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30 Cards in this Set
- Front
- Back
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Introducing a new product is an example of a change called:
radical frame breaking incremental unplanned |
incremental
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Change that results in a major make-over of the company and/or its component systems is known as:
frame-bending change radical change reorganizational change creative change |
radical change
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Which of the following statements best describes incremental change?
It occurs randomly without a change agent’s direction It occurs as a result of specific efforts on its behalf by a change agent It is intense and all-encompassing It builds on existing operating methods and seeks to enhance or extend them in new directions |
It builds on existing operating methods and seeks to enhance or extend them in new directions
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New technologies and new systems are specific examples of:
radical change incremental change unplanned change informational change |
incremental change
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Which of the following statements best describes unplanned change?
It occurs at random without a change agent’s direction It occurs as a result of specific efforts on its behalf by a change agent It is intense and all-encompassing It is the discrepancy between an actual and a desired state of affairs |
It occurs at random without a change agent’s direction
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Which of the following statements best describes planned change?
It occurs as a result of specific efforts on its behalf by a change agent It is intense and all-encompassing It builds on existing operating methods and seeks to enhance or extend them in new directions It is the discrepancy between an actual and a desired state of affairs |
It occurs as a result of specific efforts on its behalf by a change agent
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The three phases of change are:
unfreezing, refreezing and evaluating unfreezing, changing and refreezing planning, implementing and evaluating unfreezing, modifying and refreezing |
unfreezing, changing and refreezing
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Phase One, unfreezing includes:
creating a felt need for change, minimising resistance to change reinforcing outcomes and evaluating results changing people, tasks, structure and technology making constructive modifications |
creating a felt need for change, minimising resistance to change
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Improper refreezing results in:
long-term internalisation change that is abandoned change that is completely implemented temporary complete compliance |
change that is abandoned
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Which of the following is the power base for rational persuasion?
rewards expertise punishments legitimacy |
expertise
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A rational persuasion strategy assumes that:
people have complex motivations behaviour is influenced by sociocultural norms people are influenced by logic people are motivated primarily through self-interest |
people are influenced by logic
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The change strategy that tries to command change through formal authority is:
incremental radical rational persuasion top-down |
top-down
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A normative-reeducative strategy seeks to:
offer people reasons and rationales for change convince others to change through logic change people through rewards and punishments establish social support for change |
establish social support for change
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The change strategy that attempts to bring about change by identifying or establishing values and assumptions so that support for the change naturally emerges is:
incremental radical rational persuasion shared power |
shared power
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An attitude or behaviour that reflects a person’s unwillingess to make or support a desired course of action is known as:
a performance gap resistance to change a stressor distress |
resistance to change
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Incremental change is:
change that results in a major make-over of the organization change that occurs more frequently and less traumatically as part of an organization’s natural change that is fairly radical change that takes place involuntarily |
change that occurs more frequently and less traumatically as part of an organization’s natural
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Planned change is change that:
occurs randomly or spontaneously happens as a result of specific efforts on the part of the change agent results in a major make-over of the organization change that occurs more frequently and less traumatically as part of an organization’s natural evolution |
happens as a result of specific efforts on the part of the change agent
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Offering information and encouragement is a good way to minimise resistance to change stemming from:
fear of the unknown need for security contrasting interpretations threatened vested interests |
fear of the unknown
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Delaying change and awaiting a better time is a good way to minimise resistance to change stemming from:
fear of the unknown no felt need for change poor timing threatened vested interests |
poor timing
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Education and communication should be used as a strategy to overcome resistance to change when:
people lack information other people have power to resist a person or group will lose something because of change other methods would not work |
people lack information
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Resistance to the change agent is most likely to occur with a change agent who:
has low emotional involvement in the change is not an employee of the company has different characteristics from key persons involved in the change uses a rational persuasion strategy |
has different characteristics from key persons involved in the change
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What strategy could be employed where people are resisting the change because there will be adjustment problems?
Try the change on a step-by-step basis Try giving facilitation and support Bring in expert testimony Continue with the change until the resistance stops |
Try giving facilitation and support
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When using explicit or implicit coercion to deal with resistance to change, a manager is most likely to:
use force to get people to accept change buy off leaders of resistance to gain their support help people see the logic of the change offer incentives to actual or potential resistors |
use force to get people to accept change
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Planned change often assumes that:
Change is often best unplanned Environmental scanning is unnecessary and time consuming The future is predictable and there is an end stage to be reached The future is unpredictable, so contingency planning is best |
The future is predictable and there is an end stage to be reached
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Child discusses the concept of “emergent change” and links this to:
the role of the Chief Exective Officer, and their decision-making capability the range and size of change resistance to change the strategic plan |
the range and size of change
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According to Marris, organizations that go through change need to allow employees:
To have access to resources needed to undertake change To have their say on strategic change issues Time to digest the changes, as they would if they endured a family bereavement To gain the competences required within a change process |
Time to digest the changes, as they would if they endured a family bereavement
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Which of the following is NOT a consideration that Williams, Dobson and Walters recommend when attempting to change organizational culture:
Change the people in the organization Changing behaviour Changing the corporate image Change the corporate strategy |
Change the corporate strategy
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Tichy argues that there are 3 fundamental set of problems associated with those people who design, manage and change organizations
Technological, structural and cultural design problems Technical design, political allocation and culture/ideological mix problems Cultural/ideological mix, technical design and resource based problems Cultural/ideological mix, structural and technical problems |
Technical design, political allocation and culture/ideological mix problems
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According to Miles, radical change is:
mission led, total-system based, and requires sustained organizational learning strategy led, total-system based, and requires sustained organizational learning vision led, total-system based, and requires sustained organizational learning goal led, requiring sustained organizational learning |
vision led, total-system based, and requires sustained organizational learning
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Force-coercion strategy:
tries to influence change by identifying or establishing values and assumptions that support change tries to influence change by persuading people through the strategic planning process tries to influence change through informal processes of promises or threats tries to command change through the formal authority of legitimacy, rewards and punishments |
tries to command change through the formal authority of legitimacy, rewards and punishments
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