Deck 12: Changing the Organization

Question 1

Change management is usually a smooth process with all people affected by the change in agreement about how it should proceed.

Answer 1

False
Explanation: Change is usually a messy process with differing viewpoints on the change held by different people within the organization.

Question 2

Factors which work to prevent a change from taking place are known as _________ to change.

Answer 2

resistance
Explanation: Resistance is the result of a number of factors, both human and organizational, which act against a change taking place,

Question 3

Which of the following are examples of internal triggers to change in organizations? Please select all that apply.

A) New senior staff
B) Union pressures
C) Changes in social attitudes towards the environment
D) A fall in demand for a product

Answer 3

A,B
Explanation: New senior staff and union pressure are elements internal to the organization that can act as triggers for change. Social attitudes and economic factors such as demand can also be triggers for change, but are external rather than internal triggers.

Question 4

The tendency for individuals and organizations to naturally be reluctant to change is known as what?

A) Incompetence
B) Intransigence
C) Inertia
D) Inconsiderate

Question 5

The diagram which maps out triggers and resistance to change in any one situation is known as a __________ field analysis diagram.

Question 6

A force-field analysis diagram plots out triggers for change and what else?

A) Change agents
B) Organization development
C) Unfreezing
D) Resistance against change

Question 7

Match the following parts of the force-field analysis diagram to the information that they convey.
-Forces moving an organization towards a change

A) Triggers
B) Resisting factors
C) Quasi-stationary equilibrium
D) Desired position

Question 8

Match the following parts of the force-field analysis diagram to the information that they convey.
-Forces preventing a change from taking place

A) Triggers
B) Resisting factors
C) Quasi-stationary equilibrium
D) Desired position

Question 9

Match the following parts of the force-field analysis diagram to the information that they convey.
-The current position, a balance between triggers and resisting forces

A) Triggers
B) Resisting factors
C) Quasi-stationary equilibrium
D) Desired position

Question 10

Match the following parts of the force-field analysis diagram to the information that they convey.
-The change that the organization wishes to move towards

A) Triggers
B) Resisting factors
C) Quasi-stationary equilibrium
D) Desired position

Question 11

A force-field analysis diagram helps change management process by highlighting which triggers to change should be weakened and which resisting factors should be strengthened.

Question 12

Which of the following metaphors views change as a constant feature of organizations rather than a discrete action that can be planned in advance?

A) Building blocks
B) Iceberg
C) River
D) Three-step model

Question 13

A change ____ is the person who instigates and leads an organization through a period of change.

Question 14

If the organization is viewed through the iceberg metaphor, which of the following apply? Please select all that apply.

A) The organization has hidden depths that are not easy for management to see.
B) It is impossible for management to exert power over the organization, and so change is impossible to achieve.
C) Resistance to change is understandable but can eventually be overcome.
D) Change is a very simple process which management can implement without resistance.

Question 15

What factors might be found 'above the surface' in the iceberg metaphor?

A) Group dynamics
B) Organizational structure, rules and technology
C) Attitudes and emotions
D) Informal social bonds

Question 16

Match the following features of the planned approach to change to their description.
-The use of psychological techniques to bring about attitude change at a group level.

A) T-Group
B) Force-field analysis
C) Three-step model
D) Organization development

Question 17

Match the following features of the planned approach to change to their description.
-A model which plots out triggers and resistance to change as a means of planning a change management programme.

A) T-Group
B) Force-field analysis
C) Three-step model
D) Organization development

Question 18

Match the following features of the planned approach to change to their description.
-Suggests unfreezing, movement, and freezing as the major phases of a change management programme.

A) T-Group
B) Force-field analysis
C) Three-step model
D) Organization development

Question 19

Match the following features of the planned approach to change to their description.
-A set of change management interventions and techniques based around psychological knowledge.

A) T-Group
B) Force-field analysis
C) Three-step model
D) Organization development

Question 20

The butterfly effect describes the unpredictable nature of change management interventions.

Question 21

Match the following features of the emergent approach to change to their most appropriate description.
-Views an organization as constantly in change

A) River model
B) Watchmaker and surgeon
C) Processual approach
D) Systemic approach

Question 22

Match the following features of the emergent approach to change to their most appropriate description.
-Suggests that an organization still needs to function even if a change is affecting one part of it

A) River model
B) Watchmaker and surgeon
C) Processual approach
D) Systemic approach

Question 23

Match the following features of the emergent approach to change to their most appropriate description.
-Sees change as the outcome of a political process

A) River model
B) Watchmaker and surgeon
C) Processual approach
D) Systemic approach

Question 24

Match the following features of the emergent approach to change to their most appropriate description.
-Sees organizations as interconnected, with changes in one area having knock-on effects elsewhere

A) River model
B) Watchmaker and surgeon
C) Processual approach
D) Systemic approach

Question 25

Which of the following approaches to change best describes the approach to organization design at the Googleplex?

A) Building blocks
B) Iceberg
C) River
D) Three-step model

Question 26

According to chaos and complexity theory, it is possible to predict the future for an organization.

Question 27

The ______ manifesto outlines a form of management which constantly anticipates and responds to change.