CHANGE MANAGEMENT

1. What is Change?
Ans. Change is concerned with making things different.
a. Organizational Change- Organizational change is the process by which
organizations move from their present state desired state to increase their
effectiveness.

Characteristics/ Features

1. Resistance- All individuals are somewhat resistant to change. Even the most carefully
revised change management situations have to grow through the challenge as change
occurs in an organization some and blogs readily accept change while others resist.
2. Consistent Communication- An important factor in change management is the need to
address the people continuously. It is necessary to communicate with their employees on
a regular basis, and deliver messages which can be helpful to the employees to accept
change.
3. Training and goal setting hiking- The next step is the process of training. It is
responsibility of the manager to clarify how the changes would impact their day-to-day
work.
4. Dynamic process- Change is a continuous and dynamic process.
5. Recognition- Recognizing individual contribution publicly at meetings and other
company gatherings is instrumental in demonstrating the progress of change.
6. System Approach- Change always follows system approach. A change at one place
requires simultaneous changes in related aspects.
7. Change is constant universally- The process of change is not restricted to one country
or organization. It is all pervasive.
8. Varying rate of change- Change takes place in all parts of the organization but at
varying rates of speed.
9. Change is natural phenomenon- Change is a naturally occurring phenomenon as it may
be planned or unplanned response to pressures and forces.

Q2. What are the components of Change?

Ans. Change of whatever form interfaces with three components which effectively constitute the
corporate culture.

The three components of change are:

 1. Historical evolution of the company- Historical evolution of the company will have a
significant effect on its acceptance of change. In the past if the company has accepted the
changes easily then they accept the changes process voluntarily.
2. The management of the company- Change will deeply affect the roles of management
and the structure and operation of the organization. Before making a significant change, it
is necessary to gauge the attitudes of the management for making changes and to find out
what proportion the work force is able to cope with such changes.
3. The employees who work for the company- It is impossible to bring about even a small
change without the help of the employees working in the company. So it should be seen
that the employees work for bringing about the change process to reach the desired stage.

Q3. What are the levels of Change?

Ans. 1. Individual Change- At individual change is reflected in development such as

i. Change in job assignment

ii. Physical movement of employees at a different location
iii. Change in length of service of an employee
It is said that change has a significant implication for a total organization because a
signification change at an individual level can have an impact at the good level and
even organizational level. So, a manager who desires to bring a major change at
individual level must fully understand the impact of such change.
1. Growth Level - Change in organization has major effect at the group level because most
of the activities are carried out in groups or teams. Groups can be departmental groups or
informal work groups. Changes at group level will affect the work flow, job design,
communication patterns, etc.
2. Organizational Level- Changes at individuals affect both the individuals and the group.
Senior management takes decisions regarding some of the changes which are being
implemented by the managers. These types of changes occur over a long period of time
and require considerable planning for implementation. Examples of organizational level
change are
i. Changing employee remuneration (salary)
ii. Changing the objectives of the organizations, etc

Q4. What is the importance’s of Change?

Ans. Change is evitable and all the organizations, big or small must adapt to demands of their
environment and must accept the change. The importance of change can be understood as
follows:-
 1. Understanding Environment- Change helps to understand the external environment in
better way. It is important for organizations to understand, assess and measure the
changes in its external forces like government, customers and society.
2. Technological Advancement Change- Change is important in coping emerging
technological advancement in society. Transforming the business in line with new
technologies to face competition effectively.
3. Crisis Management- Change becomes a necessity when an organization finds him in
crisis. It helps to rectify some of its processes or activities that may have become
ineffective. Bringing change to discard these process helps to the organization to its
stand the difficult times.
4. Globalization- Change helps the organization to cope with globalization. Globalization
has made it possible for companies to produce goods and services at lower costs.
5. Organizational Culture- Many companies bring change to improve their organization
culture. Changing the organizational culture, this could include values, beliefs, internal
and external relationships etc. Effective organizational culture helps to attract new
customers, increase the customer satisfaction and increases workers retention.
6. Customers Needs- As the world evolves, customer needs change and growth creating
new demand for new types of products and services and opening up new areas of
opportunity for companies to meet those needs.
7. Growth Opportunities- Change is important in organizations to allow employees to
learn new skills, explore new opportunities and exercise their creativity in ways that
ultimately benefit the organization through new ideas and increase commitment.

Q5. What are imperatives of change?

1. Emphasis on truth- Employees must be clear and forthright about what is exactly
happening in the organization. Secrecy can reduce trust and support needed to bring
about the change.
2. Continuous Communication- An important necessity to change is the need to
communicate with people continuously. While change initiatives are in progress, It is
necessary to communicate regular basis. It is also necessary to have a repetition of
messages.
3. Firm Behaviour- The firm behavior of the employees will maximize support and limit
resistance to change.
4. Consistency- Consistent behavior of the employees would also be an important aspect to
bring about the desired change.
5. Use of good language- Various forms of poor language can lead to irritation and
frustration. The employees must be communicated about the benefits of change process
clearly and in good language to ensure their acceptance.
 6. Conduct Surveys- Surveys that measure and monitor awareness and understanding must
be conducted from time to time. Employees must be encouraged to give their suggestions
when a change process is to be initiated.
7. Make it interesting- If subject matter of change to be initiated is difficult or
complicated, then it can be made interesting by adding an element of humor in it.

Q6. What are the causes of change?

A. External Causes of Change

1. Globalization- Multinational companies are the major players in global market
and they can also enter the Indian market through joint ventures. Globalization
has made organizations to rethink the boundaries of their markets and to
encourage get employees to think globally. Globalizing and organization means
rethinking the most efficient use of resources.
2. Technological Changes- Technological innovations bring a major change in the
way the work is performed. Technological innovators help in decentralized
decision making across the employees
3. Market Conditions- Market conditions change rapidly with the changes in
customer’s needs, desires and expectations is it a competition between the sellers
in the market and the sellers provide as per customers expectation will survive.
4. Social Changes- There are many social changes like knowledge explosion,
spread of education, etc that takes place at a very fast pace. The management has
to follow social norms to frame policies related to employment, remuneration as
on.
5. Political Forces- Political Forces play an important role in organizational
change. There is an increase interference of government in the organizations
functioning. The organizations have no control over the political and legal but
have to adopt it.
6. Economic Factors- Economic factors that cost change such as changes in
government policies, level of competition and scarcity of resources.
B. Internal Causes of Change
1. Changes in Managerial Personnel- Senior and old managers are replaced with
new managers with your retirement, emotional, transport or dismissal. Each
manager brings their own idea and way of working organization has to change
accordingly as the attitude of personal changes.
2. Change in Operative Personnel- The changing expectations of the personal act
as a pressure that has to be handled properly by the organization.
3. Deficiency of Existing Structure- Changes may be needed to correct the
deficiencies in the present organizational setup. These deficiencies may be in the
form of large numbers of managerial levels, lack of coordination between various
departments, obstacles in communication, lack of cooperation, etc.
 4. Chain effect of Change- There is a chain effect of change, like 1 change may
impact a sequence of relative changes which is called as domino effect.
5. Changes in work Environment- Changes in the work environment can
stimulate change. A work force that seems dissatisfied is a system to be
addressed.

Q7. What is Organizational Culture?

Ans. The organizational culture has been defined as the philosophy, ideologies, values,
assumptions, beliefs, expectations, attitudes, and norms that knit an organization together and are
shared by its employees.

Components of Organizational Culture

1. Individual Autonomy- This means the degree to which employees are free to manage
themselves or are not accountable to others.
2. Position Structure- This is the extent of formalization, centralization and direct supervision.
3. Reward Orientation- This is the extent to which rewards are related to performance and the
required system of behavior in the organization.
4. Consideration- This is the extent to which people in the organization offer social emotional
support to each other and work as a team.
5. Direction- It reflects how well the employees are clear about the objectives and the
performance expectation.
6. Integration- Degree to which the different units in the organizations are expected to work in
the united manner.
7. Management Support- The degree to which the management provides clear
communication, assistant and support.
8. Conflict- The extent of differences present between individuals and departments and the way
in which they are resolved.
9. Growth and Development- This is the school for self- development and growth in the
organization.
10. Risk Taking- This includes the degree of freedom to experiment with new ideas, take risks
and correct mistakes without fear of being punished.
11. Control- This is the extent to which people are family controlled.

Q8. What are types of Change?

1. Evolutionary and Revolutionary Change- Evolutionary change is gradual and

specifically focused. It makes constant attempt to improve, adapt and adjust strategies
and structure to better match the changes that are taking place in the environment.
Revolutionary change is sudden and drastic it results in a dramatic shift.
 2. Happened Change- This kind of change is unpredictable in nature and usually takes
place due to the impact of external factors. Happen change can be traumatic as its
consequences are out of control. For example currency devaluation.
3. Anticipatory Change- If a change is implemented with prior anticipation of the
happening of an event, it is called as anticipatory change.
4. Incremental Change- Change which is implemented at micro level, units or subunits can
be regarded as incremental change. Incremental changes are introduced gradually. It is
based on the assumption that these small changes will ultimately result in a large change.
5. Operational Change- This kind of change becomes a requirement when an organization
is faced with competitive pressures and as a result of which the focus is laid on quality
improvement for winning the competitions.
6. Strategic Change- Strategic change is usually implemented at the organizational Level,
which may affect the various components of an organization. This kind of change is
expected to have an unforeseen effect on either the organization and accordingly would
influence the overall performance.
7. Directional Change- Directional change may become a necessity due to increasing
competitive pressures or due to rapid changes in the government policies. These include
changes in the import and export policies, taxation policies, etc.
8. Fundamental Change- Fundamental change involves the redefinition of organizational
objectives. This may be required during extremely volatile circumstances like failure of
our leadership, declining productivity, problems with morale of employees etc.
9. Total Change- Total change becomes a requirement during those circumstances when an
organization is faced with many problems such as long term business failure, growing
competitive pressures and concentration of power in the hands of few.
10. Planned Change- Planned change is systematically introduced by the management. It is
brought about with the purpose of achieving something that might otherwise be
unattainable.
11. Reactive and Proactive Change- Changes that are in response to an event or a series of
events termed as reactive changes. Reactive change is a change that is implemented by an
organization under pressure from environmental forces.
Proactive change is initiated (done) by an organization because they feel it to be
desirable. Proactive management tries to anticipate the future and to see the organization
as it should be if it is to be effective in the future.

Q9. Explain A J Leavitt’s Model. (15 Marks)

Ans. Leavitt’s Model proposes that every organizational system is made of four main
components i.e. People, task, structure and technology. It is the interaction between these four
components that determine the fate of the organization. He emphasized that any change in one of
these elements will have a direct effect on all the other elements, and thus they will also need to
be deviated from the original path to accommodate the change. The components of models are as
follows:-

1. People- The people are the employees of the organization. This component needs to be
modified with respect to the changes in the other three components as follows:-
a. Change in Task- If changes in task are planned people needed to be trained and
educated about the same.
b. Change in Structure- Changing structure implies changing job roles. Employees
need to be informed about their new job duties and responsibilities
c. Change in Technology- Shifting to a new technology requires extensive training,
so that the employees can handle new technology efficiently without causing any
damage to themselves or their technology.
2. Tasks- This component includes, firstly how things are done and secondly what task are
carried to achieve the goals. The qualitative aspect of the task and goals are to be
focused. This component will need to be modified with respect to changes in other three
components as follows:-
a. Change in People- Changes in the manpower must be made in such a way that
their skills are utilized to be optimum extent.
b. Change in Structure- When the basic organizational structure is changed it
would also call in for the changes in the task.
c. Change in Technology- Shifting to a newer technology would require making
changes in the task.
3. Structure- The structure includes the hierarchical relationships, but also the
communication patterns and coordination between different management levels,
department and employees. The structure needs to be changed when changes are made to
any other components like
a. Changes in People- Hiring of skill labor would acquired lesser amount of
supervision as compared to unskilled labor force.
b. Changes in Task- When an organization decides to become more customer-
centric, it will require new customer support department or more people out in the
field.
c. Changes in Technology- Automation often require change in the organizational
structure to benefit from the new technology. New job posts may be created and
old once closed down to make the best use of new technology.
4. Technology- Technology is that component of the organization which facilitates the
people to perform the task. Computers, equipment, landlines, barcode readers, software
applications etc other examples of advanced technology. Technology will need the
modifications as follows:-
a. Changes in People- With technological upgradations people in the organization
also need to be changed so as to take full advantage of changing technology.
b. Changes in Task- Changes in task may also compel for a technological change.
 c. Changes in Structure- If the organization is planning to reduce the workforce
various processes will have to be automated to maintain the same level of
production.

Q10. What is the importance’s of Individual Change?

1. Provides focus to the organizational change management activities- Individual

change helps to focus the efforts of the organization for building knowledge among the
employees. It enables project and teams to achieve the desired results.
2. Gives direction measuring effectiveness for corrective actions- Individual change
becomes necessary as it helps to understand how effective their organizational change
management activities have been and to take corrective action. If knowledge and ability
are low, then necessary training and coaching plans must be made.
3. Gives managers and supervisors a real tool to use when coaching employees- An
individual change acts as a tool for providing managers and supervisors to make a
change at an individual level, by coaching an employee. It also helps them to fulfill their
role in making change successful.
4. It is an effective tool for both project and non- project changes- Not all the change in
organizations take place in the context of project. Each and every day, employees,
supervisors, managers and senior leaders face change to manage ‘non- project’ changes.
5. Benefits Management- It helps the management to set measurable aims and facilities
achievement and continuous improvement.
6. Increase Employee Interest- It helps the employees to increase their interest in strategic
direction of the organization to overcome employee resistance and remove change
related fears.

Q11. What is Team Level Change?

Ans. The ultimate goal of change management is to engage employees, as a team, and encourage
them to adopt the changed process. Whether it is a process, system, organizational structure, etc
a project is successful only then tire team works towards it. Bringing about the team change is
particularly important on larger complex projects. It is also important for project covering
multiple functional areas. Teamwork helps to retain the best people. Effective teams do more
than just get the work done from the employees.

Teams consist of some high performing people who constantly motivate the others and together
they can achieve the objectives. It is usually seen that in case of teamwork the slow learners get
to learn from the high performing team members. In case of teamwork, it is also seen that there is
a sense of competition which prevails within the team between the team members to give their
best. Teamwork across the teams set up the whole organization to win. An organization is just a
bigger team often made of smaller teams.
Q12. What are the Behavioral Reactions to Change? (7 Marks)

1. People who want change- With their direct, results- oriented approach they accept with
decisions and changes. They are usually the ones that initiate the change.
2. People who are not bothered by change- They are the optimists, their enthusiasm and
creative solutions in handling the change process keeps them motivated during the
change process.
3. People who resists change and need time to prepare- They are study decision makers
and do not like to be rushed.
4. People were concerned with the effects of change- They are those employees who are
very cautious and careful. They seek to maintain their high standards of performance
regardless of the changes going on in an organization. They are very cautious and
concerned with the new things which will be brought about by the change process. Since
they are desirous of maintaining their high standards in performance they tend to resist
change.

Q13. What are the importances’s of Team Change? (15 Marks)

Ans. Team Change is important and has the following advantages:-

1. Teams accomplish more than individuals- Individuals may not be able to get a lot of
work done by himself. It is quite unrealistic to expect a single person to know enough and
have enough time to get everything done. Teams can help get work done more quickly
and meet cross functional challenges.
2. Team work helps to retain the best people- Effective teams do more than just getting
the work done. The employees who work as a team are surrounded by some high
performing people from whom the help can be taken to get the job done; hence it is
possible to retain some of the best people in the organization who would have otherwise
left.
3. Teams contribute to the whole organizations success- A team can only be fully
understood in terms of its relation to the other parts of the organization. The
interrelatedness of teams is important because it contributes to the overall functioning of
the organization. Members have the opportunity to learn from each other. So the works
brings about a drastic improvement in the overall performance.
4. There is greater potential for work force flexibility with cross training- Team
members are provided with opportunities for combinations of ideas and abilities.
5. New approaches to task may be discovered and adopted- Communication increases
and there is more co-operation as there is greater acceptance and understanding of team
decisions.

Limitations of Team Change-

 1. Some individuals are not comfortable working with the team and hence they have to go
there individual way.
2. Not all the members of the team may receive motivational task.
3. There may be conflicts among team members due to difference of opinions.
4. Co-ordination in a team maybe more time consuming and tedious.
5. Evaluation and team rewards may be perceived as less powerful than individual rewards.
6. In a team, if something goes wrong, it is difficult to hold an individual responsible for the
same.
7. It is difficult to assess how much an individual has contributed positively for the change.

Q14. Change and its Impact? (15 Marks)

Ans. Positive Impact

i. Be in line with trend- Change can help a business stay in line with industry trends,
which can make it more attractive to potential customers as well as help maintain current
customers for e.g. if a competitor develops and markets a successful new product, a
business should ensure that even they introduce a different type of a product.
ii. New opportunities- The ability to accept change can help employees in a business by
creating new opportunities. A worker who is enthusiastic can also train other employees
who are hesitant, by assuming this leadership role, the employee may position himself as
a capable person for future promotions.
iii. Encouraging Innovation- Businesses that are capable for accepting change can bring
and involvement that encourages innovation. Employees who feel that their ideas will be
considered by the management will be more willing to think creatively, which can help a
business grow.
iv. Increased Efficiency- Change can increase the efficiency of work process which can
satisfy the customer as well employees.
v. Improved Attitudes- A personal change in an organization can have a positive effect on
employee attitudes and morale. A change in human resources philosophy that allows for a
more relaxed work environment, such as implementing a casual dress code, may be
welcomed by the employees.

Negative Impact
i. Mental Stress- Change can create stress among the employees. There may be many
causes for increased stress level such as unfairness, lack of timely communication by
management or fear of future changers.
ii. Loss of Loyalty- Employees may lose their company Loyalty and may even become
angry if the change is not acceptable to them.
iii. Increased time away from work- When organizational changes are announced,
particularly the employees start taking long lunch hours , coming in late and leaving
earlier or simply not coming into the office etc.
 iv. Changes in personal life- Some organizational changes require major restructuring
resulting in great changes in the lives of number of employees. Typical changes that
negatively impact a portion of the employees are salary cuts, loss of benefits or relocation
to another city state or country can have negative impact. On the life of the employees.

Q15. What are sources of individual resistance to change?

1. Habit- To cope with the complexity of life a person relies on his regular habits. But
when faced with change, this tendency to respond for that task in a new way becomes a
source of resistance.
2. Security- People with a high need for security are likely to resists change because it
threatens the feeling of safety for example:- Introduction of computers created lot of
resistance from the employees as they had fear of losing the jobs.
3. Economic Factors- Changes in job task can cause economic fears if people are
concerned that they won’t be able to perform the new tasks.
4. Fear of the unknown- Introduction of something new and unknown is also likely to be
resisted by the individuals in the organizations.
5. Selective information processing- Individuals shape their word through their
perceptions. Once they have created their own perceptions they start resisting change.
They ignore information that forces a challenge to them.
6. Poor Communication- Changes within an organization start with the management. It is
up to them to pass along the details to team members and ensure that all questions and
doubts are handled before any change is affected. Poor communication can therefore
cause resistance to change.
7. Self Interest- Ego often interferes with ability to adapt to change some want to maintain
the status for to better advance their own personal agenda’s while others have different
motivations.
8. Feeling excluded- If the employees hear of a sudden change and they had no idea of it,
then they will feel excluded from the decision making process and will be offended.
9. Skills dearth (Lack of Skill)- When change requires mastering new skills, then
resistance is likely.
10. Misunderstanding about the need for change- If the employees do not understand the
need for change may start resisting.

Q15. What are overcoming resistance to change?

1. Introduce on time- the change process must be introduced at the appropriate time in the
organization the change must be done only at that kind when it is actually required.
 2. Communication- The employees must be communicated about the need for change in a
proper manner.
3. Past contributions-The past contributions of the employees who have held the
organizations to succeed must be appreciated by the management.
4. Support- The employees must be assured of all kinds of support which would help them
in easy acceptance of change.
5. Gradual- The change must be gradual and be divided into small faces and not big
trenches.
6. Involvement- All the employees in the organization must be duly involved in the change
process. The employees must feel that the change process which is being initiated in the
organization is not only the management work but it also involves their contribution.
7. Training program- Appropriate training program must ne introduce to bring about the
change any change which is introduced in the organization bring something new and
hence full training and development programs become a necessity. If the employees are
fully trained for doing the new things, they will not resist.
8. No force or compulsion- There must not be any force or compulsion on the part of the
staff to accept the change. In fact the change must be accepted voluntarily by the
employees.

Q16. What are the causes of resistance to change?

Ans. The factors that cause resistance to change may be classified broadly under 3 heads

1. Economic Factors- Some of the Economic factors causing resistance to change are
a. Workers Apprehends, technological unemployment.
b. Workers fear that they will be ideal for a major portion of their time due to higher
efficiency of new technology.
c. Workers are afraid of demotion as they do not have the new skills required for the
performance of new job.
2. Psychological Factors- The psychological factors of resistance are as follows
a. It is human psychology to maintain status quo. Human being resists change by
nature.
b. Workers may be lazy and are reluctant (not ready) to learn new things.
c. Workers may apprehend boredom in new jobs because of increased automation.
d. Workers may not have complete knowledge of change and they start making their
own illogical assumptions.
3. Social Factors- Workers may resists change because of the following social reasons
a. Workers may feel that, with the introduction of new technology their status will
go down.
b. Workers may not like the new social adjustments.
c. Workers as a group oppose change as they are unfamiliar with the change.
 d. Workers resists change is especially if they are brought about without consulting
them.

Q17. What are the strategies to overcome change?

1. Education and Communication- One of the simplest technique and best ways to
overcome resistance to change is to educate people about the change beforehand.
People can be made aware with the nature and process of change. Counseling and
training can be used to change the attitudes of people.
2. Participation and Involvement- When employees are involved in the change
process they are more likely to accept change rather than resists it. The management
should discuss the change with the subordinates.
3. Education and Training- In order to successfully implement the change,
subordinates may be thought new skills, leave the information they need understand
where they fit into the picture and how they will be expected to operate under the new
setup.
4. Facilitation and Support- Managers can remove potential resistance by being
supportive of employees during difficult times. Managerial support helps employees
deal with fear and anxiety during the change process. Emotional support is provided
to the employees thereby showing personal concerns.
5. Negotiation and Agreement- Managers can remove resistance by offering incentives
to employees. Negotiation with resistance and offering them incentives may be a
useful technique for overcoming resistance. This approach will be appropriate where
those resisting change are in a position of power.
6. Manipulation and Co-operation- Cooperation involves the gesture of bringing
someone into the change management planning route for the sake of appearances
rather than their contribution. This often involves selecting leaders of the registers on
the change effect.

Q18. Manifestations of change.

1. Unexplained Physical Change- Workers complaining of increased headaches, muscle

aches and other physical problems which cannot be explained by the doctors.
2. Increased Absenteeism- The employs may stay away or may not be physically present
in the work area.
3. Breakdowns in Constructive Communication- The employees may at times, purposely
misunderstand the directions.
4. Low Productivity- The employees may appear to be working however there is an overall
work slowdown due to which the overall productivity remains low.
5. Lack of Morale and Motivation- Employees become unwilling to undertake new
projects or responsibilities.
 6. Delay in submission of Assignment- The employees may create unnecessary delays in
completion and submission of their assignments.
7. Withdrawal Behaviour- At times, the employees may intentionally ignore important
commitments or tasks assigned to them.
8. Encourage formation of labor unions- The system to change is also manifested through
organization of trade unions for betterment of the employees.

Q19. What is Organizational Development Interventions?

Ans. Organizational development interventions comprise a special set of organizational change

method. It is a plan, systematic process of organizational change based on behavior science
research and theory.

Steps of Organizational Development Interventions:

1. Eliminating Hierarchical Decision Making- When creating developmental change the

responsibility of decision making should shift from the managers to the employees.
2. Focusing on the Groups- Because teams make up organizations change must primarily
occurs in the groups.
3. Building Trust- In order to create change and promote open communication an
organization must have a culture of mutual trust. Managers must show employees that
they are trusted.
4. Reducing unnecessary competition- While some competition is healthy it is not always
necessary to create change.
5. Investing in employees- Investments can include educational opportunities and also
providing the necessary support and tools needed to bring change.
6. Interim measurement of control- When working towards a goal it is important for a
company to understand that the responsibility of achieving the goals falls on all the levels
and employees of the organization so it is necessary to set individual goals and targets.
7. Active employee participation- Employees will support what they help to build. In
order to create change all employees should have opportunities to participate actively in
the decisions and achievements of their employer.

Q 20. Explain Six Box Model (Imp 5 marks)

Ans. The Six Box Model is a frame work developed by the American analyst Marvin weisbord
to assess. It is intended for use across a wide variety of organizations. It is based mainly on the
techniques and assumptions of the field of organizational development. It gives attention to
issues such as planning incentives and rewards, the role of support functions, internal
competitions, standards to be set for remuneration, delegation of authority, organizational
control, responsibility and performance assessment.

The six box model is comprised of the following boxes which are as follows:-
 1. Purposes- What ‘Business’ are we into.
2. Structure- How is work being divided into organization and which are the different
levels?
3. Relationships- What type of relationship exist between the employees at different levels
and how is the conflict managed?
4. Rewards- Is there an incentive system existing in the organization and does it motivate
the employees?
5. Leaderships- For mangers to act effectively, leadership style needs to fit the
organization.
6. Helpful Mechanism- Mechanisms are helpful when they assist in the coordination or
integration of work.

Q21. What are the types of OD Interventions? (Strategic- Important)

1. Human Process Interventions- The OD techniques in this category aim at improving

employees interpersonal skills and provide them with the insight to analyze their own
behavior. This will enable them to intelligently solve interpersonal and intergroup
relations, the basic ways in which these can be conducted are as follows:-
a. T-Group Training- The basic T- Group training brings 10-15 employees
together with a professional trainer to examine their behavior and guide them.
b. Team Building- This intervention helps work groups become more effective in
accomplishing their tasks.
c. Organization meeting- This meetings are conducted to clarify intergroup
problems in order to solve them.
2. Techno structural Interventions- The purpose is to jointly redesign new organizational
structures for redesigning the structures the OD experts also involves the employees of
the organization.
3. Human Resource management interventions- Human resource practices such as
hiring, training performance appraisal can improve employee commitment motivation
and productivity. Reward systems should be introduced in the performance management
of the employees, reward plays the role of the motivator for the employees.
4. Strategic Intervention- This is a new intervention consisting of 4 steps:-
a. Analyzing the current strategy and organization design.
b. Choosing a desired strategy and organization design.
c. Designing a strategic change plan.
d. Implementing a strategic change plan.
5. Team Intervention- Team intervention helps work groups become more effective in
completing the task. Team building helps members to understand the problems and come
with the solutions for them.
6. Coaching and Mentoring- Coaching and mentoring are development techniques based
on the use of one to one discussions to increase an employee’s skill, knowledge and
 working performance. Coaching is the development process through which the individual
is supported for achieving a specific goal. It is a relationship between 2 people where 1
person has greater experience then the other and he offers advice and guidance to the
other person through the learning process. Mentoring in the work place is describe as a
relationship between 2 colleagues where an experienced one provides knowledge and
guidance to the junior colleague.

Q22. What is Change Agent? (15 marks)

Ans. Change agent is a person who help an organization to transform itself .

1. Broad knowledge- one must not only have a broad knowledge but a broad range of
multi-disciplinary knowledge.
2. Operational and Relational Knowledge- the change agent must be able to listen trust
and firms relationships for effective implementation of change process.
3. Sensitivity and Maturity- He must be sensitive and mature enough to be aware of his
own motivations.
4. Authenticity- The change agent must be authentic i.e. he must act in accordance with the
values of the organization.
5. Homophility- It is a degree of closeness and similarity between the change agent and the
client. The closer the relationship the more successful is the change process.
6. Empathy- It involves an understanding of feelings and emotions of others.
7. Linkage - It refers to the degree of collaboration between the change agent and the client.
8. Proximity - The change agent and the client should have easy access to each other.
9. Openness - Openness refers to the environment which is conducive to the development
of respect and understanding for each other’s ideas and feelings.
10. Rewards - All members expect that the change must bring potential benefits. These
rewards should be both in the short run as well as long run.
11. Energy - Energy refers to the amount of efforts put into the change process.

Q23. Role and functions of Change Agent (important)

1. The Detective - As a detective the change agent must be observant and possess analytic
skill.
2. The Counselor - As a counselor the change agent must listen and encourage good things.
3. The Advocate - As an Advocate the change agent must be persistent.
4. The Facilitator- As a facilitator the change agent must be helpful.
5. The Mediator- As a mediator the change agent is a peacemaker.
6. The Expert - As an expert the change agent must be confident and knowledgeable.
Q24. What are the 3 stages of implementation?

1. Communication behind the need for change- The first stage of introducing any
change, is to explain the employees why it is important to bring the change and benefit of
change.
2. Implement the changes in phase- Most change can be broken down into phase and can
be successfully implemented.
3. Evaluate review and report of change- Careful monitoring of entire change process is
essential in order to be able to measure its impact and evaluate its success.

Q25. What are the determinants of a successful change management?

1. Environmental (Customer)- While going through change, the organization must focus
on the needs and wants of customers. If customers need and wants change then it must be
compulsory for the organization to change its product and its strategies.
2. Structure- Structure of the organization must be in line with the strategies of the
organization. Any flaw in strategy structure relationships will become hurdle in the
change process.
3. Management Orientation- Management support for the change is also accurate factor to
bring about change successfully.

Q26. What are the Phases of managerial work?

1. Analyzing and planning the change- In this phase there are 3 objectives
a. The first objective should be to anticipate the effects of change.
b. The second objective should be to work out solutions.
2. The third objective should be to develop the action plan.
3. Communicating about the change- The second phase of any change is the period of
communication during which the management discusses about the effects of change.
4. Gaining acceptance of the required changes in Behaviour- Managers can secure
agreement to a particular method of change by applying persuasion and offering rewards.
5. Making the initial transition- In this phase there is an initial transition from the existing
to the new situation.
6. Consolidation and Follow up- In this phase there is consolidation of the new conditions
and continuous follow up.

Q27. What is Client and Consultant relationship?

Ans. Guidelines for the consultant.

1. Inclusive Plan- Meetings must be planned with the client so that it results in a more
efficient and stress free change process.
 2. Be clear and honest about the expectations- At the start of a new contract both the
parties must be clear of each other’s expectations.
3. Clear, regular and timely communication- It is a good idea to agree on the process
from the very start till the end both the parties must have proper timely
communications.
4. Discuss reporting requirements at an early stage- To ensure that the clients are
happy with the reports it is best to agree on a structure well in advance.
5. Be considerate- The consultant must show the gratitude for being awarded the work.

Q27. What are the classic skills for leaders?

1. Effective Communication- The leader should effectively communicate the various

policies and strategies of the organization to the employees.
2. Delegation- The leader should transfer the ownership of his working to his team
members when they are planning to deal with the crisis.
3. Build a sense of identity- Leaders must allow team members to create their own identity
and build a sense of membership.
4. Generate Ideas to solve any crisis- The leader should encourage generation of ideas.
5. Passive avoidant- A leader must not react to all the situations but must focus on areas of
savior attention.