Exam 2: Images of Change Management

The internal forces that can push change in unplanned directions include all of the following EXCEPT:

_____ strategies assume that changes occur when people abandon their traditional, normative orientations and commit to new ways of thinking.

_____ argues that change managers take broadly similar decisions and actions across whole populations of organizations.

_____ occurs when there is professionalization of work such that managers in different organizations adopt similar values and working methods that are similar to each other.

According to DiMaggio and Powell, when organizations imitate the structures and practices of other organizations in their field, they succumb to _____ pressure.

The image of management as a shaping function, enhancing both individual and organizational capabilities, has deep roots.

Which of the following theories does NOT reinforce the caretaker image of managers of change?

_____ views organizations passing through well-defined stages from birth to growth, maturity, and then decline or death.

In _____ change outcomes, the dominant assumption is that intended change outcomes can be achieved as planned.

The image of change manager as _____ assumes that even small changes can have a large impact on organizations, and that managers may be unable to control the outcomes of these changes.

In the _____ image, the management role is still one of control, although the ability to exercise that control is severely constrained by a range of internal and external forces that propel change relatively independent of management intentions.

According to DiMaggio and Powell, government-mandated changes are an example of _____ pressure.

Power-coercive strategies rely on achieving the intended outcomes through the compliant behavior of those who have less power.

In the _____ image, control is at the heart of management action, although a variety of external factors mean that, although change managers may achieve some intended change outcomes, they may have little control over other results.

_____ argue that organizational changes unfold over time in a messy and iterative manner, and thus rely on the image of change manager as navigator.

According to life-cycle theory, the second stage of the natural developmental cycle of an organization is _____.

The image of management as a controlling function has deep historical roots.

Both intended and unintended consequences may emerge from the actions of change managers.

According to DiMaggio and Powell, which of the following is NOT one of the pressures associated with the similarities in the actions of organizations that result from the interconnectedness of organizations that operate in the same sector or environment?

_____ strategies rely on achieving the intended outcomes through the compliant behavior of those who have less power.