Question 1

Which of the following is a True statement about a "tempered radical" described by Debra Meyerson?

Accepted Answer

A)  They drive change by leveraging "small wins." 
B)  They have middle management roles. 
C)  They belong to the top management group. 
D)  They have a loud approach to leadership.

Question 2

Change managers are more successful where they hold lower level positions in the organization's informal network, regardless of their roles in the formal hierarchy.

Accepted Answer

A) True 
 B)False

Question 3

Which of the following is True of packaging moves?

Accepted Answer

A)  It concerns the ways in which relationships can be exploited to build support for ideas. 
B)  It concerns the ways in which ideas are "wrapped" to make them more appealing, urgent, and acceptable. 
C)  It concerns the groundwork that may need to be done in advance of selling the issues. 
D)  It concerns assessing top team support in an organization.

Question 4

The statement "I pay close attention to people's facial expressions" is a sample inventory item that shows apparent sincerity.

Accepted Answer

A) True 
 B)False

Question 5

According to Donald Kuratko and Michael Goldsby, which of the following discourages the entrepreneurial middle manager from taking risks and innovating?

Accepted Answer

A)  Systems and policies that encourage inconsistent, spontaneous behavior 
B)  Controls that discourage micromanagement 
C)  Simplified approval cycles with no documentation 
D)  Top-down management and lack of delegated authority

Question 6

Which of the following is a difference between the McBer competency model for the "top-notch" change manager (McB) and the Buchanan-Boddy change manager competency model (BB)?

Accepted Answer

A)  The BB "interpersonal skills" can be found under the McB "communication" heading, whereas the BB "diagnostic skills" are listed under "goals" in the McB model. 
B)  The BB model is fully comprehensive, whereas the McB framework is not. 
C)  The McB framework identifies "organization" skills, whereas the BB model does not. 
D)  The McB framework identifies a set of political competencies, whereas the BB model does not.

Question 7

Which of the following is an undesirable characteristic of a change manager?

Accepted Answer

A)  Inability to convey enthusiasm 
B)  Ability to not get easily intimidated 
C)  Ability to deal with politics 
D)  Inability to stick to a secretive, adversarial style

Question 8

_____ are people with skills in listening and problem solving who help others to cope with the stress of change.

Accepted Answer

A)  Toxic handlers 
B)  Happy campers 
C)  Organizational sweethearts 
D)  Mud filters

Question 9

Paddy Miller and Thomas Wedell-Wedellsborg advise innovative change managers to take their new ideas directly to senior management for approval.

Accepted Answer

A) True 
 B)False

Question 10

Which of the following statements describes the "change champion" defined by Tom Peters and Bob Waterman?

Accepted Answer

A)  The one who damns the bureaucracy and takes it on himself or herself to maneuver his or her projects through the system. 
B)  The one who encourages dissatisfaction with the status quo. 
C)  The one who brings together people, funding, and knowledge. 
D)  A small number of committed individuals driven by burning enthusiasm.

Question 11

According to Patrick Connor and Linda Lake, which of the following best explains the role of a "catalyst" in an organization?

Accepted Answer

A)  He or she brings together people, funding, and knowledge. 
B)  He or she assists others in dealing with organization change. 
C)  He or she offers suggestions for improvement. 
D)  He or she encourages dissatisfaction with the status quo among staff.

Question 12

Most of the actions required to develop change management capabilities are not necessarily costly.

Accepted Answer

A) True 
 B)False

Question 13

In which of the following ways can a change manager best develop social awareness?

Accepted Answer

A)  By focusing on how his or her proposal can help others meet their goals 
B)  By using the method of self-disclosure 
C)  By playing down power differences 
D)  By revealing confidential information to the staff

Question 14

Given the pressure, pace, stress, risks, and vulnerability of the role, change managers ideally need to be resilient.

Accepted Answer

A) True 
 B)False

Question 15

According to Paddy Miller and Thomas Wedell-Wedellsborg, when is it appropriate to "go into stealth mode" or "innovate under the radar"?

Accepted Answer

A)  When there are few gatekeepers to navigate 
B)  When the risks of failure are low 
C)  When there are hassle-free bureaucratic processes in place 
D)  When the reputational damage from being discovered is maximum

Question 16

A middle manager's understanding of frontline operations and issues is usually much better than that of senior management.

Accepted Answer

A) True 
 B)False

Question 17

In the context of the qualities required of change managers, the successful adaptation to life tasks in the face of social disadvantage or highly adverse conditions is called _____.

Accepted Answer

A)  fragility 
B)  indolence 
C)  obduracy 
D)  resilience

Question 18

Donald Schön used the term _____ to describe senior managers with "considerable power and prestige."

Accepted Answer

A)  process helpers 
B)  technological entrepreneurs 
C)  product champions 
D)  change champions

Question 19

In the context of the Buchanan-Boddy change manager competency model, which of the following refers to standing back from the immediate project and taking a broader view of priorities?

Accepted Answer

A)  Influencing skills 
B)  Team building 
C)  Negotiating 
D)  Helicopter perspective

Question 20

According to the text, a study that used university staff and students as participants found that political skill:

Accepted Answer

A)  correlates with general intelligence. 
B)  correlates with measures of self-monitoring and emotional intelligence. 
C)  makes stressful events more threatening. 
D)  is not related to social astuteness.

Exam 12: The Effective Change Manager: What Does It Take

Which of the following is a True statement about a "tempered radical" described by Debra Meyerson?

Change managers are more successful where they hold lower level positions in the organization's informal network, regardless of their roles in the formal hierarchy.

Which of the following is True of packaging moves?

The statement "I pay close attention to people's facial expressions" is a sample inventory item that shows apparent sincerity.

According to Donald Kuratko and Michael Goldsby, which of the following discourages the entrepreneurial middle manager from taking risks and innovating?

Which of the following is a difference between the McBer competency model for the "top-notch" change manager (McB) and the Buchanan-Boddy change manager competency model (BB) ?

Which of the following is an undesirable characteristic of a change manager?

_____ are people with skills in listening and problem solving who help others to cope with the stress of change.

Paddy Miller and Thomas Wedell-Wedellsborg advise innovative change managers to take their new ideas directly to senior management for approval.

Which of the following statements describes the "change champion" defined by Tom Peters and Bob Waterman?

According to Patrick Connor and Linda Lake, which of the following best explains the role of a "catalyst" in an organization?

Most of the actions required to develop change management capabilities are not necessarily costly.

In which of the following ways can a change manager best develop social awareness?

Given the pressure, pace, stress, risks, and vulnerability of the role, change managers ideally need to be resilient.

According to Paddy Miller and Thomas Wedell-Wedellsborg, when is it appropriate to "go into stealth mode" or "innovate under the radar"?

A middle manager's understanding of frontline operations and issues is usually much better than that of senior management.

In the context of the qualities required of change managers, the successful adaptation to life tasks in the face of social disadvantage or highly adverse conditions is called _____.

Donald Schön used the term _____ to describe senior managers with "considerable power and prestige."

In the context of the Buchanan-Boddy change manager competency model, which of the following refers to standing back from the immediate project and taking a broader view of priorities?

According to the text, a study that used university staff and students as participants found that political skill: