Deck 8: Implementing Change: Change Management, Contingency and Processual Approaches

Question 1

According to Pendlebury, ____ is where change is continuous.

A) Discontinuous change
B) Premonition based change
C) Dynamic environments
D) Hyperactive management

Answer 1

C

Question 2

According to Huy's contingency approach, ____ intervention is one where the time period is short term, abrupt and rapid.

A) Commanding change
B) Engineering
C) Teaching
D) Socializing

Answer 2

A

Question 3

According to Huy's contingency approach, ____ intervention is orientation toward a medium-term, relatively fast-change perspective and often assisted by work design analysts who assist in changing work and operational systems.

A) Commanding change
B) Engineering
C) Teaching
D) Socializing

Answer 3

B

Question 4

According to Huy's contingency approach, ___ intervention takes a more gradual, longer-term OD change perspective, the organization is assisted by outside process consultants and staff are taught how to probe their work practices and behaviors to reveal new ways of working.

A) Commanding change
B) Engineering
C) Teaching
D) Socializing

Question 5

____ are those individuals who legitimate or sanction organizational changes.

A) Change strategists
B) Change implementers
C) Change recipients
D) Gurus of change

Question 6

____ change theorists and practitioners take an "it depends" approach in which style of change, especially the style of leadership is dependent on the scale of the proposed change and the readiness of the staff to receive it.

A) Organizational
B) Contingency
C) Processual
D) None of the above

Question 7

What is the first step in Kotter's Eight-Step Change Management Model?

A) Establish the need for urgency
B) Ensure there is a powerful change group to guide the change
C) Develop a vision
D) Empower staff

Question 8

The Processual Approach to viewing change is underpinned by the ____ image of managing change.

A) Director
B) Navigator
C) Interpreter
D) Caretaker

Question 9

What is the final step in Kotter's Eight-Step Change Management Model?

A) Empower staff
B) Ensure there are short-term wins
C) Consolidate gains
D) Embed the change in the culture

Question 10

The contingency change approach is underpinned by the ____ image of managing change.

A) Director
B) Navigator
C) Interpreter
D) Caretaker

Question 11

According to the text, which of the following is NOT an argument that change management has supplanted rather than extended OD as a new field?

A) Change management is broader in scope than OD
B) The change management consultant operates with technical knowledge and as part of a team, instead of the third-party facilitator role used by the classic OD practitioner
C) Change management is contrasted with OD with respect to structural change in that change management assumes that new behaviors will emerge, whereas OD presents changing individual attitudes and ideas as a prelude to wider structural changes in the organization
D) A review of the published literature reveals that since the mid-1990s OD has been written about far more extensively than change management

Question 12

Which of the following is NOT a significant difference between the various change management approaches?

A) The number of steps to be followed in the model
B) Whether all the steps in the model must be followed
C) Whether the steps need to be adapted to specific settings
D) All other choices provide a significant difference

Question 13

Which of the following is NOT a part of Ghoshal and Bartlett's interrelated transformational change phases?

A) Reenergizing
B) Rationalization
C) Revitalization
D) Regeneration

Question 14

____ are those who are responsible for implementing change, often middle management.

A) Change strategists
B) Change implementers
C) Change recipients
D) Gurus of change

Question 15

Defenders of OD criticize change management for all of the following EXCEPT:

A) Adopting faddist, holy-grail solutions to client problems
B) Proponents of change management have misrepresented the OD field
C) Change managers sometimes view the consultant as an omniscient expert
D) The need for a less people-focused perspective on organizations

Question 16

According to Dunphy and Stace, ____ are situations in which people accept that the organization is out of step with its environment and that there is a need for radical, revolutionary change.

A) Developmental transitions
B) Focused transitions
C) Charismatic transformations
D) Turnarounds

Question 17

A main criticism of teaching intervention with the contingency approach is:

A) It may lead to resentment and rarely produces lasting behavior
B) It is very individualistic and may not be aligned to corporate strategic objectives
C) It may not encourage collaboration and spread of change across business units
D) It may lead to over-focusing on individual work groups rather than on how they may operate as part of a larger, corporate collective

Question 18

According to the text, the best-developed change contingency approach is associated with the work of ____.

A) Drucker and Deming
B) Meno, Jones and Dirndorfer
C) Dunphy and Stace
D) Heracleous

Question 19

According to Dunphy and Stace, ___ are situations in which there is constant change as a result of the organization adapting itself to external, environmental changes.

A) Developmental transitions
B) Focused transitions
C) Charismatic transformation
D) Turnarounds

Question 20

According to Nadler, which of the following is NOT one of the core elements that need to be managed during the transformation process involving discontinuous change?

A) The need to manage organizational power
B) The need to motivate people
C) The need to manage the transition itself
D) The need to document the transition for future purposes

Question 21

Which of the following is cited in your text as the main reason that British Airways employees went on strike in 2003?

A) In protest for the introduction of swipe cards for electronic clocking-in
B) To protest strict security measures implemented due to concerns about terrorism
C) Over concerns about employee safety with respect to the SARS epidemic
D) It was a strategic strike designed to effect the governmental elections in Britain

Question 22

Processual approaches share an assumption with contingency theory in that both assume:

A) Change unfolds differently over time and according to the context in which the organization finds itself
B) Change should not and cannot be solidified
C) Change should be seen as a series of linear events with a given period of time
D) Change is inevitable and therefore strategic planning may be viewed as a massive waste of time and resources

Question 23

____ is/are more likely to be associated with static environments and in this situation all keys "need to be applied scrupulously."

A) Discontinuous change
B) Continuous change
C) Dynamic environments
D) Hyperactive management

Question 24

According to Pettigrew, while utilizing the Processual Approach, the ___ stage entails signaling and spreading throughout the organization, through discussion and decision-making, the legitimacy of certain problems as requiring attention.

A) Problem-sensing
B) Development of concern
C) Planning and acting
D) Stabilizing change

Question 25

A main criticism of socializing intervention with the contingency approach is:

A) It may lead to resentment and rarely produces lasting behavior
B) It is very individualistic and may not be aligned to corporate strategic objectives
C) It may not encourage collaboration and spread of change across business units
D) It may lead to over-focusing on individual work groups rather than on how they may operate as part of a larger, corporate collective

Question 26

The first step in Kotter's Eight-Step Change Management Model is to develop the vision for change.

Question 27

Common to the various change management approaches is that they provide multi-step models of how to achieve large-scale, transformational change.

Question 28

Dynamic environments are more likely to be associated with static situations.

Question 29

Since the mid-1990s, there has been a surge in the use of the title "change management" and a relative decline in the use o the title "organizational development."

Question 30

While drawing on a number of OD's techniques, change management is said to have supplanted rather than extended OD as a new field.

Question 31

While change management models contain variation and flexibility, an underlying assumption is that there is "one best way" of producing organizational change.

Question 32

According to Pettigrew, while utilizing the Processual Approach, the ___ stage involves clarifying future directions and objectives and putting in place transition managers to enable the transition to occur.

A) Problem-sensing
B) Development of concern
C) Planning and acting
D) Stabilizing change

Question 33

According to Kotter's Eight-Step Change Management Model, during the step in which management would ensure that there is a powerful change group to guide the change, the actions taken would include:

A) Performing market analysis
B) Creating team structures to help drive the change
C) Removing organizational policies and structures that inhibit achievement of the vision
D) Rewarding "wins" to help provide motivation

Question 34

According to Kotter, skipping steps in his Eight-Step Change Management Model only creates the illusion of speed and never produces a satisfying result.

Question 35

Which of the following is NOT one of Dawson's "lessons" of the processual approach?

A) Simple, linear change recipes should be challenged
B) Change takes time and is unlikely to entail continual improvement
C) Political processes will be central to how quickly change outcomes occur
D) Many assumptions can be taken for granted and time should not be wasted questioning these assumptions

Question 36

According to the text, which of the following is NOT a reason that the contingency approaches still remain less prevalent than the "one-best way" change management approaches.

A) Contingency approaches are more ambiguous and require greater choice and decisions by managers about what type of change situation they are facing and therefore which avenue to pursue
B) Contingency approaches may be less attractive in practice to senior managers who lack the skills to adopt differing modes of leading, depending upon the particular change circumstances
C) Employing differing styles of change leadership may raise questions about credibility or sincerity with which staff view senior management actions, adopting different behaviors at different times, sometimes participative and sometimes directive
D) Contingency approaches are often seen as futile because the end result will usually be the same regardless of the methodology and/or practices utilized by upper management

Question 37

According to the Processual Approach, external context means:

A) Strategy, structure, culture and power relations
B) Economic, political and competitive environment
C) Both of the above
D) Neither of the above

Question 38

Contingency approaches are still underpinned by the Director image, but do not claim to have a "one best approach" for all types of organizational change.

Question 39

Nadler depicts discontinuous change as being a continuous cycle rather than a linear process.

Question 40

Change strategists are responsible for implementing change and are often middle-managers.