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Question
In addition to thinking about personal impacts, employees think about the benefits of change to the organization.
a. True
b. False
Answer
This answer is hidden. It contains 6 characters.
Related questions
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Change leaders should make every effort to create the most precise measurement systems possible.a. Trueb. False
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What, if any, are the dangers of an organization with low risk?
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One of the risks measured in the risk exposure calculator is the level of ambiguity present.a. Trueb. False
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What are the four perspectives in a strategy map?a. Financial, customer, internal, and learning & growthb. Financial, stakeholder, employee, and efficiencyc. Profit, systems, culture, and peopled. Profit, systems, learning, and stakeholders
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What is an example of an interactive control?a. Limits on spending authority at a managerial levelb. Stated organizational valuesc. Sales data based on changed selling effortsd. Market intelligence data
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What gets measured affects the direction and outcome of a change initiative.a. Trueb. False
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What does working the plan entail?
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What is the purpose of responsibility charting?a. To add to the annual report as a change-action documentb. To keep the projects at the forefront of employees’ minds, even if the responsibilities are irrelevantc. To keep projects on track and provide accountabilityd. To use guilt and public shame to get people to finish their assigned tasks
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Which of the following is not a suggested tool for action planning?a. A pro/con listb. A to do listc. Surveysd. Responsibility charts
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Which of the following is an example of emergent change?a. Organizational downsizing due to rapid growthb. A change initiative to modify the culture piloted by customer and staff feedbackc. A situation when the magnitude of the change is incremental in natured. Top-down structural changes to respond to changes in the market
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Discontinuous change involves a major break from the change.a. Trueb. False
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Change teams may include all of the following people except:a. Outside consultantsb. People who are completely committed to the changec. People who are open-minded and flexibled. A brand-new employee who has fresh eyes on the organization
Q:
What are Hunsakers four internal roles a change agent can play?a. Catalyst, solution giver, process helper, and resource linkerb. Positional leader, respected leader, knowledge leader, and networking leaderc. Starter, worker, helper, and finisherd. Dissenter, critical thinker, encourager, and champion
Q:
What is the difference between an experienced change agent and an expert change agent according to Miller?a. Experienced agents believe that powerful communication will convince people to sign on to a changeb. Experts understand that people have a limited capacity to absorb change and power, and sanctions aren’t sufficient to convince othersc. Experts believe that people may not be ready to change, so a comprehension plan must be developed to implement the visiond. Experienced agents understand that clear communication is the key to getting others on board with change
Q:
Change agent effectiveness is a function of what three things?a. Charisma, action, and situationb. Personality, vision, and situationc. Personality, reputation, actiond. Situation, urgency, personality
Q:
What are the four types of change leaders mentioned in the book?a. The emotional champion, the developmental strategist, the intuitive adapter, and the continuous improverb. The charismatic speaker, the quiet leader, the thoughtful relationship builder, and the small win makerc. The persuasive strategist, the intuitive planner, the brilliant thinker, and the ferocious fighterd. The developmental strategist, the charismatic speaker, the brilliant planner, and the intuitive improver
Q:
People who have experienced long periods of stability and minimal change are likely to respond to change in which of the following ways?a. Feeling unsettled with a higher perceived riskb. A tendency to trust periods of increased changec. A predisposition to try new strategies and tactics than the ones they have usedd. With anger and bitterness
Q:
What are common reactions during the change?a. Curiosity and engagementb. Discussion, teamwork, and interestc. Immobilization, denial, and sense of lossd. Confusion and resignation
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How might alignment issues cause a negative reaction to change?a. Everyone’s reactions to the change are not alignedb. Change leader asks you to do something incongruent with what existing structures and systems tell you to doc. The change is not widespread enough through the organizationd. The communication coming from the change leaders may be contradictory
Q:
Change leaders should approach mixed feelings using which of the following actions?a. Trying to push employees to accept the change regardless of their feelingsb. Ignoring ambivalence by emphasizing the benefits of the changec. Continue with the change plan and expect employees to get onboard when they’re readyd. Listen for information and sort out what actions are needed to achieve the change
Q:
Recipients of change are usually passive participants.a. Trueb. False
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Resistance to change should be avoided at all costs.a. Trueb. False
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Stakeholders with a positive commitment and a high understanding of the change will provide the strongest consensus.a. Trueb. False
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The early majority is the most apt group to seek change.a. Trueb. False
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What does homeostasis mean?a. A tendency toward changeb. A tendency toward equilibriumc. A tendency toward complexityd. A tendency toward laziness
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The more __________ people are, the more they will be willing to change.a. Intelligentb. Dissatisfiedc. Seniord. Involved
Q:
Which of the following aspects of culture is most difficult to change?a. Cultural artifactsb. Espoused beliefs and valuesc. Underlying assumptionsd. How people relate to one another
Q:
Organizational culture has a standard definition that is widely understood.a. Trueb. False
Q:
Which kind of power tends to be least important on its own?a. Positional powerb. Network powerc. Knowledge powerd. Personality power
Q:
Organizational politics are not an inherently negative force.a. Trueb. False