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Paper # 01
Q.1 (3 marks) Two ways of determining how the organization divides work are to examine its formed structure or to examine its level of differentiation and integration. Discuss Answer: Two ways of determining how an organization divides work are to examine its formal structure or to examine its level of differentiation and integration. Formal structures divide work by function (accounting, sales, or production), by product or service (Chevrolet, Buick, or Pontiac), or by some combination of both (a matrix composed of functional departments and product groupings). The second way to describe how work is divided is to specify the amount of differentiation and integration there is in a structure. Applied to the total organization, differentiation refers to the degree of similarity or difference in the design of two or more subunits or departments. In a highly differentiated organization, there are major differences in design among the departments. Some departments are highly formalized with many rules and regulations, others have few rules and regulations, and still others are moderately formal or flexible. Q.2 ( 3 marks ) Some information is generated during diagnostic phase, then why should manager need more information in team development meeting? Answer: Some information is already gathered before the meeting, particularly during the diagnostic phase. The usefulness of this information depends on the extent to which it can be specifically identified with the team as opposed to the total organization. The members may be given additional questionnaires to fill out, or they may be interviewed. The practitioner may hold mini-group meetings with a few members at a time or with all the members to gather information. Q.3 (3 marks) What are the functional units of any organization? Answer: Perhaps the most widely used organizational structure in the world today is the basic functional Structure. The organization usually is subdivided into functional units, such as engineering, research, operation, human resources, finance, and marketing. This structure is based on early management theories regarding specialization line and staff relations, span of control, authority, and responsibility. The major functional subunits are staffed by specialists in such disciplines as engineering and accounting. It is considered easier to manage specialists if they are grouped together under the same head and if the head of the department has training and experience in that particular discipline.

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Q.4 (3 marks) What are the six managerial tasks? Answer: Managers were asked to give their impressions in regard to four key relationships companywide, boss-subordinate, peer, and interdepartmentaland in terms of six managerial tasksinnovating, decision making, communicating, organizing, monitoring, and appraising/rewarding. These perceptions revealed a number of implicit norms for how tasks are performed and relationships managed at the division. Q.5 ( 5 marks ) How would you distinguish the internal and external practitioner? Answer: The External Practitioner: The external practitioner is someone not previously associated with the client system. Coming from the outside, the external practitioner sees things from a different viewpoint and from a position of objectivity. Because external practitioners are invited into the organization, they have increased leverage (the degree of influence and status within the client system) and greater freedom of operation than internal practitioners. Research evidence suggests that top managers view external practitioners as having a more positive role in large-scale change programs than internal practitioners. Since external practitioners are not a part of the organization, they are less in awe of the power wielded by various organization members. Unlike internal practitioners, they do not depend upon the organization for raises, approval, or promotions. Because they usually have a very broad career base and other clients to fall back on, they tend to have a more independent attitude about risk-taking and confrontations with the client system. The internal practitioner is already a member of the organization: a top executive, an organization member who initiates change in his or her work group, or a member of the human resources or organization development department. The internal practitioner may not have the necessary power and authority; internal practitioners are sometimes in a remote staff position and report to a mid-level manager. Q.6 ( 5 marks ) Team building is important in which type of industry. Justify your answer with the example of an industry. Answer: The Importance of Effective Teambuilding in the Hospitality Industry: Experts and researchers agree that properly administered teambuilding initiatives can foster positive outcomes ranging from increased morale to improved profits. In the specific context of the hospitality industry, most studies have evaluated the ability of teambuilding exercises to impact turnover, a persistent problem that has long plagued the hospitality labor market.

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Again and again, research data have shown that effective teambuilding programs can dramatically increase the rate of retention among hospitality workers. However, ineffectively administered teambuilding efforts may have the opposite effect of pushing staff members so far out of their comfort zones that they become alienated and disinvested from the organization. Effective teambuilding exercises have also been shown to foster improved communication, cooperation, and solidarity among managers and staff members. In the hospitality industry, these variables can promote a dynamic, interdependent working environment and organizational culture that can generate truly exceptional customer service. Because service quality is such a singularly important factor in determining the success level of a particular property or brand, organizations seeking to maintain a strong competitive position in the hospitality industry should explore the potential promise of teambuilding exercises.

Q.7 ( 5 marks ) The use of process base structure is growing rapidly in a variety of manufacturing and services companies. What features are characterized the new form of organization? Answer: Although there is no one right way to design process- based structures, the following features characterize this new form of organizing. Processes drive structure. Process-based structures are organized around the three to five key processes that define the work of the organization. Rather than products or functions, processes define the structure and are governed by a process owner. Each process has clear performance goals that drive task execution. Work adds value. To increase efficiency, processbased structures simplify and enrich work processes. Work is simplified by eliminating nonessential tasks and reducing layers of management, and it is enriched by combining tasks so that learns perform whole processes. Teams are fundamental. Teams are the key organizing feature in a process- based structure. They manage everything from task execution to strategic planning, are typically selfmanaging, and are responsible for goal achievement. Customers define performance. The primary goal of any team in a process-based structure is customer satisfaction. Defining customer expectations and designing team functions to meet those expectations command much of the teams attention. The organization must value this orientation as the primary path to financial performance. Teams are rewarded for performance. Appraisal systems focus on measuring team performance against customer satisfaction and other goals, and then provide real recognition for achievement. Team-based rewards are given as much, if not more, weight than is individual recognition.

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Teams are tightly linked to suppliers and customers. Through designated members, teams have timely and direct relationships with vendors and customers to understand and respond to emerging concerns. Team members are well informed and trained. Successful implementation of a processbased structure requires team members who can work with a broad range of information, including customer and market data, financial information, and personnel and policy matters. Team members also need problem solving and decision-making skills and abilities to address and implement solutions. Q.8 ( 5 marks) Stress management is directed to preventing negative stress, outcomes by changing the organizational conditions causing the stress. How this technique can work to manage work place stress? Answer: Stress management is directed at preventing negative stress outcomes either by changing the organizational conditions causing the stress or by enhancing employees' abilities to cope with them. This preventive approach starts from a diagnosis of the current situation, including employees' self-awareness of their own stress and its sources. This diagnosis provides the information needed to develop an appropriate stress management program. Two methods for diagnosing stress are the following: Charting Stressors: Such charting involves identifying organizational and personal stressors operating in a particular situation. It is important to obtain perceptual measures because people's cognitive appraisal of the situation makes a stressor stressful. Health Profiling: It starts with a questionnaire asking people for their medical history; personal habits; current health; and vital signs, such as blood pressure, cholesterol level, and triglyceride levels. The health profile also indicates how the health risks can be reduced by making personal and environmental changes such as dieting, exercising, or traveling. Alleviating Stressors and Coping with Stress After diagnosing the presence and causes of stress, the next step in stress management is to do something about it. Interventions for reducing negative stress tend to fall into two groups: those aimed at changing the organizational conditions causing stress and those directed at helping people to cope better with stress. Because stress results from the interaction between people and the environment, both strategies are needed for effective stress management. This section first presents two methods for alleviating stressful organizational conditions: role clarification and supportive relationships. These efforts are aimed at decreasing role ambiguity and conflict and improving poor relationships, key sources of managerial stress. Then, two interventions aimed at helping people to cope more positively with stress are discussed: stress inoculation training and health and fitness facilities. These can help employees alleviate stress symptoms and prepare themselves for handling stressful situations.

Paper # 02
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Q:1 (3) Employment security maintained overtime and helps to build trust b/w people and their employer this trust can trigger many benefits. What are these benefits? Answer: Employment security maintained overtimes helps to build trust between people and their employer, which can lead to: More cooperation Forbearance in pressing for wage increases Better spirit in the company

Q:2 (3) What are the functional units of any organization? Answer: Perhaps the most widely used organizational structure in the world today is the basic functional Structure. The organization usually is subdivided into functional units, such as engineering, research, operation, human resources, finance, and marketing. This structure is based on early management theories regarding specialization line and staff relations, span of control, authority, and responsibility. The major functional subunits are staffed by specialists in such disciplines as engineering and accounting. It is considered easier to manage specialists if they are grouped together under the same head and if the head of the department has training and experience in that particular discipline.

Q:3 (5) It is necessary the cultural change must be managed from the top of the organization. Why or why not? Answer: Yes it is necessary the cultural change must be managed from the top of the organization. Display top-management commitment. Cultural change must be managed from the top of the organization. Senior managers and administrators have to be strongly committed to the new values and need to create constant pressures for change. They must have the staying power to see the changes through. For example, Jack Welch, CEO at General Electric, has enthusiastically pushed a policy of cost cutting, improved productivity, customer focus, and bureaucracy busting for more than ten years to every plant, division, group, and sector in his organization. His efforts were rewarded with a Fortune cover story lauding his organization for creating more than $52 billion in shareholder value during his tenure.

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Q:4 (5) A number of difficulties can arise in trying to measure improvements as a result of process consultation. What are those problems?

Answer: A number of difficulties arise in trying to measure performance improvements as a result of process consultation. One problem is that most process consultation is conducted with groups performing mental tasks (for example, decision making); the outcomes of such tasks are difficult to evaluate. A second difficulty with measuring PCs effects occurs because in many cases process consultation is combined with other interventions in an ongoing OD program. Isolating the impact of process consultation from other interventions is difficult.
A third problem with assessing the performance effects of process consultation is that much of the relevant research has used peoples perceptions rather than hard performance measures as the index of success. Although much of this research shows positive results, these findings should be interpreted carefully until further research is done using more concrete measures of performance.

Q: 5 (5) Forming a "Steering Committee" is a key activity in parallel structure, a technique to increase employee involvement in an organization. What diverse task that committee performs? Answer: Form a steering committee. Parallel structures typically use a steering committee composed of acknowledged leaders of the various functions and constituencies within the formal organization. This committee performs the following tasks: Refining the scope and purpose of the parallel structure Developing a vision for the effort Guiding the creation and implementation of the structure Establishing the linkage mechanisms between the parallel structure and the formal organization Creating problem-solving groups and activities Ensuring the support of senior management

Paper # 03
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Question: 1 (Marks 3) Internal networks exits in an organization in certain conditions. Discuss those circumstances.

Question: 2 (Marks 3) What is the purpose of employee assistance programs? Answer: EAPs help identify, refer, and treat workers whose personal problems affect their performance. Initially started in the 1940s to combat alcoholism, these programs have expanded to deal with emotional, family, marital, and financial problems, and, more recently, drug abuse. EAPs can be either broad programs that address a full range of issues or more focused programs dealing with specific problems, such as drug or alcohol abuse. Question: 3 (Marks 5) Employee involvement interaction can increase productivity through improving capabilities. Discuss Answer: El practices, such as participation in workplace decisions, can improve productivity in at least three ways. First, such interventions can improve communication and coordination among employees and organizational departments and help integrate the different jobs or departments that contribute to an overall task. Second, El interventions can improve employee motivation, particularly when they satisfy important individual needs. Motivation is translated into improved performance when people have the necessary skills and knowledge to perform well and when the technology and work situation allow people to affect productivity. For example, some jobs are so rigidly controlled and specified that individual motivation can have little impact on productivity. Third, EI practices can improve the capabilities of employees, thus enabling them to perform better. For example, attempts to increase employee participation in decision making generally include skill training in group problem solving and communication. In sum, El interventions are expected to increase productivity by improving communication and coordination employee motivation, and individual capabilities. They also can influence productivity by means of the secondary effects of increased employee well-being and satisfaction. Although a growing body of research supports these relationships, there is considerable debate over the strength of the association between El and productivity. Recent data support the conclusion that relatively modest levels of Ph produce moderate improvements in

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performance and satisfaction and those higher levels of El produce correspondingly higher levels of performance. Question: 4 (Marks 5) The fourth phase of Grid OD is Developing an ideal strategic organization Model. The key people in the organization work toward achieving that model by incorporation some basic factors. What are those factors? Answer: Developing an Ideal Strategic Organization Model The top managers in the organization now work toward achieving a model of organizational excellence, incorporating six basic factors: Clear definitions of minimum and optimum organizational financial objectives; Clear, explicit definitions of the character and nature of organizational activities; Clear operational definitions of the character and scope of markets, customers, or clients; An organizational structure that integrates operations for synergistic results; Basic policies for organizational decision making; and Approaches to implement growth capacity and avoid stagnation or obsolescence. Question: 5 (Marks 5) To diagnose the culture of an organization, the behavioral approach provides specific descriptions about how tasks are performed and how relationships are managed in an organization. What are those relationships exits in an organization and what are managerial tasks performed by manger? Answer: The behavioral approach provides specific descriptions about how tasks are performed and how relationships are managed in an organization Managers were asked to give their impressions in regard to four key relationships companywide, boss-subordinate, peer, and interdepartmental And in terms of six managerial tasksinnovating, decision making, communicating, organizing, monitoring, and appraising/rewarding. These perceptions revealed a number of implicit norms for how tasks are performed and relationships managed at the division.

Paper # 04
1-(3 Marks) What is the role of "Movement" in Lwein's Change Model to bring change in organization? Answer:

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Stage 2: Moving (Changing) The second step, movement, involves making the actual changes that will move the organization to another level of response. On the individual level, we would expect to see people behaving differently, perhaps demonstrating new skills or new supervisory practices. On the structural level, we would expect to see changes in actual organizational structures, reporting relationships, and reward systems that affect the way people do their work. On the climate or interpersonal level, we would expect to see behavior patterns that indicate greater interpersonal trust and openness and fewer dysfunctional interactions. There are two main processes for accomplishing this stage: i. Identification with a new role model ii. Scanning the environment for new information 2-(3 Marks) Effective groups perform which of activities. Discuss Answer: Two other functions need to be performed if a group is to be effective: (1) task-related activities, such as giving and seeking information and elaborating, coordinating, and evaluating activities; and (2) group-maintenance actions, directed toward holding the group together as a cohesive team, including encouraging, harmonizing, compromising, setting standards, and observing. 3- (3Marks) What are six managerial tasks? Answer: Six managerial tasksinnovating, decision making, communicating, organizing, monitoring, and appraising/rewarding. These perceptions revealed a number of implicit norms for how tasks are performed and relationships managed at the division. 4-(3 Marks) What Important role an OD practitioner can play in forming the steering committee, a component of "parallel Structures" to enhance involvement? Answer: Form a steering committee. Parallel structures typically use a steering committee composed of acknowledged leaders of the various functions and constituencies within the formal organization. This committee performs the following tasks: Refining the scope and purpose of the parallel structure Developing a vision for the effort Guiding the creation and implementation of the structure

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Establishing the linkage mechanisms between the parallel structure and the formal organization Creating problem-solving groups and activities Ensuring the support of senior management 5-(5 Marks) The spirit of inquiry comes from the values of science. Discuss its 2 parts briefly. Answer: The spirit of inquiry comes from the values of science. Two parts of it are relevant: the Hypothetical spirit being tentative checking on the validity of assumptions, and allowing for errors; and Experimentation putting ideas or assumptions to the test. In sensitive training, all experienced behavior is subjected to questioning and examination, limited only by the threshold of tolerance to truth and new ideas. 6-(5 Marks) Discuss the significance of inter-group relations interventions. Answer: Inter-group Relations Interventions: The ability to diagnose and understand inter-group relations is important for OD practitioners because (1) groups often must work with and through other groups to accomplish their goals; (2) groups within the organization often create problems and place demands on each other; and (3) the quality of the relationships between groups can affect the degree of organizational effectiveness. Two OD interventionsmicrocosm groups and inter-group conflict resolution are described here. A microcosm group uses members from several groups to help solve organization- wide problems. Inter-group issues are explored in this context, and then solutions are implemented in the larger organization. Inter-group conflict resolution helps two groups work out dysfunctional relationships. Together, these approaches help improve intergroup processes and lead to organizational effectiveness. 7-(5 Marks) How job designs and career systems are features of high involvement organizations? Answer: Features of High Involvement Organizations: Job designs that provide employees with high levels of discretion, task variety, and meaningful feedback can enhance evolvement. They enable workers to influence day-to-day workplace decisions and to receive intrinsic satisfaction by performing work under enriched conditions. Self-managed trains encourage employee responsibility by providing cross-training and job rotation, which give people a chance to learn about the different functions contributing to organizational performance.

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Career systems that provide different tracks for advancement and counseling to help people choose appropriate paths can help employees plan and prepare for long-term development in the organization. Open job posting, for example, makes employees aware of jobs that can further their development. 8-(5 Marks) "Learning Organization" distinguishes from other system-wide change programs due to it's inherit core values. What are those values? Answer: Core Values A strong set of core values is normally present in learning organizations: Value different kinds of knowledge and learning styles. Encourage communication between people with different perspectives and ideas. Develop creative thinking. Remain nonjudgmental of others and their ideas. Break down traditional barriers in the organization. Develop leadership throughout organization. Everyone is a leader. Reduce distinctions between organization members. (Management vs. non-management, line vs. staff, doers vs. thinkers, professional vs. nonprofessional, & so on) Believe that every member of the organization has untapped human potential.

Paper # 05
1(5 Marks) Structure System is considered as design component? Are you agree, if you are agree briefly define. 2(5 Marks) Describe the steps to create good client relationship? Answer: Three steps are needed to create client relationships: (1) The client must be identified; (2) The contact between the client and the worker needs to be established as directly as possible; and (3) Criteria and procedures are needed by which the client can judge the quality of the product or services received and relay those judgments back to the worker. For example, even customer service representatives and data-entry operations can be set up so that people serve particular clients. In the hotplate department, personal nametags can be attached to each instrument. The

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Indiana Bell Telephone Company found substantial improvements in satisfaction and performance when telephone directory compilers were given accountability for a specific geographic area. 3(5 Marks) What is the key role of senior executive leadership in change management? Answer: Three key roles for executive leadership of such change are: 1. Envisioning. Executives must articulate a clear and credible vision of the new strategic orientation. They also must set new and difficult standards for performance, and generate pride in past accomplishments and enthusiasm for the new strategy. Executives must: articulate a clear and credible vision of the new strategic orientation, set new and difficult standards for performance, generate pride in past accomplishments, and enthusiasm for the new strategy. 2. Energizing. Executives must demonstrate personal excitement for the changes and model the behaviors that are expected of others. They must communicate examples of early success to mobilize energy for change. 3. Enabling. Executives must provide the resources necessary for undertaking significant change and use rewards to reinforce new behaviors. Leaders also must build an effective topmanagement team to manage the new organization and develop management practices to support the change process. 4(5 Marks) What type of the conflict cannot resolve by the 3rd Party? Brief with example Answer: Third-party consultation interventions cannot resolve all interpersonal conflicts in organizations, nor should they. Many times, interpersonal conflicts are not severe or disruptive enough to warrant attention. At other times, they simply may burn themselves out. Evidence also suggests that other methods may be more appropriate under certain conditions. For example, managers tend to control the process and outcomes of conflict resolution actively when they are under heavy time pressures, when the disputants are not expected to work together in the future, and when the resolution of the dispute has a broad impact on the organization. Under those conditions, the third party may resolve the conflict unilaterally with little input from the conflicting parties.

5(3 Marks) Employee security benefits provide over time and reward system, if employee are satisfy with E, S then briefly define. Answer:

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Employee security policies will also lead to more careful and leaner hiring because the firm knows that it cannot simply let people go quickly if it has overestimated its labor demand. Leaner staffing can make the work force more productive, with fewer people doing more work. The people are often happy to be more productive because they know they are helping to ensure a result that benefits them having a long-term job and a career. Furthermore, employment security maintained overtimes helps to build trust between people and their employer, which can lead to more cooperation, forbearance in pressing for wage increases, and better spirit in the company. 6(3 Marks) Opportunities network application is applied in which sector? Answer:
An opportunity network is the most advanced form of network structure. It is a temporary constellation of organizations brought together to pursue a single purpose. Once accomplished, the network disbands. Opportunity networks also are commonplace in the construction, fashion, and entertainment industries, as well as in the public sector.

7(3 Marks) What is the purpose of third party? Answer: Third-party intervention: This change method is a form of process consultation aimed at dysfunctional interpersonal relations in organizations. Interpersonal conflict may derive from substantive issues, such as disputes over work methods, or from interpersonal issues, such as miscommunication. The third-party intervener helps people resolve conflicts through such methods as problem solving, bargaining, and conciliation. 8(3 Marks) In organization work divided is the formal structure or differentiation and integration Define Answer: Two ways of determining how an organization divides work are to examine its formal structure or to examine its level of differentiation and integration. Formal structures divide work by function (accounting, sales, or production), by product or service (Chevrolet, Buick, or Pontiac), or by some combination of both (a matrix composed of functional departments and product groupings). The second way to describe how work is divided is to specify the amount of differentiation and integration there is in a structure. Applied to the total organization, differentiation refers to the degree of similarity or difference in the design of two or more subunits or departments. In a highly differentiated organization, there are major differences in design among the departments. Some departments are highly formalized with many rules and regulations, others have few rules and regulations, and still others are moderately formal or flexible.

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