Baker's Final

Front 1

An insufficient sense of urgency is a resistance response to change at which level of organization?

Back 1

Resistance is occurring at the organizational level. To cope with change, ensure a compelling case for the change has been made. Table 6.2. [pg.134]
Not enough people believe a change is needed and there is not a critical mass to move organization in another direction.

Front 2

According to research, which of the following is the most effective in making a positive change in executive performance?

Back 2

Subordinate feedback coupled with coaching. Getting feedback from their subordinates regarding the weak areas as a manager allowed for direct work on problem areas. Training then offered a space for executives to learn and grow while remaining aware of what still needed work. It proved to be a very effective tool for individual change amongst executives. [p.104-105]

Front 3

Feedback from executive coaches requires which of the following in order to be effective in the context of an organization change initiative?

Back 3

I feel like a loser but I really can’t find this. I’ve looked so many times. I’m sure it’s super obvious but I just can’t identify the answer within the text. Help please.

Front 4

An effective response to counter ideological resistance is:

Back 4

Because ideological resistance occurs out of intellect and a mismatch of values, using strong persuasion based as much as possible on data, facts, and substance will likely be more effective than opinion or argument. They will not be won over by being challenged. Make a strong, compelling case using the facts to gently win them over. [pg.110]

Front 5

Self-directed groups (a.k.a. self-managed groups) are found in:

Back 5

Companies that are “flattening.” Organizations are eliminating layers of hierarchy so they can be more adaptable, reflexive, and competitive in today’s market. A manager’s span of control widens, doubling sometimes, leading employees to be must more self-directed. They must learn to manage themselves. They have proven to be very successful. [pg.116]
More prevalent with organizations of late.

Front 6

Using closure and participation to help facilitate change applies to the:

Back 6

Individuals coping with change - According to William Bridges (1986), using a framework for the process of letting go, people move from surrender, to “no man’s land,” onto a new beginning.
Closure is most relevant to the surrender or disengagement phase. People feel as though they have “unfinished business.” In order to move passed this, people need to work on attaining closure. By getting people involved in making the change work, it helps to alleviate resistance. This is happening at the individual
level. [pgs.111-113]
Three ways to deal with change: conceptually, by achieving closure, and through participation.

(1) Surrender
(2) No man's land
(3) A new beginning

Front 7

Changing the entire system is a:

Back 7

Revolutionary - Multi-part process. Change of an entire organization rarely begins with the entire organization. Rather, change occurs initially in one level, individual for instance, and moves throughout the other levels once change has been achieved there. Larger-system level change is complex therefore, change must be approached strategically. [pgs.121-123]
Third-order utilizes multiple factors towards a goal.

Front 8

Large-group interventions and survey feedback are examples of:

Back 8

Change processes. They are the particular mechanisms used for change. Process refers to particular interventions used to significantly implement the change effort. [pgs.124-125]

Front 9

Friedlander and Brown’s (1974) review of early organization change research framed their review in terms of two types of interventions that led to outcomes. The two categories of interventions were:

Back 9

Page 136: “Friedlander and Brown (1974)… framed their review of research in the field in terms of ‘target interventions’ that led to outcomes. The two broad categories of interventions were people and technology, with the former emphasizing organizational processes, such as communication, decision making, and problem solving, and the latter emphasizing organizational task structures, such as task methods, job design, and organizational design. These two interventions could lead to two outcomes: human fulfillment and task accomplishment (see Figure 7.1).”

Front 10

Faucheux, Amado and Laurent (1982) broadened Friedlander and Brown’s (1974) context of organization change by adding a linkage between a given organization and:

Back 10

The society in which is resides.

Page 137, bottom pp: “Faucheux and his colleagues called for a stronger linkage between the social and the technical approaches. This sociotechnical linkage and the need to account for the broader context of organization change, such as understanding the relationship between a given organization and the society within which it resides, are critical. They contended that bringing about true organization change that is measurable and endurable requires such a linkage.”

Front 11

Another problem with early organization change research is that:

Back 11

1. This kind of research attempts to determine causation… What is overlooked is the larger system, the interconnectedness of the various parts, and the context, changes that are occurring in the industry, for example.
2. Most research on organization change is a snapshot, not a longitudinal view. Thus, it is difficult to determine how permanent a change may be.
3. Much research methodology and instrumentation is quite precise, but the meaning and interpretation of the data are anything but precise. History is often ignored, as is environmental context. Quantitative methods are not very useful for understanding an outcome that has multiple causes. The book also described this as “flat”, which may be one of the multiple choices.
4. The research often does not fit the needs of the user. The use of highly technical, if not esoteric, statistical procedures can make research outcomes so complicated that managers and executives in organizations (users) end up with glassy eyes wondering what all this may mean.

Front 12

What is beta change?

Back 12

A recalibration of the intervals along some constant dimension of reality. Page 140 explains it and gives an example.

Front 13

A phase space depicts:

Back 13

Page 142: “Phase space consists of a depiction of multiple behavioral measurements over time (the phase aspect). The depiction can be a three-dimensional graph (the space aspect) that shows how a particular behavior can be affected by, say, three variables over time. Example: how an individual’s responses in a particular situation may be affected by his or her level of aggressiveness, fear, and guilt, all at the same time and over time. Patterns of behavior can then be traced.”

Front 14

The planned organization change model developed by Porras (1987) is grounded in:

Back 14

Page 146: “Porras (1987) provided a model that is grounded in open system theory, that is, environment (input), organization (throughput), organization performance, and individual development (output), with a feedback loop connecting output back to input.”

Front 15

The shift from “normal” science for organization change research and theory moved to which of the following approaches?

Back 15

Page 141: ‘complex systems approach’… the study of organizations, meaning that organizational behavior can rarely be explained by analysis, that is, breaking down the system to its component parts: ‘Explaining the behavior of a complex system requires understanding (a) the variables determining the system’s behavior, (b) the patterns of interconnectedness among these variables, and (c) the fact that these patterns, and the strengths associated with each interconnection, may vary depending on the time scale relevant for the behaviors being studied.’”

Front 16

Which one of the following proposed that a “complete” organization change theory contain the four elements what, how, why and who/where/when?

Back 16

Whetten (1989)

Page 148: “Whetten (1989) has proposed that a ‘complete’ theory contains four elements:
1. What (constructs): factors that should logically be considered as explanatory parts of what is being considered, for example, if organizational, such factors as strategy, culture, and performance.
2. How (linkages): how the factors under What relate to one another, typically portrayed in the form of boxes and arrows; what comes before what (strategy and structure), and what causes what.
3. Why (conceptual assumptions): the logic underlying the theory or model. As Whetten put it, ‘The soundness of fundamental views of human nature, organizational requisites, or societal processes provide the basis for judging the reasonableness of the proposed conceptualization’.
4. The fourth element in Whetten’s criteria set includes the combination of Who/where/when: ‘These temporal and contextual factors set the boundaries of generalizability, and as such constitute the range of the theory’”

Front 17

When leaders first respond to changes in the environment that threaten the organization’s survival, their first concern should be:

Back 17

Pg. 157, pp1, “If the required change is discontinuous (a big leap), then we need to concentrate on the organization’s interface with its external environment, on the organization’s mission, goals, and strategy, and probably on the organization’s culture as targets for change”.

Front 18

Which of the following proposed that organizations get into trouble when their fundamental beliefs and assumptions no longer fit reality?

Back 18

Pg. 158, pp2: Theory of Business - Drucker (1994)
The fundamental beliefs and assumptions about what causes what and how success is defined.

Front 19

When leaders choose a model for the steps to follow when initiating organization change, they are focusing on:

Back 19

Pgs. 159-160. leaders must choose varying models depending on if they are dealing with discontinuous change or continuous change.
Discontinuous change looks at more transformational factors, such as external environment, mission, purpose, and strategy.
Continuous change looks at day-to-day operations and transactions such as products and services, work-flow processes, organizational structure, and information technology.
What makes it even less clear, he could be fishing for the answer righ tat the bottom of the page 159: “In summary, the content of organization change can vary. It can be mission and strategy, culture, structure, or systems.

Front 20

What are the four theories that Van de Ven and Poole identified as four ideal categories to help understand the how and why of change?

Back 20

Pgs. 161-163: Life-Cycle Theory, teleological Theory, Dialectical Theory, and Evolutionary theory.

Front 21

A study by Audia, Locke, and Smith found what authors call a “paradox of success.” What is the paradox?

Back 21

Pg. 159: Greater past success leads to greater strategic persistence after a radical change, and such persistence induces performance declines. Also, dysfunctional persistence is due to greater satisfaction with past performance, more confidence in the correctness of current strategies, higher goals and self-efficacy, and less seeking of information from critics.
Essentially, when you have been successful in the past, it is hard to accept the need for change or new ways of doing things.

Front 22

Schein did which of the following to Lewin’s three steps model of change?

Back 22

Pg. 165: Schein kept the stages but expanded and elaborated on each stage.
He proposed stages for planning change as opposed to steps.

Front 23

Bridge included in his transition model:

Back 23

Pgs. 168-169: Bridges model is for the individual but works for organizations as well. His transition model is similar to Lewin in that it takes a three step process including:
(1) Endings
(2) Neutral
(3) New beginnings

Front 24

Episodic organizational change:

Back 24

Organizational change that tends to be infrequent, intentional, and discontinuous.
Occurs during periods of divergence.
Tends to occur in distinct periods.

I could not find this in the chapter but this website has a good definition: http://www.seomoz.org/ugc/seo-a-process-of-episodic-or-continuous-change
Change made in this category is characterized by bursts of highly goal-directed changes, aimed at short term improvements. Episodic change is usually made from a distant perspective and triggered by a specific event.

Front 25

Participative management and a family metaphor are examples of theories to help create organization change at the:

Back 25

Pg. 175-177: Larger System level

Front 26

Empirical-rational, normative-reeducative and power-coercive strategies for effecting change are:

Back 26

Pg. 182: Strategies for effecting change in human systems. (it feels like he’s looking for an answer along the lines of individual/group/total system but the chapter really isn’t outlined like that. This is my best guess 

Meta strategies for change - each of these approaches the planning and implementation of change from different philosophical and practice-based sets of assumptions.

Front 27

Schein’s (2004) three concepts for diagnosing organization culture are:

Back 27

Pg. 232- 235: Surface observations or Artifacts, espoused beliefs and values, and basic underlying assumptions.

Front 28

Organization culture:

Back 28

Pg. 235: a set of basic assumptions defines for us what to pay attention to, what things mean, how to react emotionally to what is going on, and what actions to take in various kinds of situations.
Pg. 231: this is out of sequence from the other questions but the beginning of the chapter points out a few things. “The way we do things”

Culture is a transformation factor meaning:
a) systemwide
b) directly related to the external environment and
c) respect to change requires revolutionary rather than evolutionary interventions. [p.231]

Front 29

British Airways change effort was the result of a disruption in the organization’s:

Back 29

Pg. 240 last pp: the revolution at BA began as a result of a disruption from the airline’s external environment. Internally, the initial disruption was the huge reduction of BA employees. Then through a series of planned interventions, the culture was shifted to one of customer service and being competitive in the marketplace.

Front 30

Before its change, British Airways focused:

Back 30

Pgs. 237-240: BA was a militaristic organization focusing on engineering and safety. They had little focus on customer service. Bureaucratic.

Front 31

British Airway’s CEO helped facilitate acceptance to change by:

Back 31

Pg. 238 3rd pp: Keeping intact the engineering and maintenance functions.

Front 32

The purpose of the “Managing People First” programs was:

Back 32

Pg. 238 last pp: The “Managing People First” (MPF) programs were a 5 day session for managers to:
a. communicate more openly and build trust.
b. manage their people more participatively.
c. manage their direct reports more as a team and less in a one-on-one manner
d. provide constructive feedback in performance appraisal sessions with their people.

Front 33

Which of the following is ranked from most difficult to least difficult to change?

Back 33

Pg. 241 top: Values>Attitudes>Behavior
Easy Acronym: VAB/V>A>B

Values, norms, deeply held beliefs, and attitudes as well as long standing historical precedence constitute primary aspect of culture. [p.241]

Front 34

An intervention into any system first causes:

Back 34

Pg. 242, 3rd pp: “An intervention into a system causes disequilibrium, and the normal reaction is to seek equilibrium”.

Front 35

The success of using an organizational model that takes into account both external and internal organization factors to plot the course of organization change can be enhanced by:

Back 35

Page 246 bottom pp to Page 247 top pp: “The organizational model serves as a navigational chart that helps us to account for environmental factors both external and internal to the organization… Without leadership, planned organization change will never be realized. The leadership box in the Burke-Litwin model (pg. 214) is therefore critical. It is the leader who articulates and brings together the external environment with the organizational mission, strategy, and culture and then provides a vision for the future: the destination, the change goal(s).”

Measures over time, with multiple time measures being better, to determine whether one is on course, and if need take corrective steps.

Front 36

According to research by Kotter and Heskett (1992), the single most visible factor that distinguishes major cultural changes that succeed from those that fail is:

Back 36

Competent leadership

Page 247: “The single most visible factor that distinguishes major cultural changes that succeed from those that fail is competent leadership.”

Front 37

Which of the following is an accurate depiction of leadership?

Back 37

[NOTE: This question seems to include a “following” that wasn’t provided in the study guide, so I’m going with how the book defines leadership. You may also refer to tables 12.1 and 12.2 for more descriptions of leadership.]
Page 250: “Power is the capacity to influence others; leadership is the exercise of that capacity. In social psychology, a definition of the exercise of power is when Person A is able to get Person B to do something that B might not otherwise have done. Leadership can be defined accordingly, that is, the act of making something happen that would not otherwise occur. The operative phrase here is ‘making something happen.’”

Front 38

According to Burke’s informal research regarding perceptions of leader-manager distinctions in Japan, China and Great Britain:

Back 38

The leader-manager distinction. Leadership is not the same as authority and is different from management. [p.250]

Pages 252-254:
Japan: leaders are more personal about organizational goals, managers are more impersonal. Leaders start change, take risks, and revolutionary, whereas managers are administrators of change, rely on security, and are more conservative in reformation. (Table 12.3)
China: Leaders are a bit more top-down and in charge than the Japanese or Zaleznik and Burns (refer to Tables 12.1 and 12.2). Leaders are more aggressive, managers are more passive. Leaders direct, managers implement. Leaders are more political, managers are more business. (Table 12.4)
Great Britain: Leaders are more romantic, managers are more prosaic. Leaders motivate and inspire, managers instruct, order, and compel. Leaders are visionary, managers are goal seeking. (Table 12.5)
This is all accurate from the book but there has to be a shorter, easier answer he’s looking for since this is multiple choice. Any ideas?

Front 39

Leaders cannot lead unless:

Back 39

Page 255: “Leadership requires followership. A person may think that he or she is a leader, but if there is no one to follow, it does not matter what the person’s self-concept may be: Without a follower, a person is not a leader. Thus, leadership is about influence, but that influence is a reciprocal process. Leadership occurs when a potential follower exists and wants direction.”
Also, they cannot lead without Authority. The beginning of the sections talks about authority and the three points after are consistent with that.

Front 40

According to Bass (1998), a significant part of transformational leadership involves:

Back 40

Page 256: “The point is that a significant part of transformational leadership in Bass’s MLQ involves Charismatic-inpirational leadership.

charisma. Although Bass (1998) does not equate transformational with charisma, one gets the impression nevertheless that the two go together more often than not.”

1) charismatic leadership
2) inspirational motivation
3) intellectual stimulation and
4) individual consideration

Front 41

According to Zaccaro (2001), an executive’s two primary responsibilities or functions are:

Back 41

Page 258: “Zaccaro (2001) has provided a useful compendium of executive leadership… an executive has two primary responsibilities or functions:
1. Boundary management – monitoring the organization’s external environment, making choices about what to pay most attention to, analyzing the amorphous and complex information to make as much sense out of it as possible, and communicating this analysis to organizational members, particularly those in management roles.
2. Organizationwide coordination – making certain that units within the organization communicate with one another, determining what decisions need to be made and who should make them, and monitoring overall performance.”

Front 42

According to Jaques (1986), the higher one goes in the organizational management hierarchy:

Back 42

Conceptual qualities become more and more important as technical aspects become less important.

Page 259, bottom pp: “Jaques (1986) specified three primary leader characteristics – technical, interpersonal, and conceptual. At the lower ranks of management, the technical and interpersonal are most important, but the higher one goes in the hierarchy, the more conceptual qualities become important to one’s success, with the technical characteristic gradually becoming less important. Although the nature of what a leader-manager deals with day to day and interpersonal characteristics differ somewhat as a function of level in the hierarchy, the need for this leader characteristic remains critical regardless of level.”

Front 43

Phases of organization change:

Back 43

Pg. 296 Pre-launch, Launch, Post launch or further implementation, and Sustaining the change

Front 44

The launch phase is the time for:

Back 44

Pg. 296. Communicating the need for change, Initiating key activities, and dealing with resistance.

Front 45

Research evidence indicates that high-performing leaders:

Back 45

Pg. 271-275: There are sub-elements to each of these but I believe he will be looking for something along the lines of: High performing leaders are
a) self- aware in regards to how they see themselves compared to how others see them,
b) understand their motives ie which motives are the more important once for leading change, and
c) their values must be compatible with those of the organization.

Front 46

According to McClelland and Burnham (1976), managers who were rated by subordinates as high in degree of clarity (about what was expected of subordinates) and in promoting team spirit were:

Back 46

High need for power.

Pg. 273 1st pp: High in need for power motivation, low in need for affiliation, and high in inhibition, the organization's degree of clarity was greater and the team spirit was higher.

Front 47

Today, most organizational environments are:

Back 47

Pg. 277 1st pp: “today, most organizational environments are turbulent”

It is important to read the environment as accurately as possible so that timely and appropriate organizational responses could be made to ensure survival.

Front 48

An organization change effort:

Back 48

This one could be nearly anything but I stumbled across this:
Pg. 290 4th pp: “…organization change with all its complexities and nuances needs to have focus, proper emphases on priorities, and explanation, particularly of why we are doing these highly disruptive activities. Repeating the story time and again is one of the most important functions of the change leaders”.

Front 49

An overriding goal of sustaining organization change is to:

Back 49

This comes as an overall sense of pages 291-295.
The overriding goal seems to be to prevent equilibrium. Pg. 291, at the bottom, says equilibrium is the precursor to death. The chapter then goes on to talk about ways to counter equilibrium.
To keep the momentum, and implementing new initiatives time over and over.

Front 50

Transformational leadership is associated with:

Back 50

Discontinuous change
Pg. 295 last pp: “Leadership was considered in terms of transformational (more related to organization change that is discontinuous)…”