Question 1

___ and ___ organisations are best placed to be able to cope with the changes required:

Accepted Answer

A)  decentralised, resourceful 
B)  creative, centralised 
C)  resilient, adaptable 
D)  small, diversified 
A)  decentralised, resourceful 
B)  creative, centralised 
C)  resilient, adaptable 
D)  small, diversified C

Question 2

A learning perspective views change as:

Accepted Answer

A)  occurring through a series of leaps of faith 
B)  using feedback to inform previous actions 
C)  achieving only small results from large steps, due to resistance to change 
D)  using feedback to alter the organisation's behaviour 
A)  occurring through a series of leaps of faith 
B)  using feedback to inform previous actions 
C)  achieving only small results from large steps, due to resistance to change 
D)  using feedback to alter the organisation's behaviour D

Question 3

Directive change management does not support retrenchment of employees.

Accepted Answer

A) True 
 B)False  False

Question 4

Quinn developed a model of ___ ___ to explain the practical steps involved in introducing change:

Accepted Answer

A)  logical incrementalism 
B)  systematic progression 
C)  random assessment 
D)  logical progression 
A)  logical incrementalism 
B)  systematic progression 
C)  random assessment 
D)  logical progression

Question 5

Hubbard,Rice and Galvin describe 'transformational change' as a process that seeks to transform:

Accepted Answer

A)  one aspect of how the organisation operates 
B)  some or all aspects of how the organisation operates 
C)  both of the above 
D)  none of the above 
A)  one aspect of how the organisation operates 
B)  some or all aspects of how the organisation operates 
C)  both of the above 
D)  none of the above

Question 6

Pfeffer and Sutton noted the importance of action over the role of talking-what they called the:

Accepted Answer

A)  'doing-talking' trap 
B)  'knowing-unknowing' trap 
C)  'doing-knowing' trap 
D)  'knowing-doing' trap 
A)  'doing-talking' trap 
B)  'knowing-unknowing' trap 
C)  'doing-knowing' trap 
D)  'knowing-doing' trap

Question 7

Lawson and Price's set of conditions needed to overcome employee resistance to change does NOT include:

Accepted Answer

A)  consistent role models whose desired behaviour can be copied 
B)  skills for the change 
C)  a purpose to believe in 
D)  systems that punish resistant behaviour 
A)  consistent role models whose desired behaviour can be copied 
B)  skills for the change 
C)  a purpose to believe in 
D)  systems that punish resistant behaviour

Question 8

Hubbard,Rice and Galvin assert that a key problem in implementing change is that the change being proposed is:

Accepted Answer

A)  transformational in nature 
B)  incremental in nature 
C)  not sufficiently far-reaching and radical 
D)  not necessarily accepted by the people in the organisation 
A)  transformational in nature 
B)  incremental in nature 
C)  not sufficiently far-reaching and radical 
D)  not necessarily accepted by the people in the organisation

Question 9

Quinn's logical incrementalism model:

Accepted Answer

A)  involves a change process based on objective and rational processes, using small steps to achieve the required change 
B)  involves a process of incrementally assessing changes in the strategic environment 
C)  does not involve analysis but rather involves incremental changes followed by incremental assessments 
D)  sees radical change as a sequences of incremental changes 
A)  involves a change process based on objective and rational processes, using small steps to achieve the required change 
B)  involves a process of incrementally assessing changes in the strategic environment 
C)  does not involve analysis but rather involves incremental changes followed by incremental assessments 
D)  sees radical change as a sequences of incremental changes

Question 10

Under a cognitive perspective,change requires no modification in managerial and employee cognition before any behavioural change will occur.

Accepted Answer

A) True 
 B)False

Question 11

Schein's argument for transformational change is described as:

Accepted Answer

A)  unfreeze/change/refreeze 
B)  thaw/melt/solidify 
C)  warm/expand/contract 
D)  imagine/depict/realise 
A)  unfreeze/change/refreeze 
B)  thaw/melt/solidify 
C)  warm/expand/contract 
D)  imagine/depict/realise

Question 12

The rational approach assumes that change is either driven from the top or everyone agrees what should be done.

Accepted Answer

A) True 
 B)False

Question 13

Provide four reasons for resistance to change.Describe how you would address one of them.

Accepted Answer

The reasons for resistance to change inc

Question 14

Both organisational transformation and incremental change are important for achieving strategy.

Accepted Answer

A) True 
 B)False

Question 15

The cognitive perspective encompasses those who believe in a political perspective.

Accepted Answer

A) True 
 B)False

Question 16

Kotter's reasons why change fails do NOT include:

Accepted Answer

A)  allowing too much complacency 
B)  permitting obstacles to block the vision 
C)  declaring victory too late 
D)  failing to create a sufficiently powerful guiding coalition 
A)  allowing too much complacency 
B)  permitting obstacles to block the vision 
C)  declaring victory too late 
D)  failing to create a sufficiently powerful guiding coalition

Question 17

Hubbard,Rice and Galvin suggest that a model for change needs to consider four variables:

Accepted Answer

A)  how little, how widespread, what process is needed, what barriers to implementation 
B)  how much, how wide, what process is lacking, what resources for implementation 
C)  how little, how widespread, what process is lacking, what barriers to implementation 
D)  how much, how widespread, what process is needed, what time and resources for implementation 
A)  how little, how widespread, what process is needed, what barriers to implementation 
B)  how much, how wide, what process is lacking, what resources for implementation 
C)  how little, how widespread, what process is lacking, what barriers to implementation 
D)  how much, how widespread, what process is needed, what time and resources for implementation

Question 18

Hubbard,Rice and Galvin suggest that there are two quite different perspectives about what constitutes 'strategic change':

Accepted Answer

A)  a context perspective (what to change) and a people perspective (who to change) 
B)  a content perspective (what to change) and a process perspective (how to change) 
C)  a timing perspective (when to change) and a content perspective (what to change) 
D)  a content perspective (what to change) and a rational perspective (why to change) 
A)  a context perspective (what to change) and a people perspective (who to change) 
B)  a content perspective (what to change) and a process perspective (how to change) 
C)  a timing perspective (when to change) and a content perspective (what to change) 
D)  a content perspective (what to change) and a rational perspective (why to change)

Question 19

The process of change management can be approached from three different theoretical perspectives:

Accepted Answer

A)  ratio analysis approach, learning outcome, cognitive behaviour 
B)  cognitive therapy, rational perspective, learning by doing 
C)  learning perspective, cognitive perspective, rational approach 
D)  rationing perspective, cogwheel methodology, learning approach 
A)  ratio analysis approach, learning outcome, cognitive behaviour 
B)  cognitive therapy, rational perspective, learning by doing 
C)  learning perspective, cognitive perspective, rational approach 
D)  rationing perspective, cogwheel methodology, learning approach

Question 20

Hubbard,Rice and Galvin describe the 'punctuated equilibrium model' of change as:

Accepted Answer

A)  the engagement, simultaneously, in both incremental and transformational processes 
B)  a choice, at any one time, between incremental and transformational processes 
C)  successful negotiation of periods of equilibrium that lead back into change 
D)  suggesting that incremental and transformational change are inimical 
A)  the engagement, simultaneously, in both incremental and transformational processes 
B)  a choice, at any one time, between incremental and transformational processes 
C)  successful negotiation of periods of equilibrium that lead back into change 
D)  suggesting that incremental and transformational change are inimical

_ and _ organisations are best placed to be able to cope with the changes required:

A learning perspective views change as:

Directive change management does not support retrenchment of employees.

Quinn developed a model of _ _ to explain the practical steps involved in introducing change:

Hubbard,Rice and Galvin describe 'transformational change' as a process that seeks to transform:

Pfeffer and Sutton noted the importance of action over the role of talking-what they called the:

Lawson and Price's set of conditions needed to overcome employee resistance to change does NOT include:

Hubbard,Rice and Galvin assert that a key problem in implementing change is that the change being proposed is:

Quinn's logical incrementalism model:

Under a cognitive perspective,change requires no modification in managerial and employee cognition before any behavioural change will occur.

Schein's argument for transformational change is described as:

The rational approach assumes that change is either driven from the top or everyone agrees what should be done.

Provide four reasons for resistance to change.Describe how you would address one of them.

Both organisational transformation and incremental change are important for achieving strategy.

The cognitive perspective encompasses those who believe in a political perspective.

Kotter's reasons why change fails do NOT include:

Hubbard,Rice and Galvin suggest that a model for change needs to consider four variables:

Hubbard,Rice and Galvin suggest that there are two quite different perspectives about what constitutes 'strategic change':

The process of change management can be approached from three different theoretical perspectives:

Hubbard,Rice and Galvin describe the 'punctuated equilibrium model' of change as:

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Analysing the organisation’s resources and capabilities

Measuring strategic organisation performance

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Capabilities,systems and structure

Leadership,people and culture

Filters

Exam 14: Change management

___ and ___ organisations are best placed to be able to cope with the changes required:

A learning perspective views change as:

Directive change management does not support retrenchment of employees.

Quinn developed a model of ___ ___ to explain the practical steps involved in introducing change:

Hubbard,Rice and Galvin describe 'transformational change' as a process that seeks to transform:

Pfeffer and Sutton noted the importance of action over the role of talking-what they called the:

Lawson and Price's set of conditions needed to overcome employee resistance to change does NOT include:

Hubbard,Rice and Galvin assert that a key problem in implementing change is that the change being proposed is:

Quinn's logical incrementalism model:

Under a cognitive perspective,change requires no modification in managerial and employee cognition before any behavioural change will occur.

Schein's argument for transformational change is described as:

The rational approach assumes that change is either driven from the top or everyone agrees what should be done.

Provide four reasons for resistance to change.Describe how you would address one of them.

Both organisational transformation and incremental change are important for achieving strategy.

The cognitive perspective encompasses those who believe in a political perspective.

Kotter's reasons why change fails do NOT include:

Hubbard,Rice and Galvin suggest that a model for change needs to consider four variables:

Hubbard,Rice and Galvin suggest that there are two quite different perspectives about what constitutes 'strategic change':

The process of change management can be approached from three different theoretical perspectives:

Hubbard,Rice and Galvin describe the 'punctuated equilibrium model' of change as:

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Analysing the organisation’s resources and capabilities

Measuring strategic organisation performance

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Capabilities,systems and structure

Leadership,people and culture

Filters

_ and _ organisations are best placed to be able to cope with the changes required:

Quinn developed a model of _ _ to explain the practical steps involved in introducing change: