UGC NET LABOUR WELFARE JULY (PAPER II) 2018

Read the passage carefully and answer the questions that follow:
Change is ‘alien’ to an organisation, yet needs to be accepted. Unless a change is internalized and integrated, it remains ‘alien’. Introduction of change in an organisation is a kin to the transplantation of an organ in a body. An organism and an organisation have some common features. The transplanted part in a body has to be integrated with that body. It may be rejected, and so a watch has to be kept to ensure that it is not, and steps have to be taken to facilitate integration. The same applies to an organization. It is necessary to ensure that the change gets integrated into the organisation, is stabilised, and becomes a part of the working of the organization. This is a part of implementation process. Implementation starts after a decision has been taken to plan a programme of change. Several contextual factors have been found significant to the success of implementation.
Fullan and Pomfret have suggested four different dimensions of implementation. These relate to the characteristics of innovation (its explicitness and complexity, or degree and difficulty, of change), strategies and tactics (in-service training, resource-support, feedback mechanism, and participation in decision making), characteristics of the adopting unit (the adoption process, the organizational climate, environmental support, and demographic factors), and characteristics of macro socio-political units (design issues, incentive system, evaluation and political complexity). Implementation has been treated as an issue of control versus decentralisation and felicitation of change through participation.
Implementation may be seen as a multidimensional process. Paul has proposed the concept of strategic management for the implementation of public programmers as an interaction between four dimensions environment (opportunity, needs, constraints, threat, scope, diversity, and uncertainty), strategy (service-client sequence and demand-supply, resource mobilization), process (planning and allocation, monitoring and control, human resource development, and motivation compliance), and structure (differentiation-integration of tasks, structural forms, degree of decentralisation, and degree of autonomy).
The end result of implementation is the institutionalisation and stabilisation of change.
Institutionalisation implies making the change a permanent part of an organisation; internalization means stabilisation of the change so that it becomes a natural part of an organisation’s working style the former is more structural and the later more processual.
In order to achieve the end results, one starts with planning the whole process of implementation. Implementation primarily consists of monitoring the change, taking action in relation to the change, and making the necessary adjustments in the programme that has been accepted for implementation. This three-phase implementation process is possible if the necessary support is provided at various stages.
Out of the statements given below, which one is not true?
a) Change is always unwarranted.
b) Change has to be internalised and integrated.
c) Organisations and organism have no common features
d) It is necessary to keep continuous watch on the change process.

Read the passage carefully and answer the questions that follow:
Change is ‘alien’ to an organisation, yet needs to be accepted. Unless a change is internalized and integrated, it remains ‘alien’. Introduction of change in an organisation is a kin to the transplantation of an organ in a body. An organism and an organisation have some common features. The transplanted part in a body has to be integrated with that body. It may be rejected, and so a watch has to be kept to ensure that it is not, and steps have to be taken to facilitate integration. The same applies to an organization. It is necessary to ensure that the change gets integrated into the organisation, is stabilised, and becomes a part of the working of the organization. This is a part of implementation process. Implementation starts after a decision has been taken to plan a programme of change. Several contextual factors have been found significant to the success of implementation.
Fullan and Pomfret have suggested four different dimensions of implementation. These relate to the characteristics of innovation (its explicitness and complexity, or degree and difficulty, of change), strategies and tactics (in-service training, resource-support, feedback mechanism, and participation in decision making), characteristics of the adopting unit (the adoption process, the organizational climate, environmental support, and demographic factors), and characteristics of macro socio-political units (design issues, incentive system, evaluation and political complexity). Implementation has been treated as an issue of control versus decentralisation and felicitation of change through participation.
Implementation may be seen as a multidimensional process. Paul has proposed the concept of strategic management for the implementation of public programmers as an interaction between four dimensions environment (opportunity, needs, constraints, threat, scope, diversity, and uncertainty), strategy (service-client sequence and demand-supply, resource mobilization), process (planning and allocation, monitoring and control, human resource development, and motivation compliance), and structure (differentiation-integration of tasks, structural forms, degree of decentralisation, and degree of autonomy).
The end result of implementation is the institutionalisation and stabilisation of change.
Institutionalisation implies making the change a permanent part of an organisation; internalization means stabilisation of the change so that it becomes a natural part of an organisation’s working style the former is more structural and the later more processual.
In order to achieve the end results, one starts with planning the whole process of implementation. Implementation primarily consists of monitoring the change, taking action in relation to the change, and making the necessary adjustments in the programme that has been accepted for implementation. This three-phase implementation process is possible if the necessary support is provided at various stages.
Which is not a stage of Implementation process?

Read the passage carefully and answer the questions that follow:
Change is ‘alien’ to an organisation, yet needs to be accepted. Unless a change is internalized and integrated, it remains ‘alien’. Introduction of change in an organisation is a kin to the transplantation of an organ in a body. An organism and an organisation have some common features. The transplanted part in a body has to be integrated with that body. It may be rejected, and so a watch has to be kept to ensure that it is not, and steps have to be taken to facilitate integration. The same applies to an organization. It is necessary to ensure that the change gets integrated into the organisation, is stabilised, and becomes a part of the working of the organization. This is a part of implementation process. Implementation starts after a decision has been taken to plan a programme of change. Several contextual factors have been found significant to the success of implementation.
Fullan and Pomfret have suggested four different dimensions of implementation. These relate to the characteristics of innovation (its explicitness and complexity, or degree and difficulty, of change), strategies and tactics (in-service training, resource-support, feedback mechanism, and participation in decision making), characteristics of the adopting unit (the adoption process, the organizational climate, environmental support, and demographic factors), and characteristics of macro socio-political units (design issues, incentive system, evaluation and political complexity). Implementation has been treated as an issue of control versus decentralisation and felicitation of change through participation.
Implementation may be seen as a multidimensional process. Paul has proposed the concept of strategic management for the implementation of public programmers as an interaction between four dimensions environment (opportunity, needs, constraints, threat, scope, diversity, and uncertainty), strategy (service-client sequence and demand-supply, resource mobilization), process (planning and allocation, monitoring and control, human resource development, and motivation compliance), and structure (differentiation-integration of tasks, structural forms, degree of decentralisation, and degree of autonomy).
The end result of implementation is the institutionalisation and stabilisation of change.
Institutionalisation implies making the change a permanent part of an organisation; internalization means stabilisation of the change so that it becomes a natural part of an organisation’s working style the former is more structural and the later more processual.
In order to achieve the end results, one starts with planning the whole process of implementation. Implementation primarily consists of monitoring the change, taking action in relation to the change, and making the necessary adjustments in the programme that has been accepted for implementation. This three-phase implementation process is possible if the necessary support is provided at various stages.
Which among the following is not a pre-requisite before starting the process of implementation?

Read the passage carefully and answer the questions that follow:
Change is ‘alien’ to an organisation, yet needs to be accepted. Unless a change is internalized and integrated, it remains ‘alien’. Introduction of change in an organisation is a kin to the transplantation of an organ in a body. An organism and an organisation have some common features. The transplanted part in a body has to be integrated with that body. It may be rejected, and so a watch has to be kept to ensure that it is not, and steps have to be taken to facilitate integration. The same applies to an organization. It is necessary to ensure that the change gets integrated into the organisation, is stabilised, and becomes a part of the working of the organization. This is a part of implementation process. Implementation starts after a decision has been taken to plan a programme of change. Several contextual factors have been found significant to the success of implementation.
Fullan and Pomfret have suggested four different dimensions of implementation. These relate to the characteristics of innovation (its explicitness and complexity, or degree and difficulty, of change), strategies and tactics (in-service training, resource-support, feedback mechanism, and participation in decision making), characteristics of the adopting unit (the adoption process, the organizational climate, environmental support, and demographic factors), and characteristics of macro socio-political units (design issues, incentive system, evaluation and political complexity). Implementation has been treated as an issue of control versus decentralisation and felicitation of change through participation.
Implementation may be seen as a multidimensional process. Paul has proposed the concept of strategic management for the implementation of public programmers as an interaction between four dimensions environment (opportunity, needs, constraints, threat, scope, diversity, and uncertainty), strategy (service-client sequence and demand-supply, resource mobilization), process (planning and allocation, monitoring and control, human resource development, and motivation compliance), and structure (differentiation-integration of tasks, structural forms, degree of decentralisation, and degree of autonomy).
The end result of implementation is the institutionalisation and stabilisation of change.
Institutionalisation implies making the change a permanent part of an organisation; internalization means stabilisation of the change so that it becomes a natural part of an organisation’s working style the former is more structural and the later more processual.
In order to achieve the end results, one starts with planning the whole process of implementation. Implementation primarily consists of monitoring the change, taking action in relation to the change, and making the necessary adjustments in the programme that has been accepted for implementation. This three-phase implementation process is possible if the necessary support is provided at various stages.
Who has proposed the concept of strategic management for the implementation of public programmes as an interaction between four dimensions?

Read the passage carefully and answer the questions that follow:
Change is ‘alien’ to an organisation, yet needs to be accepted. Unless a change is internalized and integrated, it remains ‘alien’. Introduction of change in an organisation is a kin to the transplantation of an organ in a body. An organism and an organisation have some common features. The transplanted part in a body has to be integrated with that body. It may be rejected, and so a watch has to be kept to ensure that it is not, and steps have to be taken to facilitate integration. The same applies to an organization. It is necessary to ensure that the change gets integrated into the organisation, is stabilised, and becomes a part of the working of the organization. This is a part of implementation process. Implementation starts after a decision has been taken to plan a programme of change. Several contextual factors have been found significant to the success of implementation.
Fullan and Pomfret have suggested four different dimensions of implementation. These relate to the characteristics of innovation (its explicitness and complexity, or degree and difficulty, of change), strategies and tactics (in-service training, resource-support, feedback mechanism, and participation in decision making), characteristics of the adopting unit (the adoption process, the organizational climate, environmental support, and demographic factors), and characteristics of macro socio-political units (design issues, incentive system, evaluation and political complexity). Implementation has been treated as an issue of control versus decentralisation and felicitation of change through participation.
Implementation may be seen as a multidimensional process. Paul has proposed the concept of strategic management for the implementation of public programmers as an interaction between four dimensions environment (opportunity, needs, constraints, threat, scope, diversity, and uncertainty), strategy (service-client sequence and demand-supply, resource mobilization), process (planning and allocation, monitoring and control, human resource development, and motivation compliance), and structure (differentiation-integration of tasks, structural forms, degree of decentralisation, and degree of autonomy).
The end result of implementation is the institutionalisation and stabilisation of change.
Institutionalisation implies making the change a permanent part of an organisation; internalization means stabilisation of the change so that it becomes a natural part of an organisation’s working style the former is more structural and the later more processual.
In order to achieve the end results, one starts with planning the whole process of implementation. Implementation primarily consists of monitoring the change, taking action in relation to the change, and making the necessary adjustments in the programme that has been accepted for implementation. This three-phase implementation process is possible if the necessary support is provided at various stages.
The process of Implementation has various phases. The number of phases comprising the process of implementation is:

Match the stages of Process of Organisational Change (List-A) with their possible descriptions (List-B) given below: