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Title Name Amity MBA HR 3rd Sem Assignment For Organizational Change and Developmen
University AMITY
Service Type Assignment
Course MBA
Semester Semester-III-HR Course: MBA
Session 2016-2017
Short Name or Subject Code Organizational Change & Development
Commerce line item Type Semester-III-HR Course: MBA
Product Assignment of MBA Semester-III-HR (AMITY)


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Organizational Change & Development

Assignment C

1.         Why are organisational changes often resisted by individuals and groups within the organisation? How can such resistance be prevented or overcome?         

2.         How can group dynamics be used by a manager to overcome resistance to change on the part of his subordinates? 

3.         " Change in organisation should be implemented with the cooperation of the effected employees". Comment.      

4.         What do you understand by organisation development (OD)? Discuss the assumptions underlying organisation development.     

5.         Why is it necessary for doing OD? Discuss the steps involved in the process of OD.

6.         Discuss the behavioural interventions techniques for Organisation development.    

7.         “Organisations that fail to change are sure to fall". Comment.         

8.         Write short notes on five: 

A. Planned change,  

B. Force field analysis  

C. Sensitivity training        

D. Action research              

E. Grid OD

Assignment B

 Case Detail: 

Mr. Kulkarni got promotion last year and has been posted as foreman in a production shop. Before his promotion to the management cadre, he had been a supervisor for four years. His work for that job had considerably been outstanding. It may be recalled that Kulkarni joined the company as a trade Apprentice. He did well in his training and his susequent jobs. He rose to the job of a supervisor in about six years. His human reletions were generally good. His colleagues had wished him well on his promotion. To improve the working of his shop, Kulkarni introduced some changes in his shop. He reallocated the the responsibilities of the supervisors and changed the shifts and machines of some operators. He thought that this change would improve the working of his shop. However, from that time onwards Kulkarni began to have trouble as foreman. The supervisors in his shop gave him the silent treatment. The operators seemed to make mistakes even in doing simple things. Everyday there was a machine shutdown. By the end of the quarter, Kulkarni´s work shop was showing the poorest production record in the whole of the plant.


1.         What do you think has gone wrong? 

2.         Did Kulkarni make a mistake in introducing the changes? Justify your answer. 

3.         If you were Kulkarni, what would you do to get the things right?

Assignment C

 Question No.  1           Marks - 10

Lewim´s process consists of   


  1. Unfreezing stage        
  2. moving stage  
  3. refreezing stage          
  4. All of these

Question No.  2           Marks - 10

New performance appraisal system and incentives usage is part of  


  1. Mobilize commitment
  2. consolidation of gains
  3. reinforcement of new programmes    
  4. human resource intervention

Question No.  3           Marks - 10

Moving stage in Lewin´s organisational change process considers    


  1. mobilize commitment 
  2. consolidation of games          
  3. monitoring and assessing programmes           
  4. reinforcement of new programmes

Question No.  4           Marks - 10

" Self-designing  organisations´" is an example of     


  1. human resource intervention  
  2. technostructural intervention 
  3. strategic intervention 
  4. HRM interventions

Question No.  5           Marks - 10

Formulating SMART performance training objectives are included in         


  1. Human resource interventions
  2. strategic interventions
  3. Technostructural interventions           
  4. HRM interventions

Question No.  6           Marks - 10

While describing individual roles, the ´Role ´ is called as      


  1. Individual role
  2. Focal role       
  3. social role       
  4. none of these

Question No.  7           Marks - 10

Organisational Development (OD) process is cyclical and ends, when        


  1. data is gathered          
  2. problem is identified  
  3. desired development result is ontained         
  4. plan is implemented   

Question No.  8           Marks - 10

The role negotiation technique for group intervention was developed by    


  1. Roger Harrison           
  2. Bennet and Hailey     
  3. both Roger Harrison and Bennet and hailey 
  4. none of these

Question No.  9           Marks - 10

OD can also be called as a process for           


  1. Performance appraisal
  2. change of people        
  3. For teaching people how to solve the problem          
  4. all of these

Question No.  10         Marks - 10

People in the organisation should be treated as         


  1. Important resource     
  2. Natural resource         
  3. working capital          
  4. all of these

Question No.  11         Marks - 10

‘In terms of organisational change,´ maintenance of status quo´ represent    


  1. instability       
  2. stability          
  3. contradiction  
  4. opposition

Question No.  12         Marks - 10

Among the most common and influencial forces of organosational change are the emergence of new competitors and ____________    


  1. Innovation in technology       
  2. new company leadership        
  3. evolving attitudes      
  4. all of these

Question No.  13         Marks - 10

Which of the following strategies refer to slow, gradual or incremental type of change in terms of strategic management? 


  1. Internal development 
  2. external development 
  3. revolutionary development    
  4. radical development

Question No.  14         Marks - 10

Joint venture is an example of which of the following?        


  1. Internal development 
  2. external development 
  3. revolutionary development    
  4. radical development

Question No.  15         Marks - 10

Which of the following is one of the dimensions of the Greiner´s Model?   


  1. Growth rate of company        
  2. Growth rate of  market          
  3. growth rate of industry          
  4. growth rate of economy

Question No.  16         Marks - 10

Managing change is integral part of _________        


  1. Top management´s  job          
  2. middle management´s job      
  3. every managers job    
  4. first line manager´s job

Question No.  17         Marks - 10

Which of the following is not an external force of change?  


  1. market place   
  2. economic change        
  3. work force      
  4. Government law and regulations       

Question No.  18         Marks - 10

Falling interest rates would most stimulate what change factor for a manager?       


  1. market place   
  2. economy         
  3. Government law and regulation        
  4. labour market 

Question No.  19         Marks - 10

Which change factor did Steve Bennett address in his turnaround of Intuit Inc.?   


  1. Technology    
  2. workforce       
  3. equipment      
  4. strategy

Question No.  20         Marks - 10

Labour strikes are an example of what change factor that may encourage a change in management, thinking and practices?       


  1. Work force     
  2. equipment      
  3. employees attitude     
  4. strategy

Question No.  21         Marks - 10

Internal forces that stimulate the need for change tend to originate primarily from the impact of external forces or from ______-______         


  1. The forces of competition      
  2. Change in technology
  3. The internal operations of the organisation    
  4. customer demand for the products the company produces   

Question No.  22         Marks - 10

Which of the following is not one of the ADKAR change model process? 


  1. Awareness      
  2. determination 
  3. ability 
  4. knowledge

Question No.  23         Marks - 10

When implementing change process, which level of creating a shared vision is essential?   


  1. telling 
  2. testing
  3. consulting       
  4. cocreating

Question No.  24         Marks - 10

Which of the following factors is least important when selecting a change strategy


  1. Finance           
  2. Time frame     
  3. expertise         
  4. degree of resistance   

Question No.  25         Marks - 10

Change management often fails because of _______________       


  1. Focusing only on process       
  2. Focusing only om results       
  3. No change in reward system  
  4. All of these

Question No.  26         Marks - 10

An integrated tools for measuring the impact of change in the organisation are      


  1. ROI    
  2. Cost of project           
  3. Project of time
  4. The results chain        

Question No.  27         Marks - 10

Which of the following should not be the role of the change agent?


  1. Facilitator       
  2. Project manager         
  3. Clown
  4. Educator

Question No.  28         Marks - 10

Culture intervention concentrates on 


  1. Traditions       
  2. precedents      
  3. practices         
  4. All of these

Question No.  29         Marks - 10

Survey feedback system consists of cyclical process, there numbers being __________     


  1. Three  
  2. four    
  3. five     
  4. six

Question No.  30         Marks - 10

Management by Objectives (MBO) programme generally consists of          


  1. four stages      
  2. five stages      
  3. six stages        
  4. seven stages

Question No.  31         Marks - 10

The team of authours, who called organisational development as, practical application  of science of organisation is         


  1. Fayle and Taiylor       
  2. Porras and Robertson 
  3. Roggers and Bennet  
  4. None of these

Question No.  32         Marks - 10

Reputation analysis analysis is based on the idea, that ____________         


  1. Hard working workers have reputation         
  2. The company should have reputation in the market  
  3. Powerful people are known to others
  4. all of these

Question No.  33         Marks - 10

The number of different management approaches for changing entire system, are thought to be    


  1. four  numbers 
  2. five numbers  
  3. six numbers    
  4. seven numbers

Question No.  34         Marks - 10

A known OD conceptualise, has indentified prime responsibility of OD consultant, the initiator´s name is


  1. Taylor 
  2. Ishikawa         
  3. Porovasky      
  4. Argyris

Question No.  35         Marks - 10

Which of the following is an OD technique  


  1. Exit interview
  2. Quality circle  
  3. Organisational restructuring   
  4. Team building

Question No.  36         Marks - 10

Which of these is not a characteristics of OD?          


  1. Long term      
  2. planned          
  3. any change     
  4. behavioural science    

Question No.  37         Marks - 10

Which one of these contributions  is not credited to Kurt Lewin ?  


  1. Force field analysis    
  2. Action Research         
  3. Transactional analysis
  4. T=Group

Question No.  38         Marks - 10

Which one of these does not belong to the model of culture proposed by Edgar Schain?   


  1. Artefacts        
  2. Shared responsibility  
  3. shared assumptions    
  4. Espoused values

Question No.  39         Marks - 10

How many roles are defined in Belbin team roles?   


  1. seven  
  2. eight   
  3. nine    
  4. eleven

Question No.  40         Marks - 10

Adult learning theory is also called   


  1. Pedagogy       
  2. Andragogy     
  3. Gynogogy      
  4. Dynogogy

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