MBA – 2016 Regulations – IV SEM – CM – QB – 2019 Page 1 of 15

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VINAYAKA MISSION’S RESEARCH FOUNDATION, SALEM

(DEEMED TO BE UNIVERSITY)
FACULTY OF COMMERCE AND MANAGEMENT
V.M.K.V. ENGINEERING COLLEGE, SALEM
&
AARUPADAI VEEDU INSTITUTE OF TECHNOLOGY, CHENNAI

BOARD: MANAGEMENT STUDIES

PROGRAM: MBA
REGULATION: MBA 2016
SEMESTER: IV
Course Code:_________
Course Title: CHANGE MANAGEMENT
[Students who are admitted MBA for the academic year 2016 – 2017 onwards]

QUESTION BANK

UNIT – I : ORGANISATIONAL CHANGE

PART – A (1 Mark)
1. Change is one of the most critical aspects of _______________.
a. Effective management. c. Ineffective management.
b. Critical & Ineffective management. d. Critical management.

2. As industries and products converge along with the markets they serve there is a growing
realization that _______________
a. Holistic approach c. Behaviouristic approach
b. Conceptual approach d. Historical approach

3. A large global market place made smaller by enhanced technologies and competition from
__________________
a. Abroad. b. Local. c. Regional. d. Area.

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4. A new type of situation which the entire world is encountering at present is the issue of
recession and ____________.
a. Downturn of economy. c. Upturn of economy.
b. Stabilization. d. None of the above.

5. Organisations are systems that exist in the context of an _____________

a. External environment. c. Internal environment.
b. Internal & External environment. d. Business environment.

6. The political upholds that have had widespread repercussions around the world bringing in
their wake a ________________.
a. Plethora of changes. c. Plethora of unchanged.
b. Plethora of static. d. Both (b) & (c).

7. The world is presently characterized by dramatic ___________.

a. Technological Shifts. c. Climatical Shifts.
b. Foreign exchange. d. None of the above.
8. The agreements between governments to waive ____________.
a. Antidumping duties. c. Tariff.
b. Advolerum. d. VAT.
9. Subsystems within an organisation are in __________________.
a. Constant and dynamic. c. Constant and static.
b. Unchanged. d. Flexible.

10. In an anthropological context, man is a social animal whose needs and desires ________.
a. Keep changing. c. Keep Unchanging.
b. Keep Complex. d. None of the above.

11. Depletion, inadequacy or non-availability of these can be a powerful change force for
any_______________.
a. Organisation. c. Business family.
b. Society. d. Market.

12. Today’s business analysis claims that we are currently experiencing another industrial
revolution – one driven by a new wave of economic and ______________.
a. Technological forces. c. Political forces.
b. Geographical forces. d. Legal Forces.

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13. The taxonomy that result from combining these dimensions ______________.
a. Planned internal change. c. Planned External Change.
b. Unplanned internal Change d. Unplanned External change.

14. A planned decision to change the company’s line of service necessitates______________.

a. Organisational Change. c. Unorganisational Change.
b. Cultural change. d. Societal change.

15. The high degree of control wielded by the administrative core paves the way for introducing
__________________.
a. Administrative changes. c. Financial changes.
b. Market changes. d. None of the above.

PART –B (2 Marks)
1. State the need for Change.
2. Explain the importance of change management.
3. Explain the Concept “Imperative of change”.
4. State any four importance of political forces.
5. Mention any four economic forces.
6. Explain an environment relevant for technological force.
7. Mention the importance of Suspension agreement.
8. Explain “Anti – dumping duty”.
9. Explain the importance of System dynamics.
10. Explain the need of Structure focused change.
11. Define “Person focused change” – in your own way.
12. Mention any four “Resource constraints” that can occur in a production environment.
13. Explain the Concept of “Change in product or services”.
14. Explain the importance of “Administration system” in any business environment
15. Explain the need for “Changing employee system”.
16. State the need for “total change” in an organizational climate.
17. “Directional change” – Explain.
18. Point an relevant environment for “Strategic change” with one illustration
19. Explain the relevant environment for Transformational change.
20. Explain the impact of “Operational change”
21. How can you identify Performance gap – explain with your own example.
22. Mention the need for “Reactive change” with an illustration

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23. Explain the concept “incremental change”.

24. Explain “Trigger layer” – through an illustration
25. Explain the different between “conversion layer” and “ Trigger Layer”
PART – C (14 Marks)

1. Explain the concept of the imperative change with present organizational environment.
2. Explain the forces of change stemming from external environment?
3. Explain your views on internal forces of change with a need of the hour.
4. How the planned internal forces of change differ from unplanned internal forces? Discuss in
relation to some real life situations.
5. Identify and discuss the various factors determining the organizational change.
6. Explain the unplanned internal changes and external changes in change management.
7. Narrate and discuss different types of changes with examples.
8. Explain the importance of planned external change in change management.
9. Identify and discuss different varieties of changes that the business world is experiencing
presently.
10. What are the types of changes to be made in any organization? Give your own example.
11. Why organizations resist change with present environment?

UNIT – II: MODELS OF CHANGES & IMPLEMENTATION

PART-A (1 Mark)
1. Creating a shared vision of the desired future state of the ______________.
a. Organisation. b. Group c. Individual d. Both Individual & Group.
2. A willingness to change norms and procedures ______________.
a. Must exist b. Must not exist c. Both (a) & (b) d. None of the above.
3. Initiative contributing to Effective change management is are____________.
a. Motivating change. c. Creating a vision.
b. Developing a political support. d. All the above.
4. In effective change management under the aspects developing political support rely on ____.
a. Assessing change-agent power. c. Identifying key stakeholders.
b. Influencing stakeholders. d. All the above.
5. In effective change management under the aspects managing the transition rely on
a. Activity Planning. c. Commitment Planning.
b. Management Structure. d. Emerging commitment.

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6. In effective change management under the aspects sustaining momentum rely on

a. Providing resources for change. c. Developing new competencies
b. Reinforcing new behaviours. d. All the above.
7. Which one is free from a model of organisational change?
a. System model of change. c. Force field analysis.
b. Continuous change Process Model. d. Motivating change.
8. The culture variable reflects the shared beliefs, values, expectations and norms of
a. Organisational members. c. Group members.
b. Societal members. d. Dynamic Societal members.
9. The design variable is ___________structure and its system of communication, control,
authority.
a. The formal organisational c. Informal organisational
b. Dynamic organisational d. Complex organisational
10. The approach of continuous change process model treats planned change from perspective of
______________.
a. A top management. c. Middle level management.
b. Lower management. d. Cross cultural management.
11. Under a model of perceptual transitional management trigger layer is on _____
a. Opportunity. b. Threat. c. Crisis. d. All the above.
12. Under a model of perceptual transitional management vision layer on ________.
a. Challenges c. Excitement.
b. Innovation. d. All the above.

13. Under a model of perceptual transitional management conversion layer is on ____.

a. Persuade. c. Recruit disciples.
b. Detailed structure. d. All the above.
14. Under a model of perceptual transitional management maintenance & renewal layer is on __.
a. Sustain and enhance belief. c. Reinforce and justify.
b. Regression avoidance. d. All the above.

15. The crisis of control often results in a return to _______.

a. Centralization. c. Decentralization.
b. Departmentization. d. None of the above.

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PART – B (2 Marks)

1. Explain the need of effective change in organization.

2. Define and explain motivating change.
3. Give the meaning of creating change.
4. Write the concept of sustaining momentum.
5. Explain the concept of task in your own way.
6. Give the meaning of strategy.
7. Write the need of refreezing in organization.
8. Who is called as ‘change agent’?
9. Explain transition management in your own way.
10. Give the meaning of ‘ trigger layer’
11. Distinguish with trigger layer with conversion layer with any two points.
12. W rite about with two point’s maintenance and renewal layer.
13. Explain the psychological effect in change management.
14. How to write acceptance of change?
15. Enumerate organized resistance concept.
16. Give the meaning of is frustration.
17. Write the meaning of aggression.
18. Explain change often resisted and need in organization.
19. Write the significances of an individual resist change.
20. Define selective perception with right meaning.
21. Write the importance of lack of information in organization
22. Define fear of the unknown in the organizational change.
23. Explain the concept of habit in change management.
24. Write the meaning of structural stability in the organization.
25. Explain the term of a group norm in your own.
PART – C (14 Marks)

1. Explain and discuss different types of the characteristics of effective change programme.
2. If you are the change consultant to a new organization, what step could you think of in the
fifth phase of the model where GREINER talked about the “crisis of ‘psychological
saturation’ of employees”? How will you address this crisis?
3. Explain the ‘systems model of change’ in change management.
4. Explain and Discuss ‘ Lewin’s force field analysis model’ in nature of the organization.

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5. Enumerate the concept of the importance of continuous change process model in change
management.
6. Explain and rationalize Beckhard’s ten organizational prerequisites for transformational
change.
7. Explain change and transition management with model of perceptual transition management.
8. Elucidate how the people are affected by change in the organization.
9. How people are reacting to change to cope with changes occurring in the organization.
10. Why is change often resisted? And Examine individuals and organizations resist changes.

UNIT- III: APPROACHES TO CHANGE AND OD

PART-A (1 Mark)
1. Every change has some impact on _________________.
a. People b. Pupil. c. Material. d. Resource.

2. Maximum benefits from a change can be achieved only when any resistance to it by those
affected is ___________________.
a. Minimized. c. Maximized.
b. Minimax. d. Maximin.

3. Employees must learn to don their safety glasses whenever they enter those__________.
a. Areas. b. Boundaries. c. Rules. d. Policies.

4. Most of these alterations in behaviour are in fact, the immediate purpose of _____.
a. The change b. Static c. Constant d. None of the above.
5. Change also generates _____________ effects .
a. Social b. Cultural c. Behavioural d. Historical
6. The spectrum of possible behaviours towards change _______________in acceptance is
a. Enthusiastic b. Acceptance c. Co operation d. All the above.
7. The spectrum of possible behaviours towards change _______________indifference is
a. Loss of interest in the job. c. Apathy.
b. Regressive behaviour. d. All the above.
8. The spectrum of possible behaviours towards change _______________passive resistance is
a. Non learning b Working to rule c. Pre test d. All the above.

9. The spectrum of possible behaviours towards change _______________active resistance is

a. Slowing down. c. Spoilage.
b. Deliberate subrogate. d. None of the above.

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10. Indifference behaviour is manifested in ____________ ways.

a. Two b. Three c. Four d. Five

11. The cyclical phases of planned change has viewed from the action research model are
_______ steps.
a. Seven b. Eight c. Nine d. None of the above

12. The features of action research are relay on ______________.

a. Problem focus c. Action oriented
b. Cyclical process d. All the above

13. The collaborative features of action research suggest to practitioners and laypersons alike the
desirability for jointly determining __________________.
a. Central needs c. Critical problems
b. Hypothesis d. All the above

14. The extent of involvement of the action researcher is akin to walking the ______.
a. Tight rope b. Stick c. Wall d. All the above

15. Exigencies of the situation may require ___________ to be taken.

a. Quick action c. Delay in action
b. Postponement d. None of the above

PART – B (2 Marks)

1. Write the importance of effective change management in the present industrial changing
scenario.
2. Explain holistic solution to the problems occurring in the organization.
3. Discuss the innovative responses to triggers in a change.
4. Elucidate is change in a multi-disciplinary activity.
5. Give the need of change in a perceptual process,
6. How the change can be communicated?
7. Write the concept of imagination in the context of innovation.
8. Give the meaning by professionalism to perform?
9. Write the meaning of openness to collaborate.
10. Define building coalition.
11. Write about the learning to persevere.
12. Write the meaning of spaghetti organization.

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13. Give the meaning of amoeba-shaped organization.

14. Write the concept of orchestra – styled organization.
15. Explain the concept of infinitely flat organization.
16. Define organizational culture.
17. Write the meaning of explicit and implicit coercion?
18. Write the concept of negotiation.
19. Write the meaning of agreement?
20. Give the meaning of are threats.
21. Define the term bribery.
22. Define compulsion.
23. Define persuasion?
24. Give the meaning for bargaining?
25. Define reward?
PART – C (14 Marks)

1. Explain the ten key factors in effective change management.

2. Explain the concept of systematic approach in change management with five phases.
3. Explain the concept of effective change management in dealing with the future.
4. Discuss the keys to mastering change in the change management.
5. Examine the classic skills required for leaders in change management?
6. Explain the concept of strategic leverages to change in detail.
7. Explain the cultural change in change management.
8. Discuss on creating a strategy in terms of change management.
9. Narrate retaining life into a change strategy.
10. How do organizations try to win over their competitors? Identify and discuss the key factors
to bring the effective changes in organization.

UNIT - IV: DIAGNOSTIC STRATEGIES AND SKILLS

PART-A (1 Mark)
1. Organizational diagnosis is often mentioned as the most critical element in the___________
process.
a. Organizational Development c. Motivational
b. Leadership d. Contingency

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2. Diagnosing a problem requires a___________ throughout the process.

a. Systematic approach c. Non-systematic approach
b. Dynamic approach d. Business approach
3. The second area of diagnosis is based on organizational process. These includes
a. Communication c. Motivational
b. Dispute d. None of the above

4. Diagnosis is a systematic approach to understanding and discussing the present

state of the ______________
a. Organisation c. Society
b. Government d. None of the above
5. OD practitioners use to assess an organisation are referred to as ______________
a. Diagnostic Model c. Analytical Model
b. Critical Model d. None of the above

6. The differentiation- integration model was developed by

a. Paul Lawrence c. Both a & b
b. Jay Lorsch d. None of the above

7. The EGB Model is based primarily on the work of _________________

a. George Homans c. Emergy Trist
b. Kurt Lewin d. Paul Lawrence

8. The socio-technical system model developed from the work of _____________

a. Emergy Trist c. George Homans
b. Kurt Lewin d. Paul Lawrence

9. The force – filed analysis model originated by _____________

a. Kurt Lewin c. Emergy Trist
b. George Homans d. Paul Lawrence

10. The OD practitioners to meet the client’s needs and ensures the client organisation
involvement in the _____________.
a. Diagnostic Phase. c. Analytical Phase.
b. Critical Phase. d. Emerging Phase.

11. Management literature has identified _____________important leadership tasks;

a. Four b. Five c. Six d. Seven

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12. Different types of data collection techniques that can be applied for undertaking OD work
is_________________.
a. Using available information c. Observation
b. Interview d. All the above
13. Observation of human behaviour can be done in ___________ ways.
a. Two b. Three c. Four d. Five

14. A written questionnaire is a data collection tool in which written questions are presented that
are to be answered by the respondents in ______________.
a. Written form c. Both written and oral
b. Oral form d. None of the above
15. OD literature recommends that diagnostician should consider a combination of methods
getting _____________.
a. Similar results c. Both a & b
b. Different results d. Complex results

PART – B (2 Marks)
1. Define the term diagnostic skill.
2. Write importance of a diagnostic model.
3. Define change agent.
4. Write about EGB model.
5. Give the meaning socio-technical model.
6. Explain weisbord’s model for organizational diagnosis.
7. Write about golden rules of change agent.
8. Write a note on Client-consultant relationship.
9. Give the meaning of charismatic model.
10. Write about consensus model.
11. Explain apathetic model.
12. Write about gamesmanship model.
13. Explain personality in change management?
14. Write a note on Clients – related experience.
15. Write a key note on security.
16. State on guarantees.
17. Give the meaning on stress.
18. State on flexibility.

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19. Define tentative approach.

20. Define the coping cycle.
21. Explain the term denial.
22. Write on defence stage.
23. Write on discarding.
24. Define adaptation.
25. Define internalization.
PART – C (14 Marks)

1. Explain the diagnostic process in change management in a view of organization.

2. Explain Weisbord’s model for organizational diagnosis in change management.
3. Explain different methods of diagnostic model with example..
4. Discuss and Elucidate on the various methods of obtaining diagnostic information.
5. Examine the guidelines on questionnaire construction for organizational diagnosis.
6. Rationalize the various types of change agents required in the change management.
7. Explain the pros and cons of internal change agent in a detail with few examples..
8. Enumerate the golden rules of the change agents in change management.
9. Examine and rationalize the change agent’s approach to change.
10. Explain the four consultants – client relationship model (Neilson1978) in the change
management.
11. Explain in detail the various assumptions on the initial relationship between clients and
consultants.
UNIT – V: OD INTERVENTION
PART-A (1 Mark)
1. The OD practitioner is a professional versed in the theory and the practice of ___.
c. Organisation Development. c. Individual Development.
d. Group Development. d. None of the above
2. When organisation inefficiency emerges, there must be a shift in the _________.
a. Values. c. Beliefs
b. Behaviours of Individuals d. All the above.
3. The incoherent problems of inefficient practices have been summarised by _____.
c. Northcote Parkinson. c. Kurt Lewin
d. Emergy Trist d. George Homans

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4. Depth of intervention is an useful dimension for classifying intervention according to

Harrison in the year of ______
a. 1970 b. 1870 c. 1990 d. 2000
5. A different approach to classifying OD intervention is provided by ___________.
a. Robert Blake c. Both a & b
b. Jane Mouten d. George Homans
6. The classifying OD intervention is in terms of size and complexity of the ______.
a. Client group c. Media
b. Social Group d. None of the above
7. Organisations are designed to use the energy and ability of individuals to perform work and
___________.
a. Achieve goals c. Correction of objectives
b. Formulating Strategies d. Analysing research
8. One recent form of career development is called ________________.
a. Career life planning c. Social Planning
b. Economic Planning d. Industrial Planning
9. Career life planning steps involves ______________.
a. Determining where you are now;
b. Deciding where you want to be;
c. Developing a plan for getting where you want to be;
d. All the above
10. The systematic organisation development program is described by _______.
a. Robert Blake b. Jane Mouton c. Both a & b d. Jane Mouten
11. Stress is an emotional strain affecting a person’s physical and _______________
a. Mental condition c. Both a & b
b. Working condition d. Prevailing environment
12. Transcendental Mediation is an individual method for dealing with stress, although it has
been used by _________________.
a. Entire organisation c. Specific department
b. Administrative department d. Formal organisation
13. Transactional Analysis is a tool that is used by OD practitioners is a useful and practical ___.
a. Interpersonal relationship model c. Interpersonal conflict model
b. Intra relationship model d. None of the above

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14. The concept of team development interventions is _______________

a. Role Analysis technique c. Role negotiation technique
b. Process Consultation d. All the above
15. The Role Analysis Technique (RAT) is otherwise called as _____________
a. Team building intervention c. Conflict finding
b. Grievance settling d. None of the above

PART – B (2 Marks)
1. Write on’ OD intervention’
2. View the importance of potential result of the techniques.
3. State on ‘laboratory training’.
4. Give the meaning of OD interpersonal intervention.
5. Define carrier life planning.
6. Mention the phases of managerial grid.
7. Define stress management.
8. Write meaning of bio feed back in OD.
9. Define transcendental meditation.
10. State any four roles of negotiation techniques.
11. Give a note on role analysis techniques.
12. Define structural intervention.
13. Give the meaning of quality of work life.
14. Write any four importance on healthy working condition.
15. Define the term quality circle.
16. Give a note on self-esteem.
17. Give the meaning of humanistic approach.
18. Define increase organizational effectiveness.
19. Define OD represents a systems approach.
20. Mention the winning-lose conflict strategies.
21. Give the importance of preliminary diagnosis.
22. Explain about joint diagnosis of problem.
23. Define data gathering after action.
24. Write the importance on collaborative.
25. Explain the term ‘cyclical process”

PART – C (14 Marks)

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1. Define an OD intervention and how does it fit into the organization development process?
Mention the kinds of key considerations while deciding on an intervention?
2. Identify and discuss in brief the different approaches for the classification of OD
intervention.
3. Examine the goals of team development OD intervention? Discuss the issues involved in
implementing team development interviews.
4. Compare and contrast role negotiation techniques and role analysis techniques with suitable
examples.
5. Evaluate the process consultation and explain when and how it can be applied for the
organizational development.
6. Identify and discuss the different types of interventions that can be used by the process
consultant to bring about improvement in the organizational techniques functioning.
7. Identify the variables that may lead to redesigning of the jobs in the organization.
8. What are the objectives of third party interventions? Explain in detail.
9. List out and discuss the different kinds of steps involved in intergroup team building for the
success of the organization.
10. Discuss and exemplify the relevance of inter group development on OD interventions in the
organization.
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