Chat with AIExam 18: Creating and Managing Change
Discuss the change-specific reasons for resistance to change.Describe an example of each.Which of these reasons do you feel would be most difficult for you to manage? Why?
(31) 
Answered by Examlex AI CopilotChange-specific reasons for resistance to change can include fear of the unknown, loss of control, disruption of routine, and lack of trust in the change process.
An example of fear of the unknown could be a company implementing a new technology system that employees are unfamiliar with. This can lead to resistance as employees may be afraid of not being able to adapt to the new system and fear the potential negative impact on their job performance.
Loss of control can be seen in a situation where a manager is resistant to a change in company policies that will reduce their decision-making authority. This can lead to resistance as the manager may feel that their expertise and experience are being undervalued.
Disruption of routine can be illustrated by a team that is resistant to a change in work schedule that will require them to work different hours. This can lead to resistance as employees may feel that the change will disrupt their work-life balance and personal commitments.
Lack of trust in the change process can be seen in a situation where employees are resistant to a change in leadership, as they may not trust the new leader's vision and decisions.
Of these reasons, I feel that fear of the unknown would be the most difficult for me to manage. This is because I am someone who values stability and predictability, and the uncertainty that comes with change can be unsettling for me. I would need to work on building my resilience and adaptability to manage this resistance effectively.
Explain what it takes to be a change agent within the organization context.
(30) Answered by Examlex AI CopilotBeing a change agent within an organization requires a combination of skills, qualities, and actions. Firstly, a change agent needs to have strong leadership skills to inspire and motivate others to embrace change. This involves being able to communicate a clear vision for the change and being able to rally support for it.
Additionally, a change agent needs to be adaptable and open-minded, willing to listen to different perspectives and be flexible in their approach to change. They should also be able to think critically and strategically, identifying potential obstacles and developing plans to overcome them.
Building strong relationships and networks within the organization is also crucial for a change agent. This involves being able to collaborate with others, build trust, and influence key stakeholders to support the change initiative.
Finally, a change agent needs to be resilient and persistent, as driving change within an organization can be challenging and often met with resistance. They need to be able to stay focused and committed to their goals, even in the face of adversity.
Overall, being a change agent within an organization requires a combination of leadership, adaptability, relationship-building, and resilience. It also requires a deep understanding of the organization and its culture, as well as the ability to effectively communicate and implement change.
According to Collins and Porras,in a successful organization,long-term thinking and investment comes at the expense of demand for short-term results.
(30) 
VerifiedFalse
Coercion can be a risky method of dealing with resistance to change if it leaves people angry at the change initiators.
(36) Scenario A. Courtney and Wayne are managers in a medium-sized retail store. They have been notified by their district office (just as the extremely busy holiday season is beginning!) that there are several significant changes about to take place in their organization. While neither Courtney nor Wayne is enthusiastic about the changes, their reasons for "fighting back," as they put it, are different. Courtney believes that she might agree with the organization's ideas but hasn't seen enough information and would like to wait to meet and discuss the change before deciding. Wayne, on the other hand, sees no future in the change and doesn't believe that he will ever agree with the organization's idea. Wayne has a long history of disagreeing with "corporate." In fact, no one that works with Wayne can remember a single change that he has not challenged.
-Williams' reaction to the proposed organizational change is best characterized as
(39) Which of the following was identified as a "built-to-last" company?
(39) Describe the six specific approaches to enlisting cooperation in the change process.Give an example of a situation in which each would best be used?
(36) Instituting a change begins with establishing a vision of where the company is heading and is referred to as
(37) Collins and Porras argue that organizations must focus on both purpose beyond profit and pragmatic pursuit of profit.
(43) Identifying crises and opportunities occurs in which activity of leading change?
(38) Organizational development refers to the training that is available to improve employee acceptance of organizational change.
(28) Change efforts seen by employees as jumping on board the latest bandwagon,called the ______ approach,should be avoided.
(35) __________ refers to being able to achieve multiple objectives at the same time.
(30) When managers apply punishment or the threat of punishment to those who resist change,it is called
(34) ________ means putting together a group with enough power to lead a change.
(34) According to a recent study explain the four key factors that lead to sustained,superior organizational performance.
(32) A person who builds enduring greatness through a paradoxical blend of personal humility and professional will is called a
(31) __________ needs are those that customers acknowledge and try to satisfy.
(34) __________ includes being willing to seek new challenges and to reflect honestly on successes and failures.
(29) 
Filters
- Essay(0)
- Multiple Choice(0)
- Short Answer(0)
- True False(0)
- Matching(0)