Deck 9: Linking Vision and Change

Question 1

According to Nutt and Backoff's organizational contexts in terms of their ability to produce visionary change, ____ organizations are those where visionary processes are likely to be most successful.

A) Rigid
B) Bold
C) Overmanaged
D) Liberated

Answer 1

D

Question 2

According to the ____ image of change, vision is in many ways immaterial to the way change will proceed. Inexorable forces, often external to the organization, will have the most influence on change.

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

Answer 2

C

Question 3

According to Boal and Hooijberg, effective visions have:

A) An affective and cognitive component
B) A positive and negative correlation
C) A general and specific component
D) No relationship to organizational change

Answer 3

A

Question 4

According to Nutt and Backoff, ____ organizations have high resource availability but little acceptance of the need for change.

A) Rigid
B) Bold
C) Overmanaged
D) Liberated

Question 5

According to Levin, the first-step in vision as story-telling is:

A) Being informed
B) Visiting the future
C) Creating the story
D) Developing the vision

Question 6

Which of the following is NOT a way in which change actions will be delivered according to Scott-Morgan?

A) Desperation
B) Aspiration
C) Inspiration
D) Perspiration

Question 7

"Bringing the best to everyone we touch" is the vision statement of:

A) Heinz
B) Lowes
C) The Estee Lauder Companies
D) DuPont

Question 8

According to Nutt and Backoff, the ___ approach to crafting a vision is one in which the CEO provides the strategic vision for the organization.

A) Leader-dominated
B) Pump-priming
C) Facilitation
D) None of the above

Question 9

According to Hay and Williamson, the ____ dimension is a shared view within the organization of what are the market, customers, competitors and industry dynamics.

A) External
B) Internal
C) Global
D) Contingency

Question 10

According to the text, which of the following is NOT a different philosophy for creating vision?

A) Telling
B) Selling
C) Consulting
D) Authorizing

Question 11

Which of the following is NOT one of the generic features that are likely to enhance organizational performance cited by Nutt and Backoff?

A) Possibility
B) Desirability
C) Actionability
D) Accountability

Question 12

According to Scott-Morgan, ____ means highlighting what needs to be done.

A) Desperation
B) Aspiration
C) Inspiration
D) Perspiration

Question 13

According to the ____ image of change, vision is something that is essential to producing successful organizational change. It should be articulated early on and it is up to the leaders to do this.

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

Question 14

According to Nutt and Backoff's organizational contexts in terms of their ability to produce visionary change, ____ organizations are classified as those that have low resources but high acceptance of the need for change.

A) Rigid
B) Bold
C) Overmanaged
D) Liberated

Question 15

____ depicts what the organization is and does.

A) Vision
B) Mission
C) Philosophy
D) Goals

Question 16

____ articulates values and beliefs about how work should be carried out.

A) Vision
B) Mission
C) Philosophy
D) Goals

Question 17

According to the ____ image of change, vision is the ability to articulate the inner voice of the organization, that which is lived, be it core ideology or values and that underpins the identity of the organization.

A) Director
B) Nurturer
C) Coach
D) Interpreter

Question 18

According to Nutt and Backoff, ____ is when the vision has enough imagery that it is powerful enough to communicate clearly a picture of where the organization is headed.

A) Possibility
B) Desirability
C) Actionability
D) Articulation

Question 19

____ articulate how the organization will progress toward the future, not what the actual future will be.

A) Vision
B) Mission
C) Philosophy
D) Goals

Question 20

According to Nutt and Backoff, the ___ approach to crafting vision is one in which the CEO provides visionary ideas and gets selected people and groups within the organization to further develop these ideas within the broad parameters set out by the CEO.

A) Leader-dominated
B) Pump-priming
C) Facilitation
D) None of the above

Question 21

____ is the selection of symbols, artifacts, props and settings for reinforcing the vision.

A) Framing
B) Scripting
C) Staging
D) Performing

Question 22

According to Gardner and Avolio, "staging" refers to enacting the vision.

Question 23

A lack of vision is associated with organizational decline and failure.

Question 24

With respect to Holpp and Kelly's differing approaches to which vision may be acquired, the intuitive and analytical approaches are more externally-focused, the benchmarking approach is more internally focused.

Question 25

According to Kotter, effective visions are focused enough to guide decision-making yet are flexible enough to accommodate individual initiative and changing circumstances.

Question 26

The ____ approach is more externally focused.

A) Intuitive
B) Analytical
C) Benchmarking
D) Inverted

Question 27

Which of the following is NOT a key way in which skillful visions can enhance organizations, according to Lipton?

A) Enhancing performance
B) Recruiting needed talent
C) Focusing on decision-making
D) Disillusioned employees may lose faith in the leader

Question 28

According to the Coach image of change, vision is emergent from the clash of chaotic and unpredictable change forces.

Question 29

Which of the following is NOT a reason that change efforts fail?

A) Too specific
B) Too vague
C) Too unrealistic
D) Too realistic

Question 30

BHAG's are big, hairy, audacious goals, including the identification of a common enemy, role model or using internal transformational logic.

Question 31

According to Holpp and Kelly, the ___ approach to developing vision requires focusing on the actions and standards utilized by the organization's toughest competitors.

A) Intuitive
B) Analytical
C) Benchmarking
D) Participative

Question 32

Whereas some visions stand the test of time and remain applicable and adaptable to new situations and environments, others need to be overhauled in order to remain relevant.

Question 33

According to Holpp and Kelly, the ____ approach to developing vision relies on the use of imagination and imagery to encourage staff to participate in vision development.

A) Intuitive
B) Analytical
C) Benchmarking
D) Participative

Question 34

Levin argues that many vision statements are like "bumper stickers" composed of empty words, encompassing in-vogue language and management speak.

Question 35

According to Nutt and Backoff, rigid organizations are those where visionary processes are likely to be most successful.

Question 36

Core values are timeless guiding principles.

Question 37

Vision "collisions" occur when:

A) The organization has inadequate information
B) There is a presence of competing vision(s)
C) Employees are reluctant to accept change
D) The vision is not adaptable over time

Question 38

Which leader once declared, "Being visionary is trivial".

A) Bill Gates
B) Robert Eaton
C) President John
D) Lee Iacocca
F) Kennedy

Question 39

____ is the art of managing the meaning of followers, getting them to accept the vision's interpretation and meaning by stressing its importance and aligning it with followers' values.

A) Framing
B) Scripting
C) Staging
D) Performing

Question 40

____ defines the reason for the existence of a company.

A) Core values
B) Core purpose
C) Vision
D) None of the above