Complete the mcq:
1. At times, organizations do not change in the face of external pressures. This has been explained as follows:
This is a paradox which occurs often when change is discontinuous.
This occurred when newspapers learned about the Titanic sinking.
This is a dichotomy of multiple organizational flexibilities and transformational organizations.
An example occurred when IBM continued building mainframes for 20 years beyond their maximized potential.
Both B and C
Both A and D
2. Which of the following best defines the "7-S" model of diagnosing change?
Includes purpose, structure, rewards, and helpful mechanisms
Is based on the conceptualization of the organization as a transformation process
Can be a starting point for an organization that has not given attention to the trends that may impact its future operations
Includes strategy, structure, process, and lateral capability
Includes structure, style, skills, super-ordinate goals, etc.
3. The "nurturer" image of change agent will change focus when she moves from "change sponsor" to "change implementer" in the following way(s):
A nurturer will be the planner, the instigator, and the decision maker for change so when she changes focus, she will ensure everyone follows the plan without determining or considering the results on people.
A nurturer will accept her role as sponsor and implementer and ensure her direct reports do the same.
A nurturer, like a caretaker, assumes that change managers receive rather than initiate change, and therefore has little role in implementation other than protection.
A nurturer, like Kotter's theoretical manager Jim Kirk, will accept the change plan, initiate the change boldly, and ensure a new structure is determined through the project.
All of the above
4. When leaders enact a vision through exemplification of required behaviors, thereby promoting themselves and their vision, they are (
scripting.
performing.
staging.
norming.
framing.
5. The ability to either exhibit or compartmentalize feelings and emotions in social and business settings is often described as a person's (
mental acuity.
psychosis.
emotional intelligence.
level of change agent status.
competence.
6. The "media richness" approach to communicating change states that
routine changes should be explained in "media rich" communication like simulations or "video game" style communication pieces whereas nonroutine changes should be in a leaner and more impersonal form of communication piece like an e-mail or bulletin board announcement.
the use of an e-mail to explain a routine change is fine, but when nonroutine difficult management problems/changes need to be communicated, "media rich" communication like a face-to-face meeting should be considered.
media richness scales start with the lowest on the scale being the most impersonal of communication methods (flyers, computer reports) and the highest on the scale being a physical presence (face-to-face communication).
media richness scales start with the highest on the scale being the most impersonal of communication methods (flyers, computer reports) and the lowest on the scale being a physical presence (face-to-face communication).
Both A and D are correct and B and C are incorrect
Both B and C are correct, and A and D are incorrect
7. The change agent image of "interpreter" will most likely use which of the following key communication skills?
Therapeutic listening skills
Appreciative listening skills
Appeal through deals
Storytelling, connecting the dots
Emotional breakdowns
8. According to Peter Senge and other change management experts, it is important to understand the limitations of measuring change because long-term wins almost never happen.
recognizing that traditional measures may also need to be changed will allow celebration of short-term wins.
most changes occur in a straight-line fashion.
when things get worse before they get better, it is time to halt the change and return to the old ways.
All of the above
9. Which of the following is an example of the Beer, Nohria view of dimensions of change using Theory E + Theory O combined, from a leadership perspective?
The Project Manager communicates to the software development team the timeline for a change and the CEO asks her to speed it up by 3 weeks.
The CIO decides to move from a mainframe approach to a PC approach, notifies all of her direct reports of the new vision, establishes a communication plan, timeline, and project roll-out plan, communicates the change (including positives and negatives) to stakeholders, and establishes a metrics system where innovation, efficiencies, and positive feedback on the project is measured and rewarded via awards, bonuses, and perks.
A fast food company decides to remove one slice of cheese from their cheeseburgers, although increasing the retail price by 10 cents, and has a cost savings which increases its stock price significantly. A group of health experts touts the company as being "health conscious" because the calorie content of the item is lowered.
The CEO of a Fortune 100 company hires a team of consultants to take over the HR department and eliminates all in-house HR people (about 85 employees).
A department head is invited to a meeting where he is asked to become a change agent for an exciting new product line. He accepts the assignment and goes back to his desk, whereupon he explains to his team that it is likely that their jobs will disappear in the next year because of job obsolescence, but that anyone who might like to consider helping with the new product line may be allowed to reapply for new jobs which open up.