Exam 13: Whole Organization and Multiple Organization Interventions: Part 2

Discuss the basic activities of TQM.

Targeting ______ during M&A, collective socialization tactics have been shown to increase embeddedness and reduce turnover among newcomers.

Of the four acculturation scenarios introduced, which one occurs when the acquired company relinquishes its cultural practices and adopts those of the acquiring company?

Which level often sees problems of gridlock, or failure to make change over time during the postcombination phase of the merger and acquisition interventions?

Interorganization networks are led by what is referred to as "network choreographers"; which of their identified roles requires them to bridge silos that exist in traditional organizations and create links between organizations?

______ is an intervention that makes use of the principle that in everday organizations, we self-organize as we bring new colleagues into conversations, debating ideas, sharing knowledge, challenging thinking, asking questions, and persuading others.

Differentiate the role of the practitioner in dialogic OD and diagnostic OD.

Much research and simulation has demonstrated that ______ result in reasons why mergers do not live up to their expectations.

Interorganization networks are led by what is referred to as "network choreographers"; which of their identified roles requires them to hold the vision and be comfortable with the ambiguity inherent in creating and growing something new?

Which of the following is NOT a key principles of Open Space Technology?

Provide details of the three phases within the merger and acquisition process.

From research, nearly half (49 percent) of respondents reported their organization was in need of "______"-meaning there were issues that resulted from poorly conducted merger and acquisition efforts.

In acquisition of stronger cultures, integration and separation are more effective strategies.

Research suggests that leadership ______ will increase threefold after an acquisition, complicating the continuity often needed in a turbulent circumstance.

Of the four acculturation scenarios introduced, which is when the acquired company gives up its cultural attributes but is unwilling to adopt those of the acquiring company, usually leading to a dissolution of the old organization?

Strategic planning and goal setting to develop superordinate goals and leadership development are appropriate interventions for which level?

At which level is the goal of M&A interventions to develop cooperative interactions between leaders and teams?

Organization design and large group interventions are appropriate for which level?

Of the four acculturation scenarios introduced, which one discusses the acquired company and acquiring company both retaining and relinquishing aspects of their cultural identities, perhaps sharing cultural elements between them?

What are some key conditions to ensure dialogic OD interventions can be successful?