BUSI 335 Connect Quiz 2 Images of Change Management, Why Change, What to Change, solutions answers

BUSI 335 Connect Quiz 2 Images of Change Management, Why Change, What to Change, What Changes solutions complete answers 

 

According to Frey and Osborne, which of the following professions has the least automation potential?

 

According to the star model, for an organization to be effective, its strategy, structure, processes, rewards, and people practices have to be in alignment.

 

_____ involves a specific initiative that solves a problem, and/or makes improvements, in ways that do not present a challenge to current methods and thinking.

 

Which of the following images is most likely to view management as controlling and change outcomes as being achievable as planned?

 

According to Johnson, which of the following is NOT an element of the cultural web?

 

The caretaker and nurturer images are more frequently discussed in relation to change management and are more widely accepted in domains of organization theory where there is more practice orientation.

 

_____ are those that are implemented in anticipation of, or in response to, known trends and developments.

 

Which of the following is true when a manager is influenced by the Director image of managing change?

 

According to Buchanan and Moore, changes following extreme events _____.

 

Which of the following is a difference between sustaining innovations and disruptive innovations?

 

Which of the following statements is true of second-order change?

 

According to the four-frame model, the _____ frame relates to how an organization builds a culture that gives purpose and meaning to work and builds team cohesion.

 

_____ are opinion leaders who evaluate ideas carefully, take risks, help to adapt new ideas to local settings, and have effective networking skills.

 

Which of the following is NOT one of the questions asked when performing gap analysis?

 

Which of the following is not one of the images of change outcomes discussed in the text?

 

The external forces that can push change in unplanned directions include all of the following except

 

In the _____ image, the management role is still one of control, although the ability to exercise that control is severely constrained by a range of internal and external forces that propel change relatively independent of management intentions.

 

Failure to manage organizational culture costs lives, reputations, careers, and money.

 

Both intended and unintended consequences may emerge from the actions of change managers.

 

According to Everett Rogers, who among the following are viewed negatively by others and are the last to adopt new ideas, even for reasons that they believe to be rational?

 

The changes that organizations made after the terrorist attacks on New York on September 11, 2001 and the outbreak of severe acute respiratory syndrome (SARS) were a response to _____.

 

According to a study of 3,000 workers in 93 companies in Germany, which of the following is true of older employees?

 

According to Frey and Osborne, which of the following professions has the most automation potential?

 

In the _____ image, control is at the heart of management action, although a variety of external factors mean that, although change managers may achieve some intended change outcomes, they may have little control over other results.

 

By stressing the importance of values such as humanism, democracy, and individual development, organization development (OD) theory reinforces the image of a change manager as _____.

 

Which of the following is an example of change as a response to geopolitics?

 

Which of the following statements implies that it would be a mistake to think that disruptive innovation is the solution to most current organizational problems?

 

_____ argues that change managers take broadly similar decisions and actions across whole populations of organizations.

 

In the context of globalization as an environmental pressure for organizational change, trade in physical goods is _____ while cross-border data flows are _____.

 

HomeCare Corp. is a manufacturer of household utilities. A recent fire at one of its production units caused HomeCare to reduce its production. This change in production is known as a(n) _____.

 

In _____, change is regarded as cyclical, processual, journey-oriented, based on maintaining equilibrium, observed and followed by those who are involved, and normal rather than exceptional.

 

According to Everett Rogers, who among the following are usually the first in their social grouping to adopt new approaches and behaviors?

 

Which of the following is the reason for the slow progress with internal corporate uses of social media?

 

Which of the following generations is computerized, content-centric, connected, communicating, community-oriented, and always clicking?

 

Which of the following statements is true of first-order change?

 

Beltip Corp. was forced to shut its operations in a country due to the outbreak of a civil war in that country. The change in operations experienced by Beltip is most accurately termed as a(n) _____.

 

Which of the following dimensions of absorptive capacity is defined as the ability to find and to prioritize new knowledge and ideas quickly and efficiently?

 

The image of management as a shaping function, enhancing both individual and organizational capabilities, has deep roots, based on the “human relations” school of management from the 1930s and on the organization development movement.

 

According to Kanter, which of the following is an advantage that “new broom” top executives have over their predecessors?

 

In the _____ image, the assumption is that change managers can intentionally shape an organization’s capabilities in particular ways.

 

How are the pressures for change understood when the image of change is that of a Coach?

 

As compared to external drivers of organizational change that arise from trends and developments in the wider environment, internal drivers are far more powerful.

 

The internal forces that can push change in unplanned directions include all of the following except

 

The built-to-change organization uses design principles that assume the need for a planned organizational transition from one state to another.

 

Which of the following is NOT a component of Bolman and Deal’s four-frame model?

 

In the context of environmental pressures for organizational change, robotics, automation, and artificial intelligence pertain to _____.

 

The technique in which people are asked to describe their organization and how it works using an image or a simile is known as _____.

 

According to population ecology theory, organizational variation occurs as the result of random chance.

 

Which of the following is a feature of change with a progressive and developmental agenda?

 

_____ occurs when there is professionalization of work such that managers in different organizations adopt similar values and working methods that are similar to each other.

 

Beltip Corp. was forced to shut its operations in a country due to the outbreak of a civil war in that country. The change in operations experienced by Beltip is most accurately termed as a(n) _____.

 

HomeCare Corp. is a manufacturer of household utilities. A recent fire at one of its production units caused HomeCare to reduce its production. This change in production is known as a(n) _____.

 

_____ are those that just happen, or have to happen, in response to unforeseen events, such as the sudden opening of new market opportunities, or accidents and failures.

 

Incremental change differs from transformational change in that incremental change is:

 

GoFire Inc., a manufacturer of sportswear, starts adding sweat resistant padding to its football helmets to enhance their comfort. This addition is most accurately termed a(n)

 

SonoTech Corp., a headphones manufacturer, adds a noise-cancelling option to its existing line of headphones. This is a(n) _____.

 

Owing to a recent legislation requiring game developers to restrict the amount of violence in their video games, DynaPlay Inc. removed certain violent elements from its upcoming line of games. This change is most accurately termed as a(n) _____.

 

_____ are those that are implemented in anticipation of, or in response to, known trends and developments.

 

_____ involves a specific initiative that solves a problem, and/or makes improvements, in ways that do not present a challenge to current methods and thinking.

 

Which of the following statements is true of first-order change?

 

TrebleTip Corp., a producer of musical instruments, decides to start manufacturing personal computers that are compatible with its amplifiers and effects processors. This change by TrebleTip is a(n) _____.

 

_____ leads to organizational transformation, by introducing new products, services, and ways of doing business, based on creative lateral thinking that alters current core assumptions.

 

Which of the following statements is true of second-order change?

 

Which of the following is an operational innovation?

 

Which of the following is a difference between sustaining innovations and disruptive innovations?

 

Which of the following statements is true of disruptive innovations?

 

Which of the following statements is true of operational innovations?

 

According to Everett Rogers, who among the following are usually the first in their social grouping to adopt new approaches and behaviors?

 

_____ are opinion leaders who evaluate ideas carefully, take risks, help to adapt new ideas to local settings, and have effective networking skills.

 

According to Everett Rogers, who among the following take longer to reach a decision to change, but are still ahead of the average?

 

According to Everett Rogers, who among the following are skeptical and risk averse and wait for most of their colleagues to adopt new ideas first?

 

According to Everett Rogers, who among the following are viewed negatively by others and are the last to adopt new ideas, even for reasons that they believe to be rational?

 

The probability of an innovation being accepted increases when it is _____.

 

Which of the following is a suggestion for organizations seeking to develop the capabilities for handling disruptive innovation?

 

Which of the following is a habit of disruptive innovators?

 

Which of the following statements implies that it would be a mistake to think that disruptive innovation is the solution to most current organizational problems?

 

Which of the following statements is true of organizational culture?

 

Which of the following statements is true of digitization?

 

Which of the following is a valuable property of social media?

 

Which of the following is the reason for the slow progress with internal corporate uses of social media?

 

In practice, the ripples from even simple changes in an organization can be difficult to predict, and thus difficult to manage.

 

First-order changes are radical and fundamentally alter core assumptions.

 

The management of shallow change requires more management capability and resources than implementing frame-breaking initiatives.

 

Change management experience and capability have become “core selection factors” for candidates seeking promoted positions in many organizations.

 

Innovations that are disruptive do not necessarily involve chaos and upheaval.

 

Deal-making or new technology is not as glamorous, or as easily understood, as an operational innovation.

 

Disruptive innovations are introduced more often by large, dominant incumbents rather than by smaller new entrants.

 

Organizational culture is important because it influences organizational effectiveness.

 

Failure to manage organizational culture costs lives, reputations, careers, and money.

 

Social media could be central in encouraging more open, communicative, egalitarian, collaborative, and responsive organizational cultures.

 

According to the _____ image of change, vision is something that is essential to producing successful organizational change and must be articulated at an early stage by the leaders of an organization.

 

According to the _____ image of change, vision is in many ways immaterial to the way change will proceed. Inexorable forces, often external to an organization, will have the most influence on change.

 

According to the _____ image of change, vision articulates the core values and ideology that underpin an organization’s identity.

 

According to Kimberly Boal and Robert Hooijberg, effective visions have:

 

According to Paul Nutt and Robert Backoff, which of the following is NOT one of the generic attributes of vision that are likely to enhance organizational performance?

 

According to Paul Nutt and Robert Backoff, the _____ attribute of a vision communicates the future clearly through powerful imagery of where an organization is headed.

 

According to Scott-Morgan et al., which of the following is NOT a characteristic of an effective vision?

 

According to Scott-Morgan et al., _____ highlights the work required to achieve a vision

 

According to Kimberly Boal and Robert Hooijberg, the _____ component of vision is based on information and expresses outcomes.

 

According to Kimberly Boal and Robert Hooijberg, the _____ component of vision appeals to values and beliefs, and thus underpins the motivation and commitment that are key to the implementation of the vision.

 

According to Ira Levin, the first step to be taken when using vision as storytelling is to

 

Which of the following statements is true of goals?

 

Which of the following is true of missions statements?

 

According to Hay and Williamson, the _____ dimension of vision is a shared view within an organization of how markets work, what drives customers, competitors, industry dynamics, and the impact of geopolitical events.

 

According to Nutt and Backoff’s assessment of organizational contexts in terms of their abilities to produce visionary strategic change, _____ organizations are classified as those that have limited resources but high acceptance of the need for change.

 

According to Nutt and Backoff’s assessment of organizational contexts in terms of their abilities to produce visionary strategic change, _____ organizations have a context in which visionary processes are likely to be most successful.

 

According to Nutt and Backoff, _____ organizations have high resource availability but little acceptance of the need for change.

 

According to Nutt and Backoff, which of the following is a difference between overmanaged organizations and bold organizations?

 

According to Nutt and Backoff’s assessment of organizational contexts in terms of their abilities to produce visionary strategic change, bold organizations:

 

According to Nutt and Backoff’s assessment of organizational contexts in terms of their abilities to produce visionary strategic change, rigid organizations:

 

According to Nutt and Backoff, the _____ approach to crafting a vision is one in which the CEO provides the strategic vision for an organization.

 

According to Nutt and Backoff, the _____ approach to crafting vision is one in which the CEO provides visionary ideas and gets selected individuals and groups within an organization to further develop these ideas within some broad parameters.

 

According to Holpp and Kelly, the _____ approach to developing vision relies on the use of imagination and imagery to encourage staff to participate in vision development.

 

According to Holpp and Kelly, the _____ approach to developing vision requires focusing on the actions and standards utilized by the organization’s toughest competitors.

 

According to Holpp and Kelly, the _____ approach to developing vision is the most externally focused.

 

A vision is most likely to fail if it is _____.

 

According to Lipton, which of the following is NOT a key way in which skillful visions can benefit organizations?

 

According to William Gardner and Bruce Avolio, _____ is the art of managing that includes influencing others to accept a leader’s interpretation of the vision by stressing its importance and aligning it with their values.

 

According to William Gardner and Bruce Avolio, _____ is the selection of symbols, artifacts, props and settings to reinforce a vision.

 

_____ defines the reason for the existence of an organization.

 

A lack of vision is associated with organizational decline and failure.

 

According to the coach image of change, vision emerges from the clash of chaotic and unpredictable change forces.

 

According to John Kotter, effective visions are focused enough to guide decisionmaking yet are flexible enough to accommodate individual initiative and changing circumstances.

 

Ira Levin argues that some vision statements have a “bumper sticker” style, based on jargon and fashionable terms.

 

According to Nutt and Backoff, rigid organizations have a context in which visionary processes are likely to be most successful.

 

According to Holpp and Kelly’s approaches to developing vision, the benchmarking approach is more internally focused, whereas the intuitive and analytical approaches have an external focus.

 

While some visions stand the test of time and remain applicable and adaptable to new situations and environments, others need to be overhauled in order to remain relevant.

 

According to William Gardner and Bruce Avolio’s dramaturgical perspective of the processes used by leaders to enact their visions, “staging” refers to the final enactment of a vision.

 

Core values are durable guiding principles.

 

It is more important to create an organization with a vision than to have a charismatic chief executive with a personal vision.

 

The _____ image of managing change argues that the purpose of communication is to ensure that people understand what is going to happen and what is required of them.

 

The _____ image of managing change argues that the purpose of communication is to let people know the “why” of changes, their inevitability, and how best to cope and survive them.

 

The _____ image of change views the purpose of communication as a way to ensure that people share similar values and are aware of what actions are appropriate to those values.

 

_____ occurs when more new information is provided more quickly than recipients can process.

 

_____ occurs when meanings are misinterpreted due to intentional or unintentional problems during the sending or receiving of the message.

 

Which of the following statements is true of change-related communication?

 

Which of the following is most likely to reduce the communication problem of message overloading?

 

In organizational communication, _____ includes coding and decoding problems and errors, perceptual filters, and any other distractions that damage the integrity of the communication channel.

 

According to Deborah Tannen, _____.

 

According to Eddie Erlandson, many senior managers are _____, in that they are fast thinkers who have opinions on every topic and are analytical, data-driven, impatient, and think that they are smarter than most other people.

 

Which of the following statements is true of alpha males?

 

Which of the following is a power tell of dominant individuals?

 

Change managers are most likely to avoid the situation of negative emotions and a loss of trust in management by _____ which involves self-evaluation to reduce the emergence of negative emotions and to identify corrective actions where necessary.

 

Which of the following is a power tell of submissive individuals?

 

_____ is thinking about how others are likely to think and feel about a change.

 

A person exhibits _____ by engaging in intentional, interpersonal interactions with staff to minimize their perceptions that changes are likely to lead to harm for them.

 

Which of the following statements signals higher status of the person uttering the statement, perhaps indicating anger, and informal conversation is not appropriate?

 

According to Joseph Daly, which of the following will NOT make managers more trusted by staff during times of change?

 

Under the communication strategy of _____, employees are showered with a wide variety of information.

 

Under the communication strategy of _____, information that is limited to core organizational issues is quickly provided to staff who are passive recipients.

 

Under the communication strategy of _____, fundamental issues remain the focus, but management engages employees in a dialogue about the change process and seeks to identify obstacles and misunderstandings that need to be addressed.

 

Under the communication strategy of _____, a defensive approach is used to identify and respond to employee rumors and innuendos regarding changes.

 

According to Stace and Dunphy, _____ transitions aim for widespread involvement and emphasize face-to-face communication as well as the use of change teams to identify initiatives and broaden commitment.

 

According to Stace and Dunphy, _____ tend to follow from organizational crises and draw on formal, top-down modes of communication that attempt to force people to comply with the new direction.

 

According to Kathleen and Kevin Reardon, in the _____ style of leadership, leaders are performance- and results-oriented and their communication style is directive.

 

According to the Kathleen and Kevin Reardon, in the _____ style of leadership, leaders explore strategic options through analysis and reasoning.

 

Which of the following is NOT a stage of change identified by Kathleen and Kevin Reardon?

 

According to Lengel and Daft, which of the following media is the lowest in the media richness hierarchy?

 

Which of the following statements is true of face-to-face communication?

 

With regard to change communication, Bill Quirke suggests that the _____ type of target audience know that they will be affected by a change and are interested and concerned about the change.

 

Men are more likely to downplay their certainty, and women are more likely to minimize their doubts.

 

Women are more likely to ask questions than men.

 

When male change managers wish to communicate change using a style that is not direct, competitive, confrontational, and authoritative, they can be seen as “going soft,” and becoming “touchy-feely.”

 

Humor can reduce the gap, and tension, between manager and staff while packaging a message.

 

Information overload can be problematic in organizations where employees are already in receipt of a high volume of other information.

 

The “spray and pray” strategy is also known as the “communication clutter” approach.

 

According to Jeanie Duck, managers often fail to realize that they are sending out messages even when they are not formally communicating.

 

Incremental transitions seek to de-emphasize face-to-face communication.

 

In the inspirational style of leadership, leaders develop a vision of the future and seek to encourage cohesion, and their communication style involves creating trust and mobilizing people around the change program.

 

According to Lengel and Daft, nonroutine, difficult communications preferably need to be performed through the face-to-face communication format.

 

Which of the following reasons is NOT cited in the text as a cause of resistance that a change manager will have to diagnose before taking action?

 

People find it easier to support changes when

 

Which of the following factors is most likely to make the people in an organization lose conviction that a change is necessary?

 

Which of the following is the most likely negative consequence of excessive change in an organization?

 

Being critical, finding fault, ridiculing, or using facts selectively are _____ signs of resistance to change.

 

Agreeing in person but not following through, procrastinating, or dragging one’s feet are _____ signs of resistance to change.

 

Which of the following is NOT one of the symptoms of active resistance to change?

 

Which of the following statements is true of resistance to change?

 

In the context of resistance to change in an organization, which of the following statements is true of the role of change managers?

 

In the context of resistance to change in an organization, which of the following is the difference between employee resistance and management resistance?

 

According to Cynthia Scott and Dennis Jaffe’s stages of coping with change in an organization, at the last stage of the cycle, individuals

 

According to Cynthia Scott and Dennis Jaffe’s stages of coping with change in an organization, at the first stage of the cycle, individuals

 

When change managers try to induce acceptance of an organizational change, _____.

 

Which of the following statements is true of managing resistance to change in an organization?

 

Which of the following is NOT a part of Kotter and Schlesinger’s strategies for managing resistance to change?

 

According to Kotter and Schlesinger’s contingency approach to managing resistance to change in an organization, change managers should move quickly if:

 

According to Kotter and Schlesinger’s contingency approach to managing resistance to change in an organization, change managers should move slowly if:

 

According to Cynthia Scott and Dennis Jaffe’s stages of coping with change, the _____ stage involves a refusal to recognize the situation being faced.

 

According to Cynthia Scott and Dennis Jaffe’s stages of coping with change, attention is focused on new courses of action during the _____ stage.

 

According to Karp, which of the following statements would be considered “the stall”?

 

According to Karp, which of the following statements would be considered “the projected threat”?

 

According to Karp, which of the following statements would be considered “the guilt trip”?

 

Which of the following strategies for dealing with resistance to change is most appropriate when the resistance is caused by a fear of the unknown?

 

The explicit and implicit coercion strategy for dealing with resistance to change is most appropriate when the resistance to change is caused by

 

Which of the following statements is true of the explicit and implicit coercion strategy for dealing with resistance to change?

 

Which of the following is a disadvantage of using the facilitation and support strategy to deal with resistance to change?

 

Which of the following is an advantage of using the manipulation and co-optation strategy to deal with resistance to change?

 

According to the _____ perspective on resistance to change, resistance is a sign that not everybody is on board in terms of making the change and resistance can and must be overcome in order to move change forward.

 

According to the _____ perspective on resistance to change, resistance is possible but likely to be short lived and ultimately futile. According to this perspective, at best, resistance might temporarily delay change rather than halt its inevitable impact.

 

According to the _____ perspective on resistance to change, resistance needs to be recognized and expected as change takes people out of their comfort zones.

 

A change is more likely to be supported by the employees of an organization if it results in lower remuneration.

 

Different people interpret change, and therefore respond to change, in different ways, at different times, depending on their current role and past experience.

 

People’s readiness for change will be affected by their perceptions of the likely effect of change on their personal interests.

 

There are many reasons organizations may experience complacency. These include a track record of success and the absence of a visible crisis.

 

People may resist change, not always because they think that the proposed change is wrong, but because they believe the timing to be wrong.

 

One form of excessive change is when an organization is pursuing several change initiatives at once, and these are perceived by people in the organization as unrelated or, even worse, in conflict.

 

The least reliable predictor of how people will interpret the implications of an announcement of change is their experience of previous organizational changes.

 

Where the past experience with change in an organization has been positive, cynicism is likely to result, which in turn reduces willingness to engage in future change efforts.

 

The symptoms identified with passive resistance to change include being critical, ridiculing, and sabotaging.

 

It is important not to assume that the only ones who may not respond positively to proposals for change are “the managed” and not the managers.

 

The stance of middle managers in particular can have a critical effect on the outcome of change initiatives because they are often responsible for implementation.

 

Individual reactions to change typically involve working through a series of natural psychological stages.

 

According to John Kotter, which of the following statement is true of change in organizations?

 

Which of the following images is most likely to help managers be aware of potential component breakdowns and see their role in terms of maintenance and repair?

 

_____ strategies assume that people pursue their own self-interest.

 

_____ strategies assume that changes occur when people abandon their traditional, normative orientations and commit to new ways of thinking.

 

_____ strategies rely on achieving the intended outcomes through the compliant behavior of those who have less power.

 

In _____ change outcomes, it is assumed that some, but not all, change intentions are achievable.

 

In _____ changes outcomes, the dominant assumption is that intended change outcomes can be achieved as planned.

 

Which of the following images of change outcomes recognizes that managers often have great difficulty achieving the change outcomes that were intended?

 

A change manager as _____ has the task of creating meaning for others, helping them to make sense of events and developments that, in themselves, constitute a changed organization.

 

The image of change manager as _____ assumes that even small changes can have a large impact on organizations, and that managers may be unable to control outcomes of these changes.

 

Which of the following argues that organizational change is nonlinear, is fundamental rather than incremental, and does not necessarily entail growth?

 

Which of the following images is most likely associated with the image of a manager being able to shape change?

 

Which of the following images is most likely associated with the image of a manager being able to control change?

 

_____ argue that organizational changes unfold over time in a messy and iterative manner, and thus rely on the image of change manager as navigator.

 

Which of the following theories does NOT reinforce the caretaker image of managers of change?

 

_____ views organizations passing through well-defined stages from birth to growth, maturity, and then decline or death.

 

According to life-cycle theory, the second stage of the natural developmental cycle of an organization is _____.

 

_____ focuses on how the environment selects organizations for survival or extinction, drawing on biology and neo-Darwinism.

 

According to DiMaggio and Powell, which of the following is NOT one of the pressures associated with the similarities in the actions of organizations that result from the interconnectedness of organizations that operate in the same sector or environment?

 

According to DiMaggio and Powell, government-mandated changes are an example of _____ pressure.

 

According to DiMaggio and Powell, when organizations imitate the structures and practices of other organizations in their field, they succumb to _____ pressure.

 

The image of management as a controlling function has deep historical roots.

 

Power-coercive strategies rely on achieving the intended outcomes through the compliant behavior of those who have less power.

 

Power-coercive strategies of change assume that changes occur when people abandon their old orientations and commit to new ones.

 

There has been less attention paid to the images of intended change outcomes in commentary on change management than to unintended change outcomes.

 

Maturity is the final stage of the natural development cycle of an organization according to lifecycle theory.

 

Population ecology theory draws on biology and neo-Darwinism.

 

In general, the implication of population ecology theory is that managers have little sway over change where whole populations of organizations are affected by external forces.

 

According to the _____ perspective of organizational change, firm survival depends on satisfying shareholders.

 

According to the _____ perspective of organizational change, organizations and human systems are complex and evolving and cannot be reduced to a single objective of maximizing shareholder value.

 

_____ occurs when organizations imitate the structures and practices of others, but not necessarily in the same sector, and usually those that they consider to be legitimate and successful.

 

When managers respond to the latest management fad in an attempt to be seen as professional and progressive, the organizational change is a response to _____.

 

ChevronTexaco and Coca-Cola were under court orders to improve their record on diversity management. This is an example of change as a response to _____.

 

When change is forced on organizations through formally mandated legislation and regulation, it is known as _____.

 

_____ pressures include government mandates such as new laws and policies.

 

_____ arise when interdependent organizations persuade each other to behave in particular ways, and to collude with each other in certain actions.

 

Which of the following does NOT exemplify geopolitical pressures that impact organizations?

 

Which of the following is NOT one of the global environmental forces for change that was identified by John Kotter?

 

During the 1990s, problems cited against Walt Disney Company’s board of directors included all of the following EXCEPT:

 

According to Boyd et al., a(n) _____ occurs when the environment is (objectively) stable, but managers perceive it as turbulent and take (unnecessary) actions.

 

According to Boyd et al., _____ occurs when managers threaten the survival of their firms by failing to act because they perceive the environment as stable when it is (objectively) turbulent.

 

Hypercompetition forces companies to:

 

The view that “the outside world” is a construction based on individual perceptions is referred to as the _____.

 

Which of the following is a force for change?

 

Which of the following is NOT a force for change?

 

Which of the following is a force for stability?

 

Which of the following is NOT a force for stability?

 

_____ strategies are designed to maintain organizational effectiveness by adapting to external changes.

 

_____ strategies are designed to maintain organizational efficiency by avoiding change, by shielding an organization from external pressures.

 

According to Brian Toft and Simon Reynolds, which of the following statements is true of passive learning?

 

According to David Buchanan, post-incident change contexts _____.

 

Internal organizational change drivers include all of the following EXCEPT:

 

The U.S. Mint faced a dilemma about whether it should produce coins as a passive organization following the dictates of the Federal Reserve and Congress or act like a marketbased organization. This is an example of a(n):

 

Which of the following is most likely an advantage that new chief executive officers (CEOs) have over their predecessors?

 

Which of the following is NOT an advantage that new chief executive officers (CEOs) have over their predecessors?

 

The tussle between Philip Purcell and John Mack for the chief executive’s position at Morgan Stanley after the company was bought by Dean Witter and Discover Financial Services Inc. in 1997 is an example of _____.

 

During the 1990s, which of the following was cited by BusinessWeek as having one of the worst corporate boards in the United States?

 

Organizational change can occur as a simple response to the latest management fad or fashion.

 

Formal coercive pressure occurs when organizations are forced to change to meet new requirements relating to, for example, pollution, taxation, or affirmative action.

 

Inside out perspective means assessing how climate change will affect how the organization operates.

 

John Kotter argued that four sets of forces were translating global trends and developments into organizational adaptations and changes: new technologies, the expansion of international trade, maturing markets, and the end of the “cold war.”

 

Reputational pressures always develop slowly over time.

 

Generally, all managers respond to external pressures for change in the same way.

 

“Trapped by success” is another reason why organizations can fail to respond to pressures for change.

 

Adaptability, impatient capital markets, and competitive advantage are all forces for organizational change.

 

According to Warner Burke, which of the following is a way in which organizational models can be useful?

 

According to Warner Burke, which of the following is NOT a way in which organizational models can be useful?

 

Which of the following is NOT a part of Weisbord’s six-box organizational model?

 

According to Weisbord’s six-box organizational model, the question “Do all tasks have incentives?” is associated with _____.

 

According to Weisbord’s six-box organizational model, the question “Have we adequate coordinating technologies?” is associated with _____.

 

Which of the following is based upon the proposition that organizational effectiveness is influenced by many factors, and that successful change depends on the relationships between those factors?

 

Which of the following is NOT a factor identified in the 7-S framework?

 

According to the 7-S framework, _____ refers to the formal organization design.

 

According to the 7-S framework, _____ refers to how managers are developed.

 

According to the 7-S framework, _____ refer to an organization’s vision.

 

According to the 7-S framework, _____ refers to patterns of management actions, how managers spend their time, what they pay attention to, the signals that they send about priorities, and attitude to change.

 

Which of the following is NOT a component of the star model?

 

According to the four-frame model, the _____ frame concerns how power and conflict are dealt with, and how coalitions are formed.

 

According to the PESTLE framework, which of the following factors is concerned with competitor behavior?

 

According to the PESTLE framework, which of the following factors is concerned with demographic trends?

 

Which of the following involves the imaginative development of one or more likely pictures of the characteristics of the possible futures for an organization sometimes, but not necessarily, considering “best-case/worst-case” possibilities?

 

What does the “S” stand for in the PESTLE framework?

 

According to the cultural web, which of the following concerns the most influential management groups in an organization?

 

According to Rosabeth Moss Kanter, segmentalist organizations are characterized by _____.

 

Which of the following change diagnostics was developed by Kurt Lewin and involves identifying the forces that are respectively driving and restraining movement toward a given set of outcomes, called the “target situation”?

 

According to Rafferty et al., which of the following is an example of an internal context enabler that influences individual change readiness?

 

Which of the following is the first step in stakeholder analysis?

 

Unlike traditional organization designs, built-to-change organization designs _____.

 

Diagnosis with regard to organizational change is going to happen whether or not explicit diagnostic tools are used.

 

In the 7-S framework, “strategy” refers to an organization’s vision.

 

According to the star model, misalignment between the structure of an organization and its strategy leads to friction.

 

According to the star model, processes and lateral capability relate to how performance is measured and compensated, in ways that align individual actions to organizational objectives.

 

According to the four-frame model, without the capacity to use multiple frames, managers may become locked into their one favored way of seeing the world—and their organization—and then fail to see other critical aspects or issues.

 

Gap analysis is usually criticized as being overly complex in terms of reviewing an organization’s position.

 

Strategy is often considered to be at the heart of change.

 

According to Hambrick and Fredrickson, misalignment of the five elements—arenas, vehicles, differentiators, staging, and economic logic—indicates a potential need for change.

 

The strategic inventory involves a much less sophisticated analysis than that provided by the widely used SWOT approach to understanding an organization’s strengths, weaknesses, opportunities, and threats.

 

According to the receptive organizational context, organizational receptiveness is likely to be high when there is no pressure for change.