MU0018 - CHANGE MANAGEMENT

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ASSIGNMENT

DRIVE	SUMMER 2015
PROGRAM/ SEMESTER	MBADS – (SEM 4/SEM 6) / MBAN2 / MBAFLEX – (SEM 4) PGDHRMN – (SEM 2)
SUBJECT CODE & NAME	MU0018 - CHANGE MANAGEMENT
BOOK ID	B1807
CREDITS	4
Max. MARKS	60

Note: Answer all questions. Kindly note that answers for 10 marks questions should be approximately of 400 words. Each question is followed by evaluation scheme.

Q. 1 Define the term ‘organisational transformation’. Discuss the various strategies to manage transformation in organizations.

Ans : organisational transformation:

Organisational Transformation is a term referring collectively to such activities as reengineering, redesigning and redefining business systems. The dominant enabling technology in transforming organization is information and technology. As business model change rapidly in the financial environment and mergers and acquisition change the face of the organization. So, organization continually need to

a. A flexible, effective and efficient organization.

b. A customer-centric approach to organizational

Q. 2 Describe Integrative Model for Planned Change.

Ans : Integrative Model for Planned Change:

Integrative Model of Planned Change was developed by Bullock and Batten (1985). It Describes both organisational states and change processes. The basis for this model is that an organisation exists in different states at different times.

• Planned movement can occur from one state to another.
• Understanding of the present state of the

Q. 3 The key purpose of communication of change is to ensure that the individuals understand what is going to happen and what is expected from them. Explain some other important needs for communicating change. Also explain the major methods and techniques for communicating change.

Ans : Needs of communication change :

1. Managing communication to change is a proactive approach, as it correctly assumes that communication breakdowns cause people to do things that hurt performance.” He then goes on to describe a relatively traditional mix of communication tactics which enable communicators to deal with the gap and implement the change.

Q. 4 What do you mean by resistance to change? Discuss some of the reasons for individual (employee’s) resistance.

Ans :  Resistance to change:

Resistance to change is the act of opposing or struggling with modifications or transformations that alter the status quo in the workplace. Managing resistance to change is challenging. Resistance to change can be covert or overt, organized or individual. Employees can realize that they don't like or want a change and resist publicly and verbally. Or,

Q. 5 List the types of change management strategies. Explain any two of them.

Answer : Strategies used in change management :          

1. Empirical rational :

People are rational and will follow their self-interest — once it is revealed to them. Change is based on the communication of information and the proffering of incentives.

2. Normative reductive :

Q. 6 Write short notes on the following:

a. Change agents

b. Kolb’s Learning Cycle

c. Organisational Learning

Ans : a. Change agents :

A Change Agent is someone who knows and understands the dynamics that facilitate or hinder change. Change Agents define, research, plan, build support, and partner with others to create change. They have the courage and the willingness to do what is best for the community.

Some characteristics of

b. Kolb’s Learning Cycle :

Kolb developed a theory of experiential learning that can give us a useful model by which to develop our practice. This is called The Kolb Cycle, The Learning Cycle or The Experiential Learning Cycle. The cycle comprises four different stages of learning from experience and can be entered at any point but all stages must be followed in sequence for successful learning to take place. The Learning Cycle suggests that it is not sufficient to have an experience in order to learn. It is necessary to reflect on the experience to make

c. Organisational Learning :

Organizational learning is an area of knowledge within organizational theory that studies models and theories about the way an organization learns and adapts.

In Organizational development (OD), learning is a characteristic of an adaptive organization, i.e., an organization that is able to sense changes in signals from its environment (both internal and external) and adapt accordingly. (see adaptive system). OD specialists endeavour to assist their clients to learn from experience and

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