SET B MB&OB

8/3/2019 SET B MB&OB

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Q.1. Write a note on classical era for evolution of Organization Behaviour.

Ans: -The first general theories of management began to evolve and the main contributors during

this era were Frederick Taylor, Henri Fayol, Max Weber, Mary parker Follet and Chester Barnard.

Frederick Taylors main emphasis was on finding one best way of doing each job. He stressed on

selecting the right people for the job, train them do it precisely in one best way. He favored wage

plans to motivate the workers. His scientific principles of management stressed the following

principles:

1. Shift all responsibilityfor the organization ofwork from the workers to the manager; managers

should do all the thinking relating to the planning and design the work, leaving the workers with

the task ofimplementation.

2. Use scientific methods to determine the most efficient way ofdoing the work; assign the

workers task accordingly, specifying the precise wayin whichthe work is to be done.

3. Selectthe best person to perform the jobthus designed.4. Train the workers to do the work efficiently.

5. Monitor workers performances to ensure that appropriate work procedures are followed and

that appropriate results are achieved.

Taylor was one ofthe firstto attemptto systematically analyze human behavior at work. He insisted the

use oftime-and-motion study as a means ofstandardizing work activities. His scientific approach called

for detailed observation and measurement ofeven the most routine work, to find the optimum mode of

performance.

The results were dramatic, with productivityincreasing significantly. With passing time, new

organizational functions like personnel and quality control were created. Ofcourse, in breaking down

eachtask to its smallest unitto find what Taylor called the one best wayto do each job, the effect was

to remove human variability. Hence he laid the ground for the mass production techniques that

dominated managementthinking in the firsthalfofthe twentieth century.

Henri Fayol, a mining engineer and manager by profession, defined the nature and working patterns

ofthe twentieth-century organization in his book, General and Industrial Management, published in

1916. In it, he laid down whathe called 14 principles ofmanagement. This theoryis also called the

Administrative Theory. The principles ofthe theory are:-

1. Division of work: Tasks should be divided up with employees specializing in a limited set of

tasks so that expertise is developed and productivityincreased.

2. Authority and responsibility: Authorityis the rightto give orders and entails enforcing them

with rewards and penalties; authority should be matched with corresponding responsibility.

3. Discipline: This is essential for the smooth running ofbusiness and is dependent on good

leadership, clear and fair arguments and the judicious application ofpenalties.


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4. Unit of command: For any action whatsoever, an employee should receive orders from one

superior only; otherwise authority, discipline, order, and stability are threatened.

5. Unity of Direction: a group ofactivities concerned with a single objective should be co-

coordinated by a single plan under one head.

6. Subordination of individual interest to general interest:individual or group goals must notbe

allowed to override those ofthe business.

7. Remuneration ofpersonnel: this maybe achieved by various methods butit should be fair,

encourage effort, and not lead to overpayment.

8. Centralization:the extentto which should be the order issued onlyfrom the top ofthe

organization is a problem which should take into accountits characteristics, such as size and

capacities ofthe personnel.

9. Scalar chain (line of authority): communication should normallyflow up and down the line of

authority running from the top to the bottom ofthe organization, but sideway communication

between those ofequivalent rank in different departments can be desirable so long as superiors

are keptinformed.

10.Order:both materials and personnel must always be in their proper place; people mustbe

suited to their posts so there mustbe careful organization ofwork and selection ofpersonnel.

11.Equity: personnel mustbe treated with kindness and justice.

12.Stability of tenure of personnel: rapid turnover ofpersonnel should be avoided because ofthe

time required for the development ofexpertise.

13.Initiative: all employees should be encouraged to exercise initiative within limits imposed by

the requirements ofauthority and discipline.

14.Esprit de corps: efforts mustbe made to promote harmony within the organization and prevent

dissension and divisiveness.

The managementfunctions, thatFayol stated, consisted ofplanning, organizing, commanding, co-

coordinating and controlling. Many practicing managers, even today, listthese functions as the core of

their activities Fayol was also one ofthe first people to characterize a commercial organizations

activities into its basic components. He suggested that organizations could be sub-divided into six main

areas ofactivity:

1. Technical

2. Commercial

3. Financial

4. Security

5. Accounting

6. Management

In defining the core principles governing how organizations worked and the contribution of

managementto that process, Fayol laid down a blueprintthathas shaped organization thinking for

almost a century.


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Max Weber developed a theorybased on authority relations and was the pioneer in looking at

management and OB from a structural viewpoint. His theoryis also known as bureaucratic theoryin

management. He described ideal types oforganization and called itis bureaucracy. This was a system

marked by division oflabor, a clearly defined hierarchy, detailed rules and regulations and impersonal

relationships. He wanted this ideal types constructto be taken as a basis for creating organizations in

real world. The detailed features ofWebers ideal bureaucratic structure are a follows:

1. Jurisdictional areas are clearly specified, activities are distributed as official duties (unlike

traditional form where duties delegated by leader and changed at anytime).

2. Organization follows hierarchical principlessubordinates follows orders or superiors, buthave

right ofappeal (in contrastto more diffuse structure in traditional authority).

3. Intention, abstract rules govern decisions and actions. Rules are stable, exhaustive, and can be

learned. Decisions are recorded in permanentfiles (in traditional forms few explicit rules or

written records).

4. Means ofproduction or administration belong to office. Personal property separated from office

property.

5. Officials are selected on basis oftechnical qualifications, appointed not elected, and

compensated by salary.

6. Employmentby organization is a career. The official is a full time employee and looks forward to

a life-long career. After a trial people they gettenure ofposition and are protected from

arbitrary dismissal.


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Q.2. Write a note on different types of groups. Explain.

Ans: - Groups can be of two types:

y Formal

y Informal

Groups can be either formal or informal.

1. Formal groups: A designated work group defined bythe organizations structure. A formal

group is set up bythe organization to carry out work in support ofthe organizations goal. In

formal groups, the behaviour that one should engage in are stipulated by - and directed towards

organizational goals. Examples include book-keeping departments, an executive committee,

and a product developmentteam. Formal groups maybe command groups or tasks groups.

i) Command Group: A command group consists ofa manager and the employees who

reportto him or her. Thus, itis defined in terms ofthe organizations hierarchy.

Membership in the group arises from each employees position on the organizational chart

ii) Task A group of people Group:A task group is made up ofemployee who work

together to complete a particular task or project. A task groups boundaries are not limited

to its immediate hierarchical superior. It can cross command relationships. An employees

membership in the group arises from the responsibilities delegated to the employee- thatis,

the employees responsibilityto carry out particular activities. Task group maybe temporary

with an established life span, or they maybe open ended.

iii)Committee:A group ofpeople officially delegated to perform a function, such as

investigation, considering, reporting, or acting on a matte. Committee, one or more personsappointed or elected to consider report on, or take action on a particular matter. It

investigates analyses and debates the problem and makes recommendation. Committee

usuallyhas their own committee member comprising ofadvisory authority, secretary and

others. Recommendation is sentto the authoritythatis responsible for implementing them.

Characteristics of formal groups

y Created to carry out some specific task or to meet a required goal.

y Explicitly stated defined structure, procedural rules and membership.

y Relatively permanent oftemporary (e.g. steering group or problem solving group).

y Defined roles and designated work assignments

y Well defined norms.

y Specified goals and deadlines.


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2. Informal Groups: An organizations informal groups are those groups that evolve to meet

social or affiliation needs bybrining people together based on shared interest or friendship.

Thus, informal groups are alliances that are neither formally structured nor organizationally

determined. These groups are natural formations in the work environmentthat appear in

response to the need for social contact. Manyfactors explain why people are attracted to one

another. One explanation is simply proximity; when people work near one another every day,

they are likelyto form friendships. That likelihood is even greater when people also share similar

attitudes, personalities, or economic status.

i) Friendship Groups:Groups often develop because the individual members have one or

more common characteristics. We call these formations friendship groups. Social alliances,

whichfrequently extend outside the work situation, can be based on similar age, same

political view, attended the same college, etc.

ii) Interest Groups:People who may or may notbe aligned into common command or

task groups may affiliate to attain a specific objective with which eachis concerned. This is

an interest group.iii)Reference Groups:Sometimes, people use a group as a basis for comparison in making

decisions or forming options. When a group is used in this way, itis a reference group.

Employees have reference groups inside or outside the organization where they work. For

most people, the familyis the mostimportant reference groups. Other important reference

groups typicallyinclude co-workers, friends, and members ofthe persons religious

organization. The employee need not admire a group for itto serve as a reference group.

Some reference groups serve as a negative reference; the employee tries to be unlike

members to these groups.

iv)Membership Groups:When a person does belong to a group (formal and informalgroups to which employees actuallybelong) the group is called a membership group (or

affiliation group) for that person. Members ofa group have some collection ofbenefits and

responsibilities that go beyond the group serving as a reference point. In a membership

group, each member would be expected to contribute to the groups well being and would

enjoythe benefits arising from the group members friendship.

v) Cliques: A relatively permanentinformal groups thatinvolves friendship. Most ofthe

relationships came down to two cliques, each with a hanger-on, and some isolates. The

groups included several different professions. They developed ideas about each other.

Clique membership acted as a form ofsocial control, forcing people to conform to group

desires. The groups established norms regarding output, treatment ofsupervisor,

reciprocity and other interpersonal relations. The cliques served as a system for sense

making about organizational events. They developed their own set ofbeliefs, explaining

things to each other.


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Q.3Explain the approaches of conflict management.

Ans: - There are two types ofconflict management approaches:

y Direct

y Indirect

Direct Conflict Management Approaches

There are five approaches to direct conflict management. They are based on the relative emphasis

on cooperativeness and assertiveness in the relationship between the conflicting parities. They are as

follows:

Avoidance Itis an extreme form ofinattention; everyone simply pretends thatthe conflict does not

really exist and hopes thatit will go away.

Accommodation Involves playing down differences among the conflicting parties and highlighting

similarities and areas ofagreement. This peaceful coexistence ignores the real essence ofa given conflict

and often creates frustration and resentment.

Compromise Here a victoryis achieved throughforce, superior skill, or domination by one party. It

may also occur as a result ofauthoritative command, whereby a formal authority simply dictates a

solution and specifies whatis gained and whatis lostby whom. This is a case ofwin-lose situation and as

a result, future conflicts over the same issues are likelyto occur.

Collaboration Itinvolves recognition by all conflicting parties that something is wrong and needs

attention. It stresses gathering and evaluating information in solving disputes and making choices.


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The figure below shows the five conflict management styles using these two

dimensions:

Assertive Competing Collaborating

Compromising

Un-Assertive

Un-cooperative Co-operative


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Competing

1. When quick, decisive action is vital (e.g ,

emergencies).

2. On importantissues where unpopular actionsneed implementing (e.g, cost cutting, enforcing

unpopular rules, discipline).

3. On the issues vital to company welfare when you

know you are right.

4. Against people who take advantage ofnon-

competitive behaviour.

Collaborating

1. To find an integrative solution when both sets of

concerns are too importantto be compromised.

2. When your objective is to learn.

3. To merge insights from people with different

perspectives.

4. To gain commitmentbyincorporating concerns

into a consensus.

5. To work throughfeelings thathas interfered with

a relationship.

Compromising

1. When goals are important, but not worththe

efforts or potential disruption ofmore assertive

modes.

2. When opponents with equal power committed to

mutually exclusive goals.

3. To achieve temporary settlements to complex

issues.

4. To arrive at expedient solutions under time

pressure.

5. 14 as a backup when collaboration or competition

is unsuccessful.


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Avoiding

1. When an issue is trivial or more importantissues

are pressing.

2. When you perceive no chance ofsatisfying your

concerns.

3. When potential disruption outweighs the benefits

ofresolutions

4. To let people cool down and regain perspective.

5. When others can resolve the conflict more

effectively.

6. When issues seem tangential or symptomatic of

other issues.

Accommodating

1. When you find you are wrong to allow a better

position to be heard, to learn, and o show your

reasonableness.

2. When issues are more importantto others than to

you to satisfy others and maintain cooperation.

3. To build social credits for later issues.

4. To minimize loss when you are outmatched andlosing.

5. When harmony and stability are especially

important

6. To allow employees to develop by learning from.


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Indirect Conflict Management Approaches

Itincludes reduced interdependence, appeals to common goals, hierarchical

referral, and alterations in the use ofmythology and scripts (Schermerhorn et al 2002).

Reduced Interdependence When work-flow conflicts exist; managers can adjustthe level of

interdependency among units or individuals (Walton & Dutton, 1969). To reduce the conflict,

contactbetween conflicting parties maybe reduced. The conflicting units can then be

separated from one another, and each can be provided separate access to resources. Buffering

is another technique to build an inventory, or buffer, between the two groups so that any

output slowdown or excess is absorbed bythe inventory and does not directly pressure the

target group.

Appeals to Common Goals An appeal to common goals can focus on the mutual

interdependence ofthe conflicting parties to achieve the common goal ofan organization.

Hierarchical Referral Here conflicts are reported to the senior levels to reconcile and solve.


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Q.4. The environmental stressors have a great impact on work performance and

adjustment of the individual in an organization. Discuss the different categories

of environmental stressors.

Ans: - Environmental and internal conditions that lie beyond an individuals control are calledenvironmental stressors. Such stressors can have a considerable impact on work performance and

adjustment. We can organize environmental stressors into the following categories:

1.Task Demands: Task demands are factors related to a persons job. Theyinclude the design of

the individuals job, working conditions, and the physical work layout. Changes and lack ofcontrol

are two ofthe most stressful demands people face at work. Change leads to uncertainty, a lack of

predictabilityin a persons dailytasks and activities and maybe caused by jobinsecurity related to

difficult economic times. Technology and technological innovation also creates change and

uncertaintyfor many employees, requiring adjustments in training, education and skill

development.

Lack ofcontrol is a second major source ofstress, especiallyin work environments that are difficult and

psychologically demanding. The lack ofcontrol maybe caused byinabilityto influence the timing of

tasks and activities, to selecttools or methods for accomplishing the work, to make decisions that

influence work outcomes, or to exercise direct action to affectthe work outcomes.

2. Role Demands: The social-psychological demands ofthe work environment maybe everybit as

stressful as task demands at work. Role demands relate to pressures placed on a person as a

function ofthe particular role he or she plays in the organization. Role conflicts create expectations

that maybe hard to reconcile or satisfy.R

ole conflict results from inconsistent or incompatibleexpectations communicated to a person. The conflict maybe an inter-role, intra-role or person-role

conflict.

a) Inter-role Conflict: is caused by conflicting expectations related to two separate roles, such

as employee and parent. For example, the employee with a major sales presentation on

Monday and a sick child athome is likelyto experience inter-role conflict,

b) Intra-role Conflict: is caused by conflicting expectations related to a single role, such as

employee. For example, the manager who presses employees for both veryfast work and high-

quality work maybe viewed at some point as creating a conflictfor employees.

c) Person-role conflict: Ethics violations are likelyto cause person-role conflicts. Employees

expected to behave in ways that violate personal values, beliefs or principles experience

conflict.

The second major cause ofrole stress is role ambiguity. Role ambiguityis created when role

expectations are not clearly understood and the employee is not sure whathe or she is to do. Role

ambiguityis the confusion a person experiences related to the expectations ofothers. Role


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ambiguity maybe caused by not understanding whatis expected, not knowing how to do it, or not

knowing the result offailure to do it.

3. Inter personal Demands: are pressures created by other employees. Lack ofsocial support

from colleagues and poor interpersonal relationships can cause considerable stress, especially

among employees with a high social need.Abrasive personalities, sexual harassment and theleadership style in the organization are interpersonal demands for people at work.

a) The Abrasive Person: Maybe an able and talented employee, but one who creates

emotional waves that others at work must accommodate.

b) Sexual Harassment:The vast majority ofsexual harassmentis directed at women in the

workplace, creating a stressful working environmentfor the person being harassed, as well as

for others.

c) Leadership Styles:Whether authoritarian or participative, create stress for different

personalitytypes. Employees who feel secure withfirm, directive leadership maybe anxious

with an open participative style. Those comfortable with participative leadership mayfeelrestrained by a directive style.

4. Physical Demands: Non work demands create stress for people, which carry over into the

work environment or vice-versa. Workers subjectto family demands related to marriage, child

rearing, and parental care may create role conflicts or overloads that are difficultto manage. In

addition to family demands, people have personal demands related to non-work organizational

commitments such as religious and public services organizations. These demands become more or

less stressful, depending on their compatibility withthe persons work and family life and their

compatibility withthe persons work and family life and their capacityto provide alternative

satisfactions for the persons.


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Q.5. Given below are certain instances observed by the summer trainee Ritu,

while making an observational study at Global Green consultants. An

organization dealing with recycling of plastic products waste etc. She makes the

following observation about two key people in the organization.

1. Mr. Patnayak - He is a very friendly person and encourages his team members

by giving those recommendations and appreciations. This helps HR to decide

about giving a bonus or promotion to employees.

2. Mr. Dutta He is an aggressive person. He frequently loses his temper. Ritu

observes that he frequently punishes the non-performers and also give them

warnings regarding suspension etc.

Now explain what base of power does Mr. Patnayak and Mr. Dutta belongs to.

Explain the type of power they use often.

Ans: - Ten Types ofPower

Position: Some measure of power is conferred on the basis of ones formal position in an

organization. For example, a marketing manager can influence the decisions that affectthe marketing

department. However, the marketing manager has little power to influence the decisions that affectthe

finance department.

Knowledge or expertise: People who have knowledge or expertise can wield tremendous power.

Of course, knowledge in itself is not powerful. It is the use of knowledge and expertise that confers

power. Thus, you could be an incrediblybright person and still be powerless.

Character or ethics: The more trustworthy individuals are the more power they have in

negotiations. The big issue here is whether they do whatthey saythey are going to doeven when they

no longer feel like doing it.

Rewards: People who are able to bestow rewards or perceived rewards hold power. Supervisors, with

their ability to give raises, hold power over employees. Money can have power. But money, like

anything else, holds very little power ifitis not distributed.


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Punishment: Those who have the ability to create a negative outcome for a counterparthave the

power ofpunishment. Managers who have the authorityto reprimand and fire employees hold this type

ofpower. State troopers and highway patrol officers who have the abilityto give out speeding tickets

also have this power.

Gender: Dealing with someone of the opposite sex can confer power. We have videotaped many

negotiation case studies in whichthe turning point came when a woman casuallytouched a mans hand

or arm to make her point.

Powerlessness: In some instances, giving up all power can be very powerful. If a kidnapper

threatens a hostage with death enoughtimes, the hostage may just challenge the kidnapper to go ahead

and kill him. Atthe pointthatthe hostage gives up power, or control over his own death, the kidnapperactually loses power.

Charisma or personal power: When we ask participants in our seminars for examples ofleaders

who have had charisma or personal power, invariably the names of Mother Teresa, John F. Kennedy,

and Ronald Reagan come up. When we ask, What do all three of these leaders have in common?

participants usually respond, Passion and confidence in whattheybelieve in.

Lack of interest or desire: In negotiations, as in many other areas of life, the side withthe least

interestin whatis being negotiated holds the most power. Ifyou are buying a house and you really do

not care ifyou purchase the house you are currently negotiating for or the one down the street, you will

most likelyhold more power in the negotiationunless, ofcourse, the sellers could care less ifthey sell

the house today or live in itfor another ten years!

Craziness: This may sound funny, butbizarre or irrational behavior can confer a tremendous amount

ofpower. Every organization has someone who blows up or behaves irrationally when confronted with

problems. Those who have been exposed to this type ofbehavior tend to avoid such individuals. As a

result, these individuals are not given manytasks to accomplishbecause others are afraid to ask them.

Leadership style influence level of motivation. However, throughout a lifetime, mans motivation is

influenced by changing ambitions and/or leadership style he works under or socializes with. Command-

and-control leadership drains offambition while worker responsibilityincreases ambition.


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Leadership Style

versus Motivation

Leadership Style Motivation TypeMotivation is

Based on:Personality Type Efficiency

Limited

supervision

Worker with

decision making

responsibility

Selfmotivated

Creativity

Leader ofideas

or people.

Independent

Achiever

Thrives on

change

High

Team motivated

Mixed styles

Goal motivated Opportunity

Personalitytype and efficiency

depends on leader's skill and/or the

work environmenthe's created.

Reward

motivatedMaterialism

Recognition

motivatedSocial status

High level of

supervision

Command-and-control

Peer motivated To be like others

Status quo

Dependency

Resist change

Low

* Self-motivated or visionaries will not accept authority controlled environments. They will find a

wayto escape iftrapped.

* In a team-motivated environment, dependency types will become inspired and strive to be

acceptable withindependentthinking coworkers.

* Associates influence the level ofindividual motivation.


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Reaction to Change

Command-and-control leadership is the primary style in our society. Itis accepted because efficiencyis

created by repetitive action, teaching people to resist change. Once acquiring a skill, they do not wantto

learn another. The worker adapts to level three with an occasional trip to level two. Worker

responsibilityis justthe opposite; it motivates people to thrive on change by seeking challenges, finding

ways to achieve goals. Level one is the leader ofchanging technology, finding ways to create efficiency.

Reaction to Efficiency:

The efficiency ofadvancing technologyis forcing change. Itis up to the individual or business to decide

which side ofchange they wantto be on, the leading edge or trailing edge. The leading edge is exciting

while the trailing edge is a drag. Playing catch-up drains motivation while leaders of change inspire

motivation. Withtodays changing technology, an individual mustbe willing to abandoned old skills and

learn new ones. The abilityto adaptis achieved through self-development programs. Because level one


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thrives on change, they adapt to whatever methods gets things done withthe least amount ofeffort.

This brings us to work habits. In level one, management and front line workers, together, are searching

for ways to solve and prevent problems. Decisions are made on the front line where alternative

methods are analyzed. Being able to prevent problems is a motivating force. In level three management

makes all decision, as a result, management must find ways to solve all problems and find alternative

methods. Front line employees maybe aware conflicts, butthey donthave the authorityto take action

and have learned notto be concerned. Supervisors are only concerned with elements that management

thinks are important. Under command-and-control leadership, management considers the opinions or

concerns of people on the front line to be trivial. As a result, management takes action only when

problems become too big to ignore. Ifworkers have conflicts withtheir supervisors, they will find ways

to increase the magnitude of problems, creating a combative environment. A downward spiral of

management implementing more control and workers resisting control develop. Under workerresponsibility, management and workers unite to prevent or solve problems.


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Team Motivated Dependency of Authority Abused Workers Command and Control

Leadership

Elementary problems

are prevented or

solved atthe source.

Getting the job done

is the primary goal of

management and

workers.

Elementary are dealt with

by management when

large enoughto be

recognized.

Lack ofleadership

skills and the desire

for power creates

elementary

problems. Managers

focus on worker

control. Getting the

job done is down

the list. Workers

goal is to find ways

to do little as

possible.

Problems are always

out ofcontrol.

Reaction to Learning Habits

In level two, young workers are establishing work habits, developing attitudes and learning a

professional skill. Out oftraining and on the job, motivation level will depend on the leadership style

they work under. Under command-and-control leadership, ambitions will be associated with

maintaining the status quo. Under worker responsibility, ambitions will be associated with opportunity.

They will continually expand their skills as the need or as opportunity arises.

Reaction to Goals

Self-motivated people are goal motivated. Once they conquer one goal, they establish another. Every

goal is a learning process that requires all the elements in level one. Companies that attract and keep

this type ofperson stay on the leading edge oftechnology. The CEO is a visionaryin customer service

and employee leadership. The employees' goals are the same as the CEOs.

Ifthe CEO desires control, then he will lead in such a waythattrains subordinates to lead by control. As

a result, the employees' goals are quitting time and payday.


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Reaction to Recognition

Recognition is important; itbuilds positive self-esteem. Byitself, its benefits are short lived. Long-term

benefits are achieved when the employee feels the job could nothave been done withoutthem. This

means they were faced with a challenge, which means, theyhad the responsibility and authorityto take

action. This environmentis found in level one.

Self Motivated Projects

Self-motivated projects' is the ability to start and finish what one has started. Most people, working

alone, do notfinish whatthey start.

The ability to finish challenging projects is the secret to being a winner. First requirement is interest,

then asking questions which inspires' the learning process. With information, a challenge is presented

and a goal set. When action is taken, the barriers of persistence, risk, fear and failure become a

challenge byitself.

Self-motivated projects are difficultbecause no one cares ifthey succeed, whichis another barrier. This

is why most people quitbefore they get a good start. People, who find ways to overcome barriers and

hang in there, are the winners. They develop skills and confidence, which are required steps to larger

projects.

Team Motivated Projects

Everyone can be inspired to achievementin a team-motivated environment. With a common goal, team

members support each other until success is achieved. In this environment, others do care and team

members are needed for achieving the goal. For this reason, team motivation is extremely powerful. The

exchange of ideas, information and testing the results, adds to the motivating force. As a result, each

member seeks to be a leader ofqualityinput.


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Q.6 Fashion4 Now is a famous and old magazine. The Top management

decides to start the e-edition of the magazine.

They also decide the redefine the policies and culture of window to truth

To start implementing, this change, they frequently call meetings of employees.

They have also formed groups at different levels to clarify doubts and explain

the perspective of change.

Analyze the situation in the context of organizational change and elaborate why

the top management is following the discussed practices and what approach is

most evident in the context.

Ans:- Typically, the concept of organizational change is in regard to organization-wide change, as

opposed to smaller changes such as adding a new person, modifying a program, etc. Examples of

organization-wide change mightinclude a change in mission, restructuring operations (e.g., restructuring

to self-managed teams, layoffs, etc.), new technologies, mergers, major collaborations, "rightsizing", new

programs such as Total Quality Management, re-engineering, etc. Some experts refer to organizational

transformation. Often this term designates a fundamental and radical reorientation in the way the

organization operates.

The levels of organizational change

Perhaps the most difficult decision to make is at what "level" to start. There are four levels of

organizational change:

First let's describe these levels, and then under what circumstances a business should use them.

Level 1- shaping and anticipating the future

Atthis level, organizations start out withfew assumptions aboutthe business itself, whatitis "good" at,


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and what the future will be like. Management generates alternate "scenarios" of the future, defines

opportunities based on these possible futures, assesses its strengths and weaknesses in these scenarios

changes its mission, measurement system etc. More information on this is in the next article, "Moving

from the Future to your Strategy."

Level 2 - defining what business (as) to be in and their "Core Competencies

Many attempts at strategic planning start atthis level, either assuming that

1) The future will be like the past or at least predictable;

2) The future is embodied in the CEO's "vision for the future"; or

3) Management doesn't know where else to start;

4) Management is too afraid to start at level 1 because of the changes needed to really meet

future requirements; or

5) the only mandate theyhave is to refine what mission already exists.

After a mission has been defined and a SWOT (strengths, weaknesses, opportunities and threats)

analysis is completed, an organization can then define its measures, goals, strategies, etc. More

information on this is in the next article, "Moving from the Future to your Strategy."

Level 3 - Reengineering (Structurally Changing) Your Processes

Either as an aftermath or consequence of level one or two work or as an independent action,

level three works focuses on fundamentally changing howwork is accomplished. Rather than focus on

modestimprovements, reengineering focuses on making major structural changes to everyday withthe

goal of substantially improving productivity, efficiency, quality or customer satisfaction. To read more

about level 3 organizational changes, please see "A Tale ofThree Villages."

Level 4 - Incrementally Changing your Processes


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Level 4 organizational changes are focusing in making many small changes to existing work

processes. Oftentimes organizations putin considerable effort into getting every employee focused on

making these small changes, often with considerable effect. Unfortunately, making improvements on

how a buggy whip for horse-drawn carriages is

made will rarely come up with the idea thatbuggy whips are no longer necessarybecause cars have

been invented. To read more about level 4 organizational changes and how it compares to level 3, please

see "A Tale ofThree Villages."

Some General Guidelines to Organization-Wide Change

1. Consider using a consultant. Ensure the consultantis highly experienced in organization-wide change.

Ask to see references and check the references.

2. Widely communicate the potential need for change. Communicate what you're doing about it.

Communicate what was done and how it worked out.

3. Get as muchfeedback as practical from employees, including whattheythink are the problems and

what should be done to resolve them. Ifpossible, work with a team ofemployees to manage the change.

4. Don't get wrapped up in doing change for the sake of change. Know whyyou're making the change.

Wh

at

goal(s) doyou

hope

to accompl

ish

?

5. Plan the change. How do you plan to reachthe goals, what will you need to reachthe goals, how long

mightittake and how will you know when you've reached your goals or not? Focus on the coordination

ofthe departments/programs in your organization, not on each partbyitself. Have someone in charge of

the plan.

6. End up having every employee ultimately reporting to one person, ifpossible, and they should know

who that person is. Job descriptions are often complained about, butthey are useful in specifying who

reports to whom.

7. Delegate decisions to employees as much as possible. This includes granting them the authority and

responsibilityto getthe job done. As much as possible, letthem decide how to do the project.

8. The process won'tbe an "aha!" It will take longer than you think.


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9. Keep perspective. Keep focused on meeting the needs ofyour customer or clients.

10. Take care ofyourselffirst. Organization-wide change can be highly stressful.

11. Don't seek to control change, but rather to expectit, understand it and manage it.

12. Include closure in the plan. Acknowledge and celebrate your accomplishments.

13. Read some resources about organizational change, including new forms and structures

Documents

SET B MB&OB