Ms-10 Question bank (12)
Ms-10 Question bank
Ms-10 june 2011
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-10 june, 2011
MS-10 : ORGANISATIONAL DESIGN, DEVELOPMENT AND CHANGE
1. Identify the key factors which affect the Organisational Design ? Briefly discuss the principles of a good Organisational Design. Explain with examples.
2. Distinguish between the Functional and Product Organisation, and Line and Staff Organisation. Discuss their merits and demerits with suitable examples.
3. What is Organising and Analysing Work ? Briefly discuss 'Scientific Management' and 'Human Relations' approaches to organising and analysing
work.
4. Define and describe Organisational Diagnosis and its purpose. Discuss with suitable examples the role of various organisational sub-systems and processes as components of organisational diagnosis.
5. Write short notes on any three of the following :
(a) Institution Building.
(b) Questionnaire as a diagnostic tool.
(c) Essentials for success of Organisational Development.
(d) Team Building.
(e) Commonly used interventions for managing change.
"Sunrise" is the brand name of Sunrise Industries Ltd., a leading industrial house`of northern India with an annual turnover of more than Rs. 450 crores. The company produces a wide variety of electrical home appliances which are popular not only in India, but in foreign countries also. The Board of Directors is headed by Mr. Kamaldeep and its executive director is Mr. Ankit. The company has its head office at New Delhi and works at Ludhiana, about 300 km. from New Delhi. It is in the process of starting a new factory at NOIDA (about 25 km. from New Delhi) for the manufacture of refrigerators and air-conditioners. Sunrise Industries wasn`t always a big industrial giant. In fact, it had a very humble beginning. Kamaldeep, an electrical engineer, set up a small scale industrial unit in 1975. To start with, he undertook assembly and sale of sewing machines under the name `Sunrise` and gradually started manufacture of certain spare parts. Because of better quality,,greater selling skills and lower profit margin, his sales turnover touched the figure of Rs. 1 crore during 1979-80. The products included sewing machines, irons, fans, geysers, etc.
In 1981, Kamaldeep entered into a partnership with Ankit, an M.B.A., who contributed a lot of capital into the business. The firm acquired a big industrial plot in the New Industrial Area of Ludhiana and converted their business into a company known as Sunrise Industries Ltd. in 1982. The brand name `Sunrise` was also registered in the name of the company. The company started the commercial production of single tub washing machines and instant geysers in 1983. Kamaldeep looked after production and Ankit took care of marketing and finance. They never looked back as they had a motivated work force of 40 workers and 5 foremen who worked like a big family.
It was during 1990 that the company shifted its head office to New Delhi and entered into a technical collaboration agreement with a foreign company. As a result, new generation twin tub semi-automatic washing machines and vacuum cleaners were launched in 1991 and the products were well received in the market because of latest technology and expanding market for electrical gadgets. The sales turnover increased tremendously every year.
QUESTION
1. What changes in structural dimensions have taken place in Sunrise Industries ?
2. Is the present structure organic ? Give reasons for your answer.
3. Which approach to organisation do you feel can help the company tackle the current problems ?
Ms-10 Dec 2007
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-10 Dec, 2007
MS-10 : ORGANISATIONAL DESIGN, DEVELOPMENT AND CHANGE
1.Describe the meaning and characteristics of an organisation. DisCuss Mintzberg's theory and its relevance in the existing business scenario.
2. what are the objectives and issues involved in quality of work life ? Describe the aspects which have to be included in quality of work life programme in the modern organizational context.
3. Describe various roles and competencies required for an effective change agent. Explain with examples.
4. Describe any two OD interventions and their advantages and disadvantages, citing examples from organizational context.
5. Write short notes on any three of the following :
(a) Observation Method as a diagnostic tool
(b) Scientific Management
(c) Matrix Organisation
(d) Bureaucratic Model of Organisational Design
(e) Business Process Re-engineering
6. Read the following case carefully and answer the questions given at the end :
Since 1994, Boeing began the process of remaking the company for the next round of aircraft purchases. Every part of the company is involved, from engineering to manufacturing. The focus of the change is that Boeing is a manufacturing company rather than an engineering and technology company. Due to changes in the air travel business, the major commercial airlines are demanding lower airplane prices and significantly lower operating costs. Airbus continues to be a f.ierce competitor, so Boeing must meet the competition early and on every front. (Boeing bought McDonnell Douglas in 1 997.)
It is not as if the company is in financial trouble. Its new .model 777 is generating lots of orders. plans are in the works for a new supersonic and another jumbo jet for commercial sales, and several new project possibilities exist for the defence division. The new 777 was designed completely on the computer so that designs went straight from the designers' computers to the machine tools for manufacturing. It can carry as many as four hundred passengers, fifty more than the comparable Airbus 33 t.
It is 15 per cent more fuel efficient, and can fly over eight thousand miles non-stop. orders are coming in faster than for any other new plane, although its price is pretty steep , $12 -$15 million, depending on interior layout.
Boeing's new CEO, Philip Condit, must continue the reductions in cycle time and cost cutting, started by his predecessor, Frank Shrontz, because airlines are making
their purchase decisions differently than in the past, even choosing in some cases. to refurbish older planes rather than buy expensive new ones. The changes started with Condit and his team of presidents of the divisions of commercial planes, defence and space, and computer services. This group differs notably from its predecessors in that they have met together for several years to discuss the good and bad things about each other's divisions and the future of the company. They all embrace the new togetherness theme as the primary means through which the company will be able to reduce cycle times, improve delivery times, cut product development time, and reduce total costs. In the former structure the design and manufacturing groups were separate. Design and engineering groups would design the planes and then give ihe plans to manufacturing to build. When problems existed in the design, they would be sent through the hierarchy back to engineering for correction. Under the new structure, comprehensive design-and build teams include members of all groups involved. Therefore, planes are originally designed to meet customers' needs, are easier to build, and corrections are made faster. For example, previously, when tool builder Tony Russell had a problem with an engineering design or specification, he would have to go to his supervisor and the problem would be shuffled through to engineering. Now he goes directly to the engineering and design group, gets the problem solved, and gets back to work with the correct design. This type of revision in the process has helped reduce the product delivery time from eighteen to ten months. The team approach and working-together ideas were used extensively on the 777. Some teams included tool makers, designers, manufacturing workers, suppliers, and even customer representatives. Contrary to past procedures, workers on the line were allowed to change how planes were built, which has significantly decreased costs. Condit has instituted 350 degree performance reviews in which managers are evaluated by their subordinates, their peers, and their own supervisors to improve understanding of how they are doing from all perspectives. Employee empowerment is increasing at all levels. Condit and his team are having quite an impact throughout the company.
Questions
(a) The new way of organizing at Boeing most resembles which of the classical types of organizing ?
(b) How have responsibility and authority been altered under Condit's new approach ?
(c) Describe the new ways of organizing ai Boeing in terms of the configurational and operational aspects of structure
Ms-10 Dec 2008
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-10 Dec, 2008
MS-10 : ORGANISATIONAL DESIGN, DEVELOPMENT AND CHANGE
1. What are the key factors which affect Organization Design, examples ?
describe briefly with examples
2. Identify the main considerations in preparing a questionnaire and collecting data ? Describe the dimensions which can be diagnosed through questionnaire, citing suitable examples.
3. Describe diagnostic workshop methodology ? Discuss the conditions under which the workshop methodology can be used, with suitable examples.
4. Enumerate various significant competencies required by a change agent. Discuss cognitive and inter-personal competencies, with examples.
5.Write short notes on any three of the following :
(a) Quality of work life.
(b) Management Assessment Centres
(c) Mintzberg's Typology.
(d) Factors influencing Institution Building.
(e) Organisational Effectiveness.
6. Please read the case and answer the question given at the end.
Mr. Anand occupies No. 2 position in the Corporate Planning Department of multi-product company having a tumover of more than Rs. 900 crores and operating in a high technology (hi-tech) industry. For the last five years, Anand has been associated with strategic planning of the company and recently he has been deputed to a task force to reorganise the company to cope up with the changing technology and environment. At the last meeting of the Board of Directors of the company, the members expressed their concern about the falling competitive position of the company in the industry. The main reason
cited bv the Cheif Executive was the outdated organisation structure which has not undergone any change for the 10 years,though the size, technology and environment of the company have changed tremendously. It was on the advice of Chief Executive that the Bord of Directors decided to set up a task force for the company's reorganisation..
At the first meeting of the task force, Anand, who is an expert in planning, convinced the other members to adopt the following procedure :
(i) Determine exactly what type of structure the company has at present.
(ii) Determine the type of environment the company faces now and the weaknesses of the present structure
(iii) Forecast the environmental changes in the future and the type of technology to be used by the company.
(iv) Design the organisation structure to meet the future challenges
It was discovered that the company is currently structured along classical lines and the company is operating in a highly dynamic environment. The environment in future is likely to be more uncertain because of fast changes in technology and requirements of customers and competition by MNCs. The task force came to the
conclusion that the structural design must be responsive to change and if this is not done, the company's survival in the market would be made more difficult.
Questions :
(a) How far do you agree with the procedure adopted by the task force ?
(b) Explain how the system and contingency approches can contribute to the analysis of this case.
(c) What type of organisation designshould the task force reconunend ? Explain its broad features.
Ms-10 Question bank