Question 1

In which of the following situations would you expect an organisation to adopt transformational change over incremental change?

Accepted Answer

A)  Following the launch of a new product 
B)  In a stable environment which changes little 
C)  Following excellent annual profit results 
D)  Following a major crisis 
A)  Following the launch of a new product 
B)  In a stable environment which changes little 
C)  Following excellent annual profit results 
D)  Following a major crisis

Question 2

In transformational change it is important to destroy all aspects of the old culture and create a new one.

Accepted Answer

A) True 
 B)False

Question 3

Which of the following might be a disadvantage of using external change agents?

Accepted Answer

A)  They do not understand the culture and so cannot properly understand why things happen as they do. 
B)  Their experience and expertise is from a different organisation. 
C)  They bring new ideas which contradict the status quo. 
D)  They symbolise the importance of the change process because their fees are so high. 
A)  They do not understand the culture and so cannot properly understand why things happen as they do. 
B)  Their experience and expertise is from a different organisation. 
C)  They bring new ideas which contradict the status quo. 
D)  They symbolise the importance of the change process because their fees are so high.

Question 4

Which of the following is most likely to be a problem when trying to overcome resistance?

Accepted Answer

A)  Highlighting that change is needed 
B)  Striking from too low a power base 
C)  Being associated with a respected outsider 
D)  Being part of a team 
A)  Highlighting that change is needed 
B)  Striking from too low a power base 
C)  Being associated with a respected outsider 
D)  Being part of a team

Question 5

Change levers may involve objects, events, acts or people that convey, maintain or create meaning over and above their functional purpose. What term is used for this type of lever?

Accepted Answer

A)  Degraders 
B)  Operations 
C)  Rites 
D)  Symbols 
A)  Degraders 
B)  Operations 
C)  Rites 
D)  Symbols

Question 6

The best way to manage strategic change is to use authority to set direction and means of change.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following is often the most important challenge to achieving strategic change?

Accepted Answer

A)  Changing the paradigm 
B)  Finding a suitable change agent 
C)  Identifying the key symbols 
D)  Making effective plans 
A)  Changing the paradigm 
B)  Finding a suitable change agent 
C)  Identifying the key symbols 
D)  Making effective plans

Question 8

A forcefield analysis provides a view of change problems that focuses on forces reacting against change.

Accepted Answer

A) True 
 B)False

Question 9

Which three of the following are useful categories when carrying out forcefield analysis?

Accepted Answer

A)  Culture 
B)  Pushing 
C)  Resisting 
D)  Additional 
E)  Style 
A)  Culture 
B)  Pushing 
C)  Resisting 
D)  Additional 
E)  Style

Question 10

Which of the following is a tool for diagnosing organisational context?

Accepted Answer

A)  PEST analysis 
B)  Cultural Web 
C)  Porter's 5 forces 
D)  Porter's Diamond 
A)  PEST analysis 
B)  Cultural Web 
C)  Porter's 5 forces 
D)  Porter's Diamond

Question 11

What is meant by the term force field analysis?

Accepted Answer

A)  It is a measure of the resistance staff have to a proposed change. 
B)  It is a technique for refreezing an organisation following a change. 
C)  It is a technique for evaluating the positive and negative forces for change. 
D)  It is one of Porter's 5 forces. 
A)  It is a measure of the resistance staff have to a proposed change. 
B)  It is a technique for refreezing an organisation following a change. 
C)  It is a technique for evaluating the positive and negative forces for change. 
D)  It is one of Porter's 5 forces.

Question 12

Which of the following aspects of an organisation do you think would be most difficult to change?

Accepted Answer

A)  Culture 
B)  Systems 
C)  Structure 
D)  Technology 
A)  Culture 
B)  Systems 
C)  Structure 
D)  Technology

Question 13

What term is used for the process by which an attempted change is reinterpreted according to the old culture?

Accepted Answer

A)  Hijacking 
B)  Behavioural compliance 
C)  Disconnectedness 
D)  Reinvention 
A)  Hijacking 
B)  Behavioural compliance 
C)  Disconnectedness 
D)  Reinvention

Question 14

Using an external change agent has the major advantage that they do not inherit the cultural baggage of the organisation and therefore bring a dispassionate view to the process.

Accepted Answer

A) True 
 B)False

Question 15

Which of the following is not a lever for managing strategic change?

Accepted Answer

A)  Symbolic processes 
B)  Reinforcing the taken- for- granted assumptions 
C)  Turnaround strategy for firms in crisis 
D)  Challenging the taken- for- granted assumptions 
E)  Changing organisational routines 
A)  Symbolic processes 
B)  Reinforcing the taken- for- granted assumptions 
C)  Turnaround strategy for firms in crisis 
D)  Challenging the taken- for- granted assumptions 
E)  Changing organisational routines

Question 16

Which of the following does not apply to charismatic leaders?

Accepted Answer

A)  Of particular benefit in the face of uncertainty 
B)  Concerned with building a vision for the organisation 
C)  Focus on designing systems and controlling the organisation's activities 
D)  Energise people to achieve the vision 
A)  Of particular benefit in the face of uncertainty 
B)  Concerned with building a vision for the organisation 
C)  Focus on designing systems and controlling the organisation's activities 
D)  Energise people to achieve the vision

Question 17

Transformational change is a stage in a broader programme of incremental change.

Accepted Answer

A) True 
 B)False

Question 18

Which of the following items is not an example of how culture can negatively affect strategy implementation?

Accepted Answer

A)  Where culture is not aligned with the needs of the strategy the desired behaviours may not be present and it will be necessary to change the culture. 
B)  The existence of a fragmented culture (i.e. several sub- cultures) will make a single cohesive implementation strategy hard to enact. 
C)  Culture generates inertia and so can lead to resistance to change. 
D)  A conservative and risk- averse culture is likely to be resistant to change, as change will be viewed as a threat. 
E)  Culture plays a boundary defining role between one organisation and another. 
A)  Where culture is not aligned with the needs of the strategy the desired behaviours may not be present and it will be necessary to change the culture. 
B)  The existence of a fragmented culture (i.e. several sub- cultures) will make a single cohesive implementation strategy hard to enact. 
C)  Culture generates inertia and so can lead to resistance to change. 
D)  A conservative and risk- averse culture is likely to be resistant to change, as change will be viewed as a threat. 
E)  Culture plays a boundary defining role between one organisation and another.

Question 19

Drawing up a cultural web often highlights important blockages and facilitators to change.

Accepted Answer

A) True 
 B)False

Question 20

Change agents may be the creator of the strategy, key managers within the organisation or may be brought in as a consultant for the duration of the process.

Accepted Answer

A) True 
 B)False

In which of the following situations would you expect an organisation to adopt transformational change over incremental change?

In transformational change it is important to destroy all aspects of the old culture and create a new one.

Which of the following might be a disadvantage of using external change agents?

Which of the following is most likely to be a problem when trying to overcome resistance?

Change levers may involve objects, events, acts or people that convey, maintain or create meaning over and above their functional purpose. What term is used for this type of lever?

The best way to manage strategic change is to use authority to set direction and means of change.

Which of the following is often the most important challenge to achieving strategic change?

A forcefield analysis provides a view of change problems that focuses on forces reacting against change.

Which three of the following are useful categories when carrying out forcefield analysis?

Which of the following is a tool for diagnosing organisational context?

What is meant by the term force field analysis?

Which of the following aspects of an organisation do you think would be most difficult to change?

What term is used for the process by which an attempted change is reinterpreted according to the old culture?

Using an external change agent has the major advantage that they do not inherit the cultural baggage of the organisation and therefore bring a dispassionate view to the process.

Which of the following is not a lever for managing strategic change?

Which of the following does not apply to charismatic leaders?

Transformational change is a stage in a broader programme of incremental change.

Which of the following items is not an example of how culture can negatively affect strategy implementation?

Drawing up a cultural web often highlights important blockages and facilitators to change.

Change agents may be the creator of the strategy, key managers within the organisation or may be brought in as a consultant for the duration of the process.

Introducing Strategy

The Environment

Strategic Capability

Governance and Stakeholders

Strategy and Culture

Business-Level Strategy

Innovation Entrepreneurship

Corporate Diversity

International Strategy

Directions Methods

Organising for Success

Enabling Success

Managing Change

The Practice of Strategy

Filters

Exam 14: Strategy Development Processes

In which of the following situations would you expect an organisation to adopt transformational change over incremental change?

In transformational change it is important to destroy all aspects of the old culture and create a new one.

Which of the following might be a disadvantage of using external change agents?

Which of the following is most likely to be a problem when trying to overcome resistance?

Change levers may involve objects, events, acts or people that convey, maintain or create meaning over and above their functional purpose. What term is used for this type of lever?

The best way to manage strategic change is to use authority to set direction and means of change.

Which of the following is often the most important challenge to achieving strategic change?

A forcefield analysis provides a view of change problems that focuses on forces reacting against change.

Which three of the following are useful categories when carrying out forcefield analysis?

Which of the following is a tool for diagnosing organisational context?

What is meant by the term force field analysis?

Which of the following aspects of an organisation do you think would be most difficult to change?

What term is used for the process by which an attempted change is reinterpreted according to the old culture?

Using an external change agent has the major advantage that they do not inherit the cultural baggage of the organisation and therefore bring a dispassionate view to the process.

Which of the following is not a lever for managing strategic change?

Which of the following does not apply to charismatic leaders?

Transformational change is a stage in a broader programme of incremental change.

Which of the following items is not an example of how culture can negatively affect strategy implementation?

Drawing up a cultural web often highlights important blockages and facilitators to change.

Change agents may be the creator of the strategy, key managers within the organisation or may be brought in as a consultant for the duration of the process.

Introducing Strategy

The Environment

Strategic Capability

Governance and Stakeholders

Strategy and Culture

Business-Level Strategy

Innovation Entrepreneurship

Corporate Diversity

International Strategy

Directions Methods

Organising for Success

Enabling Success

Managing Change

The Practice of Strategy

Filters