ORGANISATIONAL DYNAMICS AND CHANGE MANAGEMENT

ASSIGNMENT –I
1. (a) Role flexibility.
(b) Bases of power.
(c) Management of diversity.
(d) Organisational ethics.
(e) Alienation.
(f) Coalition formation.
2. State the causes for change in the working of service oranisations.
3. Todays organisations need a readiness to change. Comment.
4. What are the social responsibilities of organisations?
ASSIGNMENT –I
5. Explain cross cultural dynamics in organisations.
6. Describe the impact of decentralisation and delegation on empowerment.
7. Bring out the phases in group development.
8. Case study :
Danny had been thinking for quite some time now that he should put Some of the management
principles he had been reading about into practice in his department. That night, he finally decided to
stay late and work on a job enrichment plan for everyone on the staff. The way clerical services was
presently set up, each employee had one specific task to do. Whether it was typing, filing, collating,
processing orders, or covering the switch board; each employee was considered on an equal level, and
salary differed according to seniority rather than job.
Danny hoped that by reassigning responsibility so everyone would work on all the different jabs
instead of doing the same thing constantly, he would eliminate some of the tedium the staff felt,
making it a happier and thus more productive group. The next day he called a meeting of his sixperson
staff Laura, Bert, Sal, Ellen, Toby and Morton said very little when he told them of the new
work arrangement, but Danny attributed that to their surprise about the new system, he encouraged
them to ask him for any help they might need and tried to win their support for the job redesign.
During the next few days, clerical services worked according to the new plan. Except for an Occasional
difference of opinion about who would type what letter, the staff seemed to be adjusting very well
things were working out. He was just considering writing a memo to his boss Timothy Lesser, about
his job enrichment program.
When Bert, Laura, and Morton appeared at his doer, "what can I do for you?" Danny asked. "We want
to talk to you about this new work system, "Bert replied, "We don’t think it’s fair that you ask us to do
more work but continue to pay us the same salary.’’ Danny hadn’t counted on this happening, but still
he didn’t panic. After all, he had a reasonable explanation. "Bert,.1 thought all of you understood the
purpose of the new system. You aren’t being asked to do more work-just different work. I had hoped it
would help made your jobs more interesting... make the day go quicker.
"Are you serious?" asked Bert sarcastically. ‘What makes you think we care whether our jobs are
‘interesting’ or not? If you really want to help us, why don’t you get us more money; Money is what we
happen to be interested in, Danny. "Do you three know if Sal, Ellen, and Toby feel the same way as
you do about this? Danny asked. "Of course they do," said Morton, "We all feel that this new
programme of yours is just another way to get more work out of us for the same pay. We think we
should either go back to the old system or be given more money".
Danny was literally speechless. How could he tell people that they couldn’t find satisfaction in their
work and they were interested only in their paychecks? The management books he’d been reading
hadn’t told his what he should do about something like this. The case studies he had read always
ended with more satisfied, more productive workers. Now what was he to do? Was his carefully
planned job enrichment program a waste of time?
Questions :
2 (DEMBC 2)
(a) Should Danny abandon his new plan and go back to the old work system?
(b) How could Danny have introduced the job enrichment program so that his staff would have felt
more positive about the change?
(c) Can Danny now convince his staff that the enrichment program is really for its benefit? How?

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