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What factors determine organizational readiness for change? a. The number of organizational change projects done in the past b. Leadership commitment and member confidence in the leadership c. The amount of money available to incentivize employees to buy in d. […]

Re-creation happens in response to a major external event. a. True b. False What is the difference between an experienced change agent and an expert change agent according to Miller? a. Experienced agents believe that powerful communication will convince people […]

People who have experienced long periods of stability and minimal change are likely to respond to change in which of the following ways? a. Feeling unsettled with a higher perceived risk b. A tendency to trust periods of increased change […]

According to Duck’s model, determination describes the emotional state of leaders when they first identify the need for change. a. True b. False Anyone in the organization can hold multiple change roles throughout the change project. a. True b. False […]

Which of the following is not a change tool to help employees commit to a change? a. Stakeholder engagement b. Participative teams c. Using the change leader’s perspective to convince others of the change d. Bringing change initiatives to light […]

Employees don’t need to take explicit action to incite change. Organizations are constantly changing, and change opportunities will present themselves regularly. a. True b. False The reasons for change are usually clear and easily definable. a. True b. False B […]

Which is more effective at driving change: pull or push tactics? a. Push tactics are more effective because they can utilize reward-and-punishment power b. Agents should try to only use pull tactics because they appeal to higher-order purpose c. Neither […]

The need for change is always clear and dramatic. As uncertainty ____________, the amount of information that needs to be processed between decision makers _______________. a. Decreases, increases b. Increases, decreases c. Increases, increases d. Increases, stays the same C […]

What are Duck’s Five Stages of Change? a. Preparation, implementation, vacillation, flagellation, completion b. Stagnation, preparation, implementation, determination, fruition c. Configuration, centralization, fertilization, perspiration, preservation d. Anticipation, stimulation, application, determination, acclimatization When approaching a formal approval process, change agents should […]

Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016. Instructor Resource Chapter 1: Changing Organizations in Our Complex World Test Bank 1. Organizations are exclusively a human phenomenon. 2. Organizational change is the planned alteration of organizational components to improve […]

Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016. Instructor Resource Chapter 2: Frameworks for Leading the Process of Organizational Change: “How” to Lead Organizational Change Test Bank 1. Give an example of an organization that scanned its environment and […]

Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016. Instructor Resource Chapter 3: Frameworks for Diagnosing Organizations: “What” to Change in an Organization Test Bank 1. Differentiating the process from content in organizational change doesn’t matter much since both are […]

Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016. Instructor Resource Chapter 4: Building and Energizing the Need for Change Test Bank 1. The need for change is always clear and dramatic. 2. According to the book, past experiences may […]

Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016. Instructor Resource Chapter 5: Navigating Change Through Formal Structures and Systems Test Bank 1. What are formal structures designed for? 2. Which of the following is NOT an example of formal […]

Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016. Instructor Resource Chapter 6: Navigating Organizational Politics and Culture Test Bank 1. In order to get a full picture of the informal organization, which stakeholder(s) must be considered? 2. If a […]

Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016. Instructor Resource Chapter 7: Managing Recipients of Change and Influencing Internal Stakeholders Test Bank 1. Recipients of change are usually passive participants. 2. Which of the following is NOT a reason […]

Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016. Instructor Resource Chapter 8: Becoming a Master Change Agent Test Bank 1. What are the four types of change leaders mentioned in the book? 2. What are the personal benefits of […]

Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016. Instructor Resource Chapter 9: Action Planning and Implementation Test Bank 1. Employees don’t need to take explicit action to incite change. Organizations are constantly changing, and change opportunities will present themselves […]

Cawsey, Organizational Change, 3e Ancillary Resource Suggested Additional Cases and their Potential Use with Organizational Change Case Title Brief Description Suggested Use Where They Can Be Viewed and Acquired Morita’s Legacy and International Strategy at Sony Case deals with Sony’s […]

South Australia Ambulance Service Instructor Manual Case Summary The South Australia Ambulance Service (SAAS) case describes the transition from a hierarchical organization to a team-based one. SAAS provides ambulance service for South Australia through more than 600 employees organized into […]

Jessica Casserra’ s Task Force: Hospital Integration in the Region of Erie Jessica Casserra stretched back from the monitor and rubbed her eyes. Technology had made it possible to be home in the evenings with her family, but as they […]

Food Banks Canada Case Teaching Note 1 Instructor’s Manual for Food Banks Canada Case Synopsis of the Case Five years after a significant transformation of its governance model and the implementation of a new strategy and structure, Food Banks Canada […]

Self-Managed Work Teams at South Australia Ambulance Service Ray Main pondered the box of questionnaires received from the Ambulance Officers (AO’s). Normally a 45% response rate would be a good response to a survey. But in 35 out of the […]

Instructor’s Manual: JESSICA CASSERRA’ S TASK FORCE: HOSPITAL INTEGRATION IN THE REGION OF ERIE Gene Deszca, Wilfrid Laurier University Case Objectives and Use The case addresses integration challenges a credible and capable senior hospital manager (Jessica Casserra) faces when economic […]

Case Study: Diego Curtiz at Highland State University Instructor’s Guide Purpose and Use The Diego Curtiz case focuses on implementing changes in technology, process, and behavior. For this reason, it is paired best with Chapter 9, “Action Planning and Implementation.” […]

Using Self-Assessments to Grade Class Participation Self-Assessment Scoring Guide Many professors want to use participation in the class for part of the grade assigned. Determining the amount of participation is always an issue and open to dispute by students. In […]

Northwell Inc. When Northwell’s Senior Management and Board first gave Claudia the leadership role in the development of a virtual medical product and service mall with Medichek, a year and a half ago, she was delighted. She and Nathan Daniels […]

Ellen Zane – Leading Change at Tufts/NEMC Teaching Notes Cynthia Ingols Professor of Practice School of Management Simmons College Case Synopsis In the 1980s, the healthcare environment in Massachusetts and the nation changed dramatically. In the early 1990s, in a […]

– 1 – Oshawa Industries 1 Although Mark Talbot knew that he was developing a reputation as a quick technical and managerial understudy, he never thought he’d be promoted to Plant Manager at Oshawa Industries (OI) after just six months […]

Case: Travelink Solutions Teaching Note By: Noah Deszca, (currently enrolled in the MSc in Education Program, Canisius College, Buffalo, NY), & Gene Deszca, Wilfrid Laurier University, Waterloo, Ontario 1 1 © Noah Deszca and Gene Deszca, Wilfrid Laurier University, 2007. […]

Toolkit for Organizational Change Instructor’s Resources 1 Oshawa Industries Instructors’ Notes By Rosemary A. McGowan and Tupper F. Cawsey Case Objectives and Use The case describes the challenges facing the new, young plant manager at Oshawa Industries’ electroplating plant as […]

1 Travelink Solutions Travelink Solutions 1 Sixteen months had passed since William had joined Travelink Solutions’ call center. It had been a fulfilling and at times, frustrating employment experience. Now he was facing a decision concerning what to do next. […]

Building Community at Terra Nova Consulting INSTRUCTOR’S MANUAL Ken Ogata, York University Gary Spraakman, York University CASE OVERVIEW Building Community at Terra Nova Consulting describes the actual challenges faced by an engineering and environmental services consulting firm that experienced a […]

1 NORTHWELL INSTRUCTOR’S MANUAL Case Synopsis Northwell is a 25 year old medical products firm that was the class of its field for the first 15 years of its existence. Though still successful, it has been dealing with issues of […]

Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016. Instructor Resource Chapter 10: Measuring Change: Designing Effective Control Systems Test Bank 1. What gets measured affects the direction and outcome of a change initiative. 2. What is a main concern […]

– 20 – Exhibit 4 (cont’d) As at 30 June 1996 Note 1996 1995 $ ‘ 000 $ ‘ 000 CURRENT ASSETS Cash 8,658 8,232 Receivables 12 2,990 2,977 Investments 13 412 419 NON-CURRENT ASSETS Investments 13 29 Property, plant […]

12 Members were asked to complete two questionnaires, one indicating what they perceived to be the firm’s actual current culture, the other their preferred ideal culture. Scores were plotted for each style (see case Exhibits 4 and 5), with the […]

11 7-S Model (continued) Identifying Areas of Alignment and Misalignment That Will Need to Be Managed and Actions that Need to be Taken Environment Style Shared Values Skills Staff Systems Structure Strategy Strategy Degree of Alignment: Structure Systems Staff Skills […]

Zane case Page 1 Ellen Zane at Tufts Medical Center: Spring 2011 Teaching Notes Cynthia Ingols Professor of Practice School of Management Simmons College Boston MA Case Synopsis In January 2004, Ellen Zane, a highly successful hospital administrator, became CEO […]

Food Banks Canada (B): 2014 1 Food Banks Canada (B): 20141 As Katharine Schmidt prepared for the September 2014 Board meeting she reflected on the positive outcomes that resulted from the significant governance and membership restructuring that occurred in 2006–2007. […]

Cawsey, Deszca, and Ingols: Organizational Change, 3e End-of-Chapter Exercise TOOLKIT EXERCISE 11.1 Critical Thinking Questions Consider the questions that follow. Please see the Zane case at the end of the book. Consider the following questions: • Who are the stakeholders […]

Cawsey, Deszca, and Ingols: Organizational Change, 3e End-of-Chapter Exercises TOOLKIT EXERCISE 5.1 Critical Thinking Questions Food Banks Canada is a very interesting turnaround story about a not-for-profit national organization that was created by its affiliated members, so they could better […]

Cawsey, Deszca, and Ingols: Organizational Change, 3e END–OF-CHAPTER EXERCISES TOOLKIT EXERCISE 4.1 Critical Thinking Questions This video focuses on five kinds of tribes that people naturally form and how they influence behavior. • Describe Logan’s theory on tribes. • Compare […]

Cawsey, Deszca, and Ingols: Organizational Change, 3e END–OF-CHAPTER EXERCISES TOOLKIT EXERCISE 2.1 Critical Thinking Questions Consider the questions that follow. Giving Voice to Values: Please read the case at the end of the book, “Not an Option” and consider the […]

Cawsey, Deszca, and Ingols: Organizational Change, 3e END–OF-CHAPTER EXERCISES TOOLKIT EXERCISE 1.1 Critical Thinking Questions Consider the questions that follow. Excellent video to visualize the rate of change in the environment. • Choose one fact and discuss how it may […]

Cawsey, Deszca, and Ingols: Organizational Change, 3e End-of-Chapter Exercises TOOLKIT EXERCISE 8.1 Critical Thinking Questions See Zane Case (A) at the end of the book. Answer the following questions: • Describe the health care environment in Massachusetts in the 1990s. […]

Cawsey, Deszca, and Ingols: Organizational Change, 3e END–OF-CHAPTER EXERCISES TOOLKIT EXERCISE 9.1 Critical Thinking Questions Publisher Berrett-Koehler’s Change Authors Series – Focuses on four principles: widening the circle of involvement, connecting people to each other and to ideas, creating communities […]

Cawsey, Deszca, and Ingols: Organizational Change, 3e End-of-Chapter Exercises TOOLKIT EXERCISE 10.1 Critical Thinking Questions Self Managed Work Teams at South Australian Ambulance Service is a case available on the book’s website that will help you think about the use […]

Cawsey, Deszca, and Ingols: Organizational Change, 3e END–OF-CHAPTER EXERCISES TOOLKIT EXERCISE 7.1 Critical Thinking Questions Consider the following: Travelink Solutions describes an organization that is experiencing change initiatives that are producing negative outcomes for both the organization and the recipients […]

Cawsey, Deszca, and Ingols: Organizational Change, 3e END–OF-CHAPTER EXERCISES TOOLKIT EXERCISE 3.1 Critical Thinking Questions Presentation by H. Marten on how learning is necessary for organizational change. • Explain Marten’s key takeaways about how an organization can best learn. • […]

Cawsey, Deszca, and Ingols: Organizational Change, 3e End-of-Chapter Exercises TOOLKIT EXERCISE 6.1 Critical Thinking Questions Consider the questions that follow. See “Terranova Consulting: Building Community” at the end of the book. Consider the following questions: • What is the need […]