MU0011-Management and Organizational Development Assignment Set- 1 Q) 1 .

1 Levels of management Ans: Levels of Management refer to the segregation between the differentmanagerial positions in an organization. Depending on the size of the business and the size of work force the number of levels of managementincreases or decreases. Levels of management decide the chain of command,the amount of authority & responsibility assigned. There are three broadc a t e g o r i e s : 1 . T o p l e v e l / A d m i n i s t r a t i v e l e v e l 2 . M i d d l e l e v e l / E x e c u t i v e 3 . L o w l e v e l / S u p e r v i s o r y / O p e r a t i v e / F i r s t - line managers We will refer to low level management as junior management.

Figure:Level of Management Top managemt The top management would consist of the board of directors, CEO (Chief Executive Officer) and or the MD (Managing Director). The topmanagement is the highest authority of the organization. The top levelmanagement sets goals and policies. As thinking body, it devotes more timeon planning and coordinating functions. Top management is responsible for: Decides the vision, mission, goals and objectives apart from policies Provides guidelines and schedules for department budget preparation. Facilitates strategic plan & policy development. Appoints leadership team members. Ensures all departments work well with each other Continuously keeps a check through teams on the external environment andits impact on the business. Ensures necessary corrective and preventiveaction is taken in time. Provides guidance and direction. 1

Top management is responsible to all shareholders for the performance of the organization. 2 Middle Man 2.Middle mangement Branch managers and departmental managers form the middle management.They report to the top management. They spend more time on organizationaland directional functions. Depending on the organization size, the existenceand the no. of layers of middle management are decided. Middlemanagement is responsible for: Executing organizational plans as per the policies and directives of the topmanagement Planning for the sub-units of the organization Employing & training of junior management Interpreting and explaining policies Coordinating the activities within the division or department. Reporting to top management Performance evaluation of junior managers Inspiring junior managers to perform better. 3 Lower Management or Junior Management 3.Lower management or junior managent Lower level is also known as junior management, supervisory / operativelevel of management. It consists of supervisors, foreman, section officers,superintendent etc. According to R.C. Davis, Supervisory managementrefers to those executives whose work has to be largely with personaloversight and direction of operative employees. In other words, they areconcerned with direction and controlling function of management. Their activities include: Assigning tasks Guiding and instructing workers for day-to-day activities Ensuring quality and quantity of production as per targets Maintaining good relations with colleagues Communicating worker issues, suggestions and recommendations to topmanagement Communicating goals and objectives set by middle and top management Solve employee grievances, supervising & guiding team members Training colleagues and team members, motivating employees Arranging necessary resources (materials, machines, tools etc.) for gettingthe job done. Preparing reports about employee performance Ensuring discipline amongst team and colleagues Q2. Write a note on genesis of Organizational Development Ans: The history of organization development will help to clarify the genesis andthe evolution of this term organization development. It would also enable to clarify some of the issues or confusions that have surrounded OD.Between1950 and 2000 lot research work by eminent researchers has led to thedevelopment of organization development. There are 5 key inputs that havecontributed to the genesis and development of OD. They are: Laboratory Training Action Research/Survey Framework Normative Approaches Quality of Work Life 2

 Strategic Change1. The first was the growth of the National Training Laboratories (NTL) andthe training groups, which were also known as sensitivity training or T-groups.2. The second was the classic work on action research that had beenconducted by the social scientists. These social scientists were interested inapplying research to manage change. Kurt Lewin was the person whoinstrumental in the development of action research and hence OD. We allhave realized that change is the only constant. The only way to moveforward positively is to learn to manage change. If there is a scientific wayto manage change, then it should be leveraged, hence the development of OD.3. The third was the normative view of organization development.Essentially saying that there is only one best way to design and operateorganizations.4. The fourth input was the approach focusing on productivity and thequality of work life.5. The fifth input was the development of strategic change and organizationtransformation. Let us understand each one of these a little bit more in detail. 1 Laboratory Training Background Laboratory training or the T-group is a small, unstructured group in whichthe participants learn from each other. They learn from their owninteractions. They learn from the evolving dynamics about issues such asinterpersonal relations, personal growth, leadership and group dynamics.Essentially during the event the participants were provided feedback in private, but participants requested to be allowed to listen into the feedback being offered to others. Reluctantly the facilitators agreed. The experiment paid off with many potential benefits.1. Feedback about group interactionwas a rich learning experience2. Process of group building had potential for learning that could be transferred to real life situations. 2.Action research and survey feedback background During the research in 1940 it was learnt that research needed to be closelylinked to action if organization members were to use it to manage change. A joint effort by organization members and social scientists was undertakento collect data, analyze it and to devise and implement solutions. The resultof action research was: members of organizations were able to use researchon themselves to guide action and change; and social scientists were able tostudy the process to derive new knowledge that could be used elsewhere. 3 Normative Background 3.Normative Background Primarily the belief here is that, there is one best way of managingorganizations. Usually managements are either exploitative andauthoritative; or benevolent and authoritative; or consultative; or participative group based. Organizations are such because their systems aredesigned in such a manner. Survey and research proved that the participativegroup method management is the best way of managing organizations. 4. Productivity and Quality of Work-Life (QWL) Background 4.Productivity and Quality of work life(QWL)background The first phase in this was development of work designs aimed at better integrating technology and people. Management unions got together todesign work and the work designs created provided discretion, task varietyand feedback about results. Perhaps the most distinguishing part of QWL programs was the discovery of self-managing work groups as a form of work design. These groups were composed of multi-skilled workers whowere given the necessary autonomy and information to design and managetheir own task performances. This worked well in the USA from 1950-1970 but as business evolved so did the competition. Organizations realized thatthe work practices in USA led to manufacturing of merchandise, but thismerchandise was not able to compete with the low cost, high qualitymerchandise from other countries like Japan. Organizations realized that thesystems used in Japan were different. 5 Strategic Change Background

5.Strategic change background Strategic change is focused on improving thealignment amongst organizations efforts. In other words the organizationshould think and communicate the same messages. These messages should be reinforced by appropriate actions. Here organizations chose to focus on businesses where they had core competencies. They moved out of businesses where they did not have core competencies. The businessacquired was to ensure that there was a strategic fit. The latest example inIndia is the acquisition of a major stake in Reva Electric Car Company byhe Mahindra group. The Mahindra group has been into the automotivesegment for decades and wanted the electric capability to build hybrid cars.This it would get from Reva and hence the acquisition of a major stake.

6.the new holistic approach in organization development. In todays dynamic business world, most organizations experience changeon continuous basis and have come to a conclusion that change is a never ending process. As soon as one organizational problem is rectified, another one presents itself. The cycle therefore goes on despite the best efforts by theleaders and managers Q.3) Write a note on techno structural interventions. Ans: These interventions focus on an organizations technology (for example,task methods and job design) and structure (for example, division of labor and hierarchy).These change methods are receiving increasing attention inOD, especially in light of current concerns about productivity and organizational effectiveness. The following three techno-structuralinterventions are concerned with restructuring organizations: Structural Design This change process concerns the organizations division of labor how tospecialize task performances. Interventions aimed at structural designinclude moving from more traditional ways of dividing the organizationsoverall work (such as functional, self-contained-unit, and matrix structures)to more integrative and flexible forms (such as process-based and network based structures). Downsizing This intervention reduces costs and bureaucracy by decreasing the size of theorganization through personnel layouts, organization redesign andoutsourcing. Each of these downsizing methods must be planned with a clear understanding of the organizations strategy. Reengineering This recent intervention radically redesigns the organizations core work processes to create tighter linkage and coordination among the differenttasks. This work-flow integration results in faster, more responsive task performance. Reengineering is often accomplished with new informationtechnology that permits employees to control and coordinate work processesmore effectively. Reengineering often fails if it ignores basic principles and processes of OD. Q4) Write a note on future trends in OD. Ans: Let us list and illustrate the major OD trends in this topic. These trends arethe means of organizational challenges. Following are the OD trends: Learning organization Knowledge management Organizational reengineering 4

Change management I) Learning organization Organizations should strive to learn constantly and enhance learningactivities. Learning organization is one that facilitates continuous learningand development of its employees. This learning enables organizations tosurvive in the competitive world. A learning organization has five mainfeatures: Systems thinking: This is a framework according to which business is considered as boundedobjects. System thinking is used to assess a companies performance usinginformation systems. As per this theory all the features of a learningorganization should be visible simultaneously. Acquiring these features is aslow and steady process. They cannot be developed or acquiredsimultaneously. Personal mastery: The employees of learning organizations are committed to the learning process. This is called as personal mastery. Staff training and developmentfacilitate the learning process. Mental models: These models refer to the assumptions of employees and organizationregarding various processes. These models differentiate betweenthe processes employees follow and the process they are supposed to follow. Shared vision: Employees of learning organizations have a shared vision. This provides thestaff energy and motivation required to learn. Team learning: Organizations follow two types of staff learning: individual learning andteam learning. Team learning motivates employees and helps them growmore quickly. Team learning also facilitates the problem solving process. II) Knowledge management Knowledge management (KM) is a system that consists of variousorganizational strategies and practices. Every organizational process andstrategy comprises of knowledge. This knowledge is used to recognize,design, represent, and distribute these practices or strategies. KM efforts andactivities concentrate on organizational objectives. These objectives could be attaining competitive advantage, shared vision, innovation, and improved performance. KM helps in continuous improvement of an organization. III) Organizational reengineering Organizational reengineering is a process of redesigning the existing process, practices, and strategies for improved results. Organizationsreengineering is also an important trend in OD. This redesigning process provides a competitive advantage to organizations in order to attain thesame organizational goals and objectives. IV) Change management Next important trend in OD is change management. Organizations undergochanges such as strategic changes, technological changes, structural changes,and attitude and behavioral changes. Strategic management of these changesis very important. Change management is a process of implementing changes in process and strategies in a pre- planned way. Thistransforms individuals, teams, and organizations into a desired future state. Q5) List the different types of organization culture. Ans: There are different types of culture just like there are different types of personality. Researcher Jeffrey Sonnenfeld identified the following four types of cultures. 1 According to Jeffrey Sonnenfeldi) Baseball Team Culture

Employees are "free agents" who have highly prized skills. They are in highdemand and can rather easily get jobs elsewhere. This type of culture existsin fast-paced, high-risk organizations, such as investment banking, advertising, etc. ii) Club Culture The most important requirement for employees in this culture is to fit intothe group. Usually employees start at the bottom and stay with theorganization. The organization promotes from within and highly valuesseniority. Examples are the military, some law firms, etc. iii) Academy Culture Employees are highly skilled and tend to stay in the organization, whileworking their way up the ranks. The organization provides a stableenvironment in which employees can develop and exercise their skills.Examples are universities, hospitals, large corporations, etc. iv) Fortress Culture Every organization undergoes massive reorganization. There are manyopportunities for those who are timely, organized and have specializedskills. Examples are savings and loans, large car companies,etc. Organizational culture contributes a lot to organizational effectiveness. 2 Four Academic Models The issue of organizational effectiveness or OE, has been one of the mostsought out yet elusive research subject since the early development of organizational theory. Although it seems intuitively apparent that a measureof organizational performance should be readily available in managementliterature, but quite the contrary is true. Four key models have beenidentified in the literature. One model used production, commitment,leadership, and interpersonal conflict to measure organizationaleffectiveness. Production was defined as the flow of output from theorganization. A second OE model was proposed based on interrelatedorganizational processes and was developed primarily as a toolfor management consultants. This model uses organizational survival andmaximizing return as key variables of effectiveness along with self-regulation, which is responsible for orchestrating a balance between eightother minor variables including internal-external boundary permeability,sensitivity to status and change, contribution to constituents, transformation, promoting advantageous transactions, flexibility, adaptability, andefficiency. A third model chose six selected indicators of organizationaleffectiveness including management experience, organizational structure, political impact, board of directors involvement, volunteer involvement, andinternal communications. The fourth and final academic model was used tocompare forprofit and non-profit organizational effectiveness and is termedthe competing value framework. This model used four quadrantsrepresenting (1) human relations, (2) open systems, (3) rational goals, and(4) internal process. 3 Deal and Kennedy's Model of Culture Deal and Kennedy's model of culture is based on characterizing four typesof organization. The organizations are characterized based on how quicklythey provide feedback and reward employees after they have donesomething and the level of risks that employees take. Feedback and reward A major driver of employees in companies (and hence their culture) is thegeneral feedback and specific rewards that tell employees they are doing agood or bad job. If feedback is immediate or frequent, it will quickly correctany ineffective behavior and hence lead to a consistent culture. If thefeedback is delayed or infrequent, it leaves mistakes uncorrected, but it alsolets people look further out into the future. Either way, there is likely to besome substitute activity (such as process management) to help keep thingson track until actual results are known. Risk

Uncertainty and risk are something that some people hate and some peoplethrive on. In either case, it is another motivating force that leads people tofocus on managing it. Where the risk is low, people may be willing to takerisks up to their acceptable limit. Where they are high, the risks need to bemanaged or accepted. High risk companies are more likely to include peoplewho enjoy the frisson of taking a gamble.

Fig.2: Deal and Kennedy's model of culture The Four Cultures Work-Hard, Play-Hard Culture Another type of organizational culture is the "work hard/play hard"organizational culture. This type of an organizational culture that doesn'ttake a lot of risks, but it does take a few, and all receive fast feedback. Thisis something most likely to be seen in Avery large company which is dependent on strong customer service. This type of organizational culture isoften characterized by multiple team meetings, specialized jargon, and buzzwords. Tough-Guy Macho Culture One type of organizational culture is the "tough-guy culture" or "machoculture." One of the most common aspects of the tough-guy or machoculture is the quick feedback and high rewards. The pace can be break neck at times, but the obvious reward of the actions seen very quickly. From acorporate stand point, this type of organizational culture will be most oftenassociated with really fast financial activities, such as currency trading,and brokerage. Process culture A process culture is most often found in organizations where there isactually no feedback. This is rarely a good culture. In this type of anorganizational culture people are so obsessed with the process of how thingsare done that the focus is lost on what the goal is. Process organizationalculture is a synonym for bureaucracy. It is good for public sector services.This has slow feedback/reward and low risk, leading to: Low stress, plodding work, comfort and security. Stress may come frominternal politics and stupidity of the system. Development of bureaucracies and other ways of maintaining the statusquo. Focus on security of the past and of the future. E.g. banks, insurance companies. Bet-The-Company Culture "Bet your company culture." This is a type of company where hugedecisions are made over high stakes endeavors. In this type of culture, theend results of these decisions may not be seen for months or even years. 4 Culture Classifications in Indian Scenario A study was conducted by J B P Sinha dealing with cases from Indianorganizations that concluded. The interplay of different forces in the Indianorganizations, has led to the emergence of different patterns of organizational culture in Indian organizations. (Sinha,Jai B.P (2000).Patterns of Work Culture: Cases and Strategies for Culture Building NewDelhi, Sage Publications.)The main patterns are: Soft Culture: 7

This type of culture is commonly observed in the publicsector organizations, there may also be certain exceptions. Such culture mayemerge in any organization where the nature of ownership is not necessarily the determining factor. It emerges mostly in organizations which havemultiple and conflicting organizational objective. Technocratic Culture: It is likely to develop in the organization which aims at providing the highestquality of product and services through the use of latest technology. Work Centric Nurturing Culture (WCNC): The WCNC is more oriented to content and here employee focus is onrewards, hard work, recognizing merit, establishing clear norms of performance and adequate workload. Formal systems are established tomake the organization realize its goals. Q6) Write a note on designing interventions.Ans : Designing OD interventions needs to pay attention to the needs anddynamics of the change situation and developing a change program that will be consistent with the previously described criteria of effectiveinterventions. Current OD knowledge and practices can provide onlya general prescription for change for the better. There is very little input or information on how to design interventions.There is also no research to show how the interventions are expected tointeract with organizational situations to achieve specific results. Also theeffectiveness of a particular intervention is higher or lower depending onthe practitioners expertise and comfort with that intervention. Therefore thedesign of an intervention depends on the situation and the expertise of the practitioner. The last factor that impacts the design of the OD intervention is the targetof change. In summary, there are 3 key factors affecting the designing of interventions.1. The situation2. The practitioners competencies (knowledge and skill)3. The target at the end of the intervention

Assignment Set- 2 Q.1) Explain the role negotiation technique in detail. Ans: The process of role negotiation was originally described by Harrison. Thistechnique a real-world oriented one which can lead to a workable solution incases involving competition, coercion and power struggles. What is theexact process in which role negotiation occurs? It provides a method for one person or group to negotiate and structure the role, or working arrangements,with respect to the other. It may include the nature of the activities thatone expects out of the other, the reporting relationships, rules for escalation,who is responsible for what decisions, which will carry them out, theconsequences for nonperformance, etc. This process can prove useful inmost situations involving competition, power, control and influence. 1 Advantage The most significant advantage of Role Negotiation is that is makes thingsexplicit. The facilitator helps everyone understand that each participant hassome degree of power, from the positive, rewarding good behavior in othersduring the contracting process. So that others dont need to keep guessing it is preferable that the expectations are clarified and defined. They understandthe relationship with greater certainty than would be the case if things werestill covert or underground. With this process, people better understand howto influence others in the group. 2 Negotiation After each person has clarified the messages he or she has received, issuesare selected for negotiation. The facilitator needs to re-emphasize certainthings so that there is no point in proceeding with the discussion on any particular item. In simple words, everyone must be prepared to make somesort of 8

changes to get what he or she wants. If the behavior doesnt changeon both sides, the status quo will prevail. By an iterative process, each person selects and communicates his or her most important issues andeventually the group comes to a consensus about which ones will be dealtwith at this point. After this when all parties (two or more) are satisfied thatan appropriate agreement has been reached, the participants write down theagreement to formalize it as a contract. Several negotiations may take placesimultaneously, depending on the number of people or groups involved. Allagreements are published for everyone to see and are discussed openly in thegroup (public commitment increases the chances for compliance). 3 Dynamics of Role Negotiation This process focuses on the working relationships between people, not their feelings about one another. As such, it is less threatening to most groups andmore accessible than other techniques that place greater emphasis oninterpersonal dynamics. People tend to be more at home discussing issues of power and influence on the job, rather than those involving feeling andemotion. Q.2) Explain the Johari Window model. Ans: The Johari Window model was proposed by American psychologists JosephLuftand Harry Ingham in 1955 while researching group dynamics, as a verysimple yet useful tool for which could be used for improving self-awareness,and mutual understanding between individuals within a group. Assessmentof one groups relationship with the other is something which can also bedone using this model. The Johari Window is accepted as a concept whichcan be of great help in gauging an employee or employer relationshipswithin the Psychological Contract. The four Johari Window perspectives areknown as 'quadrants'. These four quadrants represent feelings, motivation,etc. known about the person, in terms of whether the information is knownor unknown by the person. Refer fig. 8.1 Johari Window. First quadrantopen area/open self/free area/free self implies what is known by the personabout himself or herself and is also known by others. Second Quadrant blindarea, blind self, or blind spot implies what is unknown by the person abouthim/herself but which others know. Third Quadrant hidden area, hidden self, avoided area, avoided self or facade' implies what the person knows about him/herself that others do notknow. Fourth Quadrant unknown area or unknown self implies what is

unknown by the person about him/herself and is also unknown by others. Third Quadrant hidden area, hidden self, avoided area, avoided self or facade' implies what the person knows about him/herself that others do notknow. Fourth Quadrant unknown area or unknown self implies what isunknown by the person about him/herself and is also unknown by others. 9

Fig. Johari Window1 The Johari Model Quadrants in details Quadrant 1 - 'openself/area' or 'free area' or 'public area', or 'arena' Region 1 is also referred to as the 'area of free activity'. This region gives aninformation about the person - behavior, attitude, feelings, emotion,knowledge, experience, skills, views, etc - known by the person ('the self')and known by the group ('others').The aim in any group should always be todevelop the 'open area' for every person, because when we work in this areawith others we try to be as effective and productive as possible and thegroup is at its most productive too. The open free area can be considered asthe space where good communications and cooperation occurs, free fromdistractions, mistrust, confusion, conflict and misunderstanding. Quadrant 2 - 'blind self' or 'blind area' or 'blind spot' Region 2 of the model represents the blind spot or what is known about a person by others in the group, but is unknown by the person him/herself. Byseeking feedback from others, the aim should be to reduce this area and thereby to increase the open area (refer to the model diagram below). This blind area is a non-effective or non-productive space for individuals or groups. This area could also be referred to as ones ignorance about one self.We are well aware of how difficult it is to work well if kept in the dark. Quadrant 3 'hidden self' or 'hidden area' or 'avoided self/area' or 'facade' Region 3, which is referred to as hidden area which implies what is knownto ourselves but kept hidden from others. This hidden or avoided self represents information, feelings, etc, anything that a person knows abouthim/self, but which is not revealed or is kept hidden from others. Thehidden area could also include sensitivities, fears, hidden agendas,manipulative intentions, and secrets - anything that a person knows but doesnot reveal, for whatever reason. It's natural for very personal and privateinformation and feelings to remain hidden, indeed, certain information,feelings and experiences have no bearing on work, and so can and shouldremain hidden. Quadrant 4 'unknown self' or 'area of unknown activity' or 'unknown area' Region 4 which is referred to as the unknown area contains information,feelings, latent abilities, aptitudes, experiences etc, that are both unknown tothe person him/herself as well as unknown to others in the group also. Theseunknown issues may take the form of feelings, behaviors, attitudes,capabilities, aptitudes, and more which can be quite close to the surface, andwhich can be positive and useful. Examples of unknown factors areas follows: a person not realizing a natural ability or aptitude that he possesses a person having any unknown illness A person not knowing that he has a fear or aversion. The ability of a person that under-estimated or un-tried through lack of opportunity, encouragement, confidence or training A persons repressed or subconscious feelings A persons conditioned behavior or attitudes from childhood Whether unknown 'discovered' knowledge moves into the hidden, blind or open areadepends on who discovers it and what they do with the knowledge, notablywhether it is then given as feedback, or disclosed. Q.3) Discuss quality circles. Ans: Quality Circle is a small volunteer group of six to twelve employees doingsimilar kind of work. They voluntarily meet together on a regular basis tocarry out frequent checks in their respective work areas for 10

improvements.They use certain proven techniques for analyzing and solving work related problems coming in the way of achieving and sustaining excellence so thatthey can bring about a mutual enlistment of employees as well as theorganization. So basically a volunteer group is composed of workers, under the leadership of their supervisor who are trained to identify, analyzeand solve work-related problems are collectively called Quality circle. They present their solutions to management for the improvement of organizational performance. Tue quality circles become self-managing after gainingmanagement confidence.If anything could battle the dehumanizing concept of division of labor, it isQuality circle. It has brought back the concept of craftsmanship, whichdoesnt work well on an individual basis because it is uneconomic, but it proves a boon when used in group form. The prime motto of QC isimproving occupational safety and health, improving product design, andimprovement in the workplace and manufacturing processes. 1 Key Features of Quality Circle: They are formal groups.They hold meetings at least once a week on company time and are trained by competent persons who may be personnel and industrial relationsspecialists. Quality circles are generally free to select any topic they wish, but theycannot select salary related topics or other topics related to termsand conditions of work, because these issues are dealt with via other channels. 2 The Concept The concept of Quality Circle primarily focuses on a workers valuerecognition as human being, as someone who willingly takes on his job, hiswisdom, intelligence, experience, attitude and feelings. It is just another partof human resource management considered as one of the key factors in theimprovement of product quality & productivity. Quality Circle concept hasthree major attributes: Quality Circle is a human resource development technique. Quality Circle is a problem solving technique. Quality Circle is a form of participation management. 3 Objective of QC There multi-faced objectives of Quality Circles: Change in Attitude. Self Development Development of Team Spirit Improved Organizational Culture Benefits and Limitations of Quality Circles The quality control concept did not get an easy acceptance in India. It took two decades to get acceptance in India, after its introduction in Japan. Thereason might be differences in the industrial context in the two countries.Japan needed it for its survival in competitive market. India had a reasonably protected, sellers market, with consequent lethargy towards efforts toimprove quality and productivity. However, with the policy of liberalizationof economy and privatization of infrastructure development, contextschanged. The concept now needs to be looked upon as a necessity.

Q.4) What is the role of organizational politics? Explain Ans: As discussed earlier, Politics may be defined as the pursuit of individual agendas and self-interest in an organization without puttingmuch importance to their effect on the organizations efforts to achieve itsgoals. Behavior referred to as organizational politics takes place in varyingdegrees in all organizations. Not all behavior in the organizations can becategorized as political. The organizational political process can bedescribed inn on-evaluative terms. 1 The Foundation 11

Whenever we gain some organizational power, we should be more careful inusing it to influence not to get our own way, but the way that will ultimately be best for the organization and for achieving our own personal mission.And this must be focused unmaking a difference beyond meeting our ownneeds. Whenever were struggling to get our way, we easily criticize othersfor being overly- political or playing dirty tricks. While it can be the other way round as well. As in, it might also be the case that just as others might be unfair in their practices; it can also be true that we ourselves lose sight of the value of diversity of thought and different ways of seeing. 2 Defining and exploring Organizational Politics To simplify everything lets consider organizations to be political systems.This term political will help us understand the power involved inrelationships in day-to-day organizational relationships. Accepting the factthat power relations exist in organizations it will become easier for us toaccept that politics is also an essential part of organizational life. Themeaning of the term Politics can be put forward as a means of recognizingand, ultimately, reconciling competing interests within the organization.Competing interests can be reconciled by any number of means. Politicsmay also be considered as a means of creating a democratic work environment. Each type of organizational rule simply draws on different principles of legitimacy. Politics stems from a diversity of interests.Organizational actors seek to satisfy not only organizational interests, butalso their own needs driven by self-interest. According to Aristotle, politicsstems from a diversity of interests. To fully understand the politics of theorganization, it is necessary to explore the processes by which peopleengage in politics. Consistent with Aristotle's conceptualization, it is a giventhat, within the organization, all employees bring their own interests, wants,desires, and needs to the workplace.Though Organizational decision-making and problem-solving is seemingly arational process, it is also a political process. Organizational actors seek tosatisfy not only organizational interests, but also their own wants and needs;driven by self-interest. Political behavior has been defined as the non-rational influence on decision making To practice successful organizational politics, it is perceived to lead to a higher level of power. Regardless of thedegree to which employees may be committed to the organizationsobjectives, there can be little doubt that, at least occasionally, personalinterests will be incongruent with those of the organization. Organizational politics arises when people think differently and want to act differently.Political means can resolve the tension created by this diversity In anautocratic organization, resolution comes through the directive: "We'll do itmy way!". The democratic organization seeks to resolve this diversity of interests by asking: "How shall we do it?" By whatever means anorganization resolves this diversity, alternative approaches generally hingeon the power relations between the actors involved. For purposes of understanding organizational political behavior, Farrell and Peterson (1982) proposed a three-dimensional typology. The dimensions are: Functional Vs Dysfunctional Conflict, Sources and Types of Conflict: Individual, Group, and Organization The Process and Approaches to Conflict Resolution Q.5) Discuss OD applications for merged and acquired organizations. Ans: How is OD helpful in the successful merger and acquisitions of organizations? Gaughan (1991) defines a merger as a combination of twocorporations in which only one corporation survives and the mergedcorporation goes out of existence. Vaara, defines a merger as a combinationof organizations of fairly similar size, which creates an organization whereneither party can clearly be seen as the acquirer. The three main types of mergers are: Conglomerate merger In this type the two companies dont have to be related in any way at all, infact the conglomerate may want unrelated companies in its portfolio because it allows spreading of risks. Two other types are verticaland concentric mergers. Vertical mergers are practically the same as forwardor backward integration, which allows a company to control a bigger part of the whole product chain. Concentric mergers 12

are mergers between two companies in different butsomehow related industries, which allows the companies to share marketingor technical resources, related mergers occur when companies in the sameindustry merge their activities. These mergers allow a high level of synergy but they may also require a higher degree of integration than the other typesof mergers The clash between the two cultures in a merger or acquisition can be focused into three major areas: 1. Structure. These factors from the two cultures include the size, age, and history of twofirms; the industry in which the partners come from and now reside; thegeographic location; and whether products and/or services are involved. 2. Politics. Where does the power and managerial decision making really reside?Corporate cultures range from autocratic extremes to total employeeempowerment, and how this plays out among the partners will be importantto cultural compatibility. 3. Emotions. The personal feelings, the culture contract that individuals have bought intoto guide their day-to-day thoughts, habits, attitudes, commitment,and patterns of daily behavior. These emotions will be a major input into theclash or compatibility of the two cultures.

Q6) Write a note on training for consultation skills. Ans: 1 Defining Consultations It is a process of regulation by which input from the public on mattersaffecting them is sought and solved. Its major goals are in improving thetransparency, efficiency and public involvement in large-scale projects or laws and policies. It usually involves sending a notification to publicizethe matter to be consulted on followed by consultation which is a two-wayflow of information and opinion exchange and lastly participation whichinvolves interest groups in the drafting of policy or legislation. 2 Principles for Effective Consulting An effective consulting has different perspectives. The following guidelinesmight be useful as you reflect on your own principles for effectiveconsulting. The answer to complex problems lies between you and your client The answer emerges during the project as you and your client work collaboratively to clarify current issues and address them, while learning atthe same time. Encouraging and recognizing diverse values and perspectives An experienced organizational consultant is aware of the different perspectives on an issue in the organization. Those perspectives should beencouraged and explored because they often lead to more successful problem solving. When working with your client, start from where they are now Understand your clients perspective on their issues, including what theyhave tried, what has worked, what has not worked and what they think should be done now. It is better to go slower with your client than faster without them. No blame is to be put on consulting situations

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It is rare that anyone sets out to hurt someone else or an organization.An atmosphere of blame only serves to inhibit people in your clientsorganization from the trust, collaboration and commitment necessary for successful change.

Come to the project with a basic consultation framework in mind Early in a project, the major purpose of the framework can be used as acommon frame of reference when talking about the project goals, methods,evaluation and learning. Bewailing to modify that framework as you andyour client work together. Your value is in the flow of the process, not in the details of the project If both of you continue to work together in a process that is collaborative,well understood, communicated to all and focused on results, your clientwill value you. The road to success is paved from who you are as from your expertise If youre perceived authentic, respectful, and consulting with focus onresults and learning by the client then it paves the way for success.Similarly, one of the most powerful influences that can have with your clients is to model the behaviors that you want from them. Do what you say you are going to do While the client is confused, you can help a great deal by remaininggrounded and centered, clear and consistent. Your consistency builds trustand commitment with clients, as well. Know yourself You are an instrument of change with your client, so you should be willingto suspend your overall biases, assumptions and beliefs when working with people. Be honest about them when they arise during a project. Avoid making your clients to do something just because you said so Always first explain the reasons for your advice and the benefits that mightcome to your client as a result. Then provide time for your client to respondto your advice. This is usually true even if you are a leader acting as aninternal change agent. It is up to your client to use your advice or not This is sometimes one of the hardest principles for new consultants toaccept. It helps if you remember that people learn only what they are readyto learn. Do not take it personally Often your client struggles with an issue, in part, because of their role in theissue. They may not want to change themselves and might resist your attempts to help them. In those instances, remember that those responses aretheir choices, not yours

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