Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
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 utilize all of the
following strategies EXCEPT:
a. Identify the decision-maker’s attitude and work with that person
b. Be as vague about the project as possible in order to set accurate expectations
c. Connect the project to the vision and strategy of the organization
d. Use the appropriate process to legitimize the proposal
Beer, Eisenstat, and Spector’s prescriptive steps to change rely on all of the assumptions
except:
a. A fundamental cooperative orientation and commonality of goals
b. Change is most effective when initiated by top management
c. Change will evolve over time
d. Shared vision is possible
What is a rule of thumb change agents should use?
a. Draw hard lines, even if it means risking being fired
b. Light many fires that are highly visible and allow change to happen in multiple
places at once
c. Focus on perfection. Change won’t be effective unless it’s done right
d. Deliberate and take time making decisions to be sure they are the best ones
What is likely to happen when a new CEO comes into an organization?
a. The CEO will fire most of the employees
b. The CEO will continue with business as usual
c. The CEO will be immediately accepted
d. The CEO may challenge power and culture dynamics
The tendency to rely on competencies and strategies that have worked in the past is
referred to as a competency trap.
a. True
b. False
What are Hunsaker’s four internal roles a change agent can play?
a. Catalyst, solution giver, process helper, and resource linker
b. Positional leader, respected leader, knowledge leader, and networking leader
c. Starter, worker, helper, and finisher
d. Dissenter, critical thinker, encourager, and champion
Which of the following is not a characteristic of a mechanistic organization?
a. Tasks are broken down into separate parts
b. There is a narrow span of control
c. There is a straightforward planning process
d. Communication is abundant and flows horizontally
What is the main reason that change management programs often fail?
a. Despite a shared awareness of the change vision, no one wants to change their routine
b. There is confusion about why change is needed and what needs to change
c. Employees hear too much information about the change and get bored
d. The change program isn’t right for the organization
When change leaders talk about significant change, they usually thoroughly focus on
the cost/benefit analysis of both changing and keeping with the status quo.
a. True
b. False
Measurement and control systems enable change managers to do all of the following
except:
a. Frame the need for change and the expected outcomes
b. Monitor the environment
c. Guide the change and make midcourse corrections
d. Communicate the cultural and emotional effects of the change
What are the four types of change leaders mentioned in the book?
a. The emotional champion, the developmental strategist, the intuitive adapter, and the
continuous improver
b. The charismatic speaker, the quiet leader, the thoughtful relationship builder, and the
small win maker
c. The persuasive strategist, the intuitive planner, the brilliant thinker, and the ferocious
fighter
d. The developmental strategist, the charismatic speaker, the brilliant planner, and the
intuitive improver
What does the DICE framework acronym stand for?
a. Duration, Initiative, Commitment, Effort
b. Duration, Integrity, Commitment, Effort
c. Durability, Initiative, Commitment, Effectiveness
d. Durability, Integrity, Commitment, Effectiveness
There is no way for an organization to prepare for environmental change.
a. True
b. False
What is a main concern of change agents about measurement and control systems?
a. They worry that measurement systems aren’t properly calibrated
b. They worry that measurement systems don’t accurately represent the work they put
into the project
c. They worry that critics will use measurements to undermine the change
d. They worry that measuring will take too much time
Beckhard and Harris’s model focuses heavily on the process of change.
a. True
b. False
Greiner believes that rapid, discontinuous changes are disruptive and detrimental to
organizations and can be avoided by careful management.
a. True
b. False
What are Mintzberg and Westly’s generic approaches to change?
a. Stop, look, listen
b. Plan, ask, do
c. Think, see, do
d. Try, fail, try again
According to Beckhard and Harris, which of the following situations reflects the
process of managing the transition?
a. Trying to embed the change into normal operations moving forward
b. Transitioning the organization from stagnation to awakening
c. Utilizing various project management tools to manage the larger shifts in the
organization
d. Trying to get employees on board with the change
Organizations that have a more decentralized decision-making process tend to be
structured in what way?
a. Hierarchical
b. Flat
c. Formal
d. Informal
What is the psychological contract?
a. The psychological addendum to an employee’s hiring contract
b. The assumptions people have about how the organization should treat them
c. An implicit contract built between employees and colleagues over time
d. The sum of the implicit and explicit agreements we believe we have with our
organization
Organizations would be better off if they didn’t have to deal with power dynamics.
a. True
b. False
Which of the following is not a reason for a change recipient to decide to support the
change?
a. The benefits to them outweigh the costs
b. The change has a high personal relevance
c. The change is consistent with their values
d. The change will make their job more interesting
Which of the following are NOT common managerial difficulties mentioned in the
book?
a. Communicating the change too strongly
b. Seeing transitions as a cost rather than an investment
c. They become overconfident
d. They assume that they have the power and rationale to enact the change
The AIDA continuum outlines how the stakeholders will be affected by the change.
a. True
b. False
Which of the following is not a guideline to select and deploy measures well?
a. Use measures that challenge employees but are achievable
b. Use measures that are perceived as fair
c. Ensure accurate data
d. Focus on measures that were previously used to determine the success of the
organization
Change leaders should approach mixed feelings using which of the following actions?
a. Trying to push employees to accept the change regardless of their feelings
b. Ignoring ambivalence by emphasizing the benefits of the change
c. Continue with the change plan and expect employees to get onboard when they’re
ready
d. Listen for information and sort out what actions are needed to achieve the change
Which of the follow is true about Schein’s definition of culture?
a. It’s a pattern of basic assumptions that has been implemented by a single leader
b. It’s a set of assumptions that is taught as one of a variety of ways of perceiving
problems
c. It’s a set of assumptions that is considered valid by senior leadership
d. It’s a set of assumptions that has been learned by a group as the correct way to think
about problems
In order to foster an understanding of the need for change, change leaders should do
which of the following?
a. Make sense out of internal and external data, understand the perspectives of
stakeholders and their own concerns and perspectives
b. Engage the marketing team to communicate the vision and plan clearly
c. Persuade everyone to adopt their point of view so they have complete buy-in
d. Work to understand how they compare against competitors so that they can put the
need for change in a larger context
Which of the following is not one of Hardy’s dimensions of power?
a. Resource power
b. Charisma power
c. Process power
d. Meaning power
What is Beckhard and Harris’s gap analysis?
a. The disconnect between the change plan and what is actually implemented
b. The amount of resistance from the employees about the change
c. The gap in understanding about the change situation and its stakeholders
d. The contrast between the organization’s current reality and the desired future state
What are common ways that larger, more complex companies are organized?
a. Larger companies tend to be organized purely by function
b. Every product and category is integrated into each department to ensure integration
c. Departments may be organized by product or geographic area, and there may be
people who specialize, bringing together all parts of the organization
d. They consolidate all locations to manage all aspects of the company more closely
from one entity
Which of the following is not a suggested tool for action planning?
a. A pro/con list
b. A to do list
c. Surveys
d. Responsibility charts
