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 of change agents about measurement and control systems?
3. Measurement and control systems enable change managers to do all of the following
EXCEPT:
4. Measurement and control occur at what stage in the change process?
5. Measurement and control systems can impede the process.
6. Goals are best set at what level?
7. What will most likely hinder a measurement system from being accepted?
8. What might interfere with the accuracy of data?
9. Change leaders should develop their measures based on all of the following EXCEPT:
10. Under which circumstance should change agents choose more approximate measures
and focus on vision rather than using explicit goal-focused measures?
11. All of the following are change levers that Robert Simon suggests focusing on EXCEPT:
12. What is an example of an interactive control?
13. What is the purpose of understanding an organization’s belief system in relation to
developing measurement systems?
14. Why should change agents be mindful of what are leading versus lagging indicators?
15. Change leaders need to consider how measures can help them think about
contingencies and unforeseen circumstances.
16. Which tool is a visual representation of the desired end states and the action paths that
will get the organization there?
17. What are the four perspectives in a strategy map?
18. The financial perspective should always be at the top of the strategy map.
19. What is the purpose of a balanced scorecard?
20. When developing a balanced scorecard, the customer perspective should focus solely
on consumers of the organization’s product.
21. The three areas that Simon’s risk exposure calculator measures include all of the
following except:
22. One of the risks measured in the risk exposure calculator is the level of ambiguity
present.
23. What, if any, are the dangers of an organization with low risk?
24. What does the DICE framework acronym stand for?
25. Commitment needs to be measured on what two levels?
26. What is the purpose of using the DICE model?
27. There is an optimal risk score that fits all organizations.
28. At the end of a change project, measures shift in what way?
29. What does a diagnostic control system enable a change leader to do?
30. Which of the following is NOT a guideline to select and deploy measures well?
31. Change leaders should make every effort to create the most precise measurement
systems possible.