are the main issues in the case?
b. As an OD consultant how would you resolve the issues?
c. What is client system? Mention the possible client system in the Old Family Bank.
d. Identify the issues that need to be considered while developing the effective client – consultant relationship. Give examples of change in four different areas of the organization.