Test Papers / Previous Question Papers of IGNOU MS10 Organisational Design, Development and Change December 2005

MANAGEMENT PROGRAMME
Term-End Examination

December, 2005

MS10 (S) : ORGANISATIONAL DESIGN, DEVELOPMENT AND CHANGE

Time: 3 hours
Maximum Marks: 100
(Weightage 70%)

SECTION A

Set I (Pre-Revised)

1. Compare the structure of Matrix with Mechanistic organisations. How are they relevant ? Cite suitableexamples.

2. Describe Bureaucratic and Scientific Management theories with reference to organising work and its significance in the present scenario.

3. Describe the relationship between strategies of organisational development and structure.

4. Describe the skills required by a change agent in the organisational context with reference to technological advances.

Write short notes on any three of the following :
(i) Formal vs. Informal organisation structures
(ii) Alternative forms of Work Restructuring
(iii) Force field analysis
(iv) Organisation vs. Institution
(v) Purpose of organisational analysis

SECTION A

Set II (Revised)

1. Describe in detail the important factors which affect organisation design. How are they related to organisational effectiveness ?

2. Describe Hybrid and Virtual organisational structures and their merits and demerits. Cite examples. Where are such structures effective ? Discuss.

3. Describe the emerging trends in work organisations.

4. Discuss how interview method is useful as a diagnostic tool. Provide suitable examples from organisational context.

5. Write short notes on any threee of the following :
(i) Managing resistance to change
(ii) Role analysis
(iii) Ergonomics
(iv) Boundaryless organisation
(v) 7 S model to understand organisation

SECTION B

6. Read the case carefully and answer the questions that follow :

Ramesh Ambani was appointed as Operations Planning Manager in the Surepleasure Airlines last month. Immediately after reporting to his new job, Ramesh recognised that there were difficulties with the time control section. This section consisted of sixteen Junior clerks, eight senior clerks and a supervisor who reported to him.

The basic function of time control section is to maintain records of all rotatable parts used on a fleet of eighty-five passenger aircraft. Records reflect the date on which a part was installed or removed and total aircraft flying time. To maintain identification, serial numbers are recorded for each controlled part. The Airport Authority rules require strict control of parts having limited life. Parts that have operated beyond their approved limit have to be removed and overhauled.

The problem that Ramesh noticed was that there were numerous instances of inaccurate records. The records were in violation of Airport Authority regulations and poor record-keeping resulted in excessive overhaul costs. When Ramesh studied the situation, he observed that the employees had formed an extremely strong informal work-group. The members would accept or reject new employees into the work-group based on factors completely unrelated to the job. Some outsiders observed that if a new employee's behaviour was not in tune with the informally determined norms, he or she had little chance of success within the group.

The group members arranged for contributory dine-and-dance party every week-end and had a great time together. Those who did not like to participate and socialise were ignored and 'made to feel uncomfortable to the point that they would quit the organisation. This resulted in an annual turnover rate of apptoximately 200 percent. Ramesh realised that this problem had to be solved immediately or major problems could result for the Surepleasure Airlines in future.

Questions

(a) What are the dysfunctions of informal organisation in the Surepleasure Airlines ?

(b) Could there be any benefits of informal organisation in this company ?

(c) What suggestions would you give to the management of this company to cope with the informal organisation ?