This document provides an overview of various organizational theories and their relevance, such as classical, neoclassical, and modern viewpoints, including detailed descriptions of the 7S model and types of organizational structures. It discusses the importance of organizational design in achieving effective management and highlights the concept of organizational diagnosis, emphasizing the role of interviews as a diagnostic tool along with their limitations. The document also outlines advantages and disadvantages of different organizational structures, providing examples and practical implications for businesses.

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JAN JUNE 2017 - MS-10
Course Code MS-10
Course Title Organisational Design, Development and Change
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2. 1. Describe various approaches to understand organisations and their relevance in the present day
context. Give examples.
Q1. What are the different approaches to organisation? Briefly explain the 7s model with the help of
examples.
The basic elements of -----------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------- some form of structure to divide
(division of labour) and coordinate activities, and rely on certain positions/people to lead or manage others. While the elements
of organizations are the same as ever before, the ----------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------different
organizations. For example, public sector -----------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------the time of history.
Ford Motors relied more on centralization and General Motors on decentralization. The crucial aspect that accounts for the
differences is how an organization adapts itself to --------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------------or political;
they could be in input (labour, capital, materials etc.) or output markets.
It is essential to develop a perspective understanding about organizations because human behaviour and organizational
behavior are influenced by the people ----------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------body of knowledge and
literature, called organization theories, developed --------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------------organizational
structures and circumstances.
Basically -------------------------------------------------------------------- to organization
1. -----------------------
2. neo--------------------------
3. ---------------- approach
1. Classical Viewpoint:
These concepts have come to be -----------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------to the classical view, “An
organization is the structure of the relationships, power, objectives, roles, activities, communications and other factors that
exist when persons work together.
The streams of concepts in the “classical” -----------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------, detached, scholarly
point of view. Administrative theories not only -----------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------worker, foreman, work process, etc.
Bureaucracy- Bureaucracy is the ---------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------bureaucratic form of
organization. The features that the described as being ----------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------organizations.
Administrative Theory - Administrative theory ---------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------came from Henri F Fayol, a French
industrialist, in 1916. The 14 principles that capture the essence of the administrative theory could be summarized as follows:
Division of work. Division of work or ------------------------------------------- which one is comparatively highly skilled.
Authority and responsibility. Authority ------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------------to encourage good and
to discourage poor performance.
Discipline. There must be ----------------------------------------------------------------------------------------------------------- the
organization.

3. Unity of command. To reduce ----------------------------------------------------------------------- to only one superior.
Unity of direction. An --------------------------------------------------------------------------------------------------- the same objectives.
Subordination of individual interest to general interest. The ------------- should not prevail over that of the organization.
Remuneration of personnel. Pay should -------------------------------------------------------------------------, decentralization.
Centralization. A good ---------------------------------------------------------------------------------- and decentralization.
Scalar chain. There is scalar chain o------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------- the top to the bottom.
Order. There is a ---------------------------------------------------------------------------------- to be so occupied.
Equity. Justice, ----------------------------------------------------------------------------------- in the organisation.
Stability of tenure of personnel. Time is required ---------------------------------------------------------------- doing it well.
Initiative. The --------------------------------------------------------------------------- plans at all levels.
Espirit de corps. “Union is strength”.
Scientific Management - The third stream ----------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------of human
organizations, scientific management concerned itself with micro aspects such as physical activities of work through time-and-
motion study and examination of men-machine -----------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------------of bureaucracy
and administrative theory were formed by synthesising experience and observation with abstract reasoning.
2. Neoclassical Viewpoint
The neoclassical theory, also ---------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------aspects of work the neoclassical
theory recognizes the primary of psychological and social aspects of the worker as an individual and his relations within and
among groups and the organization. Though neoclassical -----------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------------------------
Electric Company by Elton Mayo during 1924 to 1932.
The neoclassical viewpoint thus gave -----------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------in social, economic,
political and technical environment of organizations also seems to have provided the rationale for such shift in emphasis.
3. Modern --------------------- Viewpoint
Modern theories of organization and ------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------theory, it was perhaps
Chester I. Bernard, who in 1983 provided a comprehensive explanation of the modern view of management and organization.
He considered the individual, organization, suppliers ----------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------feedback.
He described an adaptive system (including an ------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------as shown in Figure.
Input Process Outputs
The GST ------------------------------------------------------------------- complexity:
1. The most basic level is the static --------------------------------------. An example would be the anatomy of the universe.
2. The second level is the simple ----------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------. This could be termed the level of clockworks.

4. 3. The next level is a -------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------of as the level of clockworks.
4. The fourth level is called the “-----------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------of the cell.
5. The fifth level can be termed the “------------------------------------------------------------------ empirical world of the botanist.
6. The next is the animal -------------------------------------------------------------------------------------, and self-awareness.
7. The seventh level is the human ---------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------consciousness.
8. The next level is that of social organiza------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------- person assumes.
9. The ninth and last level is reserved --------------------------------------------------------------------------- unknowable.
Each level is more complex than the one that --------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------are comprehensive
or fully meaningful. Over the last here decades further developments in research into organizations may have added to the
existing knowledge, but human organizations continue to be extremely complex.
The systems approach points to the -------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------one another and which,
when in interaction, from a unitary whole.
Systems framework covers both general and --------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------to different
disciplines such as technical, social, psychological and philosophical. Specific management systems deal with aspects relating
to organization structure, job design, specific functions of management, etc.
Here below we are --------------------------------------------------------------------------------------- of 7s model.
The 7-S-Model is better ----------------------------------------------------------------------------------------, Tom Peters and
Robert Waterman, have been consultants at ---------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------Management” (1981) and
“In Search of Excellence” (1982).

5. The model starts on the premise that an --------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------- (green circles) are
feasible and easy to identify. They can be found in strategy statements, corporate plans, organizational charts and other
documentations. The four soft S’s however, are hardly --------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------------------highly
determined by the people at work in the organization. ---------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------impact of the hard
Structures, Strategies and Systems of the organization.
Effective organizations achieve a fit ------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------this will affect all the others.
For example, a change in HR-systems like internal career ----------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------competences of the organization.
In change processes, many -----------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------Excellence” commented however,
that most successful companies work hard at these soft S’s. The soft factors can make or break a successful change process,
since new ------------------------------------------------------------------ cultures and values. These problems often come up in the
dissatisfying results of spectacular mega-mergers. --------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------effective common systems and structures.
The 7-S Model is a valuable tool to -------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------it is possible to develop
action plans to achieve the intended state.
Example-
Good -------------------------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------where people can work effectively.
Many productivity and performance issues ----------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------because of poor organizational design.
Take the example of a company whose sales --------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------to do so: Company
performance suffers as a result. Then take the example of a --------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------performance is compromised as a result.
How work is done, business processes, ---------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------and each facet is important to organization's success.
Given the importance of organizational design, -----------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------the organization design that
emerges is likely to be flawed with misaligned incentives, processing gaps and barriers to good communications.
Without due planning, an organization's design -----------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------can lack flexibility, soak up resources and
under-use key people and skills. When it comes to good organization design, it's a question of getting the right balance –
getting the right controls, the right flexibility, the right incentives; and getting the most from people and other key resources.
2. Describe and discuss any three types of organizational structures and their advantages and
disadvantages with examples.
Types ------------------------------ Disadvantages!
All managers must bear ----------------------------------------------------------------- formal and the other informal.

6. The formal organization in -----------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------every manager.
Alongside the formal ------------------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------are not officially prescribed.
Formal --------------------------------------- categorized as:
(i) Line ---------------------------------------- structure.
(ii) Staff or ------------------------------------------------------ structure.
(iii) Line ------------------------------------- structure.
(iv) ---------------------- organizational structure.
(v) Divisional --------------------------------- structure.
(vi) Project ----------------------------------------.
(vii) Matrix ----------------------------------------- and
(viii) Hybrid organizational ------------------------------.
Following three ------------------------------------------------- described below:
1. Line ------------------------------------------ Structure:
A line organization has only ----------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------. For example, in a typical firm,
line ------------------------------------------------. In a line organization authority follows the chain of command.
Figure below --------------------------------------------- structure.
Examples of line organizations are ------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------him and his subordinates.
Features: Has only ------------------------------------------------ levels in the firm.
Advantages:
1. Tends to ------------------------------------------------- and accountability relationships
2. ---------------------------------- making
3. Simple to understand.
Disadvantages:
1. ------------------------------------ planning
2. Overloads ------------------------------------.
Some of ------------------------------------------ organization are:
(i) A line structure tends to -----------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------precise and understandable.
(ii) A line structure -------------------------------------------------------------- and flexibility.
(iii) Because line ------------------------------------------------------------------------- have greater closeness.
However, -----------------------------------------------------. They are:
(i) As the firm ----------------------------------------------- more ineffective.

7. (ii) Improved speed ---------------------------------------------------------------------------knowledge.
(iii) Managers -------------------------------------------------------- fields.
(iv) There is a tendency to ------------------------------------------- perform numerous jobs.
2. Line and ------------------------------------- Structure:
Most large organizations belong to --------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------assisting line managers. Such
organizations have both line and staff departments. Staff departments provide line people with advice and assistance in
specialized areas (for example, ---------------------------------------------).
Figure above illustrates the line and -------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------accounting etc. The staff
authority of functional authority organisational structure is replaced by staff responsibility so that the principle of unity of
command is not violated.
Some advantages are:
(i) Even through a line --------------------------------------------------------------------------- between line and staff personnel.
(ii) Line managers may not like -------------------------------------------------------- the specialists’ knowledge and expertise.
(iii) Some staff people ------------------------------------------------------------------------------------------- to accept advice.
(iv) Staff people -------------------------------------------------------------------------------------------------- staff conflict.
Features:
1. Line -------------------------------------------------------------------- different levels.
2. Staff --------------------------------------------------------------------------/officers in specialized areas.
3. These types of ----------------------------------------------------------------, (c) Control e.g.,
Disadvantages:
(i) --------------------------------------------------- still arise.
(ii) Staff officers may ---------------------------------------------.
(iii) Co------------------------------------------------------------- become difficult.
Committee ----------------------------------------------------- Features:
(a) Formed for ----------------------------------------------situations
(b) Are temporary -------------------------------------------.
Advantages:
1. Committee -------------------------------------------- decisions
2. Better interaction -------------------------------------------- co-ordination of activities
3. Committee members ------------------------------------------------- decision making.
4. Group ---------------------------------------------------- thinking.
3. Matrix Organizational Structure:
It is a permanent organization designed to achieve specific results by using teams of specialists from different functional areas
in the organization. The matrix organization is illustrated in Exhibit 10.8.
Feature:
Superimposes a -------------------------------------------------------------------- functional structure

8. Advantages:
1. Decentralized ---------------------------------------------.
2. Strong product/--------------------------------------ordination.
3. Improved -------------------------------------monitoring.
4. Fast ------------------------------------- change.
5. Flexible ------------------------------------.
6. Efficient ------------------------------------- systems.
Disadvantages:
1. High ---------------------------------------- cost.
2. Potential -------------------------------------------------- and responsibility.
3. High ----------------------------------------- conflict.
4. Overemphasis ----------------------------------------- making.
5. Excessive ------------------------------------------ relations.
This type of organization is often ----------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------. Functional manager are in
charge of specialized resources such as production, quality control, inventories, scheduling and marketing. Product or business
group managers are in -----------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------necessary resources.
The problem with this structure is the negative ------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------------------to purchase
internal resources. In a matrix --------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------for prompt and efficient accomplishment is quite high.
Example
In the 1970s, Philips, ------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------other large corporations, including Caterpillar Tractor,
Hughes Aircraft, and Texas Instruments, also set up reporting along both functional and project lines around that time.
Organizational ------------------------------------------------- am familiar with is-
Whether you are acquiring a ---------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------setup of the acquiring business.
When AT&T acquired BellSouth, BellSouth was ---------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------------------BellSouth.
Altogether, AT&T had to cut down 10,000 employees over a period of three years, following acquisition of BellSouth.
Also, when two businesses decide to merge ---------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------------merged together to
form Glaxo SmithKline in 1999, both the companies had to undergo major restructuring, and there was some major
downsizing before as well as after the new company was formed.
3. Briefly discuss the concept and purpose of organizational diagnosis. Discuss interview as a
diagnosistic tool and it’s limitations with relevant examples.
Organizational diagnosis-
In the field of Organizational Development there are many activities and disciplines. One of those is the area of organizational
diagnosis and the use of structured organizational diagnostic tools.

9. The purpose of organizational -------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------that the initial work in the client
system is diagnosis, consultants provide clients with bases against which they can be held accountable. Organizational
diagnosis is considered as a recursive process. The topics -----------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------------------------
methodology provides the opportunity, if it is employed by consultants who have been thoroughly and appropriately trained.
Organizational diagnosis is a ---------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------back to the system to promote
increased understanding of the system by its --------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------whether change is desirable.
Thus organizational diagnosis is an -------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------components and processes
and use it as a base for developing plans to improve and/or maximize the dynamism and effectiveness of the organization.
Interview ----------------------- Diagnosis-
There are many different methods for ----------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------can be made. Here I am
explaining interview method of organizational diagnosis-
The interview method consists of asking -------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------with the job and can
supplement the information obtained through observation. Workers know the specific duties of the job and supervisors are
aware of the job’s relationship to the rest of the organization.
The interviews may range from highly ---------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------consist of a list of pre-
determined set of questions the interviewer has with him and seeking answer to these questions. These interviews are useful
for hypothesis testing and probing. Highly structured ----------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------which are
pre-determined. These forms of ------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------, probing for more insights etc.
Interviews are very useful for gaining ----------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------organizational norms and
culture. However, there are strong potentials for bias in the hands of those who are untrained, careless, or very normative, and
not all interview information may be accurate.
Interviews are one of the most valuable --------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------to the accuracy of the information.
Types of Interviews
Interviews let you tap into a wealth -------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------ideas about an organization,
its culture, and its people.
The basic -------------------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------interviews, for example. The dynamics and methods
are different but the goals are identical.

10. ------------------------ interviews
In structured interviews, which tend ------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------can cover whatever ground
they like. (Usually, there are questions specifically designed to let the person choose their own topics). The advantage of
structured interviews is that they allow the -----------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------is going poorly; what
motivates people; how they like their job, their peers-----------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------------------is what
people would to if they had complete power to change any and all parts of the organization -- the "kind for a day" question.
Most questions have "probes" -- follow-up ----------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------is completely done
with one topic before moving to another. Some people need more prompting than others.
While these interviews can be ------------------------------------------------------- given in person.
------------------------- interviews
Sometimes, the interviewer -----------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------, where the interviewer asks for more
elaboration.
Fixed-response interviews
These are basically surveys -----------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------or where people tend to respond
different in person versus on paper.
Advantage- Can cover many topics; ------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------- viewpoints and perceptions.
Interviews are fixed; the questions are placed down on the paper and cannot be changed. The interviewer, however, can probe
for deeper answers, ask for elaboration and examples, --------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------------------, they are
immersed in social systems and cultures, and gain a much better grasp of the organization than they would by simpling reading
survey results (even with open-ended items!).
Limitations- Expensive and difficult to --------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------to fit respondents reduces rigor
Interviews take time -- about 30 to 90 minutes ------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------always get what they expect.
When interview results are "coded," (content analyzed), more opportunities for bias creep in. Interpreting and summarizing the
results can be dangerous when in the hands of an inexperienced, improperly trained, hurried, or careless consultant.
There is also the ever-present problem of all --------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------, and words of the
people being interviewed, rather than objective and behavioral data.
Finally, the people being --------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------it may be quite a while before they get
feedback.
Example
The organization I am referring here is ---------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------phase, as they started
their activities four years ago, and they would like to stabilize the company’s income and clientele.
Further information, provided by the -----------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------the sale is completed,
resulting in unhappy clients and 30% of them terminate their subscription in a year’s time.

11. As the manager of GNN Soft Company said---------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------------about the
subscription, contracts and complaints. In general they don’t have any after sales approach.”
In addition, the manager of GNN Soft ---------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------and the technical
department, as it seems these two departments are competing against each other.
Collecting Principal Information
The company – -------------------------------employees)
The ----------------------------------
The -----------------------------
Posed ----------------------------
---------------------------------- Intervention
Intervention ------------------------- Soft Company
I. Analyze the demand:
A summary of the intervention -------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------percentage of subscriptions, the
management of GNN Soft Company wishes to stabilize their income and satisfy their customers.
II. Proposed Intervention
General intervention ---------------------------------------------------------- a diagnosis phase and action/intervention phases.
III. Intervention Phases
Phase 1. --------------------------------------------- directors and members (1/2 Day)
Phase 2. Conception ---------------------------------------------- (1/2 Day)
Phase 3. Organizational Diagnosis
Five (5) -------------------------------------------------------- management group
Three (3) individual ------------------------------------------- managers
Seven (7) group interviews, ----------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------- (4 Days)
Phase 4: Conduct Client ------------------------------------------- (old and new clients) (3 Days)
Phase 5: Analyze ------------------------------------------ (2 Days)
Phase 6: ------------------------------------------------- personnel (1 Day)
Phase 7: Planning ---------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------defined by the diagnosis conclusions.
INTERVENTION: ---------------------------------- to proposal
------------------------------------ UP: Evaluate and follow up the intervention.
4. What are the different stages of organizational development? Discuss T- Group Training as an
intervention for organizational Development with an example.
Organizational development (OD) is a term most commonly used when referring to building capacities of an organization.
Organization Development is the attempt to influence the members of an organization to expand their candidness with each
other about their views of the --------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------simultaneously, they are likely to
discover new ways of working together --------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------them to understand why
and to make meaningful choices about what to do in light of this understanding.

12. Stages for organization -------------------------------------------------- to IBM Company)-
OD is about managing change in a --------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------is to become more effective,
viable, autonomous and legitimate.
The key underlying purpose of the --------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------is inevitable and as such a
part of today’s organizational development. To maintain stable identity and operations the manner in which organizations
handle change is critical. OD provides ----------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------that is not dysfunctional.
1. Anticipate --------------------------- Change
As a first stage of the total -----------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------a manager perceives the organization
to be first in a state of disequilibrium or requiring improvement. An organization may need improvements due to positive or
negative growth or possibly rapid changes in --------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------and expanding internationally to the
current over 45,000 business partners it was evidently clear that, a lot of changes would be brought about by this growth.
2. Develop the -------------------------
Client Relationship In the second ----------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------relation depends to a great
extent upon a good first impression. For instance, IBM in -----------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------to detect effectively supply imbalances
3. The Diagnostic Phase-
At this stage of development, the ---------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------diagnosis is achieved to prevent a costly
and ineffective change. For instance, Kevin O’Connell, IBM’s director of manufacturing and procurement, “IBM has long
focused on creating and building ----------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------contract manufacturers
4. Action, --------------------------------- and Techniques-
After a concise and conclusive diagnosis, -----------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------follow (Brown, 2010,
p.16). The programs will apply relevant OD ---------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------------for a new solution
that would help them with their goal. The effort of transforming their supply chain to support an on-demand model is an action
of the IBM OD program that could pay off enormously.
5. Self-Renewal, -------------------------- Stabilize-
After the implementation of the OD program, the next step is to monitor the results and stabilize the desired changes. Brown
(2010) elaborates that, in this --------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------, and a change program
implemented, then the new behavior is stabilized and internalized. The implementation of IBM’s E2open demand and supply
synchronization solution --------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------demand rapidly and efficiently.
T-Group-
T-Group (Training Group) training is a training approach based on experiential learning and involving small, unstructured
groups in which participants learn from --------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------understanding of self
and personal growth or ---------------------------------------------- strategy for team building interventions within organisations.
T-Group (Training Group) is a small -----------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------and leadership. This is also
primarily known as Sensitivity training and is a training approach based on experiential learning.

13. In a group, around 10-12 participants assemble together -------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------by others etc. The group does
not have any pre-determined agenda and evolves its own agenda over the time. The participants act as a resource to each other
and help in creating a climate, which is conducive to ----------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------,
experimenting and conceptualising rather than through lectures. The individual is encouraged to express oneself and increase
one’s personal and inter-personal effectiveness in the group setting.
T-Group ---------------------------------------------- two paths (directions):
i) To gain deeper -------------------------------------------------; and
ii) to explore group dynamics and --------------------------------------------------- (Interpersonal and organizational focus).
A Brief ------------------------------------------ of T-Group
There are 8-12 members (participants) in a T--------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------. There may be
spells of silence, the participant start inter-acting with each other, a leadership agenda may be created and the group keeps on
struggling to work and its own methods for proceeding further.
Whatever goes on, the group generates “--------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------. Sometimes, members
become very active, involved, and aggressive and sometimes there a long patches of silence, withdrawal and sulking. The
facilitator remains a member of the group and ------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------------------from bringing
outside data and emphasizes on here and now data. The facilitator, through his interventions, encourages members to
understand what is going on in the group, their feelings, behaviours and impact of the behaviour on themselves and others.
An open, supportive and caring ------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------and actions), processing of data
with others for driving inferences, generalising the -------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------of group dynamics.
Many a times, individuals undergo --------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------, which brings in clarity in
their thoughts and feelings. They are able to perceive and respond more clearly and objectively. The facilitator does not teach
them and never imposes his decisions.
Some Basic Assumptions
T-Group ------------------------------------ assumptions:
a) Learning ------------------------------------------------------ of participants;
b) The role of trainer is ------------------------------------------------------------------------------------ in the group;
c) Learning is largely a ----------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------- applying - experiencing ………..”;
d) People’s learning is ------------------------------------------------------------------ with others; and
e) The development of ----------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------and obtain feedback.
T-Group training, in spite of its ------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------have a definite edge over others
who have not acquired such competencies; and therefore T-Group training has become one of the most important training
outputs for them. Most of the Line --------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------for understanding self and others, have
become more proactive, their relationship with others has increased and they have become better team leaders/members.

14. Many of the ex-participants have reported that ------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------------------effectiveness,
persuasiveness, stress relieving etc., are some of the other benefits which have been reported. There are many individuals who
have come out of their agonies, frustration and stagnation ----------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------level -
this has contributed tremendously in managing change. -------------------------------------------------------------------------- their
turn around, growth development and self renewal through process based interventions.
One of the severe limitation of T-Group training is -------------------------------------------------------------------------------------------
------------------------------------------------------------------------may not only jeopardize the effectiveness but also cause immense
harm to the others.
Case Study for Organizational Development and T-Group-
I am familiar with Zenith Computers, headquartered in ----------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------plant
in Goa.Zenith's 40,000 sq ft, ISO 9001 + 14001 state-----------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------"Zenith PC World" across
India. Phases of OD Programme At Zenith
1: Recognition: Recognition of a ---------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------dealt with. It is important that
managers identify sources of feedback so --------------------------------------------------------- can be identified promptly.
2: ----------------of Problems: Before -----------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------it; and determine what
objectives are expected from the change (and how they can be measured).
3. Planning for Change: When the real problem of the organization is identified, OD consultant plans the various courses of
action in the light of these problems. ------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------, determination of the
approach suitable for attaining goals, and sequence for implementing the approach.
4. Intervention in the System: After the ------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------------a gradual process. For
example, most OD programmes begin with training the -------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------and organization.
5. Evaluation and Feedback: OD work must ------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------------------in data associated
with indicators should be monitored and adjustments should be made as needed. Careful monitoring and evaluation of the
results of OD programmes provide feedback regarding --------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------------------, that is
problem identification and diagnosis, though in -----------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------------may be more on
analysis of OD programme techniques themselves.
Moreover, feedback can be used as an ----------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------of pre-training and post-
training behavioural patterns based on actual operation.
Benefits of OD adapt to the ----------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------fixes initiate and manage change,
particularly, complex change foster employee alignment and commitment to new ways of working expand everyone's ideas,
beliefs, and behaviors to solve problems develop the organization's fitness for continuous innovation and renewal.
5. Describe and discuss the competencies required for a change agent.

15. Competencies required for a change agent
1) Trustworthiness—As change agents------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------------------that
recognizes the value each brings to the relationship. It begins with being trustworthy and demonstrating this every
day, in every way―from being -------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------- Management”.
2) Resilience—Think of the --------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------people sidestep the
dysfunctions of future shock because they are pliable and have a high capacity to rebound.” (“Human Resilience
During Change”, Conner Partners White --------------------------------------------------------------------------------------------
------------. Because change agents are in the fray, I believe they benefit most from this.
3) Conflict management—Stress -------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------------and healing
ways is important. Rick Mauer has an insightful summary in his work on resistance: “level one—I don’t get it; level
two—I don’t like it; level three—I don’t ------------------------------------------------------ when behaviors expressed as “I
don’t like you” (anyone in the vicinity, but particularly change agents) are actually resistance to the change.
4) Coaching—Few resources (-----------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------ agents need to be able to earn
the trust of others and confront the ------------------------------------------------------------ and candor.
5) Facilitation—Change is about --------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------participants are heard.
Information and perspectives are shared. Analysis is generated and decisions are made. Individuals enter the room
with their own isolated starting -------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------or her own level of commitment.
6) Advanced ---------------------- skills—Not broadcasting, but rather two-way engaging dialogue, listening and talking.
The ability to surface resistance and -------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------, and essential (even,
perhaps especially, when the answer is “I will not commit to this change”).
7) Emotional Intelligence—“The ability to -------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------------------------
Power of Emotional Intelligence”, Forbes, Sept 15 2011). If EQ is important to “managing others” imagine how
important it is to helping others transition change.
8) Tolerance for ------------------------- manage polarities—One of the distinguishing features of transformational
change is that ----------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------and constant changes in
direction wears on people. It wears on leaders, agents, and targets. Beginning with a high awareness of the nature of
transformational change and resilience helps.
9) Service mindset—Change ------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------, and support decisions.
10) Love of learning—The fields ---------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------- and long.
The diverse roles of a change agent-
Change agents have diverse roles. ---------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------and with varying focus and
emphasis. These three main or primary roles are:
i) Consultant-
A Consultant is a professional -------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------. A consultant is a professional
assisting managers and organizations in --------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------and implementing
changes.

16. The role of a Consultant may be ‘content role’, ‘----------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------------------or ‘Technical
expert’ role, the Consultant identifies / verifies the problem as an ‘expert’ or through an expert, helps in problem solving by
giving his/her ideas and opinions. His/her involvement is temporary and confined to specific problem solving, relationship
with client short-term and problem focused.
In ‘Process oriented’ consultation, the ----------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------of feelings and attitudes,
helps in problem solving not by providing (solutions / contents) but by enhancing problem identification and solving
capability. The involvement, in Process Consultation, ---------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------agent’ ultimately.
ii) Trainer-
A Change agent needs to be a --------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------, cases and experiential learning etc.
The trainer role is most widely -------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------, attitudes and beliefs. Training is
used both in ‘content orientation’ and ‘process orientation’.
The Change agent, many times has to ----------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------competence in certain
areas, the ability to train and educate is indispensable. A Change agent must be able to assess training needs, write learning
objectives, design learning experiences and educational activities and use a variety of training / learning techniques for transfer
of learning.
iii) Researcher-
A Change agent has to carry out -----------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------knowledge, evolving best
strategies for change by assessing alternatives and the important stages in a change project where the Change agent has to be a
Researcher. Useful hypothesis are to be formulated ------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------------------about the
process of change, about specific change methods or techniques about specific changes of a technical, structural, or process
nature, or about the means of resolving certain problems.
Goodstein and Pfeiffer ----------------------------------------------------------------------- five roles of a Change Agent:
Catalyst-
‘Resistance’ is most common response to ------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------------and get dissatisfied with
the status quo; start challenging the usual status or way of doing things and, thus, gradually intensify the need for change. They
use statistics, facts, examples, projections, ----------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------------process.
 Process Helper – Facilitator-
A process helper / Facilitator, is a ---------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------problems and make decisions in
order to increase the group effectiveness. To intervene means — --------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------
by improving the process. ‘Process Consultation’ is based on this role.
 Solution provider-
In many situations, the expectation of ----------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------------. But this is not enough; he
has to understand the explicit and implicit need of the people (users) and have to convince them about the solution, how it will
satisfy their needs. The Change agent has to ---------------------------------------------------------------------------------------------------
---------------------------------------------------------------------, this is the main expectation from a Change agent.
 Resource Linker-

17. In this role, a Change ------------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------knowledge and/or skills, tools, techniques,
ideas, experiences etc.
 Stabilizer
Although the change process is initiated -------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------have to get stabilized and
become normal. A dynamic interplay between ‘change’ and ‘stability’ is required continually in any organization. The
successive change efforts, it is the experience, should be ------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------process and other skills.
A Change Agent is someone who knows and --------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------and the willingness
to do what is best for the community. ----------------------------------------------- capacity to work as Change Agents through:
 respecting ----------------------------another
 valuing -------------------------------------------
 honing --------------------------------------- change
 forging ----------------------------------------------------------- and concerns
 Building ---------------------------------------------- diverse residents.
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