Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
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
Change proposals should only be introduced once formal approval is obtained.
a. True
b. False
What is the purpose of understanding an organization’s belief system in relation to
developing measurement systems?
a. It helps change agents understand critical variables and milestones
b. It allows change leaders to frame initiatives according to the core values of the
organization
c. It helps change leaders understand what is off-limits
d. It sensitizes change leaders to environmental shifts
Change agent effectiveness is a function of what three things?
a. Charisma, action, and situation
b. Personality, vision, and situation
c. Personality, reputation, action
d. Situation, urgency, personality
Charisma is essential for change agents to have.
a. True
b. False
Thoroughly understanding that the system is dynamic should have which of the
following impacts on organizations?
a. Leaders should understand that they can only focus on so much and choose one
aspect of the external environment to focus on well
b. Since external factors are changing, internal systems need to change also
c. The patterns of thinking that have developed over time are reliable as new conditions
arise
d. No matter what changes in the environment, the same people in an organization will
always have the most influence
How might alignment issues cause a negative reaction to change?
a. Everyone’s reactions to the change are not aligned
b. Change leader asks you to do something incongruent with what existing structures
and systems tell you to do
c. The change is not widespread enough through the organization
d. The communication coming from the change leaders may be contradictory
What are the four fundamental elements of the Nadler and Tushman Congruence
Model?
a. Shareholders, technology, processes, and mission
b. Stakeholders, customers, product/service, and financials
c. Culture, people, history, and future
d. Tasks, people, formal organization, informal organization
Commitment needs to be measured on what two levels?
a. Financial and process
b. Individual and organizational
c. Actions and words
d. Senior management and employees
Leveraging structural and systematic change will create major animosity with one’s
employees.
a. True
b. False
Which of the following does not reflect an open systems perspective?
a. Systems are not isolated but interact with their environment constantly
b. Relationships are largely linear and can be broken down into cause and effect
c. Individuals in the system may have different views of it
d. A system seeks equilibrium and doesn’t change unless energy is applied
Since change initiatives so often fail, it is best for organizations to:
a. Avoid change projects whenever possible
b. Wait until an issue becomes critical before enacting change
c. Enact change, but use fewer resources
d. Move forward boldly with the change project
Middle managers and employees at all levels should work to change organizational
goals and objectives rather than relying on senior leadership.
a. True
b. False
While having a good strategy is important, it is ineffective if which characteristic isn’t
present?
a. Delegation
b. Oversight
c. Alignment
d. Dedication
Which of the following is not one of the four major goals of a communication plan?
a. To brand the change project so people will like it
b. To infuse a need for change into the organization
c. To keep people informed
d. To communicate impacts the change will have on each person
How should change leaders respond to resistance?
a. Understand that resisters are being oppositional and difficult
b. Do whatever you can to silence resisters so they don’t disrupt the change
c. Consider their perspective and why they are resisting the change
d. Try to overcome their attitudes by getting more people on board to override them
Most of the psychological contract is implicit.
a. True
b. False
Visions should be clear, challenging, and tangible.
a. True
b. False
Employees are most likely to react to their own feelings of ambivalence in all of the
following ways except:
a. Confidently voicing their concerns and mixed feelings
b. Turn to approaches that have worked in the past
c. Actively seek out confirming data and reasoning
d. Remember only attitude-consistent data
Which of the following kinds of organizations is most likely to be mechanistic?
a. A tech start-up
b. A school
c. A nuclear power plant
d. An architecture firm
Which of the following is an example of emergent change?
a. Organizational downsizing due to rapid growth
b. A change initiative to modify the culture piloted by customer and staff feedback
c. A situation when the magnitude of the change is incremental in nature
d. Top-down structural changes to respond to changes in the market
Which is true when considering the people in an organization?
a. They exist separately from tasks, informal and formal structures, and should be
considered in isolation
b. Most people are flexible and can easily fit into any role
c. Since everyone is so different, it’s not worth the effort to try to understand how
people will react to change
d. Some individuals are more critical of the change process than others
Change initiative is really best used and practiced by people with formal power.
a. True
b. False
Common responses for people who feel that they’ve had little to no voice in the process
include all of the following EXCEPT:
a. Frustration
b. Dedication
c. Alienation
d. Absenteeism
Organizations can only undergo one change at a time.
a. True
b. False
What are formal structures designed for?
a. To support the strategic direction of the firm by enhancing efficiency and
effectiveness
b. To clarify roles and responsibilities
c. To ensure accountability and oversight
d. To create a coherent organization chart
The quality of external change agents determines the success of change projects.
a. True
b. False
Why is an organization’s history important?
a. Organizations need to learn from their mistakes
b. Organizations should try to repeat what worked for them in the past
c. It provides insight into how the organization evolved and developed its mission,
values, and strategy
d. It’s useful to explain to customers and stakeholders and is a valuable marketing tool
An emphasis on internal fit between organizational components usually focuses on
______________, while a focus on external fit with the environment often focuses on
___________.
a. Fit, financials
b. Efficiency, effectiveness
c. Culture, customers
d. Size, sales
What pitfalls listed below are not necessarily from a lack of self-awareness?
a. Believing that your perspective is held by everyone
b. Misconstruing cues and concerns as feedback rather than resistance
c. Lacking nuanced understanding of why others may disagree or have concerns
d. Running out of resources to adequately invest in the change project
Incremental changes require ______________, while larger more influential changes
require _____________.
a. Less dedication, sustained passion
b. More employee buy-in, leadership commitment
c. Fewer resources, formal approval
d. Numerous task forces, town hall meetings
