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Posted By: Reena Malik Member Level: Diamond Posted Date: 02 Jun 2008
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2005 Indira Gandhi National Open University (IGNOU) Post Graduate Diploma HR Management MS25 : MANAGING CHANGE IN ORGANISATIONS June, 2005 Question paper
MANAGEMENT PROGRAMME
Term-End Examination
June, 2005
MS25 : MANAGING CHANGE IN ORGANISATIONS
Time: 3 hours
Maximum Marks: 100
(Weightage 70%)
Note : (i) There are two Sections A and B
(ii) Section A consists of two sets. Set I is to be attempted by students who have registered for MS-25 before January, 2004. Set II is to be attempted by students who have registered for MS-25 from January, 2004 onwards.
(iii) Attempt any four questions from Section A, each carrying 15 marks.
(iv) Section B is compulsory for all and carries 40 marks.
SECTION A
SET I (Pre-Revised)
1. Define Organisational Diagnosis. Discuss the process of organisational diagnosis, with suitable examples.
2. Discuss any two models of change and their merits and demerits, citing a few instances.
3. Explain the importance of social and organisational culture in bringing about change. Discuss what creates a proactive approach in bringing about change in organisational culture.
4. Discuss the key roles for managing change in organisations, and their limitations.
5. Write short notes on any three of the following :
(i) Transformational change
(ii) Process consultation
(iii) Internal Resource Development
(iv) Role Analysis Technique
(v) Sensitivity training
SECTION A
SET II (Revised)
1. Identify the essential features of turnaround management and its application in changing an organisation.
2. Describe the 21st century organisational trends and discuss the adaptation process for organisations to adjust for their survival and growth.
3. Discuss how to leverage structure and systems for managing organisational change.
4. Describe an intervention. Discuss some of the structural interventions and their applicability in organisational context.
5. Write short notes on any three of the following :
(i) Approaches to evaluating change
(ii) Skills for managing change
(iii) Process based change
(iv) Transaction alanalysis
(v) Managing transitions
SECTION B
6. Read the following case carefully and answer the questions given at the end
Tushar had been hearing the rumour doing the rounds since the past ten days. However, as per his nature, he had ignored it and concentrated on doing his Job even better. But today, Tushar had seen his name along with other names recommended and officially told to start attending the three month's computer course to gain knowledge on the usage of computers to textile industry.
Tushar, after completing a polytechnic (diploma) in Textile engineering had joined the J.p. Mills as a junior assistant in the design development department, some twenty years ago. At the time of joining, the textile industry was booming. J.P. Mills was also doing well in terms of volume and profitability during the boom period. However, with the opening of the economy and the entry of many multinational readymade brands, a visible change was seen in the customers buying behaviour. The past seven to eight years has seen a shift in the customers' mindset towards purchase of ready-to-use wear. This was unlike the earlier trend, when people prefferred to purchase a well-known textile company's cloth material (in this market J.P. Mills was doing very well and had almost 27% market share), and get their clothes stitched by any wellknown tailor. So as to keep in pace with the new market requirement, the J.P. Mills Owner and Managing Director, Nithin Kapasi, decided to enter into a tie-up with an MNC, Sandy Wear Store, which wanted to enter into a joint venture with J.P. Mills to get a manufacturing base in India.
It was in this connection that the rumours started circulating about the new management planning to remove the existing employees of J.P. Mills by introducing programmes for them under the guise of upgrading their knowledge in computers. When the rumours started initially, many executives and employees had put in their papers. But many others, like Tushar, continued to put in their hours, but one could always sense their uneasiness. Hence, seeing his name on the notice board, made Tushar uneasy and he was expecting the worst, when he received a call from Nancy, the P.A. to the Personnel Manager, Viresh, asking him to meet the latter after the lunch break.
Tushar, when he met Viresh, was pleasantly surprised to hear that in the new organisational set-up, he would be required to do a lot of the work on the computer (packages). This would eventually result in a lot of cost saving for the company, because the available new computer packages in the market will help in reducing the time (spent) between receipt of order, selection of the various designs (optimised selection can be done with the help of the new software packages) and execution of the orders in time. Viresh ended the talk by saing that the new management expected all this responsibility to be entrusted to Tushar and hence his name had been put up on the list of those required to attend various computer courses.
Questions :
(a) What factors had caused resistance in change among J.P. Mills employees ?
(b) Do you agree with the strategy adopted by Viresh in communicating about the changes to Tushar ?
(c) Could you suggest any other way of handling the above situation ? Why ?
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