Organizational Change: An Action-Oriented Toolkit 3rd Edition

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. The size of the organization B B B Which of the following statements is true

Re-creation happens in response to a major external event. a. True b. False A A A 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 to sign on to a change b. Experts understand that people have

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 c. A predisposition to try new strategies and tactics than the ones they have

According to Ducks model, determination describes the emotional state of leaders when they first identify the need for change. a. True b. False B B B Anyone in the organization can hold multiple change roles throughout the change project. a. True b. False A A A All of the following are change levers that Robert Simon

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 leaders perspective to convince others of the change d. Bringing change initiatives to light C C C Change proposals should only be introduced once formal approval is obtained. a. True b.

Employees dont need to take explicit action to incite change. Organizations are constantly changing, and change opportunities will present themselves regularly. a. True b. False B B B The reasons for change are usually clear and easily definable. a. True b. False B B B Gentiles Giving Voice to Values is meant to strengthen business students

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 push nor pull tactics are more effective than the other d. Both push and

The need for change is always clear and dramatic. Ba. True*b. False Ba. True*b. False B a. True *b. False 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 C C During Lewins stage of change,

What are Ducks 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 B B B When approaching a formal approval process, change agents should utilize all of the following strategies EXCEPT: a. Identify the decision-makers attitude and

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. @ Answer Location: Intro; Cognitive Domain: Knowledge; Question Type: TF a. True *b. False @ Answer Location:

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 changed to match shifts in the

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 doesnt matter much since both are so intertwined. @ Answer Location:

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. @ Answer Location: Intro; Cognitive Domain: Application; Question Type: TF a. True *b.

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? @ Answer Location: Intro; Cognitive Domain: Application; Question Type: MC *a. To support the strategic direction of

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? @ Answer Location: Intro; Cognitive Domain: Application; Question Type:

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. @ Answer Location: Intro; Cognitive Domain: Application; Question Type: TF a. True *b. False @

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? @ Answer Location: Intro; Cognitive Domain: Knowledge; Question Type: MC *a. The emotional

Cawsey, Organizational Change, Third Edition SAGE Publications, 2016. Instructor Resource Chapter 9: Action Planning and Implementation Test Bank 1. Employees dont need to take explicit action to incite change. Organizations are constantly changing, and change opportunities will present themselves regularly. @ Answer Location: Intro; Cognitive

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 Moritas Legacy and International Strategy at Sony Case deals with Sonys shift from

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 over 60 teams. In

2001 Gene Deszca . This case is intended to provide a vehicle for discussion. It is not intended to illustrate either effective or ineffective handling of a business situation. This case may not be reproduced using mechanical or electronic means without the express written permission of the authors. Metropolitan

Food Banks Canada Case Teaching Note 1 Dr. Gene Deszca and Dr Tupper Cawsey, School of Business and Economics, Wilfrid Laurier University 2015. Not to be reproduced without permission. Dr. Gene Deszca and Dr Tupper Cawsey, School of Business and Economics, Wilfrid Laurier University 2015. Not to

Self-Managed Work Teams at South Australia Ambulance Service Ray Main pondered the box of questionnaires received from the Ambulance Officers (AOs). Normally a 45% response rate would be a good response to a survey. But in 35 out of the 60 stations less than half 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 and political pressures from the Province

2015 by Paul S. Myers 2) Where could Curtiz have done better in managing the SSA project? 3) What challenges does Curtiz face now that the SSA implementation is at its midpoint? 2015 by Paul S. Myers 2) Where could Curtiz have done better in managing the SSA

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 order

Northwell Inc. When Northwells 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 (V-P Marketing) had uncovered the opportunity, Medichek was

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 bold move to contain rising hospital costs,

- 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 as Assistant Plant Manager at electroplating plant. He

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

Toolkit for Organizational Change Instructors 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 he

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. Should he remain and try to make a

Building Community at Terra Nova Consulting INSTRUCTORS 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 severe organizational crisis involving deep internal cultural divisions. The firm

1 NORTHWELL INSTRUCTORS 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 maturity, drift and decline over the last

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. @ Answer Location: Intro; Cognitive Domain: Application; Question Type: TF *a. True

- 20 - Exhibit 4 (contd) 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 Inventories 169 166 Other 14 718 944 Total current assets 12,947 12,738

12 Members were asked to complete two questionnaires, one indicating what they perceived to be the firms actual current culture, the other their preferred ideal culture. Scores were plotted for each style (see case Exhibits 4 and 5), with the highest score representing the organizations primary or dominant cultural

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

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 of New England Medical Center

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. The original

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 that you identified in each sub-story? What

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 address hunger issues and get needed food to

Cawsey, Deszca, and Ingols: Organizational Change, 3e END-OF-CHAPTER EXERCISES TOOLKIT EXERCISE 4.1 Critical Thinking Questions David Logan: Tribal Leadership video of 16:36 minutes David Logan: Tribal Leadership video of 16:36 minutes David Logan: Tribal Leadership video of 16:36 minutes This video focuses on five kinds of tribes that

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 following questions: Who are the important

Cawsey, Deszca, and Ingols: Organizational Change, 3e END-OF-CHAPTER EXERCISES TOOLKIT EXERCISE 1.1 Critical Thinking Questions Consider the questions that follow. Did You Know 2013 Video of 4:56 minutes Did You Know 2013 Video of 4:56 minutes Did You Know 2013 Video of 4:56 minutes Excellent

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. What were the driving forces for

Cawsey, Deszca, and Ingols: Organizational Change, 3e END-OF-CHAPTER EXERCISES TOOLKIT EXERCISE 9.1 Critical Thinking Questions Terms of Engagement Video of 3.32 minutes Terms of Engagement Video of 3.32 minutes Terms of Engagement Video of 3.32 minutes Publisher Berrett-Koehlers Change Authors Series - Focuses on four

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 books website that will help you think about the use of measurement to advance change initiatives. Ray Main

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 of change. William, a young staff member, sees

Cawsey, Deszca, and Ingols: Organizational Change, 3e END-OF-CHAPTER EXERCISES TOOLKIT EXERCISE 3.1 Critical Thinking Questions How Organizations Change Henrik Marten. Video of 7.07 minutes How Organizations Change Henrik Marten. Video of 7.07 minutes How Organizations Change Henrik Marten. Video of 7.07 minutes Presentation by H. Marten

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 for change at Terra Nova? Cawsey,