Q&A Hero

Q: Which of the following is true about the seven factors under McKinsey's framework? A. Skills are the core values of the company that are evidenced in the corporate culture and the general work ethic. B. Strategy is used to describe the leadership approach employed in the company. C. Staff signifies how the company is organized overall and who reports to whom. D. Style is the deployment of specific employees. E. Systems are the procedures that employees perform to get work accomplished.

Q: Which of the following is true about creating short-term wins? A. It reduces faith in the change effort. B. It keeps critics at bay. C. It rewards slackers. D. It replaces a need for systemic change. E. It maintains the status quo.

Q: Don, a Florida citrus grower, has been advised to remove and destroy infected trees across the 10 acres of his groves and construct psyllid (a pest) proof structures to house the healthy citrus trees. Don wants the entire community to be aware of the problem. He hosts a growers' council next week wherein he has invited a government official and his buddy, Manuel, to speak. Manuel used to own a grove in Arizona that was destroyed by this same disease. According to Kotter's model, which stage of change is Don in? A. Unfreezing the status quo B. Framing a jungle C. Forming a guiding coalition D. Creating a vision E. Empowering action

Q: Which of the following is the first stage of change in Kotter's model? A. Getting the vision right B. Creating a sense of urgency C. Creating short-term wins D. Consolidating gains E. Forming a guiding coalition

Q: According to Bridges, what is the largest problem with most change initiatives? A. Framing the problem inaccurately B. Unfreezing the wrong system components C. Making change in increments that are too small D. Failing to take into account the human transitions E. Reinforcing motivators

Q: In Lewin's force field analysis, the quickest path to change is to: A. frame the situation differently. B. challenge comfort zones. C. increase driving forces. D. remove obstacles. E. help workers reinforce the status quo.

Q: John's department went through a major reorganization last year with the upgradation of technology, transfer of five employees, and the office moving to a more economical location. Last week, for the first time, the department achieved their production numbers. According to Lewin, what state of change is the department in? A. Refreezing B. Unfreezing C. Storming D. Thawing E. Framing

Q: During Lewin's unfreezing state of organizational change: A. the status quo is reaffirmed. B. change agents propose and explain their solutions. C. inertia is overcome and a readiness to change is created. D. comfort zones are challenged. E. motivating forces are reduced.

Q: Manipulation and co-optation involve selectively using information and implied incentives.

Q: When changes being suggested result in people losing their status, it is referred to as loss of control.

Q: Resistance is an inevitable reality of change management.

Q: Reframing is the process of looking at organizational issues through multiple lenses.

Q: Technological interventions involve organization structure and new product or service introductions.

Q: Social interventions deal with culture and teamwork.

Q: Strategic interventions deal with changes is work area configurations and division of labor.

Q: Short-term gains and highly visible rapid changes will help embed the change and gather momentum.

Q: While presenting data, one must remember to define all areas possible in order to provide a complete presentation.

Q: Energy created by feedback comes from both the content and the process.

Q: Appreciative inquiry involves looking for what is right and effective in a system.

Q: In data collection, an opinion survey is one in which a person's behavior and reactions are recorded as a narrative.

Q: In order to ensure consistency and reliability, only one method should be employed to collect data.

Q: The best way to reinforce a singular goal is to use a balanced scorecard.

Q: Results-oriented goals lead to more direct and urgent strategy development.

Q: The chance for success reduces when information pertaining to the change is made more transparent.

Q: Appreciative inquiry involves asking a series of probing questions that strengthen a system's positive potential.

Q: Real change in an organization involves considerable overlap and skipping among various phases.

Q: In an effective planned change process, collecting data is essentially always the first step.

Q: According to the McKinsey 7S model, style is the procedure that employees perform to get work accomplished.

Q: Creating long-term wins is a recruiting method for success, as it nourishes faith in the change effort.

Q: Kotter's description of empowerment is similar to Lewin's argument about unfreezing.

Q: Empowering involves rewarding in ways that inspire, promote optimism, and build self-confidence.

Q: In order to establish a buy-in, one should communicate by relying on memos and reports and avoid heartfelt communications.

Q: According to John Kotter, the first step in a successful change intervention is raising a feeling of urgency.

Q: Kotter's change model is based on analyzing where change initiatives go wrong.

Q: According to William Bridges, change is the same as transition.

Q: According to Lewin, the best way to change the status quo is to increase restraining forces.

Q: According to Lewin's model, the changing stage involves overcoming inertia and breaking down existing ways of thinking.

Q: Fear is the best motivator of change.

Q: What are the common factors that influence the employment of an appropriate strategy?

Q: Resistance to change can come about for many reasons. Explain.

Q: Elucidate the four frames model developed by Lee Bolman and Terrence Deal.

Q: Explain Total Quality Management as a technological intervention. Also, distinguish it from Six Sigma.

Q: Explain the interventions involving organization structure, reporting relationships, target markets and customers, and new product or service introductions.

Q: List any seven data collection methods.

Q: List the five fatal flaws identified by Robert Schaffer that lead to change relationship failures.

Q: Discuss how the role of smart change agents varies in the change process.

Q: What guidelines surround the setting of an agenda in an appreciative enquiry?

Q: List the seven key factors identified under McKinsey's 7S framework.

Q: Creating short-term wins is a recurring method for success. Justify.

Q: What key elements of effective communication should be remembered to avoid clutter while communicating?

Q: Behind every good change initiative is a group of influential and effective champions. Explain.

Q: What is Kotter's assertion about creating a sense of urgency?

Q: Explain the model of organizational change developed by Kurt Lewin as an extension of his force field analysis.

Q: Which of the following is true about the fundamental lessons of change? A. Change for change's sake. B. Define your change goals in terms of results. C. Ignore customers. Focus on the organization. D. Focus on the change, not on future organizational state. E. Go for big wins.

Q: Block suggested that many organizational changes fail because: A. frames are not frozen. B. an engineering model is applied. C. transition effects are minimized. D. sufficient intervention data is not analyzed. E. structural models are insufficient.

Q: A disadvantage of the _____ approach to overcoming resistance to change is that it can be too expensive, especially if others are alerted to this possibility. A. education and communication B. manipulation and co-optation C. participation and involvement D. implicit and explicit coercion E. negotiation and agreement

Q: An advantage of the _____ approach to overcoming resistance to change is that it is speedy and can overcome any kind of resistance. A. education and communication B. participation and involvement C. facilitation and support D. implicit and explicit coercion E. negotiation and agreement

Q: The _____ approach to overcoming resistance is commonly used when people are resisting because of adjustment problems. A. education and communication B. manipulation and co-optation C. facilitation and support D. implicit and explicit coercion E. negotiation and agreement

Q: The _____ approach to overcoming resistance is commonly used when there is a lack of information and analysis. A. education and communication B. manipulation and co-optation C. facilitation and support D. implicit and explicit coercion E. negotiation and agreement

Q: Which of the following is true about burning platforms as a technique for reducing resistance to change? A. It automatically creates a positive urgency. B. Fear is not the best sustaining force for change. C. It builds trust in the organization. D. It eliminates panic and facilitates movement. E. Feedback mechanisms are automatically built in and monitored.

Q: Which of the following is true about Bolman and Deal's organizational frames? A. They help change agents to look at the problems from a single frame. B. They help change agents to tailor human needs to satisfy organizations. C. They integrate organic and mechanistic approaches into one system. D. They replace problem-solving and data collection efforts for the change agent. E. They help change agents identify the various options inherent in any setting.

Q: A "jungle" refers to Bolman and Deal's _____ organizational frame. A. structural B. technological C. political D. human resource E. symbolic

Q: A "factory" refers to Bolman and Deal's _____ organizational frame. A. structural B. technological C. political D. human resource E. symbolic

Q: A change agent advises a product distributor to change to regional warehousing instead of direct shipment. This is an example of a _____ intervention. A. strategic B. social and human resources C. structural D. technological E. reframing

Q: A change agent advises a computer manufacturer to change its target market and distribution system. This is an example of a _____ intervention. A. strategic B. social and human resources C. structural D. technological E. framing

Q: Which of the following is true about the common sources of complacency? A. They do not include measurement of wrong performance indices. B. They do not include denial of problems. C. They do not include awareness of competitor performance. D. They do not include conformity. E. They do not include acceptance of low performance norms.

Q: What steps of action should a manager take to make a diverse team productive?

Q: Draw the differences between diversity awareness and stereotyping. Diversity awareness is characterized by: Being based on differences verified by empirical research on actual intergroup differences. Viewing cultural differences as neutral. Assuming a higher probability that members of a group share the traits of the group, but allows for individual differences. Stereotyping is characterized by:

Q: What are the three common traps that befall teams with respect to diversity awareness?

Q: Teams composed of individuals with diverse backgrounds have potential advantages that can enhance their performance. Justify.

Q: Making the business case for inclusiveness often references metrics. Explain.

Q: Elucidate any four characteristics of an inclusive culture. Decoding an organization by looking at power relations, policies, practices, processes, and daily interactions can be quite complex, but a few central characteristics stand out. A formal corporate statement: While it hardly guarantees action, in today's world the lack of a formal organizational commitment supporting inclusiveness can be seen as conspicuous by its absence. Symbols, rituals, and stories: Organizations that are serious about inclusiveness effectively integrate inclusive principles into all aspects of the organization, including designing structures and practices that support diversity, coordinating marketing efforts that consistently focus on creating, understanding, and serving diverse market segments, and thoughtfully managing international operations to insure they are in compliance with cultural norms and expectations. Provide opportunities for networks and support: Employee networks are excellent tools to foster inclusion in the workplace. Networks add more to an employee's work experience, fostering communication and relationship building.

Q: Discuss the five dimensions identified by Geert Hofstede along which people from national cultures tend to differ.

Q: Sheldon has been offered employment by two equally superior and competitive companies. What procedure of assessment will help Sheldon overcome his dilemma of choosing between the companies?

Q: The goals of Port Inc., a medium-sized manufacturer of hardware, include efficiency and competence. The company uses routine technology and the existing environment is stable. What organizational form must Port Inc., adopt and why?

Q: Flo & Lo Co. groups its activities based on its products and services offered to customers. Explain the organizational form adopted by the company.

Q: Sand & Paper Co. strongly believes in discretion and dynamism with a focus outside of the organization. Identify and explain the existing culture.

Q: Hammer 'n Nails LLC places high value on control and stability with a focus outside the organization. Explain the organizational culture that exists in the company.

Q: Elucidate how a hierarchical culture works in an organization.

Q: Explain the existence of clan culture in an organization.