92.
Which of the following is a characteristic of learning leaders?
93.
According to Jim Collins, a person who organizes people and resources toward the
effective and efficient pursuit of predetermined objectives can be categorized as a(n) ____.
18–101
94.
According to Jim Collins, a person who builds enduring greatness through a paradoxical
blend of personal humility and professional will can be categorized as a ____.
18–102
95.
According to Jim Collins, a highly capable individual who makes productive contributions
through talent, knowledge, skills, and good work habits is most likely to be categorized
under _____ of the Level 5 hierarchy.
18–103
Scenario A: Amanda, Gabriel, and Carl are managers at a department store. They have
been notified by their district office, just as the extremely busy holiday season is to begin,
that there are several significant changes about to take place in their organization. While
none of them are enthusiastic about the changes, their reasons for “fighting back,” as they
put it, are different. Amanda thinks it a bad idea to implement the changes during such a
busy period. Gabriel realizes that the proposed changes will cause him to lose certain
privileges that he is not willing to sacrifice. Carl, on the other hand, is skeptical of change
and has a long history of disagreeing with headquarters about them. He doesn’t want to
disturb the status quo and prefers the old ways of doing things.
96.
In the case of Scenario A, Amanda, Gabriel and Carl are _____ organizational change.
97.
Which of the following is most likely to be the cause of Amanda’s resistance to change?
98.
Which of the following is most likely to be the cause of Gabriel’s resistance to change?
18–105
99.
Which of the following is most likely to be the cause of Carl’s resistance to change?
18–106
Scenario B: A large, bureaucratic organization is about to undertake a massive change in
the way it does business. These changes will include redesigning processes, reward
systems, and managerial selection and training. The ultimate goal of these changes is to
improve the company’s efficiency, allowing it to achieve many goals at the same time. For
the purpose, the company develops a project team, which is asked to identify the factors
that prevent people from changing and also those that drive them toward change.
100.
Which of the following techniques should be used by the project team to identify what
prevents people from changing and what drives them toward change?
101.
In Scenario B, the ultimate goal of the change process is to enable the company to achieve
many goals at the same time, which is known as organizational
102.
The ability of an organization to achieve many goals at the same time is also known as
Scenario C: An organization has just begun to initiate major changes in its manufacturing
processes. There has been some resistance among employees to these changes, but
middle management has developed some specific approaches to enlist cooperation among
the employees:
1. Management will have a series of small group discussions to explain the changes to
employees. These meetings will involve explanations of why the changes will be made and
the logic behind the decisions to make the changes and not simply how to execute the
new processes.
2. A few employees who are known for their resistance to these changes have been
appointed to serve as employee liaisons on the change leadership team.
3. A vacation time bonus will be awarded to employee groups who meet the organization’s
timeline for implementing the changes.
4. Two senior managers have been identified as willing and capable of meeting with
employees who ultimately refuse to implement the changes. The decision has been made
that if any of the employees cause their work group to fall behind the timeline, they will be
told that their choices are to “adapt to the new program or find some other place to work.”
103.
Which of the following methods of managing resistance to change is used in the first
approach?
18–109
104.
Which of the following methods of managing resistance to change is used in the second
approach?
105.
Which of the following methods of managing resistance to change is used in the third
approach?
106.
Which of the following methods of managing resistance to change is used in the fourth
approach?
18–111
Scenario D: Wes and Jon are the marketing managers of two different branches of an
organization. While preparing the sales report that he has to submit to the top
management, Wes realizes that his sales executives have consistently failed to achieve
the monthly sales targets. He immediately announces that everyone should work on
weekends until the sales target for the month is achieved. On the other hand, Jon’s team
members have been able to achieve their monthly targets due to the changes that he had
implemented in the beginning, to avoid any undesirable outcomes.
107.
In Scenario D, Wes’s sales executives have consistently failed to achieve the monthly
sales target. This is an example of ____.
108.
Jon’s team members have been able to achieve their monthly targets due to the changes
that he had implemented in the beginning, to avoid any undesirable outcomes. In this
case, Jon has implemented a _____ change.
109.
As Wes’s sales executives fail to achieve their targets, he announces that everyone should
work on weekends until the sales target for the month is achieved. This is an example of a
_____ change.
110.
Judging from the strategy Wes chose to deal with his problem, his sales staff will likely
respond by becoming _____.
Essay Questions
111.
Explain the concept of “tyranny of the or.”
Answers will vary.
112.
What is organizational ambidexterity? List some practices companies can uphold to
develop it.
Answers will vary.
113.
Define and discuss organization development.
Answers will vary.
114.
Discuss strategy, execution, culture, and structure as key factors that lead to an
organization’s sustained, superior performance.
Answers will vary.
18–115
115.
Elaborate on any three types of organization development techniques.
Answers will vary.
116.
Identify four common general reasons for resistance to change in an organization, and give
an example for each.
Answers will vary.
117.
Discuss four change-specific reasons for resistance to change, and give an example for
each.
Answers will vary.
18–116
118.
Discuss the general model for managing resistance. How does force-field analysis
contribute to a successful change process?
Answers will vary.
119.
Discuss participation and involvement as a method for managing resistance to change.
Explain its advantages.
Answers will vary.
120.
Discuss education and communication as a method for managing resistance to change.
Identify its advantage and drawback.
Answers will vary.
121.
Discuss negotiation and rewards as a method for managing resistance to change. Identify
its advantage and drawback.
Answers will vary.
122.
Briefly explain the eight steps to leading change.
Answers will vary.
123.
Explain the sources of complacency in an organization and actions managers can take to
overcome complacency.
Answers will vary.
124.
Explain the difference between reactive change and proactive change.
Answers will vary.
125.
Compare and contrast adapters and shapers. Use examples to describe the importance of
the differences between these two concepts.
Answers will vary.
126.
Explain the concept of continuous learning and discuss the role it could have in helping
you develop leadership skills.
Answers will vary.