MU0018 – Change Management

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ASSIGNMENT

DRIVE	WINTER 2015
PROGRAM	MBADS (SEM 4/SEM 6) MBAFLEX/ MBAN2 (SEM 4) PGDHRMN (SEM 2)
SUBJECT CODE & NAME	MU0018 – Change Management
BK ID	B1807
Credit and Max. Marks	4 credits; 60 marks

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.

1 Describe Kotter’s Eight Step Change Model

Answer : To successfully react to windows of opportunity, regardless of the focus — innovation, growth, culture, cost structure, technology — a new methodology of change leadership is required.

Thirty years of research by leadership guru Dr. John Kotter have proven that 70% of all major change efforts in organizations fail. Why do they fail? Because organizations often do not take the holistic approach required to see the change through.

2 Explain the various steps at which control takes place in a Change Management Process.

Answer : The change management process is the sequence of steps or activities that a change management team or project leader would follow to apply change management to a project or change. Based on Prosci's research of the most effective and commonly applied change, most change management processes contain the following three phases:

Phase 1 - Preparing for change (Preparation, assessment and strategy development)

Phase 2 - Managing change (Detailed planning and change management implementation)

Phase 3 - Reinforcing change

Q.3 What do you mean by Organizational Effectiveness? Explain the approaches involved in achieving Organizational Effectiveness

Answer : : Organizational effectiveness is the concept of how effective an organization is in achieving its goals. Every employee in a company contributes to organizational effectiveness. Taking into account skills, experience, motivation and rank, some employees play a bigger role than others. These are the people who contribute to the development of organization mainly with their knowledge.

There are many ways to measure the effectiveness of an organization, which include different criteria such as productivity, profits, growth, turnover, stability and cohesion. Rational perspectives focus on the achievement of previously set

Q4. Define organizational Culture. Describe briefly about the types of organizational Culture

Answer : By organization culture, we mean, the strategies and attitudes deemed constant, and prevalent throughout the workforce hierarchy. Different organizations follow different work cultures in their workplace, and culture is what makes a workplace an organization. Here are the various organizational cultures that define even the minutiae of an aspect in the organization.

The diverse organizational cultures that mold the structure of a business acumen are as follows:

Normative Culture

In a normative organization, the organization stresses on implementing the organizational procedures in the correct manner, and according to the norms and rules defined. This kind of culture is perceived to portray a high standard of business ethics.

Q.5. Explain the Behavioural Approach to Individual Change.

Answer : Behavioural approaches can be used very effectively to teach new skills and to change behaviours that are challenging and not socially adaptive. They have gone out of fashion but should be revived, as the studies discussed here indicate.  

Behavioural principles could be applied effectively to change unwanted and challenging behaviours. It was a time of excitement and optimism in the field but somehow, behavioural approaches went out of favour or perhaps new generations of st

6 Write a brief note on the following:

a)Kurt Lewin’s Model of change

Answer : One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today. His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes. Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.

Understanding Lewin's Model

If you have a large cube of ice, but realize that

b)Burke-Litwin Model of organizational performance and change

Answer : A Causal Model of Organizational Performance and Change, or the Burke & Litwin Model, suggests linkages that hypothesize how performance is affected by internal and external factors. It provides a framework to assess organizational and environmental dimensions that are keys to successful change and it demonstrates how these dimensions should be linked causally to achieve a change in performance.

The causal model links what could be understood from practice to

Q.5. Explain the Behavioural Approach to Individual Change.

Answer : Behavioural approaches can be used very effectively to teach new skills and to change behaviours that are challenging and not socially adaptive. They have gone out of fashion but should be revived, as the studies discussed here indicate.  

Behavioural principles could be applied effectively to change unwanted and challenging behaviours. It was a time of excitement and optimism in the field but somehow, behavioural approaches went out of favour or perhaps new generations of staff did

6 Write a brief note on the following:

a)Kolb’s Learning Cycle

Answer : 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

b) Peter Senge’s framework on Organizational Learning        

Answer :  Peter Senge and the learning organization.

Peter Senge’s vision of a learning organization as a group of people who are continually enhancing their capabilities to create what they want to create has been deeply influential. We discuss the five disciplines he sees as central to learning organizations and some issues and questions concerning the theory and practice of learning organizations.

According to Peter Senge (1990: 3) learning organizations are:

…organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see

Dear students get fully solved  SMU MBA Fall 2014 assignments

Send your semester & Specialization name to our mail id :

  “ help.mbaassignments@gmail.com ”

or

Call us at : 08263069601