MGMT625 Final Term Solved Subjective Questions

Final Term Preparation

Assumptions of grainer model

The model explains why and how organizations are unable to grow, and in a way
suggest how organizations ought to grow? The model is based on certain
assumptions about the organization which are as under:
First assumption is organizations are rigid, bureaucratic, control-centric, and
centralized entities.
Second, organizations fail to see that the future success of an organization lie
within their own organization, and also fail to assess their evolving states of
development. Therefore inability of a management to understand its organization
development problems can result in organization becoming frozen in its present
stage of evolution (failure to evolve) regardless of market opportunities.

Role of middle management and change process

Problems of a large hierarchical level organization
When an organization go for a large in size or for empire building, it often no
longer be able serves his target customer or stakeholders but in trying to serve
itself. More broadly, there are three problems associated with large hierarchical
levels:
1. It is an expensive option.
2. It complicates the communication process.
3. Finally, it complicates the planning and control systems .

Differentiate convergent period from reorientation

The model was developed by Tushman and Romanelli who argued that
organization progresses through convergent periods punctuated by
reorientations which demark and set bearings for the next convergent period.
Convergent periods are relatively long spans of incremental change and
adaptation, whereas reorientations are relatively short periods of radical –
discontinuous change. Change is theorized on five domains of organization
activity:

• Culture

• Strategy

• Structure

• Power structure and

• Control system - together they all constitute to form strategic orientation

Role of dialectical cycle

Turf protection
Turf protection means favoritism or protection of individuals or a group or groups
who have some vested interest with change process. For instance, the protection
for those ones: (1) who are no performers or
(2) may be for those who are loyalist toward change initiators. The turf
protection, therefore, leads an organization towards failure in change
implementation. In the context of developing countries, for instance, where we
have seen a more personalized style of management, the turf protection culture
is more prominent and highly lucrative.
Sources of SOC with example

How winter relates QMM to evolutionary theory of

change? 3
Winter, a scholar, whose work on this subject is quite known, links QMM from
evolutionary economic characterization of a firm to evolutionary economic theory.
There are three aspects of organization changes:
1. Corporate knowledge resides in the organizational capabilities embedded in
organizational routines. These routines do not arise from isolated managerial
decisions but from a process of organizational learning. These routines have a
large tacit component of learning.
2. There is no sharp distinction between the firm’s technical and organization
component.
Systematic routines may result in creating opportunities for improvement.
3. The capabilities of a firm are not from universal technical hand book but are
idiosyncratic (individuality or personality) outcome of unique firm histories
(evolving).

Discuss organization control

system? 3
Organization Control includes any process designed to assure that organization
plans are carried out the way they were designed.
a. Traditionally, control processes were primarily quantitative in nature.
i.e.; budgets, standard cost systems, market quotas.
b. Thus, the duty for establishment and analysis of control system results
developed primarily as an accounting function.
c. During the past decade, control systems have moved from strictly quantitative
in nature to both quantitative and qualitative in nature.
i.e.; From performance bonuses based on bottom-line net income to efforts that
generate increased satisfaction of customers with the quality of products or
services .

Environmental creep and organizational

creep 3

Environmental Creep:
The environment itself may be changing incrementally and in ways become
imperceptible to managers. Therefore the degree of change over time may be
large and require major re-adjustment.
Organizational Creep:
 The organization itself may move out of strategic alignment with an environment
which remains relatively stable.

Pettigrew and whipp’s what organizational factor affect process of

change? 3
Pettigrew & Whipp’s Typology
In his article, “Context and action in the organizational transformation”, Pettigrew
gave the partial review on the literature for leadership, and then tried to develop
the linkage between leadership and organizational transformation. According to
Pettigrew and Whipp the essential dimensions of strategic change are context,
content and process of change. Let us deal with them in details one by one:

1. Context on X-axis (Why of change)

2. Content on Y - axis (What of change)
3. Process on Z-axis (How of change)

Alex miller’s metaphor

statement 5 Marks
As Alex Miller said metaphorically:
“Organization is like a woven fabric or sweater – if you pull one string or single
thread, you run the danger of unraveling the whole.” The change management in
organization is a difficult process. It is because strategists normally consider a
single variable instead of the holistic view of the organization. For instance, what
should be the ramifications for other departments or for the culture of the
organization when an organization goes for introducing the new technology? So,
these kind of issues or linkages must properly be addressed or analyzed when
an organization go for a change because Organization is just like a woven fabric.

Basic assumptions of Burke Litwin

model? 5
Theories and models are always based on some set of assumptions. This model
too has some basic assumptions which are as under:
1. An Individual or group performance is prone to regression unless some
measures are taken to institutionalize the improved performance level
2. There is a tension in person whenever a psychological need or intent exists,
and the tension is released when the need or intention is fulfilled.
3. This tension may be positive or negative, and under conflict situation this is
identified as “force field”. Hence the term is known as force field analysis so as to
evaluate the tension between positive or facilitating forces and negative or
constraining forces the given change plan.

1- List down the features of incremental model? 3marks

Features of incremental model

• Unidirectional

• Continuous
 • Constant learning

• Relevant at all or multiple levels of organizations

• Converging

• Short term based

2- Briefly discuss the importance of shared values in organizational

change? 3marks
The values shared by members of the organization that make it different from
other organizations. Managing values and cultural artifacts are critical to
successfully leading organizational change. This operates at intangible level and
has significant impact on the working environment of an organization.

3- What does mean by deep structures in organization in context of

incrementalisam?
Revolutionary change theorist view that organization having deep structures or
coherent
Configuration of strategy, systems, structure, controls and ideologies which are
highly stable in nature limit the range of options available to manager
contemplating change. deep structures initiate inertia and power commitments of
the organization members to existing conditions preclude departure from change.

4- How do transformational leaders influence the technological change

process in an organization? 5 Marks
The most frequent and common trigger for organizational transformation is
technology. This transformation occurs on account of revolutionizing production
process, informational and communication technologies or other processes such
as demand management , order fulfillment. It is the technological innovation
perceptibly lead to increased efficiency in value chain activities, especially in
primary and support activities of the value chain.

5- Why the participative approach is comparable to the OD model and

which techniques are used to implement change? 5 Marks
Participative approach is comparable to the organization development(OD)
model that focuses on the planned and controlled change of organizations in the
desired directions. The techniques which are used to implement change are as
follow;

• Sensitivity training

• Teams building

• Participation

• Job -redesign
6- In what ways organizational change is considered as problematic
Day to day practices are conductive for making organization’s mission and vision
effective for organization change and productivity. Therefore routines,
procedures, rules, principles and SOPs, and how people do work provide a
connect to organizations long term efficacy and health. There will be system
disconnect if practices are not related with mission of organization. Or in other
words people are unable to give meanings to rules and regulations of
organizations and larger goals of the organizations. If this is the case then people
turn out to be least motivated to do their jobs.
Some other personal sorts of reason that can cause an organizational
disconnect. One is people are least motivated to their jobs. Second, there might
not be a practical linkage between organization performance and reward.
The failure to do so can lead to either over organization or under organization,
these are the ways which is problematic for good management.

7-Differentiate between Functional Strategy and Process Strategy. 3 Marks

Functional strategy
Functional strategies support the business strategy. Functional strategies in the
areas of marketing, finance, operations, human resource management, R and D,
information, and logistics should be aligned with the business strategy.
Process strategy
Process strategies normally cut across functions and are aimed at integrating
organizational processes across the organization in order to make them more
effective and more eff
icient. Strategy formulation involves the consideration of strengths, weaknesses,
threats and opportunities.
8. What do you know about Burke Litwin Model of Organizational Change?
3 Marks
Burke Litwin model is based on organizational performance and change by
exploring the interplay between organizational functioning and organizational
change. Change is depicted in terms of both process and content, with particular
emphasis on transformational as compared with transactional factors.
Transformational change occurs as a response to the external environment and
directly affects organizational mission and strategy, the organization’s leadership,
aid culture, in turn; the transactional factors are affected by structure, systems,
management practices and climate. These transformational and transactional
factors together affect motivation, which, in turn, affects performance.

9. Why Participative approach is considered as a mean of Recognition? 3

Marks
Participation is a mean of recognition. It satisfies the need for affiliation and
acceptance of the people which is the third need in Maslow’s hierarchy. In
general, people are not motivated by being consulted but by being ‘in to the act’.

10. What impact Transactional Leaders have on the technological change

process in the organization? 5 Marks
11. How can you distinguish between inappropriate innovation and
episodic innovation? 5 Marks
Inappropriate innovation
Recognizing the need to change but responding in ways that have poor strategic
fit with the business or divert from more important ends Here firms may take
changes but they cannot support them-for example the failure of EMI body
scanner is attributed at least in part to a lack of suitable experience or
competence in manufacturing and marketing of complex high tech products.
Another common problem is adoption of innovation as a result of following
fashion rather than for clear strategic purposes.
Episodic innovation
Recognizing the need but on occasional basis so that intensive innovation effort
is followed by a period of inactivity. Here the problem is one of maintaining
continuity and ensuring a steady stream of innovation rather than pursuing a
block buster approach.

12. Discuss the situation in which Unilateral change approach is more

effective? 5 Marks
Unilateral approach or traditional way of management is based on actions rather
than on attitudes. If actions goes right then automatically the attitudes and
behaviors goes right. it is, sometimes, also called the classical school of
bureaucratic approach. Unilateral approach is measured through outward actions
and focuses on process design or redesign, job redesign, restructuring
particularly the restructuring of authority, communication, and work rules. And it
is a typical top-down phenomenon. As for legal compliance, technology is
another mean for achieving the unilateral approach because it is considered
universal. For instance, managers have a tendency to rely on technology in order
to enhance productivity and efficiency in the organization.

Some Important Concepts

The most famous theory about manipulation of nature of people was expressed by
Douglas MacGreg by his theory known as “Theory X and Theory Y”. Theory X
assumed the nature of average people who mostly dislike work and wish to avoid
responsibility; these people must be controlled, threatened, coerce and directed. This
theory also refers as Hard because this approach may produce resistance and antagonism.
While Y theory refers to soft and may result in laissez-faire management

Resistance antagonism

Antagonism

Antagonism

Laissez-faire

Laissez-faire

Laissez-fair
The role of elite is most decisive and critical in bringing change in organization.
Otherwise any problem can bring deadlock or crisis like scenario in organization. In case
of radical or transformational change, the dilemma gets intense. So change process of
organization mostly involves around the value of powerful elites. For example
international standard organization (ISO certification) unless the most powerful people at
the top like owners, stakeholders or senior executive agree for the certification simple
training and documentation is useless because elites have authority and Kurt Lewin
termed this a driving force in qualitative implementation of change in organization.

Marvin Wiesbord’s six box model

It is diagnostic framework, mostly uses in diagnosing problems in organization since

1976 when this model published. This model is based on following critical areas:

Purposes->structures->rewards->helpful->relationship->leadership->purposes

This model is introduced to diversify the student’s mind with variety of tools for
cognitive planning and systematic examining the processes and activities in organization.

Organizational climate define as people’s perception which are strongly affected by

organizational conditions.

Organizational culture is meant to describe the relativity enduring set of norms and
values that motivate a social system.

Garnier Model explains why and how organizations are unable to grow and in a way
suggest how organization ought to grow. This model has following assumptions. First of
all organizations are rigid, bureaucratic, controls centric and centralized entities. Second,
organizations are unable to see their future that lies in the organization and also fail to
assess their evolving states of development. Thus inability of management to understand
organization development problems can result in organization becoming frozen in its
present time of evolution regardless of market opportunities.

a large hierarchical level organization

When an organization go for a large in size or for empire building, it often no longer be
able to serve his target customers or stakeholders but in trying to serve itself. Three major
problems for such organizations are:

1. It is an expensive option.
2. It complicates the communication process.
3. It complicates the control and planning systems.

Convergent period and reorientation

The model was developed by Tushman and Roamnelli who argues that organization
progresses through convergent periods punctuated by reorientation which demark and set
bearings for next convergent period. Convergent periods are relatively long spans of
incremental change and adaptation while reorientation is relatively short periods of
radical or discontinuous change. Change is generally theorized by five domains of
organization activities.

1. Culture
2. Strategy
3. Structure
4. Power structure
5. Control system

All of these domains together form strategic orientation.

Turf protection means favoritism or protection of individuals or a group or groups who

have some vested interest in change process.

Turf protection means favoritism or protection of individuals or a group or groups who

have vested interest in change process. For instance, protectors are those,

1. Who are non performers

2. May be who are most loyalists toward change initiators

Therefore turf protection leads an organization towards in failure of change

implementation. In the case of developing countries, where we have seen the most
personalized management style, turf protection is common and highly lucrative.

Punctuated equilibrium PE model presents two approaches, incrementalism and

radicalism. Features of these approaches are:

Features of incremental change

Unidirectional

Continuous

Constant learning

Relevant to all or most levels of organization

Convergent

Short time

Features of radical change

Multidirectional
Discontinuous

Periodic learning

Relevant to top levels of organization

Frame breaking

Long term

Punctuated equilibrium PE model suggest four kind of organization change

1. Fine tuning
2. Incremental adjustment
3. Module transformation
4. Corporate transformation

Fine tunings. Ongoing process of finding fit or matches between strategies, structure and
people process.

Incremental adjustment…… Quinn’s model

Modular transformation…… realignment of one or more departments

Corporate transformation….. Radical shift in strategy and revised change

Inappropriate Innovation

Organizations are recognizing need of innovation but responding in ways that have poor
strategic fit with business. Firms may take changes but they cannot support them.
Adaptation is problem for such innovations. For example the failure of EMI body
scanner is attributed in part to a lack of suitable experience.

Episodic innovations

Organizations recognizing need of innovation but on occasional basis so that intensive

innovation effort is followed by a period of inactivity. Maintaining continuity and
ensuring steady stream of innovations are main problem

Causes of revolutionary changes according to Dunphy are

Environmental Creep

Organizational creep
Diversification, shutdowns

Industry reorganization

Technological breakthrough

Environmental creep

Environment itself may be changing incrementally and in ways become invisible for
managers. Therefore degree of change over time is long and required major readjustment.

Organizational creep

Organizations may sometimes move out of strategic alignment with the environment
which remains stable.

Why was James Quinn against radical change?

Quinn believes in planned changes and orderly transitions. He was thoroughly against
radical change in strategy and in organization direction, systems or central processes. He
believes that best manager is the one who moves the organization forward in small and
logical steps. He thinks that incremental change increases confidence in employees and
reduce organization dependence on outsiders for providing momentum for strategic
change. That is why he values evolutionary rather then revolutionary and order rather
than disorder.

Unilateral or traditional approach is based on action rather than of attitude. If action

goes right then automatically the behavior and attitude will also go right. This approach is
also sometimes called as classic school of bureaucratic approach. Unilateral approach is
typical top to down management. This approach measures through outward actions and
focuses on process design or redesign, restructuring of authority, communication and
rules.

Sticking to one’s knitting means living around the core of the business which is
definitely an area of mission statement. This balance is lost when organizations obtain
some successes and see attractive alternates. At this point organizations might have a
chance of deviation from its core.

Models for strategic organizational change (SOC)

Organizational development (OD) model

Behavioral modification model

Organizational development model

OD model focuses on planned and controlled change of organization in desired direction.
OD attempts to change organization by changing organization’s structure, technology and
people. It is based on close system and focuses on internal aspects and mostly neglects
external aspect of environmental studies. For example kurt lewin’s model.

The Behavior Modification model

BM model gives wider concept of motivation, reward, learning and organizational

culture. This is an attempt to understand and reduce complex change process in the
organization to an explicit rules, procedures and strategic actions to deal with all
contingencies.

Andrew Pettigrew defines context of change as why and when of change.

Content of change define as what of change. It is concerned with transformation.

Process is describes as how of change. It is concerned with action and interactions of

various stakeholders.

Context is define as when and why of change and its component is outer context and
inner context

Outer context refer to existing economic circumstances. It also refers to social, political,
economic, business and competitive environment in which firm operates. The aspects of
outer context are:

• The extent of regulation of industry

• Ownership structure
• Investor’s relationship with board
• Others stakeholders

Inner context refers to internal influences such as structure, resources capabilities,

culture and politics. It also refers to the structure corporate culture and political context
within the firm. The inner context is further divided into tangibles and intangibles.
Tangibles are structure and resources of organization while intangibles are organization
politics and organization culture. Intangibles govern tangibles. In term of technology
intangibles are software which governs hardware.

The process of change refers to the action, reaction and interaction from various
interested parties when an organization seeks to move from its present state to the future
state. This may change the following aspects of organization

• Assessment and choice of products and market

• Objectives and assumptions
 • Evaluation criteria and fixation of target.

Change agent is an individual or a group that affects strategic change in an organization.

In other words change agent is a creator of change. They may be senior executives, CEO,
middle level managers and external consultants. Traditionally they are external
consultants.

Another change agent is internal consultants like senior executives; they are also referring
as strategic leaders who are well versed with organization’s problems and policies. The
approach of strategic leaders could be legal, bureaucratic, transactional or
transformational. The attributes of strategic leader are:

• Visionary
• True communicator (a communication which touches heart and full of
empathy and commitment.)
• Committed (who stand committed and have feelings for others.)

Components of Strategy

Following are the basic components of strategy:

• Objectives (this may mean goals, missions, visions and targets)

• Resources (they may be human, informational, financial, technological etc)
• Environment (they may be government, customers, society, economic
conditions. Environment can be friendly, hostile or neutral)
• Time orientation (short term or long term orientation)
• Competitors

Types of strategic change

Adaptation

Adaptation is a change that can be accommodated within the current paradigm and occurs
incrementally. This is the most common change occurring in organizations.

Reconstruction

Reconstruction is change which requires rapid change and upheaval in organization. For
example an organization may make changes in structure of organization by some rapid
cost-cutting programs to deal with rapidly changing market conditions.

Evolution

Evolution is a change in strategy which requires paradigm change but over time.
Evolution can also explain by means of taking organization as a learning system
continuously adjusting strategies with the change in environment. The only danger lies in
following incremental and evolutionary change lies in experiencing strategic drift
because organizations are based and bounded with existing paradigm and routines of
organization.

Revolution

Revolution is a change which require rapid and major strategic and paradigm change, or
where strategic drift is experiencing due to developing extreme pressure for change.

Millers and Snow research

According to Miller and Snow’s research there are four types of strategic organizations

Defenders

Prospectors

Analyzers

Reactors

Defenders

Defender organizations are those whose success comes primarily through efficiently
serving to a stable market.

Prospectors

Prospector’s prime capability is that of finding and developing new product and market
opportunities. For prospector organizations maintain a reputation as an inventor in
product and market development is more important profitability.

Analyzers

Analyzer is an organization that attempts to minimize risk while maximizing the

opportunity for profit. It combines the strength of both defenders and prospectors into a
single system. Best word for analyzer’s approach is balance

Reactors

This type of organization exhibits a pattern of adjustment to its environment which is

both unstable and inconsistent. This type of organization lack set of response mechanism.

Normative order

Normative orders are the ways of organizing which are defined right and proper from
both members and relevant sectors of environment.
Environment niche is different for all organizations

The environmental niche in an environment perceived by Ants is entirely different from

perceived by Elephants. Minor changes in environment can affect badly while may be
unnoticeable for Elephants. Similarly environmental niche for small and large
organizations are subjectively different. Therefore different organizations perceive and
experience the environment. Environments are not similar for all organizations.

Vital rates means death rate and founding rate of organization. This leads not only with
large organization but also with small business. Important determent of organizational
death and inception are:

• Role of competition
• Institutional constraints
• Role of government
• Type of product and industry becoming obsolete

Rogers define five stages of innovation

• Need recognition
• Research on the problem
• Development of idea into useful form
• Commercialization
• Diffusion and adoption