Question 1

Which of the following statements about organisational change interventions is FALSE?

Accepted Answer

Ethical issues are often a concern in organisational change interventions, particularly those involving layoffs, restructuring, or changes in job responsibilities. It is important for organisations to consider the potential impact of such changes on employees and stakeholders and to address any ethical concerns that may arise. The other statements are true. B is true because some organisational change activities may need to be adapted to fit the cultural context and values of different regions. C is true because many western change management models view change as a linear, step-by-step process that is punctuated by moments of tension, disagreement, and negotiation. D is true because cultures with low power distance and collectivism tend to value open dialogue and collaboration, which can support effective change interventions.

Question 2

Until recently,employees at a regional building of a large telephone company were throwing out nearly two tonnes of rubbish every day.To reduce the amount of waste at the 12-storey building,a special task force was set up consisting of respected employees representing most areas within the building.The task force reviewed practices in other organisations and developed action plans to implement the changes.Employees received weekly information via email during the two months before the program started about what changes they should expect.Employees attended special sessions that showed them how to reduce paper waste by using both sides of paper,using scrap paper as memo pads,reusing office envelopes and relying more on email and voice mail than written memos.A special telephone hotline was set up so that employees could get answers to questions about recycling and ease their concerns about the change.The program also created barriers to wasteful behaviour.Paper towels were replaced with electric hand dryers in the washrooms.Styrofoam cups were replaced with reusable mugs at each employee's desk.Wastepaper baskets in each cubicle were removed.In their place,employees were given tiny reusable bags to carry non-recyclables to specially marked trash cans located elsewhere in the building.The task force monitored waste every week and displayed the results on a large graph in the building entrance.What strategies did this company use to minimise resistance to change?

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Question 3

Discuss incongruent team dynamics as employee resistance to change by providing an example.

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Question 4

Appreciative inquiry begins by:

Accepted Answer

Appreciative inquiry is a positive approach that seeks to identify the strengths and positive elements of an organization or work unit. It does not focus on determining the cause of a problem or fixing a problem, but rather aims to build on what works well in order to improve overall performance. Involving employees in the process of refreezing may be a part of the change process, but it is not the starting point for appreciative inquiry.

Question 5

Discuss the role of external forces in creating urgency for change.

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Question 6

Outline the organisational change process based on the action research approach.

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Question 7

If all else fails,coercion can be used by leaders to change organisations.What are the problems associated with this method?

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Question 8

Employee involvement is almost an essential part of the change process,but it has its problems.Identify one of these problems.

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Question 9

Suppose that you are an external organisational change consultant who has just received an invitation to work with a medium-sized retail firm.Describe the issues that you need to consider regarding the client-consultant relationship.

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Question 10

Which of the following is NOT a feature of action research?

Accepted Answer

The statement "The change process is most successful when people reveal their inner secrets" is not a feature of action research. In fact, action research emphasizes collaboration and mutual learning among participants, not divulging personal secrets. The other options—A) the goal is to bring about change, B) the change process tests theory, and C) the change process should involve employees—are all key features of action research.

Question 11

A large hotel is experiencing conflict and organisational politics among its managers.The hotel's customer service ratings are suffering,so managers are pointing to other departments as the cause of the problem.The conflicts and politics are further contributing to the customer service problems.The CEO of this hotel wants to apply the appreciative inquiry process to improve this situation.Describe the four stages of appreciative inquiry and describe what should happen in each stage.Be sure that your answer describes the appreciative inquiry process in the context of this hotel.

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Question 12

What is a strategic vision and why is it vital to implementing change?

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Question 13

Positive organisational behaviour is deeply grounded in:

Accepted Answer

Positive organisational behaviour is not specifically grounded in any of the options listed. It is more closely related to concepts like positive psychology and focuses on strengths and positive attributes within an organization.

Question 14

The CEO of a small manufacturing company (120 employees)recently heard about future search events as a means to bring about organisational change.The CEO wants to use one of these events to convince employees that they need to reduce costs to remain competitive.The CEO has invited you,as a future search consultant,to discuss the future search process and how well it might work for the CEO.

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Question 15

The four stages of appreciative inquiry,in order,are:

Accepted Answer

The four stages of appreciative inquiry are Discovery, Dreaming, Designing, and Delivering. Discovery involves identifying and appreciating the best of what is currently present. Dreaming involves envisioning possibilities and what could be. Designing involves co-constructing plans for the future. Delivering involves implementing and sustaining the agreed-upon plans.

Question 16

Define future search as a large group intervention approach to change.What are its limitations?

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Question 17

Briefly describe the Lewin's force field model's interpretation of freezing and refreezing change.

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Question 18

A major consumer-products company wanted to create a more entrepreneurial and marketing-oriented culture.After failing to bring about the change through middle management,senior executives worked directly with selected teams of front-line employees.These teams,which represented each area of the organisation,worked on special projects outside the normal organisational structure.This intervention is closest to which organisational change strategy?

Accepted Answer

The intervention of working directly with selected teams of front-line employees to create a more entrepreneurial and marketing-oriented culture through special projects outside the normal organizational structure is closest to the strategy of parallel learning structures. This strategy involves creating new structures outside the traditional hierarchy to foster innovation and learning.

Question 19

Differentiate between incremental change and quantum change.

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Quiz 15: Organisational Change