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Sikkim Manipal University

- MBA -

MU0011 Management and Organizational Development

Semester: 3 - Assignment Set: 1


Q.1) Explain the levels of Management Ans:The term Levels of Management refers to a line of demarcation between various managerial positions in an organization. The number of levels in management increases when the size of the business and work force increases and vice versa. The level of management determines a chain of command, the amount of authority & status enjoyed by any managerial position. The levels of management can be classified in three broad categories !

1. Top level / Administrative level 2. Middle level / Exec tor! 3. Lo" level / # pervisor! / $perative / %irst-line managers
"anagers at all these levels perform different functions. The role of managers at all the three levels is discussed below

LE&EL# $% MA'A(EME'T Top Level of Management #t consists of board of directors, chief e$ecutive or managing director. The top management is the ultimate source of authority and it manages goals and policies for an enterprise. #t devotes more time on planning and coordinating functions. The role of the top management can be summarized as follows ! a. Top management lays down the objectives and broad policies of the enterprise. b. #t issues necessary instructions for preparation of department budgets, procedures, schedules etc. c. #t prepares strategic plans & policies for the enterprise. d. #t appoints the e$ecutive for middle level i.e. departmental managers. e. #t controls & coordinates the activities of all the departments. f. #t is also responsible for maintaining a contact with the outside world. g. #t provides guidance and direction.

Sikkim Manipal University

- MBA -

MU0011 Management and Organizational Development

Semester: 3 - Assignment Set: 1


h. The top management is also responsible towards the shareholders for the performance of the enterprise. Middle Level of Management The branch managers and departmental managers constitute middle level. They are responsible to the top management for the functioning of their department. They devote more time to organizational and directional functions. #n small organization, there is only one layer of middle level of management but in big enterprises, there may be senior and junior middle level management. Their role can be emphasized as ! i. j. k. l. m. n. o. p. They e$ecute the plans of the organization in accordance with the policies and directives of the top management. They make plans for the sub!units of the organization. They participate in employment & training of lower level management. They interpret and e$plain policies from top level management to lower level. They are responsible for coordinating the activities within the division or department. #t also sends important reports and other important data to top level management. They evaluate performance of junior managers. They are also responsible for inspiring lower level managers towards better performance.

Lo"er Level of Management %ower level is also known as supervisory & operative level of management. #t consists of supervisors, foreman, section officers, superintendent etc. 'ccording to (.). *avis, +upervisory management refers to those e$ecutives whose work has to be largely with personal oversight and direction of operative employees,. #n other words, they are concerned with direction and controlling function of management. Their activities include ! -. r. s. t. 'ssigning of jobs and tasks to various workers. They guide and instruct workers for day to day activities. They are responsible for the -uality as well as -uantity of production. They are also entrusted with the responsibility of maintaining good relation in the organization. u. They communicate workers problems, suggestions, and recommendatory appeals etc to the higher level and higher level goals and objectives to the workers. v. They help to solve the grievances of the workers. w. They supervise & guide the sub!ordinates. $. They are responsible for providing training to the workers. y. They arrange necessary materials, machines, tools etc for getting the things done. z. They prepare periodical reports about the performance of the workers. aa. They ensure discipline in the enterprise. bb. They motivate workers. cc. They are the image builders of the enterprise because they are in direct contact with the workers.

Q.)) *isc ss the genesis of $rgani+ational *evelopment

Sikkim Manipal University

- MBA -

MU0011 Management and Organizational Development

Semester: 3 - Assignment Set: 1


Ans:.rganizational development is an ongoing, systematic process to implement effective change in an organization. .rganizational development is known as both a field of applied behavioral science focused on understanding and managing organizational change and as a field of scientific study and in-uiry. #t is interdisciplinary in nature and draws on sociology, psychology, and theories of motivation, learning, and personality. ,-#T$./ $% $.(A'-0AT-$'AL *E&EL$1ME'T #n the late /012s organizational development was implemented in organizations via consultants, but was relatively unknown as a theory of practice and had no common definition among its practitioners. (ichard 3eckhard, an authority on organizational development and change management, defined organizational development as 4an effort, planned, organization!wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization5s processes, using behavioral!science knowledge4 63eckhard /0107. Throughout the /082s and /092s organizational development became a more established field with courses and programs being offered in business, education, and administration curricula. #n the /002s and :222s organizational development continued to grow and evolve and its influences could be seen in theories and strategies such as total -uality management 6T;"7, team building, job enrichment, and reengineering. .AT-$'ALE A'* -M1LEME'TAT-$' .rganizational development takes into consideration how the organization and its constituents or employees function together. *oes the organization meet the needs of its employees< *o the employees work effectively to make the organization a success< =ow can the symbiotic relationship between employee satisfaction and organizational success be optimized< .rganizational development places emphasis on the human factors and data inherent in the organization!employee relationship. .rganizational development strategies can be used to help employees become more committed and more adaptable, which ultimately improves the organization as a whole. The organizational development process is initiated when there is a need, gap, or dissatisfaction within the organization, either at the upper management level or within the employee body. #deally, the process involves the organization in its entirety, with evidenced support from upper management and engagement in the effort by all members from each level of the organization. To launch the process, consultants with e$perience in organizational development and change management are often utilized. These consultants may be internal to the company or e$ternal, with the cautionary understanding that internal consultants might be too entrenched in the e$isting company environment to effectively coordinate and enforce the action plans and solutions re-uired for successful change. *ata analysis through task forces, interviews, and -uestionnaires can illuminate likely causes for disconnects throughout an organization. These gaps can then be analyzed, an action plan formed, and solutions employed. This is by no means a linear process, nor is it a brief one. >eedback from all constituents should be elicited throughout the process and used to make adjustments to the action plan as necessary. )onstant monitoring during the entire implementation effort is important for its success and acceptance.

Sikkim Manipal University

- MBA -

MU0011 Management and Organizational Development

Semester: 3 - Assignment Set: 1


T,E %2T2.E $% $.(A'-0AT-$'AL *E&EL$1ME'T There are contradictory opinions about the status and future prospects of organizational development. #s it a theory whose time has come and gone< *oes its basis in behavioral science, a 4soft4 science, make it unappealing< ?hat are the challenges for the future< 'n article by 3unker, 'lban, and %ewicki proposes si$ areas that could revitalize the field of organizational development in the future virtual teams, conflict resolution, work group effectiveness, social network analysis, trust, and intractable conflict. These authors suggest that focusing on these areas will help bridge the gap between research theory 6i.e., academics7 and practice 6i.e., consultants7. @etting these two groups to communicate with each other will benefit both groups and promote organizational development efforts. #n a survey conducted by )hurch, ?aclawski, and 3err, twenty individuals involved in the study and practice of organizational development were -uestioned about their perspectives and predictions on the future of the field. The most in!demand services, according to those polled, are e$ecutive coaching and development team building and team effectiveness facilitating strategic organizational change systemic integration diversity and multiculturalism.

They list the daily challenges in the field as the need for speed, resistance to change, interpersonal skills and awareness, and differentiating organizational development, which refers to the variety of definitions of organizational development among practitioners and how this impacts consultants, clients, and the clients5 needs. The opinions on the future direction of the field vary among its practitioners. Aevertheless, the continuing interest in and value of optimizing an organization5s needs and goals with the needs, wants, and personal satisfaction of its employees indicate that organizational development will continue to be relevant to and vital for organizational reform in the future, either in its present form or through evolution into other theories and practices.

Q.3) 4rite a note on techno str ct ral interventions. 'ns ! +tructural #nterventions "ay be called as techno structural interventions This class of interventions include changes in how the overall work of an organisation is divided into units, who reports to whom, methods of control, the arrangement of e-uipment and people, work flow arrangements and changes in communications and authority. /.+ociotechnical +ystem is largely associated with e$periments attempted to create better fit among the technology, structure and social interactions of a particular production unit. Bremises of +ociotechnical +ystem 6/7 Cffective work system must jointly optimize the relationship between their social and technical parts. 6:7 +uch system must effectively manage the boundary separating and relating them to the environment.

Sikkim Manipal University

- MBA -

MU0011 Management and Organizational Development

Semester: 3 - Assignment Set: 1


This system tend to feature the formation of autonomous work group, the grouping of core tasks so that a team has major unit of total work to be accomplished, the training of group members in multiple skills, delegation to the work group of many aspects of how the work gets done, and the availability of great deal of information and feedback to work groups for self!regulation of productivity and -uality. :.+elf managed teams ?hat is a self!managed team< ' self!managed team has total responsibility for its defined remit. That remit might be a specific project. ' self!managed team thrives on interacting skill sets, on shared motivation and shared leadership. The team is autonomous and its members are responsible to no one but each other. The teams accountability is based on teams result and not on the performance of its members. #ndividual performance is an internal team issue. ' self!managed team is not just a group of people working together but also a genuine collaboration. #t is measured by its results, not the performance of its individual member. +elf!managed teams D 're more independent than other types of team. D =elp to flatten organizational structure. D Climinate intermediate levels of responsibility and removes the re-uirement for middle management. D >avour natural leaders. +elf Emanaged teams D +hould set their targets. D +hould be fully empowered. D "ust monitor performance and maintain -uality. D +hould be able to re-uest assistance from outside the team but never have it imposed. D "ust maintain contact with the organization. F.?ork redesign .* approach to work redesign based on a theoretical model of what job characteristics lead to the psychological states that produce what they call 4higher internal work motivation.4 'ccording =ackman and .ldham organisation analyses jobs using the five core job characteristics ! i.e. skill variety, task identity, task significance, autonomy and feedback from the job. +kill variety (elated to e$perienced Task identity meaningfulness of the work Task significance Gob autonomy ! (elated to e$perienced responsibility for the outcome of the work >eedback ! related to psychological state of knowledge of the result of the work activities. The outcome of these job characteristics is =igh work motivation =igh satisfaction =igh work effectiveness. H.;uality of work life 6;?%7

Sikkim Manipal University

- MBA -

MU0011 Management and Organizational Development

Semester: 3 - Assignment Set: 1


'n attempt to restructure multiple dimensions of the organisation and to institute a mechanism, which introduces and sustains changes over time. ;?% >eatures ! Ioluntary involvement on the part of employees ! Jnion agreement with process and participation. ! 'ssurance of no loss of job ! Training for team problem solving ! Jse of -uality circles ! Barticipation in forecasting, work planning ! (egular plant and team meetings. ! Cncouragement for skill development. ! Gob rotations. These features include union involvement ! a focus on work teams, problem solving session by the work teams in which the agenda may include productivity, -uality and safety problems, autonomy in planning work the availability of skill training and increased responsiveness to employees by supervision. Q5) 4rite a note on f t re trends in $*. 'ns ! >uture Trends in .rganization *evelopment ! $rgani+ation *evelopment 3oth a profession and area of scientific in-uiry #t is E ' system!wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of strategies, structures, and processes that lead to organization effectiveness., -t6s a 'e" 4orld7 K @reater turbulence K "ore competitive environment K @lobalization K 'cceleration rate of change K Technology K @reater emphasis on leadership K @reater emphasis on work&life balance K The economy K The workforce . "ore diverse . Cducated . )ontingent K .rganizations . "ore networking&alliances . "ore knowledge based Trends K .* is more relevant than ever K ' push for the return of traditional .* values E led primarily by AT% K That .* do what is Lright K 'n emphasis on human process interventions E outcomes are secondary

Sikkim Manipal University

- MBA -

MU0011 Management and Organizational Development

Semester: 3 - Assignment Set: 1


1ragmatists K Cmphasis on relevance and planned change K ' push toward professionalism E credentials K Cmphasis on change technologies K Berformance based interventions K Brocess interventions is not an end solution E its a means for implementing change #cholars K #ncreasing research contributions o .rganization theory o )hange o %inks between change and performance K >ocus on understanding, predicting, and controlling change in organizations K )oncerned with creating valid knowledge K %ess values based E a detached perspective -mplications K .* will have more conflicts in the short term K #n the long term, it there will be a more integrated approach K "ore embedded in the organizations operations K +horter .* cycle times K "ore technologically driven K .* will become more interdisciplinary K #t will become more diverse and cross!cultural K "ore concerned with ecological sustainability and other social change efforts

Q8) List the different t!pes of $rgani+ation c lt re. 'ns ! ?hen we walk into an organisation and get a certain 5feel5 for it, whether it is fast moving and responsive, or whether it feels old and backward looking, this 5feeling5 is referred to 5organisational culture5. )ulture is about how the organisation organises itself, it5s rules, procedures and beliefs make up the culture of the company. #n this section we are going to briefly look at si$ types of organisational cultures. 1o"er 9 lt re ?ithin a power culture, control is the key element. Bower cultures are usually found within a small or medium size organisation. *ecisions in an organisation that display a power culture are centralised around one key individual. That person likes control and the power behind it. 's group work is not evident in a power culture, the organisation can react -uickly to dangers around it as no consultation is involved. =owever this culture has its problems, lack of consultation can lead to staff feeling undervalued and de!motivated, which can also lead to high staff turnover. .ole 9 lt re )ommon in most organisations today is a role culture. #n a role culture, organisations are split into various functions and each individual within the function is assigned a particular role. The role culture has the benefit of specialisation. Cmployees focus on their particular role as assigned to them by their job description and this should increase productivity for the company. This culture is -uite logical to organise in a large organisation.

Sikkim Manipal University

- MBA -

MU0011 Management and Organizational Development

Semester: 3 - Assignment Set: 1


Tas: 9 lt re ' task culture refers to a team based approach to complete a particular task. They are popular in today5s modern business society where the organisation will establish particular 5project teams5 to complete a task to date. ' task culture clearly offer some benefits. +taff feel motivated because they are empowered to make decisions within their team, they will also feel valued because they may have been selected within that team and given the responsibility to bring the task to a successful end. A'+' organise part of their culture around this concept ie putting together teams to oversee a mission. 1erson c lt re Berson cultures are commonly found in charities or non profit organisations. The focus of the organisation is the individual or a particular aim %or"ard ; <ac:"ard loo:ing c lt re. .rganisations that have an entrepreneurial spirit, always embrace change and listen to staff and customers are said to be forward looking. >orward looking organisations are risk takers and do well because of it. ?e can argue that *yson the vacuum cleaner manufacturer embraces this culture. ' backward looking culture does not embrace change and is led by systems and procedures. They do not take risk and because of it are usually left with a business not doing so well JM store "arks and +pencers is said to be 5backward looking5 ie slow to change. *iagram: %orms of organisational c lt re.

Q=) 4rite a note on designing interventions. 'ns ! )hoosing interventions that are well!matched to local needs and capabilities, and then carefully implementing those interventions, are vital steps for increasing healthy eating and active living. *esigning effective interventions re-uires that you use all that has been accomplished and learned about the community throughout the planning process in terms of needs, resources, and interests.

Sikkim Manipal University

- MBA -

MU0011 Management and Organizational Development

Semester: 3 - Assignment Set: 1


A comprehensive intervention action plan: #ncludes the use of multiple strategies, such as educational, policy, and environmental strategies, within various settings, such as the community, health care delivery system, schools, and worksites. Targets the community!at!large as well as subgroups within the community. #ncludes various activities to meet the communitys levels of readiness.

?hen considering intervention components and strategies, lessons learned from what has worked in the past can provide a valuable foundation for future work. Those strategies, activities, and approaches that research and evaluation have found to be effective in promoting public health are called best practices,. (eviewing these best practices and model programs saves communities from reinventing the wheel, and gives immediate direction to program planning. #nformation about best practices and model programs can help the community determine how to proceed with the specifics of developing its interventions 6e.g., whom to involve, which levels should be targeted first, se-uence of events and activities7. Brovided as support material to illustrate current e$amples and recommended healthy eating active living interventions is -ntervention strategies: To be effective, intervention plans should use educational, policy, and environmental strategies. Together the three intervention strategies can be helpful in changing knowledge, attitudes, skills, behavior, policies and environmental factors to improve the health and well!being of the community. C$amples of activities that might be included under each strategy are as follows Ed cational #trategies: )ommunication and skill!building. o )ommunication methods media advocacy, lecture!discussion, print materials, audiovisual aids, educational television, and programmed learning. o Training methods classes to develop skills, simulations and games, small!group discussions. 1olic! #trategies: Bolicies, regulations, laws as well as informal rules and understandings of government and local organizations. o Bolicies designed to restrict or limit unhealthy actions. o Bolicies designed to encourage healthy eating and active living fle$ time at worksites for employees to engage in physical activity or e$tended hours to use community recreational facilities. Environmental #trategies: Bhysical or social environmental changes. o 'dding more street lights to discourage crime and encourage physical activity. o )onverting railroad beds into walking trails o )onstructing shower facilities at worksites for employees who e$ercise

1rogram #ettings: The intervention strategies in a community health promotion program are most effective when done in as many of the following settings as appropriate. These settings serve as channels through which you can reach your target group as well as sites for using educational, policy, and environmental strategies. #chool: +chools can be viewed as the most important setting for ultimately educating the entire population and more immediately for educating children and youth. ' comprehensive school health

Sikkim Manipal University

- MBA -

MU0011 Management and Organizational Development

Semester: 3 - Assignment Set: 1


program can be conducted in schools, and projects can be assigned that re-uire parental involvement, thus educating parents. ,ealth care *eliver! #!stem: #ncluding hospitals, clinics, and offices. =ealth care providers can lend e$pertise and credibility to your intervention efforts. They can also provide preventive education change. They can also refer patients to health promotion services in the community and distribute health promotion materials. 4or:site: ?ork settings and coworkers have a substantial impact on ones healthN educational programs and policy and environmental actions that support health can be beneficial to both management and employees. +chools and health care facilities, are also worksites. 9omm nit!: #ncluding the entire community, public facilities such as parks, local agencies, and social, service, faith, and civic organizations. The community has many organizations, groups, and public facilities that can serve as settings for interventions designed to reach people where they shop and play. These groups can e$amine how they function and also serve as strong advocates for educational, policy, and environmental changes within the community.

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