1) What are the Objectives of Organisational Development ?

Ans) :-
Organisation Development: Meaning, Characteristics and Objectives!

Meaning:

Different people have defined OD differently. According to Koonz et. al, “OD is a systematic integrated and planned approach to improve the effectiveness of the enterprise. It is designed to solve problems that adversely affect the operational efficiency at all levels”.
Burke’ has defined OD as “a planned process of change in an organisation’s culture through the utilization of behavioural science technology, research and theory”.
In the opinion of French and Bell “OD is a systematic approach to organisational improvement, that applies behavioural science theory and research in order to increase individual and organisational well-being and effectiveness”.
Now, OD can be defined as a long-term, more encompassing change approach meant to improve individual as well as organisational well-being in a changed situation”.

Characteristics of OD:

The salient characteristics of OD implied in its definitions are gleaned as follows:
First, OD is a systematic approach to the planned change. It is structured style of diagnosing organisational problems and opportunities and then applying expertise to them.
Second, OD is grounded in solid research and theory. It involves the application of our knowledge of behavioural science to the challenge that the organisations face.
Third, OD recognizes the reciprocal relationship between individuals and organisations. It ac­knowledges that for organisations to change, individuals must change.
Fourth, OD is goal oriented. It is a process that seeks to improve both individual and organisational well- being and effectiveness.
Fifth, OD is designed to solve problems.

Objectives of OD:

The main objectives of OD are to:
1. Improve organisational performance as measured by profitability, market share, innovativeness, etc.
2. Make organisations better adaptive to its environment which always keeps on changing.
3. Make the members willing face organisational problems and contribute creative solutions to the organisational problems.
4. Improve internal behaviour patterns such as interpersonal relations, intergroup relations, level of trust and support among the role players.
5. Understand own self and others, openness and meaningful communication and involvement in planning for organisational development.
Douglas McGregor, who was working in the Union Carbide, is considered one of the first behavioural scientists to systematically talking about and advocating for the implementation of OD for organisational improvement. OD as a subject is relatively new. Notwithstanding, it is becoming increasingly popular and visible in USA, UK, Japan, Norway, Sweden and even in India.
In India, OD is in scene since 1968. Since then, many public and private sector organisations like HAL, HMT, IDPL, LIC, SAIL, TELCO and TISCO have been applying the interventions of OD to solve the organisational problems.

1) What is modern Theory of Organisation ?
Ans):-

Modernization theory Organisation

Modernization “began when a nation’s rural population started moving from the countryside to cities” (Shah 3).^[10] It deals with the cessation of traditional methods in order to pursue more contemporary effective methods of organization. Urbanization is an inevitable characteristic of society because the formation of industries and factories induces profit maximization. It is fair to assume that along with the increase in population, as a result of the subsequent urbanization, is the demand for an intelligent and educated labor force (Shah 3).^[11] Following the 1950s, Western culture utilized the effects of mass media coverage to communicate their good fortune attributed to modernization. The coverage promoted “psychic mobility” among the social class and increased the aspirations of many hopefuls in developing economic countries (Shah 4).^[11] Under this theory, any country could modernize by using Western civilization as a template.
Although this theory of modernization seemed to pride itself on only the benefits, countries in the Middle East saw this movement in a new light. Middle Eastern countries believed that the media coverage of modernization implied that the more “traditional” societies have not “risen to a higher level of technological development” (Shah 6).^[11] Consequently, they believed a movement that benefits those who have the monetary resources to modernize technological development would discriminate against the minorities and poor masses (Shah 6).^[11] Thus, they were reluctant to modernize because of the economic gap it would create between the rich and the poor.
The growth of modernization took place beginning in the 1950s. For the ensuing decade, people analyzed the diffusion of technological innovations within Western society and the communication that helped it disperse globally (“Modernization theory”).^[12] This first “wave” as it became known had some significant ramifications. First, economic development was enhanced from the spread of new technological techniques. And second, modernization supported a more educated society (as mentioned above), and thus a more qualified labor force (“Modernization Theory”).^[12] The second wave took place between the years 1960 and 1970. This period was labeled anti-modernization, because it saw the push of innovations of Western society onto developing countries as an exertion of dominance (“modernization theory”).^[12] It refuted the concept of relying heavily on mass media for the betterment of society. The last wave of modernization theory, which took place in the 1990s, depicts impersonality (Perrow 737).^[13] As uses of newspapers, TVs, and radios become more prevalent, the need for direct contact, a concept traditional organizations took pride in, diminishes. Thus, organizational interactions become more distant (“Modernization Theory”).^[12]
According to Frank Dobbin, the modern worldview is the idea that “modern institutions are transparently purposive and that we are in the midst an evolutionary progression towards more efficient forms (138).”^[11] This phrase epitomizes the goal of modern firms, bureaucracies, and organizations to maximize efficiency. The key to achieving this goal is through scientific discoveries and innovations (Dobbin 139).^[11] Dobbin discusses the outdated role of culture in organizations. “New Institutionalists” explored the significance of culture in the modern organization (Dobbin 117).^[11] However, the rationalist worldview counters the use of cultural values in organizations, stating, “transcendental economic laws exist, that existing organizational structures must be functional under the parameters of those laws, [and] that the environment will eliminate organizations that adopt non-efficient solutions” (Dobbin 138).^[11] These laws govern the modern organizations and lead them in the direction that will maximize profits efficiently. Thus, the modernity of organizations is to generate maximum profit, through the uses of mass media, technological innovations, and social innovations in order to effectively allocate resources for the betterment of the global economy.

1) What are the functions of Manager ?
Ans) :- Managers just don't go out and haphazardly perform their responsibilities. Good managers discover how to master five basic functions: planning, organizing, staffing, leading, and controlling. 

• Planning: This step involves mapping out exactly how to achieve a particular goal. Say, for example, that the organization's goal is to improve company sales. The manager first needs to decide which steps are necessary to accomplish that goal. These steps may include increasing advertising, inventory, and sales staff. These necessary steps are developed into a plan. When the plan is in place, the manager can follow it to accomplish the goal of improving company sales.

• Organizing: After a plan is in place, a manager needs to organize her team and materials according to her plan. Assigning work and granting authority are two important elements of organizing.

• Staffing: After a manager discerns his area's needs, he may decide to beef up his staffing by recruiting, selecting, training, and developing employees. A manager in a large organization often works with the company's human resources department to accomplish this goal.

• Leading: A manager needs to do more than just plan, organize, and staff her team to achieve a goal. She must also lead. Leading involves motivating, communicating, guiding, and encouraging. It requires the manager to coach, assist, and problem solve with employees.

• Controlling: After the other elements are in place, a manager's job is not finished. He needs to continuously check results against goals and take any corrective actions necessary to make sure that his area's plans remain on track.All managers at all levels of every organization perform these functions, but the amount of time a manager spends on each one depends on both the level of management and the specific organization.

 2) What re the role of Managers ?
Ans):-

Roles performed by managers

A manager wears many hats. Not only is a manager a team leader, but he or she is also a planner, organizer, cheerleader, coach, problem solver, and decision maker — all rolled into one. And these are just a few of a manager's roles.
In addition, managers' schedules are usually jam‐packed. Whether they're busy with employee meetings, unexpected problems, or strategy sessions, managers often find little spare time on their calendars. (And that doesn't even include responding to e‐mail!)
In his classic book, The Nature of Managerial Work, Henry Mintzberg describes a set of ten roles that a manager fills. These roles fall into three categories:

• Interpersonal: This role involves human interaction.

• Informational: This role involves the sharing and analyzing of information.

• Decisional: This role involves decision making.
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