Q.1- Discuss the various perspectives of organizational change.

ANS- organizational change has been studied from multiple perspectives at micro
and macro levels. It is one of the many perennial issues in organization and
management theory .We can broadly study them under seven main perspectives.
These are:
1. Environment-dependent perspectives
According to this perspective, organizational change is a function of external
environment and acts as a link between an organization`s internal practice
and procedures with the external world.
2. Contingency perspective
The contingency perspective focuses on the changes related to the structure
of the organization. The structure has two main dimensionsspecialization
and integration. The structure breaks down the complex tasks in the
organization into individual activities and integrates these separate activities
to achieve its purpose. Specialization is division of labor.
3. Resource-dependent perspective
As per this perspective, external stakeholders have control over the
organization. The external stakeholders` prominence in controlling the the
organization can be revealed by looking into power structure at the highest
level. The evidence of resource dependence is reflected in management
control, resource allocation, regulation, fund raising and so on. The groups
and organizations in the environment that have control over its resources
take control and the dependency on these is high.
4. Population-ecology perspective
The population advocates studying the population of multitude of
organizations instead of focusing on only one.
Population refers to organizations in a particular sector that occupies an
ecological niche in the environment where there are multiple niches. These
multiple niches provide resources for the organization. In order to survive in
their niches, organizations keep developing distinctive capabilities, skill,
patterns of behavior and management systems suited only for their specific
niches.

Population-ecology perspective has been criticized on the grounds that it

does not deal with the role of managers in organizational change or in
adaptation to environment.
5. Institutional perspective
The institutional perspective focuses on the social norms, values and culture
of the environment in which the organizations operate rather than on the
markets and the competitors.
These are also called symbolic elements that often affect the strategies and
the structure of an organizations often work on their strategies and structure
so as to conform to the lawful norms and standards constituting the
institutional environment.
6. Evolutionary perspective
Organizational theorists and researchers view evolution as a process of
successive differentiation and integration. Broadly, there exist three different
Organizational evolution frameworks.
(i)
Ecological model, which emphasize change across populations of
Organizations as the result of net mortality driven by processes of
environmental selection.
(ii)
Adaptation models, which emphasizes incremental change and
moving equilibrium, since more effective Organizations adapt to
environmental threats and opportunities.
(iii)
Transformational models, which emphasize metamorphic changes
in Organizations.
7. Adaptation perspective
In the recent Organizational change literature, adaptation perspective has held a
dominant position.
: scan for the relevant Organizational to environment.
: formulate strategic responses to environmental change.
: Attempt to adapt to changing environmental contexts in order to ensure
Organizational survival.
The adaptation perspective includes variations of contingency, resource
dependence, Organizational strategy, institutionalization and Organizational
learning theory.

Q2. Explain the various steps at which control takes place in a Change
Management Process
Change Management Process Control:
In the change management process, controlling takes place at various steps, which
are as follows:
Step 1: Preparation for change
a) The required change has to be identified
b) Determination of the major concern and issues need to be determined
c) The obstacles or hurdles to be identified
d) Calculating the involvement of risk and determination of the cost of change
e) Understanding the reasons for resisting the change
f) A suitable method to be devised recognizing the requirement for change and
identification of the present position.
Step 2: Building a vision
a) Formulating a clear vision
b) helping people in identifying what is involved in a change i.e. the proposal for
change, the actions needed for it and its impact.
c) The ways to manage the change.
Step 3: Plan the change
a) Developing an appropriate strategy for the introduction of change
b) Designing of the change
c) Making available the complete details of what is involved in the change and
explain the need for change.
d) Involve people in planning the change.
e) All those who are concerning with the change to be communicated the plan
f) A timeframe to be devised for change
g) A plan of action to be made for monitoring change
h) Understanding the reasons for the resistance of change
Step 4: Implementing the change
a) The activities involved in implementing the change follow
b) The change management strategy to be implemented
c) Keeping the records of the progress
d) Assuring change is taking place and it is permanent in nature
e) Identification of the gaps and working upon weaknesses

f) Resistance to be overcome
g) Involvement of stakeholders who will be the recipients of change
h) An effective reward or incentive system to be developed
i) Adopting all the strategies related to change
Step 5: Monitoring and reviewing change
a) Change to be recorded and monitored
b) Assessing progress as compared to the set targets
c) Ensuring the achievement of the desired results
d) Determining the success of the project
e) Monitoring how the stakeholders perceive the change situation
f) Helping people who are not responding to the change
g) Sustenance of the change, without any backsliding
Q.3 Discuss the various factors affecting the choice strategy.
Ans.3 A number of factors need to be considered while choosing a proper change
strategy. A mix of strategies can be adopted depending upon a number of factors.
(i)

(ii)

(iii)

(iv)

Urgency of the need for change:

Quick change strategies should be chosen, if the situation demands
affecting the change in a short time. A suitable strategy can be chosen and
employed based on the urgency for the implementation of the change
process.
Degree of resentment to change: The Strategies which provide for larger
participation of all individuals within the changes to be affected are
bound to be organization must be employed if the changes to be affected
are bound to be opposed. But such strategies are relatively slow to
implement. Therefore the rate of change must also be considered.
Power of the individual/ group and commitment:
The individual or group initiating the change process will be able to
overcome opposition or resistance to change, if any, when they have
enough clout within the organization. Thus the change strategies can be
implemented faster.
Necessity for information and commitment:
Keeping individuals informed about the various aspects of change and
developing their commitment to the change process becomes necessary,
if the change process calls for the wider involvement of individuals in

(v)

(vi)

affecting the change. Education regarding the change processes needs to

be imparted to those involved in the change process.
Available expertise:
Expert strategy can be employed only if adequate expertise for affecting
the change is available in the organization. Otherwise strategies like
directive strategy relying on the use of power and authority can be
adopted.
Target population:
The size of the individuals involved in or affected by the change process
must also be taken into consideration. Depending upon their skills,
knowledge and attitude towards the anticipated change, a mix of the
above mentioned strategies can be employee.

(Vii) Dependency FactorThe managements ability to command or demand is limited if the organization is
more employee-oriented. Therefore, the management will have to involve the
individuals in the organizational change. On the other hand, if the management is
powerful and authoritarian, the ability of the individuals in an organization to
oppose or resist any management decision for affecting a change is limited.
Q.4 what do you mean by organizational Effectiveness? Explain the
approaches involved in achieving Organizational Effectiveness.
ANS-As a wider concept, organizational effectiveness as represented by several
perspectives comprises an organizations fit with its external environment,
configuration of its internal subsystems for high performance, emphasis upon
organizational learning and ability to satisfy the needs of key stakeholders.
Organizational effectiveness has been defined as the degree of goal achievement.
The determination of an organizations goal is crucial in evaluating effectiveness of
an organization. The first step in the determination of goals is to distinguish
between official and operative goals.
Approaches to organizational Effectiveness:
(i)

Goal attainment approach: Goal accomplishment is the most widely

used criterion for effectiveness in organizations. A gap in key

(ii)

(iii)

(iv)

(v)

organizational result or outputs is identified by comparing it with

previously stated goals or objectives. One the most common goals at the
organizational level is improvement in productivity involving
relationship between inputs and outputs.
System resource approach: The other criterion is related to inputs rather
than outputs. An organization will be considered effective if it procures
essential factors of production like raw materials, labor , capital
,expertise in management and technology i.e. on its resource acquisition.
Internal process approach: This effectiveness criterion is quite often
referred to as the healthy system approach. An organization will be
considered a healthy system if there is a smooth flow of information and
if employee loyalty, commitment, job satisfaction, and trust prevail in
that organization. These internal processes may have their own goals.
Competing values approach: This approach is most often assumed to be
a leadership tool. It has the advantages of being used for all aspects and
level in organizations. For example, it can be applied to personal style,
yet it can be used to asses communication, leadership, capabilities,
organizational culture, quality, employee selection organizational
capabilities, organizational change patterns and many others.
Strategic constituencies approach: Organizations depend upon their
members and also affect their lives. Consequently, many consider that the
most important criterion of organizational effectiveness is the level of
satisfaction that the key interested parties derive. A stakeholders audit
systematically identifies the strategic constituents or stakeholders. A
stakeholders audit identifies all the parties that get significantly impacted
by the performance of the organization. Strategic constituencies are
required to be identified by the managers and also give input to them.

Q 5 Define organizational culture. Describe briefly about the types of

organizational Culture.
ANS The word CULTURE has been derived metaphorically from the idea of
cultivation, the process of tilling and developing land. When we talk about
culture, we are typically referring to the pattern of development reflected in a
societys of knowledge, ideology, values, laws social norms and day-to-day
rituals.

Edger Schein has defined culture as a pattern of basic assumptions invented,

discovered or developed by a given group as it learns to cope with its problems
of external adaptation and internal integration worked well enough to be
considered valuable and therefore, to be taught to new members as a correct
way to perceive, think and feel, in 0relation to those problems.
Types of culture
Culture is formed by the practices, principles, policies practiced and values
espoused in an organization. The behavioral patterns of the employees, amongst
themselves, as well as with the people outside the organization, are decided by
the culture of an organization. The competing values framework as shown in
figure 12.1 identifies four distinct types of cultures in the organizations.
The upper left quadrant, i.e., clan culture, is represented as a place where a lot
of sharing takes place and people are way too friendly with each other. The
people have their best friends at the workplace and the organization is just like
an extended family.
Organization stresses upon the long-term benefits of individual development
with high bonding and morale being important.
The upper right quadrant represents the adhocracy culture in the competing
values framework. It focuses on dynamism, entrepreneurship, and creativity at
the workplace. People strive to take risks. Leadership is visionary, innovative,
risk-oriented and hence effective.
The emphasis is on developing a competitive edge towards new knowledge,
products, and/or services. Importance is given to readiness for change and
accepting challenges the organization`s long term view is on rapid growth and
procuring new resources success means producing unique and original products
and services.
A market culture in the lower right quadrant is one which is prevalent in a
result-oriented workplace. Leaders are demanding and tough as their concern is
wining every time and this is what provides bonding in the organization.

Market share and penetration are the success mantras and the focus is on
sidelining the competitors, escalating share price, and market leadership.
The organizational culture is the lower left quadrant. The hierarchy culture is
formal and structured. People are governed by good coordinators and better
organizers.
Q.6 write a brief note on the following:
A) Kurt Lewins Model of Change:
In order to ensure that change is permanent, Kurt Lewin described the three phases
of the change process which can enable the organization to move from the current
state to the desired state-Unfreezing, Changing and Refreezing.
Process Model of Organizational Change
Unfreezing: This stage is designed to make the employees aware and prepared
for the proposed change. Unfreezing leads to a clean state so that new ideas and
practices can be written on this, which can be accepted as the organizations style
of operation.
Changing: The next stage is the redefinition of behavior patterns. This is done once
the unfreezing process leads the members of the organization to recognize the need
for change and they are ready to accept such a change.
Refreezing: It is a final stage and represents the part where new behavior is
adopted as the normal way of life. In order for the change to be successfully
completed, the new behavior has to fully replace the old behavior and irreversible
under the changed circumstances.
B )Burke-Litwin Model of Organizational Performance and Change:
It adopts the open system approach towards an organization. In this model, the
external environment serves as the input dimension and the individual and the
organizational performance serves as the output dimension. The other remaining
components in this model refer to the primary throughput dimensions. The
feedback loop links the input with the output; and the arrows are bi-directional.
There are many reasons that results in change in organizations. This model helps in

the identification of different drivers of change and considers the implications for
change. Important elements of organizational success, such as mission and
strategy, leadership and organizational culture, are often impacted by changes that
originate outside the organization. It is your job to understand these external
changes and identify the implications for you and your team.

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