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
Which of the following statements is true about reactions to change?
a. People will almost always be disconcerted by the prospect of change
b. People will have strong responses to change based on the perceived consequences to
them
c. People will generally accept change that benefits the organization as a whole
d. People will feel the same way about change that their peers do
What should companies consider when expanding their reach internationally?
a. The challenges of having a homogenous workforce
b. Maintaining their culture and norms despite cultural shifts
c. Nothing; if they are small companies they will not be affected
d. Diversity-related challenges and differing rules and regulations
The three areas that Simon’s risk exposure calculator measures include all of the
following except:
a. Rate of growth
b. Culture
c. Information management
d. Competition
The vision for change must be created before the organization can focus on the need for
change.
a. True
b. False
Resistance to change should be avoided at all costs.
a. True
b. False
A tight congruence within an organization should be its number one priority.
a. True
b. False
Large change projects and incremental changes face drastically different challenges.
a. True
b. False
Why should change leaders take time to understand the perspectives of stakeholders
throughout the change process?
a. To ostracize people who don’t agree with the change
b. To move effectively, enlist their support, and minimize resistance
c. To convince them that you care about their opinion
d. To track how many people have bought in and how many are resisting
One of the first steps for a change agent at the beginning of a change project is:
a. Seek senior-level support
b. Develop a detailed plan of how the change will go
c. Try and brainstorm all possible roadblocks and compile mitigation plans
d. To have full confidence that their change idea will work for the organization
Change leaders should develop their measures based on all of the following except:
a. How quickly the information is needed
b. Who the measures will be analyzed by
c. How accurate the information must be
d. How much it will cost
Once a gap analysis is performed, it is fairly straightforward to decide how the
organization can reach the desired future state.
a. True
b. False
What is the purpose of responsibility charting?
a. To add to the annual report as a change-action document
b. To keep the projects at the forefront of employees’ minds, even if the responsibilities
are irrelevant
c. To keep projects on track and provide accountability
d. To use guilt and public shame to get people to finish their assigned tasks
In addition to thinking about personal impacts, employees think about the benefits of
change to the organization.
a. True
b. False
Change leaders need to consider how measures can help them think about contingencies
and unforeseen circumstances.
a. True
b. False
What is the purpose of organizational change?
a. To enhance the organization’s effectiveness to generate value
b. To become more global
c. To increase its footprint and grow substantially
d. To make employees and consumers happy
What is the purpose of a balanced scorecard?
a. To link capabilities, change strategies, and outcomes
b. To integrate measures into the strategy to track critical success factors
c. To provide action items for day-to-day execution of the strategy
d. To measure risk associated with the strategy
Which of the following is not true of parallel initiatives?
a. It recognizes that different things can be worked on simultaneously
b. It can shrink the time required to complete a change
c. It requires care and sophistication in planning
d. It carries very little risk or chances for failure
What is the danger of a unilateral approach?
a. Things may not get done
b. Stakeholders may feel their concerns are not heard or valued and resist the change
c. Employees may be given too much power and overtake the change process
d. It is likely to be ineffective because employees will just ignore it
According to the authors’ focus, which is NOT an example of organizational change?
a. Downsizing
b. Installing new technology
c. Increasing existing sales efforts
d. Outsourcing
Acceptance can be increased despite initial resistance if the project has been through a
rigorous review.
a. True
b. False
According to Duck, a(n) ________________ will not change if the
_________________ do(es) not develop.
a. Organization; individuals in the organization
b. Individual; organization as a whole
c. Strategy; change leader
d. Organization; strategy
When does a “doing first strategy” work best?
a. When creativity, commitment, and communication are most essential
b. When the situation is novel and confusing
c. When data are clear and reliable
d. When discipline can be established in routine processes
What is a key tool used heavily in the Institutionalization stage?
a. Measurement
b. Urgency
c. Compelling vision
d. Gap analysis
What are the three categories of behaviors that change agents give rise to?
a. Intelligence-inspiring behaviors, framing behaviors, and capacity-creating behaviors
b. Shaping behaviors, framing behaviors, and experimentation behaviors
c. Shaping behaviors, framing behaviors, and capacity-creating behaviors
d. Creativity-inspiring behaviors, empowering behaviors, and framing behaviors
When considering a change project, there are only a few choices on how and what to
allocate resources to.
a. True
b. False
Organizational change most often requires changing at what three levels?
a. Strategy, operations, and human resources
b. Simple, joint, and complex
c. Individual, unit, and organization
d. Beginning, middle, and end
What is integration?
a. How much one task overlaps with another
b. The degree in which each individual tasks fits in with the organization’s overall
mission
c. The degree to which responsibility is meaningfully assigned instead of having
unnecessary levels of management and bureaucracy
d. The extent to which all disparate tasks and jobs are combined into a cohesive whole
According to Nadler and Tushman, which of the following is an aspect of the formal
organization?
a. Buildings and real estate
b. Reporting relationships
c. Culture
d. Reputation
Characteristics of a strong change team member are often contradictory.
a. True
b. False
Organizational politics are not an inherently negative force.
a. True
b. False
Formal approval tends to follow the same general decision-making process in most
organizations.
a. True
b. False
If leadership has a low tolerance for ambiguity, the approval process is likely to be:
a. More rigorous
b. More straightforward
c. Quicker
d. Lengthy
What is the benefit of creating a commitment analysis chart?
a. It can exhibit to others that you are prepared for the change
b. It is a useful project management tool since it divides responsibilities
c. It relies on the emotional response of stakeholders
d. It analyzes engagement and is instrumental in planning tactics to alter those
predispositions
One of the risks measured in the risk exposure calculator is the level of ambiguity
present.
a. True
b. False
What are the benefits and downsides of using surveys?
How might change leaders increase the likelihood of gaining approval?
Provide an example of a situation where someone practices giving voice to values.
Give an example of a redirecting organizational change.
Describe the characteristics that an emotional champion is likely to have.
What are some factors that obstruct managerial judgment and lead to organizational
failure?
What kinds of lateral relations will help increase information flow?
Why should change agents be mindful of what are leading versus lagging indicators?
Describe the elements of an informal organization.
What are the risks and benefits of generating an organizational crisis when one doesn’t
already exist in order to mobilize staff?
Please explain the paradox that change leaders must understand in order to balance
patience and impatience.
Provide the four areas of change and an example of each.
Who might be included in a stakeholder analysis?
Please describe some of the significant pieces of the Mobilization stage.
Describe what the five PESTE factors are and give an example of each one.
If a merger makes good business sense, an organization might not pursue it due to
which of the following reasons?
a. Shareholders may be upset
b. It may be too expensive
c. The cultures of the two organizations clash
d. There is not unanimity among the board
What kinds of data from the external environment should leaders monitor and why?
Give an example of an organization that scanned its environment and changed to match
shifts in the environment.