O.D.M Computer & Mgt.

Education
(OBH- 314)
Organizational Effectiveness & Change (OBH-
314)
Q. 1: What Is change? Is the organisational change necessary phenomenon? Are there
many types of change? Discuss.
Ans. Change is the process of analyzing the past to elicit the present actions required for the future.
It involves moving from a present state through a transition state to a future desired state.
Yes, organisational change necessary phenomenon. Organisational change is concerned as a
relatively enduring alteration of the present state of an organisation or its components and their
differentiated and integrated functions, in totality and partially in order to attain greater viability in the
context of the present & anticipated future enrichment. It will include amalgamation, diversification
restructuring change, in design or the introduce of new systems encompassing the entire
organisation or its sections. It will also mean change of people, taste and technology of the
organisation. It certainly includes change in processes customs, norms and culture of the
organisation.
Different types of changes are:-
(i) Strategic change: is concerned with broad long term and organisation will issue about
moving to a future state. Which he defined generally in term of strategic vision scope.
(ii) Operational Change:- Refers to new system procedures structures or technology, which will
have an effect on working arrangements within apart of the organisation . but the impact on people
can be mere significance than broader strategic change they have to be handled just as carefully.
(iii) Reactive change:- Is clearly in response to an event or a series of events are termed
reactive. Generally most components are engaged in reactive after incremental change.
(iv) Anticipatory Change :- is carried out expectation of an even or a series of event. In
anticipation of such change, the organisation may tune in.
(v) Planned Change:- is undertaken to imp upon the current ways of operating. It is also know
as development change.
(vi) Incremental change:- is the change directed at the micro level and focused on the units/
subunits components with in an organization.
(vii) Strategic Change:- Is addressed to the organization as a whole or to most of the
organizations components inclusively strategy.
(vii) Fundamental Change:- definition of current purpose or mission of the organization. It is
also know as basic change.
(ix) Directional change:- is towards a particular direction due to severe competition or
regulatory sift in government policy & control. Directional change is also critical when an
organization is developing a new strategy.
(x) Transformational Change:- Involves the entire or a greater part of the organisation. It
could be change in the shape structure, or nature of the organisation.
(xi) Recreation:- involves a significant or drastic change in an organisation strategy.
(xii) Total Change: When the organisation is constrained to develop new vision and strong link
between its strategy employees and business performance. The organisation has to achieve a turn
around.

Q.No. 2: Discuss nature of organisational change.

Ans:- Tasks:- Mean goals and the whole hierarchy of goals and sub-tasks required to secure them.
For ex: The task of earning a certain rate of profit implies a whole chain in of subtasks like producing
some specific product, allocating resource to marketing it, market segments, the appropriate
advertising budget and so on.
Techniques: - are the systematic procedures for converting inputs into outputs of given character.
For ex. Strategic planning etc.

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Tasks
(Goals, Targets, Subtasks)

Structure
(Hierarchy, Department, Technique
Decentralization) (Production, Information
other technology)
People
(Skills, Attitudes, Social interaction)

Structure:- is the network of roles in an organisation that represents the legitimate & durable
arrangements by which the organizations work gets done. It is usually visible in the form of
departments committees etc.
People: here means the skills and attitude of the members or the organisation be the managers
white callous, clerical staff, blue-collar workers.

Q.No.3:-Explain process of Planned Organisational change/ organisational change process.

Ans:- Planned organisational change required a systematic process of movement from one
conditions to another. Kurt Lewin is suggested that the efforts to bring about planned change in
organisation should approach changes as multistage process. His model of planned change is
made up of three steps :
• Unfreezing
• Change
• Refreezing
Old stage: - Unfreeze Change Refreeze New Stage.
Unfreezing: - Is the process by which people become aware of the needs for change. If people are
satisfied with current practices and procedures. They may have little or interest in making
employees understand be affected by it. the employees who will most affected by the change must
be aware of why it is needed which ineffective current operations to be motivated of change.
Change: - Itself is the movement from the old way of doing new way. Change may entail installing
new equipments, restructuring the organization implementing a new appraisal system.
Refreezing:- makes new behaviour relative permanent and resistant to further change refreezing is
necessary because without the old ways of doing things might soon represent themselves while the
new system are forgotten. For ex. Many employees who attend special training sessions apply
themselves in their organisation. But when they return to workplace, they find it easier to confirm to
the old ways than to have waves.
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Q.No.4:- Explain need for change and its significance.

Ans:- The need for bringing about a plan change arises due to several reasons. Major changes in
the external environment, technology nature of work force etc. may make an organisation existing
structure, management practice or its culture obsolete for the new situation. Also with the growth of
the organisation its communication and decision-making systems may become choked, its reward &
punishments systems may lose their effectiveness and its interpersonal and inter-department
relationship may deteriorate. In all such cases change may become necessity.
According to Larry & Greiner: five stages in the growth of an organisation.
Phase I: The first stage of organisation growth is called creativity. In this stay the emphasis is one
creating both a producing few employees, communication, an many whom is frequent and informal.

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The salary of employer or motivated promises of ownership benefits. In this point the changes is
leadership is needed. There is need for a strong leader, who can pulls organisation together Greiner
calls crises of leadership.
Phase- II: - next stage directions the new leader in this phase follow directive techniques to harness
his employ energies into growth. He introduced a fun structure, jobs, mores specialized,
communication and adopts incentives and work standards. The techniques is more larger, more
diversify and complex.
“There is the therefore need for greater delegation” Greiner called crises of autonomy”
Phase- III:- Stage Delegation.
The next evolutionary period of growth beings. The organisation structure became decentralize
there is there is management by expectation. But eventually, top executives start feeling that
decentralized is breeding parochial attitudes. There is, therefore need for better coordination.
Phase IV:- Coordination
With better and more sophisticated techniques of coordination. The next evaluating period of growth
beings. This works will for sometime and then creates another crises of red-tape. The whole system
is become highly bureaucratic. Staff conflicts become active.
There is now need for greater collaboration and teamwork, which can be achieved by changing to a
matrix type structure.
Phase – V: Collaboration
With the change over to the matrix type of structure the next evolutionary period of growth
being. During this period economic rewards are geared to team performance self takes the place of
a formal control system.
Organisation important. Significance of change
Identify need for change
1) Functional coping with environment.
2) Growth demand change.
3) Making an impact an environment.
4) Optimization of economic variables affecting the organization
5) Optimization of technological variables affecting organization .
6) Maintenance of a positions of excellence.
7) Maintenance of balance and optimization between the various subsystems in the
organization.
8) Release of potential energy.
9) Simultaneous achievement of multiple objectives.
10) Social mission within & outside the organisation.

Q.No. 5:- What is organisation development? Explain characteristics of Organisation

Development.

Ans:- Organisation Development is an effort planned, organisation wide and manage from top to
increase organizational effectiveness and health through planned interventions in the organization’s
processors using behavioural science knowledge.
Organisation development is a top many supported long-range effort to improve an
organisational problem- solving and renewal process, particularly through a most effective and
collaborative diagnosis etc.
Characteristics of organisation Development
a) Behavioural Science Base:-
Organisation Development is a behavioural science based approach to organisational improvement.
It is primarily concerned with improving the organisation by focusing aspects that have a bearing an
human & social improves.
b) Normative Approach to organisation change:-
Organisation development is a normative process grounded in value leader assumptions of what
constitutes deal individual & organizational growth. Development for the OD practitioner means the
movements of individual and organisation in certain directions consistency with democratic and
humanistic values ideals such as autonomy self actualization etc.

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c) Deliberate intervention in the organization.

OD implies deliberate intervention in the on giving processes of an organisation. Development
implies planning & action to ensure the growth take place consistent with values. This requires
monitoring, and planned intervention in the ongoing natural processes of social systems.
d) Normative Reductive strategy
Consistent with its humanistic & democratic value traditions OD adopts what Chin and Benne
(1976) refer to as a normative –reductive approach to change. This approach is based on the
assumption that social norms among the strongest reinforces of behaviour.
e) Legitimacy of organisation and management.
f) System approach to change.
g) Use of Action research model. It is data based problem solving model.
h) Use of external consultants.
i) Long term focus.

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Q.No. 6:- Explain the assumptions and process of Organisation Development. (OD).

Ans:- Process of OD Phases

a) The diagnostic phase
b) The intervention or action phase.
c) The stabilization or process maintenance phase.
a) The diagnostic phase. Attempts to analyze the current static of the organisation in terms of
its various, structures, system and process in order to identify actual or potential strengths and
weaknesses. Diagnosis in OD is a collaboration process which involves the client system in the
collection and analysis of data.
b) The intervention or Action phase
The second phase of the OD process is concerned with taking action to bring about the desires
identified changes in the organisation. This phase often overlaps with the diagnostic phase since the
process of joint diagnosis between the clients of consistent often functions to bring about some of
the desired process change.
c) The Stabilization or process maintenance phase.
The third phase of OD process takes place under conditions of unfreeze ness which are necessary
for the changes to have an impact once introduced however it is necessary that the changed
system should stabilize to allow the changes to permeate the culture of the organization this
requires a 3 phase in the OD process. The process consists of activities to maintain the
effectiveness of the intervention by receiving feed back about the change & produced making
modifications should they become necessary.
Assumptions of Organisational Developments
There are certain underlying assumption which are basic to most OD activities related to people as
individuals to people as group members and as leaders & to people as members of the total
organisation system.
Assumption about people as individuals
Most individuals have drives towards people personal growth and developments if provided an
environment that is both supportive and challenging. Most people wants to become more of what
they are capable of becoming.
Assumptions about people in groups and about leadership.
1. The most psychologically relevant reference groups for most people is the group including
peers and the superiors. What goes on in the work team, especially all informal level, has great
significance for feelings of satisfaction and competence.
2. The situation to many attitudinal and motivational problems in organisation are transactional.
Assumptions about people in organisation system.
1. Organisation tends to be characterized by assumptions about people as individual. Most
individual have drives towards people personal growth and development provided an environment

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that is both supportive and challenging. More people want to become more of what they are capable
of becoming.
Assumptions that relate in value in the client organisation
1) Particularly the people having the most power over others place value an the welfare of all
system members.

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Q.No.7. Explain steps in Organisational Developments and Organisational Developments

interventions.

Ans:- Following OD steps are:-

1. Awareness of the need for change on the part of the client organization.
2. The entry of the change agent or consultation at the request of the client system.
3. Development of the consultant client relationship by clarifying mutual expectation & goals of
the contract.
4. Information collection by the consultation to assess the state by the organisation unit.
5. Joint diagnosis of problems by the consultation & client based on the data analyzed.
6. Development of action plans and strategic to bring about change or improvement.
7. Implementation of the action plans.
8. Monitoring and reviewing the progress of the actions.
9. Stabilization of the changes.
10. Termination of the client Consistent contract.
Organisation Development Intervention
Organisation Development Intervention is focused:
a) Individual
Interpersonal
Interpersonal

b) Group
Intergroup
Organisation
Outside developed
The purpose of intervention could be
• Process centered
• Action centered
• Feedback centered

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Q.No. 8:- Person focused Organisational Development Intervention.

Ans:- All person focused interventions focus an individuals working in organisation context person
focus OD intervention classified in two ways.
a) Participant active interventions
b) Facilitators active interventions
a) Participant active interventions divide into 5 parts
(i) Encounter Groups:- Has various meaning in OD,s early years it was the basis for team
building and was aimed primarily at changing individual attitude and even value interventions based
on encounter groups have been called by such names as sensitivity training, T-group training etc.
ii) Role playing:- During role play people and the roles of other firm real life and act them role
playing is thus a method for studying nature of the role by acting out its concrete details under role
playing can be useful in developing various competencies.
Autonomy, self assessment, leadership
iii) Instrumentations

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Psychological test, questionnaires check-lists, and other type of inventions are called
instruments.
One important instrument is SAFI:- It is a very powerful intervention- SAFI means self-awareness
through feedback or instrument.
Under SAFI 9 steps are:
1. Completion of instrument, 2. Conceptual Input
3. Prediction 4. Scoring
5. Interpretation 6. Feedback
7. Action Planning 8. Experimentation
9. Follow up
(iv) Self study reflection:- It may become an integral component of formal course of studies or it
may take place outside a formal programme. The learners may can be expected to study on their
own to acquired knowledge and skills. Self study like class lecture, role-playing, and discussions.
v) Awareness expansion: Mediation, yoga walking, jogging, exercise helps.
b) Facilitator- Active interventions divide into 4 parts
i) Motivation arousal: - It has a very effective intervention to change motivation or individual
orientation. It helps and analyze.
ii) Training: - is act an increasing the knowledge and skills of an employee for doing
a particular job.
iii) Feedback.: When feeling a perceptions a communicated to individuals about their
behaviour, performance, personal styles. This information is called feedback.
iv) Coaching and mentoring: Coaching is important helping and helping in several processes
of manager do not feel positive for their employee, they cannot provide effectiveness coaching.
Mentoring affords an opportunity for individual to show their concerns and receive support and
guidance for their development.

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Q.9 : Define Change agents. What are the various rules of thumb for change agents? Explain.
Types of Change Agents. Explain names.

Ans. : Change processes and change project have become major milestones in organizations
history. A Change Agent is someone who acts deliberately on the environment in order to facilitate
or bring about a specific change. Once the change is in process it the agent who takes come of
decision-making and is accountable for results.
In other words, a change agent is a leader who implements the various components of a
Previously devised action plan for Organisational Change by acting on the Company’s environment
in order to bring the change about.

Rules of Thumb for Change Agents :

There are different kinds of rules :
Rule 1 : Stay Alive : Staying alive means loving yourself. Self – disparagement leads to the
suppression of potentials, to a win – lose formulation of the world and to wasting life in defensive
manoeuving. Staying alive means staying in touch with your purpose. It means using skills, your
emotions, your labels and positions, rather than being used by them. It means not being trapped in
other Peoples’ games. It means turning yourself on and off , rather than being dependent on the
situation. It means choosing with a new to the consequences as well as the impulse
Rule II : Start Where The System Is : Starting where the client is can be called the Empathy rule.
To communicate effectively to be able to build sound strategy, the change agent needs to
understand how the client sees himself and his situation, and needs to understand the culture of the
system.
Rule III : Never Work Uphill : In this rule there are different kinds of steps :
(A) Don’t build hills as you go.
(B) Work in the most promising arena.
(C) Don’t use one when two could to it.
(D) Do not argue if any can not win.

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(E) Play God a little.
Rule IV : Innovation Requires A Good Idea, Initiative And A few Friends :
Find the people who are ready and able to work introduce them to another, and work with them.
Perhaps because many change agents have been trained in the helping professions, perhaps we
have all been trained to think bureaucratically or mechanically, concepts like Organisational position,
representative ness or need are likely to guide the change Agents selection of those he works with.
A more powerful beginning can be made by finding those persons in the system whole values are
congruent with those of the change agent, who possess vitality and imagination. who are willing to
work overtime, and who are eager to learn.
Rule V : Load Experiments For Success : Experiment produces the expected results depends
upon the experimenter’s depth of insight into the Conditions and Processes involved. Of course,
what is experimental is what is new to the systems : it may or may not be new to the change agent.
Rule VI : Light Many Fires : Light many fires – suggests. Any part of a system is the way it is
partly because of the way the rest of the system is. To work towards change in one sub system is to
become one more determinant of its performance.
Rule VII : Keep An Optimistic Bias : One society grinds along with much polarization and cruelty
and even the helping Professions compose their world of grim problems to be “ Worked thorough”.
The change agent is usually folded with the destructive aspects of the situations he enters. People
in most systems are impressed with one another weakness and stereotype each other with such in
competencies as they can discover. The rule does not advice ignoring destructive forces. Its positive
prescription is that the change agent be especially alert to the constructive forces which are often
masked and suppressed in a problem oriented, envious cutline.
Rule VIII : Capture The Moment :A good sense of timing is often treated as though it were a “gift
or intution”, rather than something that can be learned, something spontaneous rather than
something planned. The opposite is nearer the truth. One captures the moment when everything
has learned is readily available, and when is in touch with the events of the moment.
Types Of Change Agents
Two Types : * Internal change agent are people from the ranks of the organisation who have
special expertise in some aspect of organisational development related to the needs of the
organisation.
External Agent ones usually are referred to as “ Consultants “.Although they usually assume a
similar job.

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Q. 10 :Define organisation culture and organisation climate. What factors influence the
culture and climate of an organisational climate?

Ans. Definition : Organisation Culture : “Culture is the set of important understandings that
members of a community share in common .“ It consists thinking ,feeling, reacting that are required
by language and symbols that create a distinctiveness among human groups.
Organisational Climate : “A set of characteristics that describe an organisation and that : (a)
distinguish one organisation from another, (b) relatively enduring over a period of time.(c) Influence
the behaviour of people in the organisation.”

Factors Influencing Organisation Culture :

1 Responsibility : The degree of responsibility , freedom and opportunities of exercising initiative
that individuals in the organisation have.
2 Rules and Regulations : and the amount of direct supervision that is used to oversee and control
behaviour.
3 Identify Organisation Value : The degree to which members identify with the organisation as a
whole rather than with their particular work group or field of professional expertise.
4 Reward System : The degree to which reward system in the organisation is based on employee
performance criteria.
5 Innovative :The degree to which employees are encouraged to be innovative and risk taking.
6 Relationship :Maintain a good relationship between peers and groups.

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Factors Influencing Organisation Climate
(A) Management Philosophy : The philosophy of an organisation will be evident from the
goals, policies and functions of the organisation and the manner in which the goals are put
into operations.
(B) Relationship : Maintain a good relationship between Superiors and the subordinators.
(C) Physical Environment : It has be observed that office décor, office size and physical space
allotted to a person at work etc. have an important influence to the development of a
favourable attitude towards the job.
(D) Values and Norms : Every organisation values and norms means perfect rules and
regulations, style etc. Values and norms play an important role in shaping the climate of the
organisation.
(E) Others :
a) Management orientation
b) Reward System
c) Types of Structure
d) Risk – taking
e) Conflict Management
f) Degree of Trust
Process In Organisational Culture
Process divide in three parts according to manner and scheme.
1) Pre-arrival Stage
2) Encounter Stage
3) Transformation

Q. 11 Define Empowerment. Bring out the need of empowerment. Process of empowerment.

Ans. :Empowerment is a process of making the organisation responsive and flexible, providing a
climate for continuous learning, developing a culture which values initiative, honesty and
encouraging the employees to take more responsibility by working together. “ It is an act of building,
development and increasing power.” (According to Ken 1997)
Need for Empowerment
1) To Gain Customer Satisfaction : Customer service gives business an edge over its
competitors. It is the most potential tool to achieve customer satisfaction and beyond.
According to John “Empowerment as “ where an employee can do whatever he has to do on the
spot to take care of a customer to that customer’s satisfaction.”
2) Customization :Customer contact employees have a high degree of personal contact with
customers. Therefore it gives them the opportunity to identify that are just right for the customer.
3)Aids Complaint Management :Perhaps one of the biggest advantage is empowerment provides
is handling any kind of complaints or crisis on the spot or at the first step itself.
4)Increased Productivity and Cost Efficiency: Empowerment makes employee feel better about
their contribution towards organisational performance and therefore put forward their best to meet
the objectives of their organisation.
5)Employee satisfaction commitment and loyalty : It is human nature to respond favorably when
given when given respect importance attention and authority. Empowerment offers all there results
in improving the confidence and self esteem of employees.
6) Potent tool for “Internal Marketing” : Internal marketing is an upcoming concept which works
on a simple principle that satisfied employees can satisfy customers therefore organizations should
deem their customer contact employees as ‘Internal Market’ and give them equal importance as
external market.
Process of Empowering: The process of empowerment will differ from organisation to organisation
depending on their –
• Concepts of empowerment.
• Their organisational objectives & strategies.

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• Their resources, financial & non – financial
• Attitude towards customer & employees, and
• Employee’s knowledge, skills, enthusiasm towards job and loyalty to organisation etc.
Phase I : Studying the work environment of the employees.
Phase II : Redefining tasks and reallocating resources.
Phase III : Focusing on the Psychological and motivational needs of employees in empowered
position.
Phase I :- Studying the work environment of the customer contact employees.
Empowerment is brought into meet several objectives, such an improving the quality of service
encounters, increasing efficiency & productivity etc. It is therefore important to consider the
following:
• Present quality of service encounters or customer Employee interactions and how they will
improve with empowerment;
• Extent to which customers are satisfied by the service – encounters and how empowerment
will contribute towards its.
• Present level of employees – skills, confidence and enthusiasm towards etc.
• Financial and physical resources of the organisation;
• Present level of decision making authority customer contact employees etc. and
• Relationship between frontline employees & reset organisational hierarchy.
Such a preliminary analysis or study provides a frame work that helps management design the
empowering process for customer contact employees, So that the ultimate objectives of
empowering are effectively met.
Phase II : Redefining tasks and reallocating resources.
Every organisation will have its own concept about empowerment There is no specified process
which can be universally applied to organisation and therefore every organisation has to design the
empowerment on individual basis. What exactly need to be based on the analysis of management.
According to Pail in (1992): Include empowerment 3 major dimensions.
1. Influence over Standards.
2. Resource availability.
3. Decision making authority.
Phase III : Focusing on the Psychological and motivational need of employees in
empowered position;
It is not enough to me chemically undertake steps or activities to empower.
According to Conquer (1988): Print out that delegating authority to employees may be necessary
to empower them, but it does not guarantee that they will have the will or incentive to use it.
Conclusion: Empowerment has come to play a major role in corporate excellence.

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Q. 12: Define organisational learning. What are the various levels of organisational learning?
Also elaborate the seven steps towards organisational learning.

Ans. Learning: Learning means change. Learning can be defined as a relatively permanent
change in behaviour or potential behaviour that results from direct or indirect experience.
Organisational learning is the process through which managers seek to improve organisation
members desire and ability to understand and manage the organisation and its environment so that
they can make decision that continuously raise organisational effectiveness.
Levels of organisational learning:
1. Individuality: Individual learning based on new skills, norms, values, behaviour, perception
etc.
2. Group Level : Group level managers need to encourage learning by promoting the use of
various kinds of groups , such as self- managed groups or cross functional teams. Group
level is based on synergism.
3. Organisational Level: Organisational level managers can promote organisational learning
through the way they create an organization’s structure and culture.

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4. Inter- Organisation:In Inter organisation include organisation structure and culture. It also
determine how learning takes place at the inter-organisational level.

Seven steps for starting the Organisational learning: Learning process plays a very important
role.

Step I Knowledge

II Organisation learning
system Model learning
III
Questions for enquiry

IV
New Information

V Analyze Input and Output

VI Challenges

VII
Strategy for take Action

Step I: Knowledge of theory, Research and Practice.

Step II: Organisation Learning : Organisation Learning system Model provides a dynamic social
basis for judging organisational actions of both learning and performing.
Step III: Questions for enquiry : Asking questions for Enquiry :-
• New Information and the Environmental Interface sub-system.
• Goal referenced Knowledge and Action.
• Structuring and dissemination and Diffusion sub-system.
• Sense making and memory and meaning sub-system.
Step IV: New Information :Convert the New Information into meaningful Knowledge.
Step V: Analyze: Analyze the inputs and outputs of each sub-system.
Step VI: Challenges: Respond to the challenges of each sub system challenges of the
environmental Interface sub-system.
Step VII: Take Action: Above discuss step followed in sequence. In last step implement all
functions-related Organisational learning.
Conclusion: Learning plays a very important role.

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Q.13: Write a short note on:

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1. Conflict
2. Negotiations
3. Innovation
4. Johari Window
5. Transactional Analysis
6. Conflict Management
7. Stroking and Life Positions

Ans:1 Conflict: Conflicts are inevitable in an organization. Conflicts is defined as “the struggle
between in compatible or opposing needs, wishes, ideas, interests or people. Conflict arises when
individuals or groups encounter goals that both parties cannot obtain satisfactorily.
Main Two types of conflict: - Functional and Dysfunctional Conflict
2 Negotiations:-A decision makes process among interdependent parties who do not share
identical preference. It is through negotiation that the parties decide what each wills give and take in
their relationship.
Main four basics elements in approach:-
• People: - Separate the people from the problem.
• Interests: - Focus on interests, not positions.
• Options:-Generate a variety of possibilities before deciding what to do.
• Criteria:- Insist that the request be based on same objective standard.
3 Creativity: - it is an illusive, subtle thing. If several people were asked to define creativity they
might call it “imagination, vision or ingenuity”. The main four factors affecting creativity – Problem
sensitivity, idea fluency, originality and flexibility. “Creativity is to perceive, to feel to think and to act
in off beat way -----“.
4 Innovation:- Innovation refers to the process of bringing any new problem solving or opportunity
addressing idea into use. Ideas for reorganizing cutting costs, putting in new budgeting system,
improving communication, or assembling produces in teams are also innovations. How Innovation
Inspiring?
• Make it norms.
• Put aside ego.
• Mix people up.
• Don’t fear failure.
• Hire outsiders.
• Abandon the crowd.
• Fight negatively.
5 Johari windows: Johari window developed by the Joseph Luft and Harry Ingham. This window is
highly useful in analyzing the causes for interpersonal Conflict. This model divide into four
quadrants:-
The person known The person does not
about others. know about others.

6 Transaction Analysis (TA) – developed by Ericant Thomas (1960’s)- When two people interact
with each other there results a social transaction. Analysis of the social transaction is the
Transactional Analysis. It is the study of moves people make in their dealings with each other and is
based on the idea that people is interactions resemble moves in games. It is simple to learn and it
increases efficient use of time. Basic to TA is the assumption that a person has three ego states:
Parent, Adult, Child.

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7 Conflict management: Except in very few situations where the Conflict can lead to competition
and creativity so that in such situations the conflict can be encouraged, in all other cases where
conflict is destructive in a nature, it has developed as possible, but all efforts should be made to
prevent it from developing.
Preventing measures Conflict management given by Schein are:
• Goal structure.
• Reward System
• Trust & Communication
• Coordination
8 Stroking and Life positions : Stroking refers to recognition of one’s presence by others. When
we interact with others we except others to say “ Good Morning” or some such gestures to indicate
that were being recognized. Strokes may be positive or negative.
Life Position is a combination of two new points. First how people view themselves? Second, how
to they view other people in general?

Positive
Negative
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Q.14 : Discuss the concept of corporate governance and Business Ethics. Explain Corporate
Governance with reference to the corporate sector in India. Who is responsible for Corporate
Governance?
Ans.: Corporate Governance: Corporate Governance in a nut- shell means proper governing of
the by the and for the Corporate ent.
Governance (1991): In the US, the only goal of the Corporate Governance is the ‘ongoing
prosperity of the company’.
Business Ethics:” Our concern for good behavior we feel an obligation to consider only our own
personal well-being, but also that of other human being.” (Albert Schweitzer)
Business Ethics can be defined as the capacity to reflect on values in the corporate decision-
making process, to determine how these values and decisions affect various shareholder groups,
and to establish how managers can use there observations in day-to day company management.
For Ex.To use fair weight for measurement of commodities to earn reasonable profits.
Corporate Governance in India: Like princes who automatically became the kings by their God
given right, the sons of industrialist in India become the managing director and chairman of the
private sector, organizations, irrespective of their capabilities of competencies to manage or
mismanage their companies. This is not untrue in the developed companies too but the ratio is
significantly less. There are many companies where ownership and managerial control are two
distinct domains.
The Dupoint Ford and many other corporations do not have any body from the families of the
promoters now in the management of these corporations.
A to professional manager was pushed out of the management of a leading textile mill in
Ahmedabad by an owner family member, but he could not help the company from turning sick. Most
of the large industrialist families in India see perfectly in order that often the new incumbent finds
people having more years of experience that his age reporting to him. There must be some
expectations where even the new incumbent is capable or competent to lead the organization.
However, in many cases it is the Sr. managers of such organizations who manage the organizations
maintaining the loyalty towards the industrialist family, even though some of the actions may not be
in the best of the organization they are working with.
For ex. Tata group exists where the management of the group companies is in the hands of the
professional managers. But this could also be the fall out of the fact that the original Tata family
chain no longer exists.
During1970’s, the Indian corporate sector witnessed a mini-wave of mergers and acquisitions, when
the government of India put restriction on the number of organizations a managing agency can
control to 20, so as to curtail the concentration of economic power and the factors of production.
Swaraj Paul, the British-Based NRI created havoc in the 1970’s when he clandestinely covered
shares of DCM Mills Ltd.and Escorts Ltd. With a view to take over these companies. It appeared

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that he had the backing of the persons in the high offices of the Government of India. The latest
SEBI’s take over code by the Justice Bhagwati Committee and much awaited exit policy are likely to
increase the mergers and take over in India. In fact, the number of mergers and takeovers and the
amount involved are already on the rise. Another important aspect of these merger and takeovers is
that the share of the foreign companies in such actively has significantly increased. All these are
likely to raise in India, the concerns related to the corporate Governance as existing in the
developed countries
Especially in the US and the UK.
In India, many fly-by-night operators mopped up crores of rupees from the gullible investors
through equity in the share markets and the authorities just could not any effective steps to prevent
such happenings. Other FERA and MRTP concentration of economic power was restricted forcefully
and now the Indian companies are to face global competition as well as face take over threats, one
may think before terming the above cases as cases of bad corporate governance. This is not to
suggest that the above are not cases of bad corporate governance but it is to suggest that a
company’s or board’s action alone cannot be responsible for a bad or a so-called bad Corporate
governance, their may be many other factors responsible for an action.
Responsible for Corporate Governance: We all are responsible for corporate governance. It is
not only the corporate sector or the government which must be held responsible for providing good
corporate governance.

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Q.15: Define Power and Politics. Why is power so important in organization? What are the
various bases of power?

Ans: Definition: - Power: Power is understood as the ability to influence other people and events.
“Power as the possibility of inducing forces of a certain magnitude on another person.” (Kurt Levin)
Politics: Politics is very common in modern organizations.” Politics is endemic to every
organization, regardless of size, function or character or ownership.” Power is very important in
organization. Power defines in different ways in organization.
1. Knowledge as Power: - The most important resources in today’s environment is ideational
resource. One who has idea, who can innovate, who can peep into the future, or knows
precedence or has knowledge of current operations gains power in organizations call it
intellectual capital or simply human capital.
2. Resources as power: - Resources are needed by the organization in order to survive and
grow. Which particular resource is important and with what difficult or ease it is available
determine it is power. Organization’s goals, nature of goods and services being produced,
the resource availability in the economy, and the situation in which the organization is
operating are some of the factors which help to determine the importance of a particular
resource.
3. Decision-Making as Power: Decision-Making process involves several stages. At every
stage a number of individuals or group participate. To the extent a person can influence
decision making at a particular state, he/she acquires power.
For ex.: Take a simple situation in which a machine is to be bought. Several brands of the machine
with same differences in quality and price available in the market. A meeting is called to discuss the
purchase.
4. Networks as Power: In most of the organizations there are individuals with varied nature
and attitudes. Some people are able to build connections with different people in different
departments and outside the organization these linkage with individuals and groups help
them in getting things done.
So apart from superior-subordinate relationships the horizontal linkage in the form of information
links, supply links and support links bring power to some people. Being a member in a network, for
whatever reasons, brings power.
5. Power of lower level employees: Generally, people refer to the power of higher levels in
the organization. It may be appropriate here to refer to the power of subordinate – a problem
which has especially attracted the attention of mechanic.

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Main factors:-
• Access to persons, information and instrumentalist.
• Expert knowledge.
• Difficulty of replacement.
• Amount of effort expanded.
Different bases of Power: (According to French and Reven five power Bases)
1. Legitimate Power: Legitimate power refers to the organization power assigned to the leader
to influence other.
2. Rewarded Power: refers to the leader’s ability and resources to reward others.
3. Coercive Power: is the most difficult and unpleasant power to administrator.
4. Referent power: can be a great asset to a leader. Leader can be develop and maintain
referent power through following activities: Best interest and fairy and equitability.
5. Expert: refers to the knowledge possessed by the leader – maintain asset credibility.
Major Forms of power: Shils has suggested –Force, Domination and Manipulation.
Conclusion: Power and Politics inseparable from each other.

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Q.16: Write a short note on:-

• Cross Cultural leadership.
• Cross-Cultural Motivation.
• Draw a cyclePhase contingency
I Leadership Cycle.
• Japanese PM Theory of Leadership.
The inor emerges in times
Ans: Cross-Cultural
of crisisLeadership:
to generate There are some universal leadership similarities. For ex. :-
Managers through out the globe tend to want to be more proactive and to get work done by
solutions to crisis produce
applying less authority and those with greater rates of career advancement view themselves as
ambiguity.
possessing greater effective intelligence. However, in most cases national boundaries make a
substantial difference in manager’s goals, interpersonal skills and leadership style.
Cross-Cultural leadership: include different theories.
1. American based management theories
2. Relationship-oriented and Task-oriented leadership.
3. Japanese PM Theory of leadership.
• Cross-Cultural motivation: Motivation some individuals may argue that there are no
major difference inn what motivates people across countries, that people everywhere in
general, are the same and respond to the same stimuli. This may be true in some
respects but not in all. Certainly, just about individuals are driven by such basic needs as
food, water, air and shelter. However, people are also driven by psychological needs such
as self-esteem and social status. Psychological drives tend to be culture-specific, the
stimuli to which an individual responds differs a cross-culture.
• Contingency Leadership Cycle: includes three phase:
Phase I
The innovator emerges in
times of crisis to generate
solutions to crisis produce
ambiguity.

Phase II
The implementers emerge The environment
in times of ambiguity to changes, crisis
systematically solutions & conditions arise.
generate stability.

Phase III
The Pacifier emerges in 14
times of stability to
maintain status quo.
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• Japanese PM Theory of leadership: Japanese have developed their own theory labeled
the PM Theory of leadership. P stands for performance, fundamentally in Japanese PM
Leadership, the P refers to leadership oriented toward forming and reaching group goals,
and M refers to leadership oriented toward preserving group social stability.

Q.17: Discuss the situations under which group decision-making is better than individual
decision-making. Suggest some measures to improve decision-making. /Techniques.
Ans. Group decision-making is an activity based on the old adage “two heads are better than one”.
It permits many persons simultaneously to interact and to arrive at a decision.
The analysis of situations for individual and group decision.

1. Nature of Problem: If the policy guidelines are given, individual decision-making will result
in greater creativity as well as more efficiency. Where the problem requires a variety of
expertise, group decision-making is suitable.
2. Acceptance of Decision: Where organizational prescription makes it mandatory to go for
group decision, the decision would be accepted only when the appropriate group has made
it. For ex. Committee decision. In other cases also, group decision is more accepted for
implementation.
3. Quality of Decision: Group decision-making generally leads to higher quality solutions
unless an individual has expertise in the decision area and this is identified in advance.
4. Climate of decision-making: Supportive climate encourages group problem solving
whereas competitive climate stimulates individual problem solving.
5. Time Availability: Group decision-making is a time consuming process and therefore, when
time at the disposal is sufficient, group decision-making can be preferred.
Behavior in Group-decision making: Group decisions are made through meetings where
members interact among themselves and arrive at certain decisions to solve the problems at
hand. In this interaction process, following behavior is likely to emerge.
1. Confirming to Group norms: Every group establishes a set of norms as means for
achieving its goals.
2. Role of Leader: In every group role of leadership is important and precious.
3. Influence processes: every member in the group is equal, some persons are able to
exert more pressure on the decision-making process.
4. Group consensus: is an important when critical decisions that one made require the co-
operation of group members for their successful implementation.
Techniques for improving Group decision-making:
Brainstorming: is a technique to stimulate idea generation for decision-making. Brain
storming as “ a conference technique by which a group attempts to find a solution for a
specific problem by a massing all the ideas spontaneously contributed by its members.”
(according to Webster dictionary)
NGT: Normal groups Technique is a structured group meeting which restricts verbal
communication among members during the decision making process. It is meant to resolve
difference in-group opinion by having individuals generate and than rank a series of ideas in
the problem exploration, alternative generation, and choice making states of group decision-
making
Delphi Technique: the name Delphi indicates a shrine at which the ancient Greeks used to
pray for information about the future. In Delphi technique of decision-making, members do
not have face-to-face interaction for group decision.

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Consensus mapping: Consensus mapping technique of group decision-making tries to
pool the ideas generated by several tasks particularly subgroups to arrive at a decision. The
technique beings after group has developed clarified and evaluated a list of ideas. Some
measures to improve the group decision-making. Above discuss technique is very important
in decision-making.
i. Pooling of knowledge and information.
ii. Satisfaction and commitment.
iii. Motivation and Co-ordination.
iv. Personnel Development.
v. More risk taking.
vi. Representation of interested groups.

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