Deck 2: Images of Change Management

Question 1

Which of the following images is most likely to view management as controlling and change outcomes as being achievable as planned?

A) The director image
B) The navigator image
C) The caretaker image
D) The coach image

Answer 1

A

Question 2

A change manager as _____ has the task of creating meaning for others, helping them to make sense of events and developments that, in themselves, constitute a changed organization.

A) navigator
B) caretaker
C) director
D) interpreter

Answer 2

D

Question 3

In the _____ image, the assumption is that change managers can intentionally shape an organization's capabilities in particular ways.

A) navigator
B) caretaker
C) coach
D) director

Answer 3

C

Question 4

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

A) long-established working practices that are difficult to dislodge.
B) confrontational industrial relations.
C) legislative requirements.
D) industry-wide trends affecting an entire sector.

Question 5

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

A) Empirical-rational
B) Normative-re-educative
C) Power-coercive
D) Normative-educative

Question 6

_____ strategies assume that people pursue their own self-interest.

A) Empirical-rational
B) Normative-re-educative
C) Power-coercive
D) Normative-educative

Question 7

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.

A) nurturer
B) caretaker
C) coach
D) interpreter

Question 8

Which of the following images is most likely to help managers be aware of potential component breakdowns and see their role in terms of maintenance and repair?

A) A machine image
B) A microculture image
C) A political image
D) A macroculture image

Question 9

Which of the following argues that organizational change is nonlinear, is fundamental rather than incremental, and does not necessarily entail growth?

A) Confucian theory
B) Chaos theory
C) Taoist theory
D) Institutional theory

Question 10

According to John Kotter, which of the following statements is True of change in organizations?

A) Small-scale transformations are more valuable than large-scale transformations.
B) Organizations need more change leadership.
C) Change management and change leadership are indistinguishable.
D) Change leadership refers to the basic tools and structures with which smaller-scale changes are controlled.

Question 11

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.

A) director
B) navigator
C) caretaker
D) coach

Question 12

Which of the following images of change outcomes recognizes that managers often have great difficulty in achieving the change outcomes that were intended?

A) Intended change outcomes
B) Partially intended change outcomes
C) Unintended change outcomes
D) Partially unintended change outcomes

Question 13

In _____, change is regarded as cyclical, processional, journey-oriented, based on maintaining equilibrium, observed and followed by those who are involved, and normal rather than exceptional.

A) Confucian/Taoist theory
B) chaos theory
C) population ecology theory
D) institutional theory

Question 14

Which of the following is NOT one of the images of change outcomes discussed in the text?

A) Intended change outcomes
B) Partially intended change outcomes
C) Unintended change outcomes
D) Partially completed change outcomes

Question 15

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

A) Empirical-rational
B) Normative-re-educative
C) Power-coercive
D) Normative-educative

Question 16

Which of the following images is most likely associated with the image of a manager being able to shape change?

A) The director image
B) The navigator image
C) The caretaker image
D) The coach image

Question 17

In _____ change outcomes, it is assumed that some, but not all, change intentions are achievable.

A) intended
B) partially intended
C) unintended
D) partially completed

Question 18

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.

A) nurturer
B) navigator
C) director
D) caretaker

Question 19

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

A) intended
B) partially intended
C) unintended
D) partially unintended

Question 20

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

A) interdepartmental politics.
B) long-established working practices that are difficult to dislodge.
C) deep-seated perceptions and values that are inconsistent with desired change.
D) industry-wide trends affecting an entire sector.

Question 21

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

A) Life-cycle theory
B) Population ecology theory
C) Chaos theory
D) Institutional theory

Question 22

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

Question 23

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

A) coercive
B) mimetic
C) normative
D) initiated

Question 24

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

A) Life-cycle theory
B) Population ecology theory
C) Chaos theory
D) Institutional theory

Question 25

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

A) birth
B) growth
C) maturity
D) death

Question 26

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

A) Processual theories
B) Contingency theories
C) Taoist and Confucian theories
D) Institutional theories

Question 27

By stressing the importance of values such as humanism, democracy, and individual development, the organization development (OD) theory reinforces the image of a change manager as _____.

A) coach
B) interpreter
C) nurturer
D) caretaker

Question 28

Which of the following images is most likely associated with the image of a manager being able to control change?

A) The director image
B) The coach image
C) The interpreter image
D) The nurturer image

Question 29

Maturity is the final stage of the natural development cycle of an organization according to life-cycle theory.

Question 30

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

Question 31

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

A) coercive
B) mimetic
C) normative
D) replicated

Question 32

Power-coercive strategies of change assume that changes occur when people abandon their old orientations and commit to new ones.

Question 33

_____ 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.

A) Coercive pressure
B) Mimetic pressure
C) Normative pressure
D) Replicated pressure

Question 34

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

Question 35

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

A) Life-cycle theory
B) Population ecology theory
C) Chaos theory
D) Institutional theory

Question 36

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

Question 37

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?

A) Coercive pressure
B) Mimetic pressure
C) Normative pressure
D) Ethical pressure

Question 38

_____ focuses on how the environment selects organizations for survival or extinction, drawing on biology and neo-Darwinism.

A) Life-cycle theory
B) Population ecology theory
C) Chaos theory
D) Institutional theory

Question 39

Population ecology theory draws on biology and neo-Darwinism.

Question 40

There has been less attention paid to the images of intended change outcomes in commentary on change management than to unintended change outcomes.

Question 41

The caretaker and nurturer images are more frequently discussed in relation to change management and are more widely accepted in domains of organization theory where there is more practice orientation.

Question 42

In general, the implication of population ecology theory is that managers have little sway over change where whole populations of organizations are affected by external forces.

Question 43

According to population ecology theory, organizational variation occurs as the result of random chance.