DHR12
Organisational Change and Development
Assignment-I
Assignment
Code: 2016DHR12A1 Last Date of
Submission: 26th May 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)
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: 2016DHR12A2
Last Date of Submission: 26th May 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)
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