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Seat No.: Enrolment
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA SEMESTER EXAMINATION WINTER 2018
Subject Code:3539231 Date: 2018
Subject Name: Change Management Organization Development
Time: 10:30 to 1:30 Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Answer the following in short
What is Organizational Developed
What is a psychological contract
Explain haphazard V/s planned change
Explain the concept of organizational iceberg
What are the characteristics of organizational development
Explain organization as a system
Explain lifecycle of resistance to change
14
Q.2 Explain the steps involved in organizational development in detail. 07
Explain the model of adaptive orientation. 07
OR
"The only constant is change." Justify the statement. Also explain why organizations
may need to change
07
Q.3 Explain the Diagnostic Process. 07
You are an HR manager in an automobile company that is planning some major
changes. Your CEO has asked you, if it would be better to hire an external OD
practitioner or appoint somebody from within the organization. What would be your
reply? Why?
07
OR
Q.3 Explain stream analysis with an imaginary example. 07
As an OD practitioner, what steps will you take to reduce resistance to change in the
organization
07
Q.4 Explain various types of process interventions. 07
Write a note on TQM 07
OR
Q.4 Explain the strategies of change as given by Dunphy and Stace. 07
According to you, what is the future of OD? What kind of challenges might arise for
OD in future?
07
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Q.5
CASE STUDY:
The toy industry is going through radical change. Teddy bear and Barbie dolls are a bit
tame by today's standards. One industry analyst says, "Barbie remains comatose." As a
result, toy retailers are cutting back on inventories of toys as children grow out of
traditional toys at a younger age. This has had a major impact on Mattel's Tyco
preschool division, Fischer price division and aging Barbie dolls. Mattel the world's
largest toy manufacturer, is embarking on a program to redefine its core business from
that of a traditional toy company to a children's product company.
Mattel has a dubious history that it would like to avoid in the future. Since the 1970s it
has managed to nearly fall apart every decade. An accounting scandal forced out the
founder, Ruth Handler in the 1970s. The 1980s saw the collapse of the vedio game
market and in the late 1990s CEO Jill Barad was forced out after controversial and
poorly executed acquisitions.
In the decade of 2000s, CEO Robert Eckert is moving the company to be less
dependent on costly licensed properties by ending a pricey movie licensing agreement
with Walt Disney Co. He says, "We are not here to create souvenirs for the movies. We
want toys, kids want to play with." He is also moving mattel to a system that can better
control inventory and to the development of more toys in-house. Eckert has
streamlined manufacturing and has made it clear that new ideas are not to linger in the
pipeline.
He is also looking for strong expansion overseas. As the market for toys matures in the
United States, mattel is pushed overseas in its quest for new business. Toys in many
cases include packaging in multiple languages, which saves the cost of serial
introductions. The goal is to raise international sales from 31 percent today to 50
percent.
Questions
Looking at the past of Mattel Tyco, what kind of resistance will Eckert face in
implementing his plans? Why?
What suggestions would you give Eckert to overcome this resistance?
OR
If Mattel Tyco expands its business overseas, what kind of challenges it may face?
Can organizational development help overcome these challenges? How?
If you were the CEO of Mattel Tyco, what changes would you implement in the
company?