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Mary Parker Follett (18681933), who wrote on management in the early twentieth century, defined management as "the art of getting things done through people". She also described management as philosophy. 2. Management is defined as the process of designing and maintaining an environment in which individuals, working together in groups, accomplish the chosen aims in the most efficient manner. (Source: Chakrabarty, B. K. (2001). Urban Management: Concepts, Principles, Techniques and Education. Elsevier Science Ltd.). 3. According to Stuhlman, Management is the organizational process that includes strategic planning, setting; objectives, managing resources, deploying the human and financial assets needed to achieve objectives, and measuring results. Management also includes recording and storing facts and information for later use or for others within the organization. Management functions are not limited to managers and supervisors. 4. Recent developments in the field of applied science management include: a. Theory of Constraints b. Management by objectives c. Reengineering d. Six Sigma e. Information-technology-driven theories f. Group management theories A good management is said to be Fair and Firm. Some of the characteristics of features of management are: a. Goal oriented b. Able to integrate resources c. Able to manage the process continuously d. Persuasive of all types of Organizations e. Displaying team work The 4 broad functions of a manager are as below: a. Planning b. Organizing c. Leading d. Controlling 8. The art of getting things done through people" was written by Mary Parker Follet 9. Management is both a science and an art. 10. Management is persuasive of all types of organizations. There are broadly 3 types of resources human, physical and financial resources. 11. Management is for managers, irrespective of the level held in an organization. 12. There are three broad categories: a. Top level / Administrative level b. Middle level / Executive c. Low level / Supervisory / Operative / First-line managers 13. The top management would consist of the board of directors, CEO (Chief Executive Officer) and or the MD (Managing Director). 1|Page

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MOD MUOO11 14. Top management decides the vision, mission, goals and objectives apart from policies. 17. Lower level of management is also known as junior management, supervisory / operative level of management. 18. Management enables the organization to survive in a changing environment. 19.

20. Planning is the first and foremost role of management. 21. Once the planning is done, it is time for resource allocation. 22. Management is responsible to listen and respect the workforce to create a highly motivated and productive workforce.

23.

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MOD MUOO11 Unit: 2 1Organization Development is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's 'processes,' using behavioral-science knowledge.Beckhard, Organization development: Strategies and Models, Reading, MA: Addison-Wesley, 1969, 2."Organizational development is a long-term effort led and supported by top management, to improve an organization's visioning, empowerment, learning, and problem-solving processes, through an ongoing, collaborative management of organizational culture-with special emphasis on the consultant-facilitator role and the theory and technology of applied. Behavioral science, including participant action research." Organizational Development, [French & Bell, 1999]. 3. "Organization development is a system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization's effectiveness." Cummings and Worley, "Organization Development and Change", Eighth Edition, South-Western Publishing, 2009, 4.Organizational Development is the field of study and practice that focuses on various aspects of organizational life, aspects that include culture, values, systems and behavior. The goal of organizational development is to increase organizational effectiveness and organizational health, through planned interventions in the organizations processes or operations. Most often, organizational development services are requested when an organization (or a unit within an organization) is undergoing a process of change. University of California. 5. Humanistic Values: Positive beliefs about the potential of employees (according to McGregor's Theory Y). 6. Organization development is a systematic process to enhance individual and organizational effectiveness by applying the behavioral science principles and practices in organizations. 7. "Organization development is a system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization's effectiveness." 8 The purpose of the organization development is to introduce an overall strategy for success and change the very nature by which an organization operates. 9. There are 5 key inputs that have contributed to the genesis and development of OD. They are: a. Laboratory Training b. Action Research/Survey Framework c. Normative Approaches d. Quality of Work Life e. Strategic Change 10. Laboratory training or the T-group is a small, unstructured group in which the participants learn from each other. They learn from their own interaction. 11.Primarily the belief here is that, there is one best way of managing organizations.

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MOD MUOO11 12.There are 5 key inputs that have contributed to the genesis and development of OD. They are laboratory training, action research/survey framework, normative approaches, Quality of Work Life and strategic change. 8. the term "Intervention" refers to the principal learning processes, also referred to as structured activities used individually or in combination to improve the task performance in the action stage of organization development. 9. the interventions are used by the change agents as part of the improvement program through structured activities such as: a. Experiential exercises b. Questionnaires c. Attitude surveys d. Interviews e. Relevant group discussions 10. According to Beckhard, most common assumptions are: a. Basic units of change are teams and not individuals in particular b. Promote collaborative conditions instead of competition c. Fact based decision making takes place rather than a position or level of hierarchy d. Controls are interim measurements and not basis of managerial strategy e. Open communication should exist across levels 11. A few examples of interventions include: a. Team Building b. Organizational Assessments c. Career Development d. Training e. e-Learning f. Coaching g. Leadership Development h. Talent Management i. Change Management 12. E-learning is thus based upon the following three fundamental criteria: 1. network 2. delivered to the end-user via a computer using standard internet technology 3. focuses on the broadest view of learning 12. Allison Rossett (2001) referred to e-learning as a web based training (WBT), a learning tool that resides on server and connected to World Wide Web. 13. Coaching in a literal sense a designed alliance and a professional discipline focused on equipping employees with the necessary tools, knowledge, and opportunities needed to completely develop and be effective in their commitment to themselves, the company, and their work by ensuring enhanced performance, creativity and transformation. 14. According to management writer Joe Farcht, leadership development is the strategic investment in, and utilization of human capital within organization.

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MOD MUOO11 15. The three key focus areas for leadership development in the modern business context keeping in view the organizational development practicalities are: a. providing the opportunities for development b. stimulating the ability to develop c. and providing a supportive context for change to occur 16. Applied behavioral science is the science of experimentation on human behavior to bring about positive changes in the behavior using principles of behaviorism . 17. Four dimensions of ABS are applied, behavioral, analytic and technological. 18. The term "Intervention" refers to the principal learning processes, also referred to as structured activities used individually or in combination to improve the task performance in the action stage of organization development. 19.

Unit: 3 1. In OD 3 major criteria define an effective intervention. Extent to which it fits the needs of the organization Degree to which it is based on casual knowledge of intended outcomes Extent to which it transfer change management competence to organization members 2. 3 key factors affecting the designing of interventions. The situation The practitioners competencies (knowledge and skill) The target at the end of the intervention 2. 3. Interventions means a set of logical, planned and sequenced events which are made to happen intended to bring about a change in the situation and enable reaching the target. Criterion for effectiveness is the degree to which it is based on casual knowledge of intended outcomes. 4. Designing OD interventions needs to pay attention to the needs and dynamics of the change situation and developing a change program that will be consistent with the previously described criteria of effective interventions. 5. Human process interventions focus on people within organizations and the processes through which they accomplish organizational goals 5|Page

MOD MUOO11 6. T-Group is a traditional change method which provides members with Experiential learning about group dynamics, leadership, and interpersonal relations. 7. In process Consultation the aim is to help members gain the skills and understanding necessary to identify and solve problems themselves 8. Third party intervention is a form of process consultation aimed at dysfunctional interpersonal relations in organizations. 9. The third-party intervener helps people resolve conflicts through such methods as problem solving, bargaining, and conciliation. 10. Team building interventions include the following four change programs: Organization confrontation meeting Inter-group relations Large-group interventions Grid organization development 11. techno- structured interventions focus on an organizations technology (for example, task methods and job design) and structure (for example, division of labor and hierarchy). 12. Human resource management interventions would focus on personnel practices used to integrate people into organizations. 13.

6.

Unit: 4 1. Values, assumption and beliefs are integral to a human being and also to an organization. 2. The values, assumptions and beliefs of an organization shape the goals and methods in the case of OD. 3. A belief is a proposition about how the world works that the individual accepts as true. 4. Values are also beliefs and are defined as: beliefs about what is desirable or good and what is undesirable or bad. 5. Assumptions are beliefs which are considered so important and correct that are taken for granted or at face value without questioning them. OD values tend to be humanistic, optimistic and democratic 7. Optimistic values requires that one sees all people as good, that progress possible in human affairs, and that rationality, reason, and goodwill are the tools for making progress.

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MOD MUOO11 8. Values and beliefs are not 100% grown from individuals and societies but also impacted by the issues of the era. 9. People are capable of making a greater contribution. 10. People want to be accepted as part of one or more groups. 11. Leader alone is not enough to address all the aspects of his team. The Team members also contribute to enabling the leader. 12. Hierarchical Forms of organizations are obsolete. It is necessary to try other forms of organizations. 13. Attempt to create only win-win situations. Any win-lose or lose-win is a deal breaker. 1. 2. 3. 4. 5. 6. Unit: 5 Organizational culture is the accepted and followed way of life or manner of performing day-to-day activities in an organization. Individuals from different cultures and backgrounds in an organization result in a slight variations to the core beliefs and principles of the organizations members. The intensity of the core values of an organization determines the strength of an organizational culture. The nature of business also requires an organization to be team oriented. Synergistic Teams help give better results as compared to individual efforts. There are basically four types of organizational culture: Control (hierarchy), Compete (market), Collaborate (clan), and Create (adhocracy). 7. They value set processes, standardization, control, and a well-defined structure for authority, power and decision making. 8. In the values matrix collaborate is similar to Control (hierarchy) in that there is an inward focus with concern for integration. 9 complete Organizations are concerned with competitiveness and productivity through emphasis on partnerships and positioning. 10.

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11. One model used production, commitment, leadership, and interpersonal conflict to measure organizational effectiveness. 12. Effective management of human resources increased information sharing, extensive training, financial and non-financial rewards, appraisal and extensive feedback. 13. The issue of organizational effectiveness has been one of the most sought out yet elusive research subject since the early development of organizational theory. 14. The process of quantifying the culture of an organization is called organizational culture. 15. According to Jeffrey Sonnenfeld: Baseball Team Culture Club Culture Academy Culture Fortress Culture 16. The fourth and final academic model was used to compare for-profit and non-profit organizational effectiveness and is termed the competing value framework. This model used four quadrants representing (1) human relations, (2) open systems, (3) rational goals, and (4) internal process.

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1.

Unit: 6 The OD process consists of the following steps. Entering and Contracting Diagnosing the system and its processes Organizational, group and individual level diagnosis Collecting and Analyzing Diagnostic information Feeding back diagnostic information Designing Interventions Leading and Managing Change Evaluating and Institutionalizing OD Interventions Entering and Contracting: Step 1: Clarifying the Organizational Issue Step 2: Determining the OD Team Members Step 3: Selecting an OD Practitioner 3. Developing a contract typically established the expectations of both the parties. 4. Which of the following things are parameters in establishing Ground Rules? a) Confidentiality c) How to terminate the relationship? d) Involvement of practitioner in personal and interpersonal issues 5. Diagnosis is conceived as identifying and closing gaps between how things are and how they should be. 6. The design components characterizing the larger organization within which the group is embedded are technology, Structure, Measurement Systems, And Human Resources Systems and As Well As Organization Culture 7. Which of the following is/are design components of individual (job) diagnosis? a) Job Design b) Organization Design c) Skill Variety d) Pressure e) Autonomy 8. Qualitative terms: two of the most important are content analysis and force-field analysis. 9. Content Analysis: Step 1: Familiarity to Data: Step 2: Theme Generation and Consolidation: Step 3: Categorization: 10. Open-ended questions allow the respondent to be Free and Unconstrained in answering. 11. Unobtrusive data are not collected directly from respondents but from secondary sources. 12. One of the most difficult factors to eliminate is the so-called Hawthorne effect the effect the observer has on the subject. 13. the most important objective of the feedback process is to ensure that organization members own the data. 14. Which of the following is not a feature of feedback processes for facilitating ownership of data: 9|Page

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MOD MUOO11 a) Comparative Data b) Verifiable Data c) Motivation to work with the Data d) Appropriate Attendance e) Process Help 15. Generic contingencies that apply to all OD interventions are presented below include: Readiness for Change Capability to Change Cultural Context Capabilities of the Change Agent 16. Creating Readiness for Change: The following three methods can help reduce dissatisfaction to produce change: Sensitize organizations to pressure for change. Reveal discrepancies between current and desired states. Convey credible positive expectation for the change. 17. Organization programs such as downsizing, reengineering and total quality management involve that will probably encounter some degree of __________. Innovation Changes, Resistance. 18. Evaluation is concerned with providing __________ to practitioners and organization members about the __________ and _________ of Interventions. Feedback Progress, Impact 19. Institutionalization involves making a particular change a permanent part of the organizations normal functioning. 20. Providing useful implementation and evaluation feedback involves two activities: Selecting the Appropriate Variables and Designing Good Measures. 21.

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UNIT: 7 1. Organizational working environments always have a tendency to focus on

individuals and personal goals, with reward & recognition singling out the achievements of individual employees. 2. The result and quality of teamwork is easily measurable by analyzing the effectiveness of the collaboration in the following ways: Communication Coordination Balance of contributions Mutual support Effort Cohesion

3. Three Levels of Work Groups: Level 1: Dependent-Level Work Groups Level 2: Independent-Level Work Groups Level 3: Interdependent-Level Work Groups 3. Two authors Katzenbach and Smith (1993) suggested that there is a clear distinction between work groups and teams. 4. Teams frequently come together for discussion, decision making, and problem solving, and planning. T 5. Work groups define individual roles, responsibilities, and tasks to help team do its work; often share and rotate them. T 6. There is no difference between work groups and teams. F 7. Stages of Team Development: a. Stage 1 Forming - The members of a team are quite uncertain when the team first gets together. b. Stage 2 Storming - Under the pressures of work and other conflicting perspectives, the process inevitable begins to heat up. Even patient and impatient people clash c. Stage 3 Norming - As people slowly get comfortable and get to know each other better; they reconcile and agree on certain things like decision-making processes, resources, timing, and quality standards. d. Stage 4 Performing - This is the final stage of team development and it involves using all the experience and understanding with each other to get results for each other and the organization. 8. During the forming period everyone tries their best to look ahead and think about all the things that need to be done. 9. A norm is usually defined as something which everyone understands. 10. Performing is the stage of team development and it involves using all the experience and understanding with each other to get results for each other and the organization. 11. Family Group Activities Story telling.

Sharing your fears.

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MOD MUOO11 12.

Playing team games like Ice breaker, blind mans walk etc.

Team building games, exercises and activities can also enhance business projects, giving specific business outputs and organizational benefits.

13.

Benefits of RAT: The significance of role ambiguity and role conflict are understood by the students at the firsthand. The students have diminished anxiety and stress about the course. They are able to learn about the nature of the course and expectations of the instructor, The instructor may also learn something about the values and level of satisfaction and articulateness of the students. 14. The primary functions of role analysis technique are assisting groups in clarifying and understanding roles and role expectations in organizations 15. A popular intervention similar to Role Analysis Technique is responsibility chat which utilizes a matrix system to assign decision and task responsibilities. The process of role negotiation was originally described by Harrison. Dynamics of Role Negotiation: This process focuses on the working relationships between people, not their feelings about one another.

16. 17.

18. Role negotiation Technique is a real-world oriented one which can lead
to a workable solution in cases involving competition, coercion and power struggles.

19. The Theory:

Accountability is a prime thing which is ensured by Responsibility Charting Theory. 20. Three (3) basic assumptions in any role. They are:

Role Conception: How or what a person thinks his/her job is completely dependent on how the person has been taught to do it. Role Expectation: Role Expectation is defined as what others in the organization think the person is responsible for, and how he/she should carry out those responsibilities. Role Behavior: Role behavior is defined as what a person actually does in carrying out the job.

21. Identification of Functional areas which include ambiguities in a process,

bringing the differences out in the open and resolving them using crossfunctional collaborative measures is a technique which is known as responsibility chat.

22. In the extreme, a group may wish to keep surface problems alive and
unresolved as a means of containing the anxiety inherent in their solution (Gilmore & Krantz, 1985).

23. Although it is not our purpose here to present a detailed set of procedures
for surfacing and analyzing group shadows in inter- group relations, we do wish to provide an illustration of how it can be approached using a fairly wellknown human relations technique called group mirroring (Gemmill & Costello, 1990).

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24. Examples:
Mirrors developed by Consultant Systems (how we see our clients) Tough Cookies Closed Distrustful Defensive Having conflict among themselves Troubled Angry Mirrors developed by Client Systems (how we see our consultants) Wanting to be in control Confused Nervous Aggressive Disjointed Antagonistic Floundering

25. Gestalt psychology rose as the study of human perception and learning
during the early and mid-Twentieth Century. Gestalt principles subsequently were applied in the therapeutic setting and were focused specifically on the processes by which people develop an awareness and perception of their environments at any given moment in time. 26. Gestalt principles are applied within an organizational-consulting situation, perception and awareness become focal points. Sensation Awareness

Energy Mobilization Energy is the potential or capability to do work. Action Action adds a behavioral component to the awareness of an
emerged figure

Contact Contact is the synthesis of sensory awareness and overt Resolution Resolution is the acknowledgment of completeness.

behavior, and pertains to what Nevis (1987) concludes is an aggressive response to a figure of interest.

Withdrawal of Attention As closure takes place, attention to the figure

declines, and the figure recedes into the background.

27.

Inter-Group Team Building Interventions Aim: To Increase communication and interaction

To reduce unhealthy competition

28. The companys job was to get the supplier down to the lowest possible
price to increase margins and profitability. Leaders who partnered with suppliers may well have been viewed as helping the enemy or having a conflict of interest.

Unit: 8

1.

Employment is defined as a contract between two parties.

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MOD MUOO11 2.
An individual becomes an employee after a job interview with a company.

3. An employee is a person in the service of another under any contract of hire, oral
or written, where the employer has the right to direct the employee regarding how a work is to be performed.

4. An employer is a person or institution that hires employees or workers.

5.

Goals of Sensitivity Training : Teaching effective work practices Putting emphasis on personal relationships Revealing information about oneself and others The form of training that helps in making people more aware of their own prejudices and more sensitive towards others is called Sensitivity Training Initially Sensitivity training was designed with the idea of using it as a method for teaching more effective work practices within Groups Another branch of sensitivity training had been formed in the late 1950s, which placed emphasis on Personal Relationships and remarks. 6. Sharing of his or her own unique perceptions of everyone else present by each member of a group is an integral part of sensitivity training. 7. The Johari Window model was proposed by American psychologists Joseph Luft and Harry Ingham in 1955 while researching group dynamics, as a very simple yet useful tool for which could be used for improving self-awareness, and mutual understanding between individuals within a group. 8. The Johari Window is accepted as a concept which can be of great help in gauging an employee or employer relationships within the Psychological Contract. 9. Johari Window. First quadrant open area/open self/free area/free self implies what is known by the person about himself or herself and is also known by others. Second Quadrant blind area, blind self, or blind spot implies what is unknown by the person about him/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 not know. Fourth Quadrant unknown area or unknown self implies what is unknown by the person about him/herself and is also unknown by others. 10. A horizontal expansion of the open area can form the blind space, by seeking and actively listening to feedback from other group members. This process is known as 'feedback solicitation. 11. Transaction Analysis was founded by Eric Berne. Eric Berne's Transactional Analysis theories will provide better understanding of ones own self. 12. Berne also said that each person is made up of three alter ego states: Parent: This is the voice of authority inside us, the absorbed conditioning, learning and attitudes from when we were young.

Adult: Our 'Adult' is basically our ability to think and determine action for ourselves to a certain received data.

Child: The Child in us is formed by the way we react or feel for external events. This is defines the seeing, hearing, feeling, and emotional body of data within each one of us. 16. So in a nutshell,

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Parent is our 'Taught' concept of life Adult is our 'Thought' concept of life

Child is our 'Felt' concept of life 17. Transactional Analysis is a theory which operates as each of the following: Theory of personality Model of communication Study of repetitive patterns of behavior

18. Transactional Analysis in many different ways. Significantly, the original three
Parent Adult Child components were sub-divided to form a new seven element model, principally during the 1980's by Wagner, Joins and Mountain refer today: Parent : Parent is now commonly represented as a circle with four quadrants Nurturing Nurturing (positive) and Spoiling (negative). Controlling Structuring (positive) and Critical (negative). Adult: is now just a single entity, which represents an 'accounting' function or mode, which can draw on the resources of both Parent and Child. Child is now commonly represented as circle with four quadrants Adapted Co-operative (positive) and Compliant/Resistant (negative). Free Spontaneous (positive) and Immature (negative).

19. Transactional Analysis is one of the most accessible theories of modern

psychology which was founded by Eric Berne. 20. Behavior Modeling is based on peoples observation about others and discovering for people to observe others in order to discover how to do something new. 21. Behavior modeling focuses on developing behavioral and interpersonal skills. This type of method can be used for training in : Sales training Interviewee training Interviewer training Safety training 22. Behavior Modeling is a method in which trainees are made to watch some kind of process or behavior that is videotaped. 23. The Trainees are encouraged to practice the suitable behavior in a role play or through any other method of simulation. In the end, trainer is the one who ensures whether the trainee is able to appropriately reinforce the behavior on the Workplace 24. Career four steps: a. Self: Gathering information about oneself in other words self assessment. Ones Interests Ones Values Ones Skills/Aptitudes Ones Roles Ones Developmental Needs Ones realities Ones Preferred Environments b. Options: Exploring the occupations in which one holds interest. Carrying on a research on the industries in which one likes to work

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Researching on the Labor Market. Match : During this phase of the process one has to do the following: To identify suitable occupations To evaluate those occupations To explore alternatives And to choose both a short term as well as a long term option

c.

d. Action: In this phase one has to basically develop a step wise

strategy to reach his goals. It can be done in the following ways: Investigating sources of additional training and education. Developing a job search strategy Writing your resume Gathering company information Composing cover letters Preparing for job interviews 25. Career Planning is not a short term process; instead, its a lifelong process. One normally seeks the services of a Career development professional to help facilitate his or her journey through this process. 26. Managing stress is all about taking charge: taking charge of ones thoughts, emotions, schedules, environment, and the way one deals with his problems. 27. By over-committing oneself one invites stress.

28. By Prioritizing asks and making a list of tasks you have to do, and tackling them
in order of importance one can manage tasks well and in turn manage stress also.

29. Planning regular breaks relieves one off stress.

Unit: 9 1. The term structural intervention is a relative newcomer to a longstanding mode of implementing changes beyond the individual in order to change health behaviors and health outcomes. 2. The Socio technical systems take care of forming an autonomous work group, so that a team has major unit of total work to be accomplished. 3. This system largely includes experiments which are meant to create better fit among the technology, structure and social interactions of any production unit. This system includes: A system which can effectively manage the boundary separating and relating them to the environment.

An effective work system which will take care of the relationship between their social and technical parts.

4. Instantiation of socio and technical elements towards a goal directed behavior is

what the term Socio technical system implies.

5. Management by objectives is an approach which systematic and organized and

it allows management to focus on its achievable goals so that it can attain the best possible results from available resources.

6. In 1954, Peter Ducker in his book 'The Practice of Management first proposed
the idea of Management by Objectives. 7. According to Ducker, managers of an organization should do the following:

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They should participate in the strategic planning process, in order to improve the ability to implement the plan, and they should implement a wide range of performance systems, which can help the organization from not deviating from the right track.

8. The main principle behind Management by Objectives (MBO) is to establish

that organizations members have a clear understanding of the objectives, of that organization. 9. MBO helps the employees in having higher committeemen towards their objectives than those imposed on them by their managers.

10. At times MBO doesnt emphasize on the importance of the context in which the
goal are set to that extent.

11. Quality Circle is a small volunteer group of six to twelve employees doing
similar kind of work. 12. Quality Circle concept has three 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. Change in Attitude. Self Development Development of Team Spirit Improved Organizational Culture

13. There multi-faced objectives of Quality Circles:

14. QCs hold meetings at least once a week on company time and are trained by
competent persons who may be personnel and industrial relation specialists.

15. Parallel Learning Structures is also sometimes known as Communities of

Practice. It promotes change and improvement in large bureaucratic organizations while maintaining the bureaucratic design of the organization. 16. When to use Parallel Learning Structures When its required to develop and implement organization-wide innovations. When its required to foster changes, improvements and creativity within a bureaucratic system. When its required to support the exchange of knowledge and expertise among performers. And lastly, while capturing an organization's collective expertise.

17. PLS is used when its required to develop and implement organization-wide
innovation. 18. W. Edwards Deming first coined the term Total Quality Management (or TQM). 19. Surveys by consulting firms have found that only 20-36% of companies that have undertaken TQM have achieved either significant or even tangible improvements in quality, productivity, competitiveness or financial return. 20. TQM is a management concept which works towards reducing the errors produced during the manufacturing or service process, increasing customer

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satisfaction streamlining the supply chain management, and aiming for modernization of equipment. 21. The core focus of TQM is continuous improvement of all operations and activities. 22. Reengineering is the fundamental analysis and redesign of everything business process flows, job descriptions, planning and control processes, organizational structures, etc. 23. Fundamental because it asks the most basic questions such as: why do we do what we do? 24. Radical because it does not seek to fix or automate processes as a way of making improvements. It seeks to revolutionize the way business is conducted. 25. Dramatic because the objectives of reengineering seek quantum leaps in performance on the order of 100X improvements in process measures of performance, and a 6 Sigma quality target. 26. Process means that efforts must be made around things that companies do best to meet customer expectations. 27. Reengineering An Eight Step Process Step 1: Starting from the top Step 2: Getting the strategy straight Step 3: Identifying core business processes Step 4: Developing deep process knowledge Step 5: Identifying opportunities for improvement Step 6: Identifying world class best of breed and customer requirements Step 7: Creating new process design Step 8: Implementing new process 28. Hammers seven principles: Automate around outcomes not tasks let one person do all the steps Have those who use the output of a process perform the process Subsume information processing work into the real work that produces the information Treat geographically dispersed resources as if they were centralized Link parallel activities instead of integrating their results Put the decision point where the work is performed, and build control into the process Capture information once, at the source 30. Reengineering is the fundamental analysis and redesign of everything business process flows, job descriptions, planning and control processes, organizational structures, etc. 31. Reengineering is a cross functioning strategy. 32. Effective communication is a must for implementing reengineering. Unit: 10 1. Power is the intentional influence over the beliefs, emotions, and behaviors of people. 2. Politics may be defined as the pursuit of individual agendas and self-interest in an organization without putting much importance to their effect on the organization's efforts to achieve its goals. 3. The organizational political process can be described in non-evaluative terms. 4. David McClelland proposed an important distinction between the "two faces of power"-positive and negative.

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MOD MUOO11 5. The group which believes in exerting influence on behalf of rather than over
others is represented by the positive face. 6. The four views are as follows: Emerson's "Power-Dependence theory," French and Raven's "Bases of Social Power," Salancik and Pfeffer's "Strategic-Contingency Model of Power," Mintzberg's Observations on the Genesis of Power in Organizations. 7. The sociologist, Richard Emerson states that "the dependence of Actor A upon Actor B is: Directly proportional to A's motivational investment in the goals mediated by B, and Inversely proportional to the goal availability to A outside of the A-B relation. 8. John R. P. French and Bertram Raven made a classic statement on "the bases of social power." These authors suggested five sources, or bases, of social power which are as follows: Reward power power based on the ability of the power holder to reward another, that is, to give something valued by the other.

Coercive power power based on the ability of the power holder to punish another, that is, to give something negatively valued by the other. Legitimate power power based on everyone's belief that the power holder has a legitimate right to exert influence and that the power-receiver has a legitimate obligation to accept the influence. Referent power power based on the power-receiver having an identification with (attraction to, or feeling of oneness with) the power holder.

Expert power power based on the power holder possessing expert knowledge or expertise needed by the other. Informational power is a form of expert power where the power holder possesses important facts or information needed by the other. 9. Exchange theory and power-dependence theory are quite compatible with the ideas proposed by French and Raven. 10. The strategic-contingency model of power asserts that power in organizations accrues to the subunits (individuals, units, or departments) most important for solving the organization's most critical problems. 11. Salancik and Pfeffer further redefined the usage of Power. They said that Power is used by subunits, indeed, used by all who have it, to enhance their own survival through control of scarce critical resources, through the placement of allies in key positions, and through the definition of organizational problems and policies. 12. Henry Mintzberg gave his theory of organizational power drawn from the organization theory literature and his own creative synthesis abilities. 13. The three basic conditions for the exercise of power are: Some source or basis of power, coupled with The expenditure of energy in a Politically skillful way.

14. According to Mintzberg, the five possible bases of power are, first, control of a
resource; second, control of a technical skill; and, third, control of a body of knowledge.

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MOD MUOO11 15. A fifth basis of power is access to those who have power based on the first four
bases. In addition to a base of power, the influencer must have both the "will" and the "skill" to use it. 16. The existence of power is prevalent in virtually all social situations. 17. According to Aristotle, politics stems from a diversity of interests 18. Political behavior has been defined as the non-rational influence on decision making. 19. Political means can resolve the tension created by this diversity In an autocratic organization, resolution comes through the directive: 20. According to Farrell and Peterson (Farrell and Peterson, 1982), the successful practice of organizational politics is perceived to lead to a higher level of power, and once a higher level of power is attained, there is more opportunity to engage in political behavior.

21. 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 22. An OD practitioners role is limited to that of a facilitator, catalyst, problem solver, and educator. 23. Politics may be defined as the pursuit of individual agendas and self-interest in and organization without putting much importance to their effect on the organization's efforts to achieve its goals. 24. To practice successful organizational politics, it is perceived to lead to a higher level of power. 25. The values of Organizational Development are consistent with the positive face of power, but not with the negative face of power. 26. An OD practitioner role is limited to that of a facilitator, catalyst, problem solver, and educator. 27. Virtually, all OD interventions promote Problem-solving not politics, as a preferred way to get things accomplished.

Unit: 11

2.

There is never a natural or spontaneous occurrence of adoption of new ideas and techniques Adoption of innovation should be multiple-channel oriented. 3. The topic organizational change is typically with regard to a wider or bigger perspective or in other words, organization-wide change. 4. Change is inevitable 5. Types of organization changes vary from planned versus unplanned to organization-wide versus change primarily to one part of the organization to incremental versus transformational. 6. The major types of changes in an organization are listed below: a. Organization-wide Versus Subsystem Change: Organization-wide change includes major restructuring, collaboration or rightsizing.

1.

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MOD MUOO11 b. Transformational

versus Incremental Change: Changing an Organizations structure and culture from the traditional top-down, hierarchical structure to a large amount of self-directing teams are examples that form transformational changes. c. Unplanned versus Planned Change: A sudden, major surprise to the organization, which causes its members to respond in a highly reactive and disorganized fashion usually, causes an unplanned change. d. Remedial Versus Developmental Change : Remedial changes are changes that can bring remedy to current organizational situations. Improving the poor performance of a product or the entire organization, reduce burnout in the workplace, help the organization to become much more proactive and less reactive, or address large budget deficits. 7. The topic Organizational Change is typically with regard to a wider or bigger perspective or in other words, organization-wide change. 8. Change should not happen only for the sake of change, It's a strategy to accomplish a goal. 9. Remedial changes are changes that can bring remedy to current organizational situations. 10. Factors in Resistance to Change: Individual Resistance: These feelings, either real or emotional, may be seen in the context of three types of factors: economic, psychological and social. Economic Factors: Skill Obsolescence Fear of Economic Loss Reduced Opportunities for Incentives Psychological Factors: Psychological factors are based on peoples emotions, sentiments and attitudes towards change. Major psychological factors responsible for resistance are: ego defensiveness, status quo, lack of trust in change agent, low tolerance for change, and fear of unknown. Social Factors People derive need satisfaction, particularly social needs, through their mutual compatible interactions. a. Desire to Maintain Existing Social Interaction b. Feeling of Outside Interference: Organizational Resistance to Change: Counting Past Successes Stability of Systems

11.

Resource Limitations

Sunk Cost 12. Adopting New Innovations or new ideas and techniques involves altering human behavior, and the acceptance of change. 13. The organization may design a system through which it may derive many benefits 14. Most of the organizations have sunk cost involved in various assets. 15. Resistance can be overt, implicit, immediate, or deferred 16. Causes for Resistance to Change:

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MOD MUOO11 Fear of the unknown 17.Life is complex enough; we dont need to consider the full range of options for
the hundreds of decisions we have to make every day. 18. Resistance to change doesnt necessarily surface in standardized ways 19. Change substitute ambiguity and uncertainty for the known. 20. Methods to Overcome Resistance to Organizational Changes: Participation and involvement approach Setting up support or care groups/persons to provide socio-emotional support Negotiating with the employees by offering incentives or special benefits 22. One of the ways to overcome resistance would be through education and communication. 23. The organization can also consider the option of negotiation with the employees by offering incentives or special benefits to the resistors in exchange for assurance that the change will not be blocked. 24. The only constant in organizational life today appears to be the presence of continuous change. 25. Inevitable: predictable/expected 26. Spontaneous: unprompted Unit: 12

1. External OD practitioners fall into two groups as well: those practicing soft OD
and those practicing hard OD.

2. Whenever a large-scale change program is planned, some person or group is

usually designated to lead the change; sometimes it is the OD Practitioner. 3. External Practitioners are usually those who are brought from outside the organization as OD specialists and are often referred to as consultants. 3. OD books and educational programs. Consider: Joining a network of OD professionals. Getting a mentor Volunteer to provide OD services to nonprofits in your community Seek to "ride the coattails" of an experienced OD practitioner as she/he completes various projects to improve organization-wide performance. 4. A behavioral competency model was applied to organization development (OD) interventions conducted in the United States and New Zealand. 5. The skills that focus on the people-oriented nature of the OD practitioner include: Communication Problem-Solving Interpersonal Leadership Project Management Personal 6. The relative emphasis on each type of skill will depend upon the situation, but all are vital in achieving OD program goals. 7. It is vital to communicate the key values to everyone in the organization. 8. The number-one priority is to give everybody in the organization the tools and the confidence to be involved in the change process. 9. The degree of styles is based on two dimensions:

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Effectiveness: Degree of emphasis on Goal accomplishment. Morale: Degree of emphasis on relationships and participant satisfaction. 10. There are five different types of practitioner styles or roles. They are as follows: The Stabilizer style: The Goal of the Stabilizer style is neither effectiveness nor participant satisfaction. The Cheerleader Style: This style places emphasis on the satisfaction of the organization members and is chiefly concerned with motivation and morale. The Analyzer style: The Analyzer style places great emphasis on efficiency and gives little emphasis to member satisfaction. The persuader style: It focuses on dimensions, effectiveness and morale, yet optimizes neither The Pathfinder style: This style seeks a high degree of member satisfaction believing that greater effectiveness is possible when all members are involved and problem solving is done through team work. Change begins with the intervention of practitioner in the system to be changed Intervention refers to the practitioners entry into the client system and includes several different roles and activities. 13. The Goal of the stabilizer style is neither effectiveness nor participant satisfaction. 14. Nielsen has identified four possible modes in the practitioner-client relationship. The Charismatic Mode: Based on perceptions of leader ship, very few members openly share ideas and feelings with the rest, based on perceptions of leadership.

11. 12.

The Consensus Mode: Self fulfillment and organizational effectiveness are the areas regarding which members continuously share perceptions and feelings. The Apathetic Mode: Members keep their true ideas about selffulfillment and organization effectiveness to themselves. The Gamesmanship Mode : Members keep their true feelings about self- fulfillment and organizational effectiveness to themselves, under the assumption that sharing information may threaten personally desired outcomes, They make their own decisions about how to behave, thus taking responsibility for their behavior

15. It is the attitude and behavior of the practitioner that make it possible for the
client to create a climate where feelings about the client system can be freely and honestly expressed.

16. Based on perceptions of leadership very few members openly share ideas
and feelings with the rest, based on perceptions of leadership.

17. The practitioners attitude and behavior make it possible for the client to
create a climate where feelings about the client system can be freely and honestly expressed.

18. Values always play an important role in organization development. 19. More recently, OD practitioners have extended those humanistic values to
include a concern for improving organizational effectiveness and performance.

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MOD MUOO11 20. When sensitivity training was at the height of its popularity, two main value
systems considered were: a spirit of inquiry, and democracy. 21. The Ethical dilemmas at different OD Stages Initiation stage The stage of initiation often is impaired by various types of misrepresentation.

Clarification stage Three different dilemmas may arise in this stage. Problems in determining who the real client is and the inappropriate determination of value orientations are of frequent mention.

Specification/agreement stage At this stage the finite structuring of

the relationship occurs.

Diagnosis stage A wide variety of ethical issues may occur in the

diagnosis stage. Avoidance of diagnosing known problems occurs when the consultant and client system perceptually defend against their own inability or unwillingness to solve a problem. Of greater frequency in the diagnosis stage is the misuse, as well as the distortion and deletion, of data.

Goal setting/action planning stage In the stage ethical problems

include the choice of a change goal and targets, the choice of operative

Systems intervention stage In systems intervention, the assimilation

into the organization's culture presents a range of ethical considerations for the consultant. Evaluation stage The misuse, deletion, or distortion of data may occur in the evaluation stage. Alteration The dilemmas at this stage are failure to change (or lack of flexibility) and the adoption of an inappropriate new strategy. Continuation/maintenance stage Three specific ethical dilemmas occur at this stage. Termination stage In the termination stage of change, a variety of dilemmas may occur.

Unit: 13 1. Leaders are always born with an extra-phenomenal breadth and scope of thinking that is kind of thinking out of the box. 2. High potential Leaders Are Intellectually Honest and Dissatisfied with the Status Quo. 3. High-potential Leaders Synthesize Data for decisions.

4. Leaders are always born with an extra-phenomenal breadth and scope of

thinking that is kind of thinking out of the box.

5. Successful delegation of authority as a leadership style takes time and

energy.

6. While delegating work, give the person a whole task to do. 7. Identify the measurements or the outcome you will use to determine that the
project was successfully completed.

8. Consultation: It is a process of regulation by which input from the public on

matters affecting them is sought and solved. 9. Principles for Effective Consulting The answer to complex problems lies between you and your client Encouraging and recognizing diverse values and perspectives

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When working with your client, start from where they are now No blame is to be put on consulting situations Come to the project with a basic consultation framework in mind Your value is in the flow of the process, not in the details of the project The road to success is paved from who you are as from your expertise Do what you say you are going to do Know yourself Avoid making your clients to do something just because you said so It is up to your client to use your advice or not Do not take it personally 10. An experienced organizational consultant is aware of the different perspectives on an issue in the organization. 11. It is a simple logic that in order for a reward system to be effective, the rewards must hold some importance for the employees. 12. Employees perform at the level at which the organization rewards them.

13. It is a normal human instinct that people continue to do what they have been
rewarded for doing. 14. Criticizing the employees hurts them. It might turn them rigid and they might not accept the changes that are required. 15. Constructive Feedback should not be taken as a criticism.

16. The manager should understand that the components of the feedback can be
negative but it should be delivered in a positive and constructive manner.

17. The word "hiring" is sometimes also used for "staffing", which does an
injustice to the broad scope of activities involved in staffing. 18. Organizational justice is the study of peoples perception of fairness in organizations 19. types of organizational justice: Procedural Justice: is characterized by the fairness of the processes that are used to determine what outcomes are used, how they are distributed, and to whom the outcomes are given. Distributive justice: This type of justice reflects the extent to which the employees in an organization actually perceive allocation of outcomes they receive. Interactional justice is the third type of organizational justice and concerns the perception of fairness in procedural treatment of others, Issues with interactional justice can arise when employees are lied to, judged unfairly and denied privacy or respect. 20. A low level of interactional justice may be related to a greater likelihood of sexual harassment. 21. Suggested attributes of organizational procedural justice include freedom from bias, accuracy, consistency, representation by stakeholders, correction of errors and ethical consistency. 22. Issues and Problems Pertaining to OD: Methods of dealing with problems and/or conflict. Decision-Making processes. Trust within the organization "Ownership" of organizational goals Communication Patterns Relationships Leadership/Follow ship

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Organizational development (OD), a performance problem is found any time there is a discrepancy between the sought-after results and the actual results. This can occur at various levels: individual performance problems team performance problems Unit (e.g. department or division) performance shortfalls organizational performance problems

23. In organizational development (OD), a performance problem is found any

time there is a discrepancy between the sought-after results and the actual results. 24. The strategies taken by OD to intervene in the ongoing activities of the organization and to carry out the processes for improved effectiveness are often blocked by some issues.

Unit: 14

1.

Organization Development is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's 'processes,' using behavioral-science knowledge. 2. Defining OD for a particular organization is an emerging issue. Following are the emerging issues for OD: Chaos theory: Edward Lorenz of MIT discovered chaos theory in 60s. Before this discovery organizations believed that future is always an extension of the past. Stress Spirituality : listening to your soul and working accordingly Readiness for changes Too much change Trust Communication Cynicism: Employees often have a doubt or disbelief about the change implementation efforts. They often think that the change is going to do no good to the organization. Resistance to change Change models Values: is about understanding what is good or what is bad

3. In todays dynamic environment the changes need to be identified and a

plan needs to be prepared to accept the changes. T

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MOD MUOO11 4. Organizations should not achieve results unethically.

5. Following are the OD trends: Learning organization Knowledge management Organizational reengineering Change management

6. A learning organization has five main features: Systems thinking Personal mastery Mental models Shared vision Team learning:

7. Learning organization is one that facilitates continuous learning and

development of its employees. 8. The employees of learning organizations are committed to the learning process. This is called as personal mastery. T 9. Organizational reengineering is a process of redesigning the existing process, practices, and strategies for improved results. 10. Macro trends are the external forces of environment that impact the organizations future. These trends include political, economical, technological, economical, environmental, and legal factors. Following are the macro forces that frequently occur and impact the organizations. Technology Constant change Partnerships Work structure Diversity Changing demographics

11. Impact of changing demographics directly attributed to the decreasing

retirement rate.

12. Micro trends are the external forces of environment that impacts the
organizations future. F

13. Most important reason for changing work structure is increased used of
technology by businesses.

14. Interpersonal

Trends: As defined in Wikipedia Interpersonal relationship is an association or alliance between two or more people.
departments performing the core business activities such as operation, marketing and sales, manufacturing etc.

15. Merging line and staff function: In most organizations there are 16. Resource linking : is also a part of interpersonal trends in OD. It is
important to link useful resources between different functional areas.

17. Integrating quality and productivity: One of the objectives of a

business is improving productivity while maintaining the quality.

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MOD MUOO11 18. Diversity can be another reason for interpersonal conflicts while
implementing OD efforts. Organizations may have employees from different states or countries, speaking different languages, following different culture, and with different state of mind.

19. Rewards and reorganization: The purpose of employee rewards and

reorganization is to motivate individuals and teams to perform.

20. Employees should be honestly rewarded for their efforts. 21. Diversity can also enable teams to perform and learn more quickly if
positioned correctly. T

22. Departments performing the core business activities are called as LINE
FUNCTION. 23. Individual trends include the following: Intrinsic worth: is the value of an individual calculated based on al tangible and intangible factors. T Change in individuals Effects of thinking Health and fitness Interdependence

24. Change in individuals can only be positive. F 25. Mental and physical health of employees is important for a healthy
company. T

26. ISABS : Indian Society for Applied Behavioral Science 27. ISABS provides certification in OD to candidates.
28. The objectives of this program are: To develop Facilitative Leaders and consultants with adequate competencies to design and lead planned strategies for change in their organizations. To equip corporate leaders with process facilitation skills that empowers them to handle and cope with the dynamics of growth and chaos. 29. Eligibility for the program: Participants with minimum of 5 years of leadership experience in any function and interested in change management and institution building and those who are identified as the key resources within the organization can apply. 30. One of the challenges in OD is improving the problem solving process by managing change. 31. The six gaps to be reduced are communication gap, cultural gap, confidence gap, skill gap, information gap and timing gap. 32. Baby boomer: a person who was born during the demographic postWorld War II baby boom.

Unit: 15 1. A world class production technique or way of life was discovered by Henry Ford in 1910 but not leveraged to its full potential. 2. Just-in-time (JIT) is an inventory strategy that strives to improve a business's return on investment by reducing in-process inventory and associated carrying costs.

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MOD MUOO11 3. quality-of-work-life (QWL) 4. External OD practitioners fall into two groups as well: those practicing soft
OD and those practicing hard OD.

5. Toyota Production System which is essentially a lean manufacturing system

is also called just in time. 6. To meet competitive and marketplace demands, the financial institution and their partners wanted to address three business goals; Increase the number of clients served. Increase number of products provided to each client. Increase the level of client satisfaction.

7. The OD services organization also supported the development of tools for: Tracking the improvements the developmental programs were making in partner capabilities. Demonstrating how these improvements were leading to more successful business outcomes. Established a clear business case for that investing in the development of talent and partners' specific competencies to significantly improve the overall performance of the business partnership.

8. Gaughan (1991) defines a merger as a combination of two corporations in

which only one corporation survives and the merged corporation goes out of existence.

9. Vaara, defines a merger as a combination of organizations of fairly

similar size, which creates an organization where neither party can clearly be seen as the acquirer. 10. 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, in fact the conglomerate may want unrelated companies in its portfolio because it allows spreading of risks. Two other types are vertical and concentric mergers. a. Vertical mergers are practically the same as forward or backward integration, which allows a company to control a bigger part of the whole product chain. b. Concentric mergers are mergers between two companies in different but somehow related industries, which allows the companies to share marketing or technical resources, related mergers occur when companies in the same industry merge their activities. 11. The clash between the two cultures in a merger or acquisition can be focused into three major areas: Structure Politics Emotion 12. It is speculated that traditional applications of OD may need to be modified if they are to extend to service organizations.

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MOD MUOO11 13. For OD to be successful in service industries there is a need for a greater
diversity of diagnostic methods, intervention and values.

14. In a merger and acquisition scenario, the acquiring organization is

considered the winner. 15. The data collected should be evenly balanced between qualitative and quantitative data. Both these kinds of data have their weakness. 16. If an OD intervention can enable the leader to influence performance, there is no shortage of time for it.

EXTRA: 1. What is the dominant managerial role for negotiator and entrepreneur? Decisional 2. Organization development is the applied behavioral science discipline dedicated to improving organizations and the people in them through the use of the theory and practice of planned change. 3. Organization development relies on an action research model with extensive participation 4. Assumptions are beliefs that are regarded as so valuable and obviously correct that they are taken for granted and rarely examined or questioned. 5. Which model proposes the first order and second order change . Burke- Lit win 6. OD is basically behavioral approach 7. 2+2 =5 effect , is related to the concept of synergy of team work. 8. Mobilizing the physical human and financial resources and planning their utilization for business operations in such manner as to reach the defined goals can be referred to as management. 9. Who developed the congruence model for understanding organizational dynamics and change? David Nadler

10. Divide and rule and abuse of written communication are two enemies of
leadership

11. The Hawthorne studies were conducted at the Hawthorne plant of western
electric company

12. Power dependence theory was given by emersion. 13. System resource approach of organizational effectiveness is derived from
the open system model. 14. Who has given the following definition Organization development signifies change and for change to occur in an organization, power must be exercised?

Warner Burke 15. Unfreezing is the process in which a person casts aside his old behavior
which might be inappropriate, irrelevant or inadequate to the changing demands of the situation. 16. The client centered therapy was introduced by Roger 17. Who has established the bases of social power? French and Raven 18. Organizational change is a continuous process. 19. The concept of economic man approach was evolved by Classical

Economic Theory 20. The term change refers to an alteration in a system- whether physical,
biological, or social.

21. Which of the following the part of the commercial as category as grouped by
Fayol. Buying ,selling and exchanging

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MOD MUOO11 22. Management development focuses on employee training while organization
development focuses on improving in design. 23. Bonus and stalker described two very different forms of organization structure

Mechanistic and organic 24. The life cycle of a team begins with forming and ends at adjourning 25. Super ordinate goals are those which are above the goals of single team or
a single individual. 26. The three significant aspects discussed in the congruence model by David Nadler are. Environment, Resources, History 27. When an Organization is undergoing the process of change or development, three tasks are to be performed: (1) to generate valid useful information, (2) to promote free, informed choice, and (3) to promote the client's internal commitment to the choices made. The Roles that are expected to be played by the OD Practitioner are: Facilitator, catalyst, problem solver, and educator. 28. One of the most psychologically relevant reference groups for most people is the work group including peers and boss. 29. First order change is transactional and second order change is transformational. 30. Organization development efforts are not meant for solving short term temporary or isolated problems. 31. These two writers consider that management and administration are distinct and according to them management is a lower level function and is considered primarily with the execution of policy laid down by administration

Tead and Lansbury

32. From the given list of characteristics, identify the characteristics of OD. Comprehensive Change , Planned Change, Long Range Change ,Participation of change agent.

33. Given below is a list of statements. What term is used to refer them and who has presented them? Away from utilizing an individual primarily with reference to his or her job description toward viewing an individual as a whole person. Away from walling off the expression of feelings toward making possible both appropriate expression and effective use. Away from marksmanship and game-playing toward authentic behavior. Away from use of status for maintaining power and personal prestige toward use of status for organizationally relevant purposes. Away from distrusting people toward trusting them. Choose the correct option? Values in Transition-Tannenbaum and Davis 34. Match the following: a. Max Weber: bureaucracy b. Carl Roger: client centered therapy c. Mary Parker: participative leadership d. Lewis: democratic leadership 35. Arrange the given steps of the Process of Sensitivity Training in correct order. 1. To explore the relevance of the experience in terms of back home situations and problems. 2. Interpersonal relationships develop.

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3. An intentional lack of directive leadership, formal agenda, and recognized power and status. 4. The trainer becomes open, non-defensive, and empathetic and expresses his or her own feelings in a minimally evaluative way. Choose the correct Option according to the correct sequence. 3421 36. Given below are the various stages of the Adaptive- Coping Cycle. Arrange them in the correct sequence. 1. Stabilizing internal change 2. Importing the Relevant Information

3. Sensing of Change
4. Obtaining Feedback 5. Changing Conversion Process 6. Exporting New Outputs Choose the correct option. 325164 37. Match the description with correct stage a. Helping client to see judge and feel things : cognitive b. Creating motivation and Readiness the change : unfreezing c. Helping the client to integrate : refreezing 38. Match the roles according to the description a. Greeting visitor signing legal document: figurehead b. Reading periodical and reported maintaining personal contracts: monitor c. Holding board meeting, getting information of the media: spokesperson d. Organizing strategy and reviews sessions to develop new program: entrepreneur

*BEGINNING*

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