MS - 10 -Organisational Design, Development and Change

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ASSIGNMENT

Course Code                                      :                               MS - 10
Course Title                                       :               Organisational Design, Development and Change
Assignment Code                            :                               MS-10/TMA/SEM-II/2015
Coverage                                             :                               All Blocks

Note: Attempt all the questions and submit this assignment on or before 31st October, 2015 to the coordinator of your study center.

Q. 1. Describe the factors that affect organisational design and explain different approaches in assessing organisational effectiveness with the help of examples.

Answer:The choice of an appropriate organization design is dependent on a number of factors. These factors can be internal or external. However the main factors affecting organizational design are: size, environment, strategy, and technology. Organizational design is the process of deciding on and executing a business’ structure. This consists of establishing a chain of command, determining organizational elements and assigning resources. An organization’s structure amounts to its strategy for deploying talent in the company. Whether that deployment achieves a business’ goal depends partly on the strength of the organizational design.

Key Factors Affecting Organizational Design





Q. 2. Discuss the concept of ‘process-based change’. Cite organizational examples where process based change has taken place successfully.

Answer:Change is a process, which progress over a period of time. Whilst change itself always carries with it improbability, the process of change should be managed by an effetive plan, unambiguous rules, processes, protocol and system. Educational researches have defined the change process for both organisations and individuals as :
                        Change is not a single event, it takes time to plan for change, try new practices, and incorporate new programs effectively.
                        Change can energize, act as a catalysts and build a sense of community.
                        The process of change may not be empraced at all conflicts are a natural part of the change process.
                        Change begins with the individuals and will not be manifested in organisation until individuals believe in the change and understand the


Q. 3. Describe and discuss the trends in the present day work organisations and the role of management in ‘quality of work life’.

Answer:In today's high tech, fast-paced world, the work environment is very different than it was a generation ago. According to the Institute of Industrial Engineers, it is not uncommon for a person to change careers an average of six times in his or her lifetime. It is now rare for a person to stay with a single company his or her entire working life. Because employees are often willing to leave a company for better opportunities, companies need to find ways not only to hire qualified people, but also to retain them.



Q. 4. Explain the concept of organizational diagnosis. Describe any two methods of diagnosis and its benefits and limitations with the help of examples.

Answer:Organisational diagnosis could be done as a periodic routine exercise like the case of periodic medical check up of an individual or may be undertaken whenever there is a cognizable problem that is affecting the functioning of an organisation.Steps, method and process of organization analysisSteps – Analysing the organisation, in terms of its components and their functioning is the first step in a comprehensive diagnosis.

Every organisation can be conceived as consisting of various subsystems or parts. Effective functioning of each of these parts is essential for effective functioning of the organisation. In addition the coordinated functioning of these



Q. 5. What are the different sources of resistance to change? Describe the process of overcoming resistance to change. Discuss with examples.

Answer:A change may cause some loss to the person or organisation affected by it. In major and unexpected changes, employees, groups and even departments or divisions often experience daze, shock, recoil or turmoil.

The sources of resistance to change:

1. Insecurity:For people working in a comfortable environment for quite some time, a change of environment often brings about uncertainty and people no longer know exactly what to expect from the implementation of change. A sense of insecurity prevails in people who are subjected to change from one environment to another. For example, when a person moves from high school to college, or from one job in a city to another job in another city, a sense

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