DHR12
Organisational Change and Development
Assignment-I
Assignment Code: 2016DHR12B1 Last Date of Submission: 15th November 2016
Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1. i) Compare and contrast the five “stems” of OD – laboratory training, action research/ survey feedback, normative background, quality of work life, and strategic change.
ii) Discuss the role of the OD practitioner in depth. Outline the skills associated with effective practitioners.
(15+10 Marks)
2. i) Describe the framework of the general model of planned change. Include a discussion of
each activity and a typical sequence of events.
ii) Describe an effective diagnostic model at the organization-level. Discuss its major inputs,
outputs and strategic orientation. (15+10 Marks)
Section – B Case Study (50 Marks)
General Electric is a diversified services, technology, and manufacturing company and operates in more than 100 countries and employs nearly 315, 000 people worldwide. The company is committed to achieving customer success and worldwide leadership in each of its businesses and seeks remarkable people to attain that uncompromising goal. In recent years, the company has moved from a focus on heavy industry to a strong emphasis on services and high technology. Senior professionals and executives, identified as high potential candidates and capable of playing key roles in GE’s businesses or functions, attend courses in the executive development sequence. There, they further develop leadership skills necessary to run a global, competitive business. These courses provide a significant development experience, emphasizing strategic thinking, executive leadership and cross-functional integration.
Participants develop executive skills in relation to key business issues, such as developing business strategy, competing globally, managing diversity and globalization, leading teams, managing change and advancing customer satisfaction. The company has long been known for developing some of the best leaders in business, and some of the most widely practised business techniques. GE invests about $500 million annually on training and education program around the world, from assembly lines to corporate classrooms to boardrooms. Although the scope of its activities is global, the focus of GE’s commitment to excellence in leadership development is Crotonville, the world’s first major corporate business school. Through Crotonville programs, the GE personnel are tackling new business problems around the world and sharing their problems with customers, suppliers and colleagues throughout GE.
Beyond leadership education and functional training, Crotonville plays a crucial role as an agent of cultural change in GE. The most important symbol of that culture is the GE Management Values statement, a living document that represents what GE believes to be the most important qualities needed for success. When creating the values statement, Jack Welch, the former Chairman, GE used Crotonville participants as a sounding board. Today, thousands of Crotonville attendees continually debate the meaning of GE’s values, suggesting revisions when needed, to ensure that they remain relevant to each individual in GE. Having participated in the discussion, attendees then become messengers who transfer the values to the people with whom they work.
Case Questions:
1. GE was one of the first companies to have a corporate university. What are the advantages that companies gain by having corporate universities? How does it support the OD initiatives of any corporate organization?
2. GE has achieved good results by establishing corporate university. What are the advantages of having such a management development program?
3. Discuss how such management development program becomes an integral part of Organization Development. (15+15+20 Marks)
DHR12
Organisational Change and Development
Assignment-II
Assignment Code: 2016DHR12B2 Last Date of Submission: 15th November 2016
Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1. i) Describe process consultation. Discuss when it should be used and how it applies to organization development.
ii) What are the key components of group level diagnosis? Discuss how the absence
of any one of these components can impact outputs. (15+10 Marks)
2. i) Describe either a functional, self-contained, or matrix structure and discuss its advantages and disadvantages.
ii) Under what conditions are customer-centric structures appropriate? What
challenges does this type of organization structure face and why?
(15+10 Marks)
Section – B Case Study (50 Marks)
Digital Electronics (Digital) was established twenty years ago by Ramprasad Goud, The mission of this manufacturer of consumer electronic goods was to produce high quality, innovative products at the lowest possible costs, that catered to the ever changing needs of its customers. The organizational structure at Digital was characterized by a tall hierarchy with a number of managerial levels between the shop floor executives and the CEO. The leadership style that prevailed in the company was the autocratic form, wherein employees were seldom involved in the organization’s decision-making process. All crucial decisions were made by the top management and merely conveyed to employees at the lower rung of the organizational structure.
Though Digital had been performing well in the industry, its profitability levels and market share were gradually dwindling. This was a serious cause of concern to the CEO, Goud, who invited top level managers to give their suggestions, to tackle this problem. A discussion that followed during the meeting identified the deteriorating quality of their products coupled with lack of innovation (especially during the recent past) as the main reason for the low demand for their products in the market.
Mohan Das, the Director-HR, blamed the organizational structure for the depressing innovative spirit among the employees, which in turn, hit the sales. He suggested that Digital introduce the concept of self-managed teams (SMTs) to overcome this crisis. By providing enhanced responsibility and authority to a group of individuals through SMTs, Digital might enhance employee commitment which would result in improved quality of goods, and in the productivity and efficiency of the workers.
The whole team was taken aback for a moment, when they heard the proposal of Das. Goud himself felt that the bureaucratic culture at Digital might not encourage the implementation of SMTs. “Besides, there are other issues that have to be dealt with, to ensure success of the SMTs,” said Goud. Das then pointed out recent organizational examples which had benefited by implementing the concept of SMTs. One of the examples was that of a reputed telecom company that had witnessed a 26% increase in its sales after the introduction of SMTs in its sales force.
Though the management was not much convinced about the proposal, it decided to introduce SMTs in its production and R&D departments. After a careful analysis of the organizational culture and the benefits likely to be accrued to the organization through its new initiative, Das implemented the concept of SMTs in both the departments. Although Digital faced a few problems during the initial stages, it began reaping the benefits of improved productivity and greater innovation among its employees. Soon, the sales figures picked up and the company recorded huge profits and increased market share, but also reaped the benefits of a motivated and a committed workforce.
Case Questions:
1. Mohan Das carefully analyzed the organizational culture at Digital before deciding to implement the concept of SMTs. Discuss the various cultural issues that might have cropped up during the implementation of SMTs at Digital Electronics.
2. Briefly describe the characteristics of self-managed teams and the benefits that are likely to accrue to the organizations which implement them.
3. How do you think the concept of SMTs and good organizational culture relate to the concept of organizational development? (15+15+20 Marks)
No comments:
Post a Comment