MGT/362T CHANGE MANAGEMENT AND IMPLEMENTATION The Latest Version A+ Study Guide
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MGT 362T Entire Course Link http://www.uopstudy.com/MGT-362 ********************************************** MGT 362T Week 1 Practice: Wk 1 - Quiz Of the six images of managing change, the _____ and _____ images have their foundations in the field of organization theory. Multiple Choice • director; coach • navigator; interpreter • caretaker; nurturer • interpreter; caretaker
The _____ image of managing change assumes that change managers receive rather than initiate change. Multiple Choice • director • caretaker •
navigator • interpreter
Underpinned by the _____ image, the organizational development (OD) approach is one where its adherents present their developmental prescriptions for achieving change as being based, at least traditionally, upon a core set of values, values that emphasize that change should benefit not just organizations but the people who staff them. Multiple Choice • director • navigator • caretaker • coach
Underpinned by the _____ image, the sense-making approach maintains that change emerges over time and consists of a series of interpretive activities that help to create in people new meanings about their organizations and about the ways in which they can operate differently in the future. Multiple Choice • director • navigator • nurturer • interpreter
The primary background of Likert's organization development (OD) model is: Multiple Choice • Productivity and quality of work-life • National Training Laboratories (NTL) and T-groups • Strategic change • Participative management
Which of the following is NOT a core set of values contained in the organization development (OD) field? Multiple Choice • Humanistic values • Democratic values • Economic values • Developmental values
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http://www.uopstudy.com/ In the context of the core set of values of the organization development (OD) field, _____ values relate to openness, honesty, and integrity. Multiple Choice • humanistic • democratic • economic • developmental
In the context of the core set of values of the organization development (OD) field, _____ values relate to social justice, freedom of choice, and involvement. Multiple Choice • humanistic • democratic • economic • developmental
The introduction of and transition to new techniques and behaviors occur during the _________ phase of action research. Multiple Choice • problem identification • joint problem diagnosis • joint action planning • change actions
According to Cummings and Worley, which of the following is NOT a skill needed by an organization development (OD) practitioner? Multiple Choice • Intrapersonal skills • Interpersonal skills • Technical skills • General consultation skills
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http://www.uopstudy.com/ MGT 362T Week 1 Apply: Wk 1 - Change Management: A Fresh New Idea
MGT 362T Week 2 Practice: Wk 2 - Manager's Hot Seat: Change Required information Manager's Hot Seat: Change: More Pain than Gain As some organizations are uncomfortable with change, so are their employees. Employees are
often threatened by change and offer resistance to it. Resistance to change is an emotional/behavioral response to real or imagined threats to an established work routine. The degree to which employees feel threatened depends on whether the change is adaptive, innovative, or radically innovative. Lewin's Change Model helps to understand the stages of change so that they can be best managed. Employees experience varying levels of change depending on whether the change is adaptive, innovative, or radically innovative. Adaptive change is the least threatening as the reintroduction of a familiar practice. Innovative change is somewhat threatening and involves moderate complexity, cost, and uncertainty. Radically innovative change is considered extremely threatening and is the most complex, costly, and uncertain. Employees may be resistant to change for a number of reasons including surprise and fear of the unknown, fear of failure, climate of mistrust, and peer pressure. Kurt Lewin proposed a Change Model to explain how to initiate and manage and stabilize planned change and includes the stages of "unfreezing," "changing," and "refreezing." Each of these factors will be examined through this activity. Click the â–ş button to watch the video. Then, answer the questions that follow.
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http://www.uopstudy.com/ 1. As Rita becomes increasingly frustrated, Carlos tries to offer ______ by telling her how valuable her job is and how valuable she is. 2. As represented in this video case, the merger that occurred between these two companies represents a(n) _____ force affecting the need for change. 3. Juan and Rita are having trouble with new employees Peters and Jackson, indicating which of the four targeted areas of change is most needed? 4. Carlos wants Juan and Rita to handle the personality issues themselves. As the company did not make any thought-out change in anticipation of expected problems, it most likely is being affected by _______ change. 5.__________, a set of techniques for implementing planned change to make people and organizations more effective, would have been useful for this organization. 6. Organizational development would be most useful to this organization in terms of ________.
MGT 362T Week 2 Apply: Wk. 2 - Vision Statement Case Study
1. Based on the vision statements expressed, what is the significance relating to organizational structure? 2. In terms of developing an organizational structure accommodating change, which of the following statements is false 3. Organizational redesign and restructuring accommodating change includes, but is not limited to, the following considerations. 4. When change in organizational structure is being assessed, the change leader must consider employees as its most important asset. What are some of the step(s) that should be taken when reviewing the human factor of the change equation? 5. To what extent do stakeholders influence a plan and subsequent implementation of organization restructuring that accommodates change? 6. As the need for organizational change and restructuring is considered by the change manager 7. Initial positioning for potential success of organizational change requires 8.The implementation of a successful organizational restructuring includes, but is not limited to, the following actions. 9. Organizational structuring accommodating change may be due to the organization’s filing of legal action for reorganization in order to remain viable, which presents significant challenges for an assigned change leader. To what extent do the following considerations need to be included in any plan for organizational structuring? 10 From a holistic perspective, organizational structuring accommodating change consists of a number of elements that the change manager must assess using evidence-based tools such as environmental scanning that reveals components of the organization’s strengths, weaknesses, opportunities, and threats. Compartmentalization of each may indicate a partial restructuring and/or changes in processes. What would be considered driving factors for in the determination of wholesale restructuring versus partial restructuring?
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http://www.uopstudy.com/ MGT 362T Week 3 Practice: Wk 3 - Quiz
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 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: 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? Which of the following statements is true of resistance to change?
MGT 362T Week 3 Apply: Wk 3 - Manager's Hot Seat: ChangeInnovation in Aisle 9 At the beginning of the video, Priya ends her presentation by asking her colleagues to imagine “a world where you never have to wait in line for your groceries again!” What stage of Lewin’s Change Model is Priya exhibiting? Harry grants permission for Priya to start automated sales at one of Bergman’s locations. What stage of Lewin’s Change Model is Harry exhibiting?
Aiden tells Harry that, “The heart of Bergman’s would still be intact. All Priya is proposing here really is taking the idea of self-checkout a couple steps further…” Based on this statement, Aiden most likely believes automation represents ______ change. The need for change to automated sales at Bergman’s most likely arises from a(n) ______ force. Aiden and Priya believe automation is necessary so Bergman’s can be ______, not ______.
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http://www.uopstudy.com/ MGT 362T Week 4 Practice: Wk 4 – Quiz According to Warner Burke, which of the following is a way in which organizational models can be useful? Multiple Choice • By reducing the manageability of a complex situation • By helping to prioritize the issues that need most attention • By providing specific languages for different stakeholder groups to discuss organizational properties • By minimizing the interconnectedness of various organizational properties
According to Warner Burke, which of the following is NOT a way in which organizational models can be useful? Multiple Choice • By identifying key organizational interdependencies • By offering guidance about the appropriate sequence of actions in a change process • By providing a common language with which different stakeholder groups can discuss organizational properties • By predicting the magnitude of change
Which of the following is NOT one of the questions asked when performing gap analysis? Multiple Choice • Where are we now? • How did we get here? • Where do we want to get to? • What do we need to do in order to get there?
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http://www.uopstudy.com/ According to Rosabeth Moss Kanter, segmentalist organizations are characterized by _____. Multiple Choice • the compartmentalization of problem-solving • the ability to overthrow history and precedent • a cooperative environment • a flat organizational structure
Unlike traditional organization designs, built-to-change organization designs _____. Multiple Choice • include employment contracts based on expectations set out in the job description • hire people with the capabilities for the job for which they have applied • pay for the job and what it involves • include ongoing training in skills to support change
_____ change theorists and practitioners take an "it depends" approach in which the style of change, especially the style of leadership, is dependent on the scale of the proposed change and
the readiness of the staff to receive it. Multiple Choice • Compulsion • Contingency • Processual • None of these
The contingency change management approach is underpinned by the _____ image of managing change. Multiple Choice • director • follower • interpreter • caretaker
Process theories see change unfolding over time in a messy and iterative way and thus rely more heavily on the image of a change manager as a(n)_____. Multiple Choice • director • navigator • interpreter • caretaker
Which of the following is one of "the seven Cs of change" developed by the UK Chartered Institute of Personnel and Development? Multiple Choice • Capturing learning •
Criticizing stakeholders • Canceling communication • Capitalizing on losses
Which of the following companies developed the awareness, desire, knowledge, ability, and reinforcement (ADKAR) model of change? Multiple Choice • Prosci • Apple • McKinsey • Gartner
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http://www.uopstudy.com/ MGT 362T Week 4 Apply: Wk 4 - Power and Influence-Riding the Policy Wave Required information Manager’s Hot Seat: Power & Influence—Riding the Policy Wave To really understand leadership, we need to understand the concept of power and authority. Authority is the right to perform or command; it comes with the job. In contrast, power is the extent to which a person is able to influence others so they respond to orders. Managers need to be able to influence those around them in order to gain their commitment. Influence tactics may be hard or soft, and the tactic chosen may be contingent on the particular situation at hand. It’s November and the holiday rush is upon a mid-size retail surf store. The store manager is having a meeting with some of his staff. They are quite disgruntled about two new policies that have been put in place. First, employees who are clocking out of their shift need to wait for a manager to check them before leaving the premises. Second, employees cannot take any leave during the holiday rush between Thanksgiving and Christmas Eve. Employees are not happy about these policies. How is the leadership team handling the situation? How would you? Click the ► button to watch the video. Then, answer the questions that follow. Play Video
Mark responds to Brianna’s concerns about the new employee end-of-shift policy with “…This is a policy straight from corporate. We have to follow it.” What type of influence tactic is Mark utilizing? Multiple Choice • coalition tactics • exchange • rational persuasion • legitimating tactic • consultation
Required information Manager’s Hot Seat: Power & Influence—Riding the Policy Wave To really understand leadership, we need to understand the concept of power and authority. Authority is the right to perform or command; it comes with the job. In contrast, power is the extent to which a person is able to influence others so they respond to orders. Managers need to be able to influence those around them in order to gain their commitment. Influence tactics may be hard or soft, and the tactic chosen may be contingent on the particular situation at hand. It’s November and the holiday rush is upon a mid-size retail surf store. The store manager is having a meeting with some of his staff. They are quite disgruntled about two new policies that have been put in place. First, employees who are clocking out of their shift need to wait for a manager to check them before leaving the premises. Second, employees cannot take any leave during the holiday rush between Thanksgiving and Christmas Eve. Employees are not happy about these policies. How is the leadership team handling the situation? How would you? Click the ► button to watch the video. Then, answer the questions that follow. Play Video In response to the new employee end-of-shift policy Brianna proposes that Ollie pay its employees on their breaks instead of making them clock out. Brianna is most likely utilizing the ______ influence tactic. Multiple Choice • exchange • pressure •
personal appeals • ingratiation • inspirational appeals
Required information Manager’s Hot Seat: Power & Influence—Riding the Policy Wave To really understand leadership, we need to understand the concept of power and authority. Authority is the right to perform or command; it comes with the job. In contrast, power is the extent to which a person is able to influence others so they respond to orders. Managers need to be able to influence those around them in order to gain their commitment. Influence tactics may be hard or soft, and the tactic chosen may be contingent on the particular situation at hand. It’s November and the holiday rush is upon a mid-size retail surf store. The store manager is having a meeting with some of his staff. They are quite disgruntled about two new policies that have been put in place. First, employees who are clocking out of their shift need to wait for a manager to check them before leaving the premises. Second, employees cannot take any leave during the holiday rush between Thanksgiving and Christmas Eve. Employees are not happy about these policies. How is the leadership team handling the situation? How would you? Click the ► button to watch the video. Then, answer the questions that follow. Play Video Which of the following sources of power does Mark have in enforcing Ollie’s holiday scheduling policy? Multiple Choice • expert • referent • legitimate • exchange • consultation
Required information Manager’s Hot Seat: Power & Influence—Riding the Policy Wave
To really understand leadership, we need to understand the concept of power and authority. Authority is the right to perform or command; it comes with the job. In contrast, power is the extent to which a person is able to influence others so they respond to orders. Managers need to be able to influence those around them in order to gain their commitment. Influence tactics may be hard or soft, and the tactic chosen may be contingent on the particular situation at hand. It’s November and the holiday rush is upon a mid-size retail surf store. The store manager is having a meeting with some of his staff. They are quite disgruntled about two new policies that have been put in place. First, employees who are clocking out of their shift need to wait for a manager to check them before leaving the premises. Second, employees cannot take any leave during the holiday rush between Thanksgiving and Christmas Eve. Employees are not happy about these policies. How is the leadership team handling the situation? How would you? Click the ► button to watch the video. Then, answer the questions that follow. Play Video Based on the video, Mark seems to be a ______ leader while Sherry is more of a ______ leader. Multiple Choice • transformational; transactional • passive; active • active; passive • situational; transactional • transactional; transformational
Required information Manager’s Hot Seat: Power & Influence—Riding the Policy Wave To really understand leadership, we need to understand the concept of power and authority. Authority is the right to perform or command; it comes with the job. In contrast, power is the extent to which a person is able to influence others so they respond to orders. Managers need to be able to influence those around them in order to gain their commitment. Influence tactics may be hard or soft, and the tactic chosen may be contingent on the particular situation at hand. It’s November and the holiday rush is upon a mid-size retail surf store. The store manager is having a meeting with some of his staff. They are quite disgruntled about two new policies that have been put in place. First, employees who are clocking out of their shift need to wait for a manager to check them before leaving the premises. Second, employees cannot take any leave during the holiday rush between Thanksgiving and Christmas Eve. Employees are not happy about
these policies. How is the leadership team handling the situation? How would you? Click the ► button to watch the video. Then, answer the questions that follow. Play Video Mark’s apparent favoritism toward Amir is representative of Multiple Choice • leader-member exchange. • servant leadership. • charismatic leadership. • laissez-faire leadership. • transformational leadership.
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http://www.uopstudy.com/ MGT 362T Week 5 Practice: Wk 5 - Quiz 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. Multiple Choice • director • navigator • caretaker • coach
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. Multiple Choice • director • navigator •
caretaker • interpreter
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. Multiple Choice • director • navigator • caretaker • coach
_____ occurs when more new information is provided more quickly than recipients can process. Multiple Choice • Message overload • Message distortion • Message ambiguity • Message perception
_____ occurs when meanings are misinterpreted due to intentional or unintentional problems during the sending or receiving of the message. Multiple Choice • Message overload • Message distortion • Message ambiguity • Message perception
According to the _____ image of managing change, with respect to sustaining change, it is the
responsibility of the change manager to design the change process and direct others to comply to ensure that planned objectives are achieved. Multiple Choice • director • navigator • caretaker • coach
According to the _____ image of managing change, with respect to sustaining change, the change manager designs the change process to fit the context, recognizing that modifications will be required and that the outcome may not be as intended. Multiple Choice • director • navigator • caretaker • coach
According to the _____ image of managing change, with respect to sustaining change, change outcomes will be determined primarily by contextual factors and not by management intervention. Multiple Choice • caretaker • coach • interpreter • nurturer
According to the _____ image of managing change, with respect to sustaining change, the change manager's main role is to help others to develop the capabilities necessary to achieve the intended outcomes of the change. Multiple Choice
• caretaker • coach • interpreter • nurturer
According to the _____ image of managing change, with respect to sustaining change, the change manager develops understanding of the meaning and significance of the changes and what will count as successful outcomes. Multiple Choice • caretaker • coach • interpreter • nurturer
MGT 362T Week 5 Apply: Wk 5 - Evidence-Based Analytics and Decision Making Case Study The old adage “nothing is constant but change” implies that organizations are always in a state of flux and business leaders cannot necessarily keep pace with the rate of change. Thus, which of the following statements do you consider the most accurate. Multiple Choice • This observation indicates that business leaders’ ability to make effective decisions is limited by an uncertain future. • The use of evidence-based analytical tools is necessary to assess current situations and improve the quality of strategic decision making. • Considering the accelerated rate of change in today’s business climate, a permanent title of change manager should be adopted in organizations to scan the environment. • None of the above.
Refer to Highlight “Change Metrics”. Which of the following statements best describes why the business leaders altered their approach to the organizational crisis.
Multiple Choice • Upon assessment of the competitive environment using evidence-based analytics, Continental’s leaders recognized that the organization’s emphasis was misplaced, and changed its strategic objectives. • The bankruptcy court appointed independent overseers to force change. • Continental leadership was attempting to raise stock prices in anticipation of a buyout. • Union leadership was ready to call for a national walkout during the Chapter 11 hearings.
Upon review of the effectiveness of a strategic business decision using evidence-based analytics, business leaders may reverse course. Refer to Highlight, “Unanticipated Consequences at FedEx”. What factor(s) led to reversal of the new scheduling system? Multiple Choice • Restrictions on international air space were not accounted for in the decision making. • The cost of upgrading the technology infrastructure was cost prohibitive. • The new system contained assumptions that did not consider critical factors such as changes in time zones, travel time across hemispheres, and pilot flying hours. • There was an inadequate number of aircraft to accommodate the new schedule.
Sustainability of change is associated with: Check All That Apply • New working practicesNew working practices • Reductions in time to marketReductions in time to market • Adapting to circumstances to gain increasing benefits for organizational initiatives
Redesigning roles, staff selection, and redesign of reward systems is linked to Multiple Choice • Changing societal requisites and regulatory policies • Attracting employees • “human sustainability” policies to address human and social sustainability •
None of the above
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http://www.uopstudy.com/ Walking the Talk” is a(n) Multiple Choice • Euphemism • Theoretical term for employee / manager communication • Phrase that refers to a leader who encourages volunteer acts of initiatives, celebrates “smaller wins” and “corrections” in progress • Outdated term for leadership in today’s cyber world
When using evidence-based analytics in decision making, measurement is an essential tool in gauging progress. However, the leader needs to assess data based on the following consideration(s). Check All That Apply • To what extent is the measurement an accurate representation of the success of the change initiative?To what extent is the measurement an accurate representation of the success of the change initiative? • What is the relationship between the time of the measurement being reported and the timeframe over which the benefits of the change is expected to be delivered?What is the relationship between the time of the measurement being reported and the timeframe over which the benefits of the change is expected to be delivered? • What are the components of the measurement being monitored e.g. internal and/or external environmental factors and to what extent are they relevant to the organizational change?
Analytical tools and decision-making framework models are essential in the business leader toolbox to move an organization forward in refreshing the vision and associated strategies to achieve that vision. In order to sustain the change initiative, what are some actions necessary to prevent initiative decay? Check All That Apply • Ensure changes are sustainable, and are handed over to the operational environment of the organization.Ensure changes are sustainable, and are handed over to the operational environment of the organization.
• Develop capacity and capability for continuous improvement.Develop capacity and capability for continuous improvement. • None of the above.
In times of change, strong leadership is essential and cannot be overstated. While the use of metrics may reinforce presentation of a persuasive argument for change to stakeholders, leaders need to project certain qualities and values, which include, but not limited to the following. Check All That Apply • Leaders should be “role models” of the desired changes, focusing on organizational culture and developing a climate for continuous improvement.Leaders should be “role models” of the desired changes, focusing on organizational culture and developing a climate for continuous improvement. • Leaders must possess the qualities of integrity and credibility in order to communicate change and enlist the support for change among employees effectively.Leaders must possess the qualities of integrity and credibility in order to communicate change and enlist the support for change among employees effectively. • Leaders should empower change teams to take risks, communicate decision making authority clearly, and remove barriers to their progress accordingly.
As noted earlier, today’s business leaders are equipped with a “toolbox” to improve strategic decision-making involving change. However, not all initiatives should be sustained, which was referenced in the FedEx case. In distinguishing between “blameworthy” and “praiseworthy” change initiatives, what guidelines are relevant in determining the difference? Check All That Apply • "Blameworthy” failures include deliberate or inadvertent deviations from the prescribed practice."Blameworthy” failures include deliberate or inadvertent deviations from the prescribed practice. • Experimental approaches designed to improve performance are considered “praiseworthy”, because managers can learn from the failure.Experimental approaches designed to improve performance are considered “praiseworthy”, because managers can learn from the failure. • There are no failures that are considered acceptable, and differences don’t matter.