BUSI 335 Connect Quiz 3 Vision and the Direction of Change, Change Communication solutions answers

BUSI 335 Connect Quiz 3 Vision and the Direction of Change, Change Communication Strategies, Resistance to Change solutions complete answers 

 

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

 

_____ statements define the reason for the existence of an organization.

 

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

 

In the context of individual resistance and management responses, which of the following statements would be considered "the projected threat"?

 

In the context of approaches to vision-crafting, the sell approach is used when the chief executive _____.

 

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

 

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.

 

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

 

One of the characteristics of effective organizational visions that Kotter advocated in 2012 was _____, which means that the vision must embody realistic, attainable goals.

 

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

 

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

 

Which of the following should be the purpose of communication when the change image is that of a “Coach”?

 

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

 

Which of the following communication methods is most likely to result in message overload and distortion?

 

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

 

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

 

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

 

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

 

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

 

Identify an example of a mission statement that uses imagery, not abstract, conceptual terms.

 

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

 

Women are more likely to ask questions than men.

 

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

 

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.

 

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.

 

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

 

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

 

Core values are durable guiding principles.

 

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.

 

People find it easier to support changes when

 

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

 

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

 

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

 

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.

 

Securitas AB, a traditional security guard service started using electronic security systems resulting in stronger client relations and higher margins. According to the ways of growth of organizations suggested by Malnight et al., this example best illustrates _____.

 

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

 

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.

 

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.

 

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

 

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

 

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

 

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

 

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.

 

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

 

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."

 

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

 

In the context of a vision statement that motivates organizational change, the “burning platform” theory implies _____.

 

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.

 

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.

 

According to research by management consulting firm Deloitte, purpose-driven companies _____.

 

In search of other ways to "create a better world for pets," Mars Petcare has developed ways of diagnosing and preventing pet health problems. According to the ways of growth of organizations suggested by Malnight et al., this example best illustrates _____.

 

According to the _____ image of change, external forces shape the change process, and missions/visions rarely have a major influence.

 

Carton and Lucas advocate an organizational vision that _____.

 

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

 

Venus et al. advocate an organizational vision that _____.

 

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.

 

Which of the following is true of the retrospective approach to defining corporate purpose?

 

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

 

According to Carlton and Lucas, the use of abstract rhetoric while creating organizational vision leads to _____.

 

Identify a true statement about the prospective approach to defining corporate purpose.

 

In the context of processing sensory information about the world, which of the following is most likely to have the maximum impact?

 

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

 

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

 

One of the characteristics of effective organizational visions that Kotter advocated in 2012 was _____, which means that the vision must appeal to stakeholder interests.

 

According to Blount and Leinwald, _____ is the key to motivation and motivated employees are the key to realizing an organization's objectives.

 

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 John Kotter, effective visions are focused enough to guide decision-making yet are flexible enough to accommodate individual initiative and changing circumstances.

 

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

 

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

 

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?

 

Which of the following statements is true of alpha males?

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

Agreeing in person but not following through, procrastinating, and feigning ignorance are _____ signs of resistance to change.

 

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

 

Which of the following is one of the four factors in the DICE model developed by the Boston Consulting Group as part of the change by checklist approach?

 

One of the main criticisms of the contingency approach is that:

 

The first step in Kotter's eight-stage model of transformational change is to develop the vision for change.

 

In the context of Kurt Lewin's stage model of change management, embedding or institutionalizing the new behaviors to prevent people from drifting back to previous ways of doing things is called:

 

The focus of the awareness, desire, knowledge, ability, and reinforcement (ADKAR) change model lies with the individuals who will be involved in and affected by change.

 

The processual approaches is similar to contingency theory in that both assume that:

 

According to Dunphy and Stace, the style of change adopted when an organization needs major adjustments to meet environmental conditions, where there is little time for participation, and where there is support for radical change is called _____ evolution.

 

According to Kotter's eight-stage model of transformational change, during the stage in which management would ensure that there is a powerful change group to guide the change, the actions taken would include:

 

According to the text, which of the following is a strength of the processual perspective on change?

 

What is the final step in Kotter's eight-stage model of transformational change?

 

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.

 

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

 

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.

 

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

 

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.

 

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

 

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 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.

 

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

 

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

 

There is no single, underlying theory that unifies the field of organization development (OD) as a whole.

 

Central to the traditional organization development (OD) approach is the role of the OD practitioner, who may be either internal or external to an organization.

 

The three-stage model for change that includes the processes of unfreezing, changing, and refreezing was developed by Joseph Juran.

 

One of the biggest strengths of the traditional organization development (OD) field was that it was well suited to handle large-scale organizational change.

 

According to the organization development (OD) approach, it is the bottom rung of an organization that is committed to the change process.

 

Under dialogic organization development (OD), the role of the OD consultant moved from being the provider of data for fact-driven decision making to being the facilitator of processes that encouraged "conversations" around change issues.

 

The dialogic organization development (OD) approach holds that "real change" only occurs when mindsets are altered and that this is more likely to occur through "generative conversations" than persuasion by "facts."

 

According to Bean and Hamilton, after the downsizing at Telenor, some staff accepted the corporate "alignment" frame, while others adopted an "alienated" frame and felt marginalized and feared for their job security.

 

The ability of a powerful actor to project sense-making onto a situation, shaping the interpretations of others, is known as projective sense-making.

 

Animation is one of the four drivers of organizational change whereby people remain in motion and may experiment.

 

Contingency approaches are still underpinned by the director image, but they do not claim to have discovered "the one best approach" for all types of organizational change.

 

The primary role of a change manager is to direct staff during complex situations.

 

Jeffrey Pfeffer and Robert Sutton advise change managers to create satisfaction among employees to make them welcome change better.

 

According to John Kotter, transformational changes often fail because the changes are not embedded and because victory is declared too soon.

 

Andrew Pettigrew cautioned against looking for single causes and for simple explanations for change; he instead pointed to the individual, group, organizational, social, and political factors that can affect the nature and outcomes of change.

 

The disadvantage of the "tell and sell" management style is that it may be seen as cosmetic, especially if consequences for staff are negative and serious.

 

The Hope Hailey-Balogun change kaleidoscope is a context-sensitive approach to the design and implementation of change.

 

Checklist approaches to change management assume that the process is logical and linear, and can therefore be controlled by planning and then following the correct set of steps.

 

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.

 

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 NOT one of the symptoms of active 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?

 

According to Cynthia Scott and Dennis Jaffe's stages of coping with change in an organization, at the last 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?

 

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"?

 

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?

 

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

 

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.

 

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) _____.

 

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.

 

_____ 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:

 

_____ 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?

 

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) _____.

 

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 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 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 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, 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 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.

 

_____ defines the reason for the existence of an organization.

 

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

 

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.

 

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.

 

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.

 

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

 

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.

 

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.

 

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

 

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.

 

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

 

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