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MBA Semester -4
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Assignment Set- 1
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Q.1 Discuss culture driven change .
Bringing about significant change in the way an organization works,
frequently necessary in our current environment of major technological
innovation and globalization, is a tremendous challenge. On the technical
side, it may be relatively easy (although costly) to introduce new technology,
work processes and structures. Experience tells us, however, that getting
people to enthusiastically support such change is a more complex and
difficult task.
Generally, when people have worked in an organization for very long, they
have absorbed a set of norms and expectations about what is expected,
what is rewarded and what is least approved. They have "learned" the way to
behave that will, at the very least, keep them out of trouble. This set of
widely shared beliefs about what is "right" and "wrong", "true" or "false",
"good" or "bad", is the organization's culture.
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Managing Change
Whether or not it is possible to fully "manage change", we believe that being
very clear about what changes are required and being very intentional about
building a culture that supports the new mission, goals, strategies and
practices increases the probability of success exponentially. This necessarily
involves a large cross section of the organization in assessing the current
system of norms and beliefs, determining what changes are needed, and
designing an implementation plan.
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Company cultures evolve and they change over time. As employee leave the
company and replacements are hired the company culture will change. If it is
a strong culture, it may not change much. However, since each new
employee brings their own values and practices to the group the culture will
change, at least a little. As the company matures from a startup to a more
established company, the company culture will change. As the environment
in which the company operates (the laws, regulations, business climate,
etc.) changes, the company culture will also change.
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These changes may be positive, or they may not. The changes in company
culture may be intended, but often they are unintended. They may be major
changes or minor ones. The company culture will change and it is important
to be aware of the changes.
Assess the Company Culture
There are many ways to assess your company culture. There are consultants
who will do it for you, for a fee. The easiest way to assess your company's
culture is to look around. How do the employees act; what do they do? Look
for common behaviors and visible symbols. Listen. Listen to your employees,
your suppliers, and your customers. Pay attention to what is written about
your company, in print and online. These will also give you clues as to what
your company's culture really is.
Before you can change the company culture, you have to decide what you
want the company culture to look like in the future. Different companies in
different industries will have different cultures. Look at what kind of a culture
will work best for your organization in its desired future state. Review your
mission, vision and values and make sure the company culture you are
designing supports them.
Here are some characteristics of company cultures that others have used
successfully. Decide which work for your company and implement them.
• Mission clarity
• Employee commitment
• Fully empowered employees
• High integrity workplace
• Strong trust relationships
• Highly effective leadership
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The most common reason that change efforts fail is that they encounter
resistance from employees. Change appears threatening to many people,
which makes it difficult to gain their support and commitment to
implementing changes. Consequently, the ability to manage change
effectively is a highly sought-after skill in managers. Companies need people
who can contribute positively to their inevitable change efforts.
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In any case, people changes can be the most difficult and important part of
the overall change process. The science of organization development was
created to deal with changing people on the job through techniques such as
education and training, team building, and career planning.
Employees can be informed about both the nature of the change and the
logic behind it before it takes place through reports, memos, group
presentations, or individual discussions. Another important component of
overcoming resistance is inviting employee participation and involvement in
both the design and implementation phases of the change effort
Managers should be sure to provide employees with the resources they need
to make the change, be supportive of their efforts, listen to their problems
with empathy, and accept that their performance level may drop initially.
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and the right incentives, " John S. McCallum wrote in the Ivey Business
Journal. "Successfully leading and managing change is and will continue to
be a front-burner responsibility for executives. Prospects are grim for
enterprises that either cannot or will not change. Indeed, no industry
member is quite so welcome as the one that steadfastly refuses to keep up."
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Explanation
5. People may be more receptive to change or handle it more
appropriately if they have a logical understanding of why the change is
happening. Thus, an effective change management technique is to
hold formal or informal meetings in which leaders can explain why the
change is taking place, the potential impacts of the change, and the
goals related to the change. Such explanations, when done in an open
forum, give the impression that all members of the group are valued
equally, which creates a sense of unity. This sense of unity may help
the group turn toward the change with a common purpose.
Training
6. One of the biggest complaints people have about change is that they
are not equipped for it. For example, a computer programmer might
resist a requirement to write code in Java if he has dealt primarily with
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Consequences of Change
• "Carry the wounded; help the long term stragglers find another place
to work."
• "At the same time, and again in scenarios of critical change, do not
retain (for too long) any key management personnel who show no signs
of willingness to accept change."
• "Lao Tzu... the best change is what the people think they did
themselves... i.e., high involvement is better so long as it is not overlay
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• "I find personally and I believe for most employees that it is critical that
they are involved in the process. The level of involvement will depend on
the employee--inviting suggestions and feedback, delegating aspects of
the process, etc. The process is more successful, I believe, when the
employees are bought into the process and see that their input is valued
and makes a difference."
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• Build measurement systems into the change process that tell people
when they are succeeding or failing. Provide consequences in either case.
Employees who are positively working with the change need rewards and
recognition. After allowing some time for employees to pass through the
predictable stages of change, negative consequences for failure to adopt
the changes, are needed.
You cannot allow the nay-sayers to continue on their negative path forever;
they sap your organization of time, energy, and focus, and eventually,
affect the morale of the positive many. The key is to know, during your
change management process, when to say, enough is enough.
Help employees feel as if they are involved in a change management process
that is larger than themselves by taking these actions to effectively involve
employees in change management.
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Q.1 Discuss types of organizational teams
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TYPES OF TEAMS
There are six major types of teams: informal, traditional, problem solving,
leadership, self-directed, and virtual. Table 1 describes some of the
characteristics of these six types of teams.
INFORMAL TEAMS.
Informal teams are generally formed for social purposes. They can help to
facilitate employee pursuits of common concerns, such as improving work
conditions. More frequently however, these teams form out of a set of
common concerns and interests, which may or may not be the same as the
organization's. Leaders of these teams generally emerge from the
membership and are not appointed by anyone in the organization.
TRADITIONAL TEAMS.
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Informal
• Social in nature
• Departments/functional areas
• Temporary teams
• Frequently cross-functional
• Steering committees
• Advisory councils
Self-Directed
• Small teams
• Little or no status differences among team
members
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Problem-solving teams or task forces are formed when a problem arises that
cannot be solved within the standard organizational structure. These teams
are generally cross-functional; that is, the membership comes from different
areas of the organization, and are charged with finding a solution to the
problem.
LEADERSHIP TEAMS.
SELF-DIRECTED TEAMS.
Self-directed teams are given autonomy over deciding how a job will be
done. These teams are provided with a goal by the organization, and then
determine how to achieve that goal. Frequently there is no assigned
manager or leader and very few, if any, status differences among the team
members.
These teams are commonly allowed to choose new team members, decide
on work assignments, and may be given responsibility for evaluating team
members. They must meet quality standards and interact with both buyers
and suppliers, but otherwise have great freedom in determining what the
team does. Teams form around a particular project and a leader emerges for
that project. The team is responsible for carrying out the project, for
recruiting team members, and for evaluating them.
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VIRTUAL TEAMS.
The best teams invest a tremendous amount of time and effort exploring,
shaping, and agreeing on a purpose and role that belong to them both
collectively and individually. This “purposing and roling” activity continues
throughout the life of the team. By contrast, failed teams rarely develop a
common purpose. For whatever reason— an insufficient focus on
performance, lack of effort, poor relationship—they do not coalesce around a
challenging objective.
Q.2 Mr. Ram is working in ‘United India’ a public sector company for
last 15 years. The organization is facing competition from various
private and Multinational companies. To meet the challenges,
management has decided to update their information system by
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When you have good self-mastery, you have the ability to control yourself in
all situations, and move forward consciously and steadily toward your goals.
You know your purpose, and you're disciplined enough to do things in a
deliberate, focused, and honorable way.
Self-mastery is vital if you want to achieve your goals in life. Think about
people you know who don't have any self-mastery. They're probably
impulsive and rash. They might let their emotions control them, yelling at
colleagues when they're angry, and then being overly polite to make up for it
later. They're unpredictable and, as a result, people see them as
untrustworthy.
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mastery. You'll likely become a happier, more balanced person – and you
never know what opportunities may arise because of this.
Self-mastery is a broad term that covers many aspects of your personal and
professional life. Improving your self-mastery can mean working on many of
these areas. (If so, it may be best to focus on one or two at a time so you
don't become overwhelmed.)
Self-mastery starts with a vision of how you want your life to be.
This is why it's so important to start with a clear vision of your short-term and
long-term objectives. Learn how to set personal goals, and get into the habit
of moving towards these every day. The clearer you are about what you want
to achieve in life, the easier it is to move forwards calmly and confidently.
Your attitude and emotions play a major role in self-mastery. Those who
show strong self-mastery don't let their emotions control them – they control
their emotions.
Being able to manage and control your emotions helps you build emotional
intelligence. This is the awareness of others people's needs and emotions,
and the knowledge of how your own emotions affect those around you.
Those who have good self-mastery are always aware of others, and they
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work hard to make sure that their emotions don't negatively impact other
people.
To boost your willpower, make sure you have both rational and emotional
motives for what you want to achieve. For example, if your goal is to stop
surfing the web in work time, a rational motive could be that it's against
company rules, while an emotional motive could be that other people will
lose respect for you when they see that you are not working hard.
At first you may find that you can't concentrate on a task for more than one
hour at a time, before you get tired and distracted.
Achieving self-mastery takes time and hard work, but it's definitely worth the
effort. It's best to work on one or two areas at a time. Start by identifying
your life and career goals. Then, focus on maintaining a positive attitude
during the day.
Try not to let negative emotions impact anyone else. Other strategies, like
building your willpower and strengthening your focus, will help ensure that
you keep moving forward toward your goals – while further building self-
mastery
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Seems simple? Then think how many times in the last week have you said to
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1. awareness
2. adoption
3. implementation
4. institutionalization
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Once the program has been institutionalized (stage 4), change continues
within the program and the organization through an ongoing cyclic process
of assessment and innovation.
Awareness
The goal of this stage is to create awareness that a need for change exists
and that there are possible solutions.
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Adoption
The adoption stage begins with a signal from your institutional leadership
that planning for the program can begin. It is important to clarify the
resources you will need for the planning period including: staff time, office
supplies, consultant fees, etc.
First, finalize the program details. Conceptualize the populations you want to
serve. Examples of questions to ask are:
• What populations will benefit most from the proposed services? Are the
patients critically ill and technology-dependent or mostly elderly and
chronically ill patients?
• What are the leading causes of death at the institution?
• Where do patients die in the institution? Do most patients die in ICUs or
are they scattered throughout the hospital?
• Is space available to establish a dedicated inpatient unit or would it be
better to start with a consultation service?
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Implementation
This stage begins with a signal from leadership that the program has been
authorized.
Institutionalization
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• allocate initial
resources
3. Implementatio • resources allocated • obtain resources to
n for implementation launch program (money,
• carry out staffing, physical space,
innovation etc.)
• observe reaction of • begin palliative care
organization practice and observe
members response.
• market palliative care
• define roles program.