Deck 14: Managing Change in the Hospitality Industry

Question 1

A change driver is considered to be a strategic and very often unavoidable cause for change, and can be both external and internal to the organisation. Continual improvement is an internal driver that strives to improve______________.

A) the introduction and operation of services
B) the increased leisure buying power
C) the emergence of new markets
D) the unemployment phenomenon

Answer 1

A

Question 2

For Caluwé and Vermaak (2003), thinking in colours provides an appropriate framework to communicate change according to one's own and others paradigms. Each colour paradigm is associated with certain beliefs, characteristics, ideals and pitfalls when applied to a particular situation. The blue-print thinking is associated with __________________________.

A) formulating clear goals
B) forming coalitions and power blocks
C) stimulating and motivating employees
D) creating a learning environment

Answer 2

A

Question 3

Organisational change is the process of changing the structure and functions of certain systems in an organisation. There are two types of change. Episodic or planned change, and continuous or emergent change.Which statement is true about the difference between planned and continuous change?

A) Planned change is a controlled and top-down change whereas continuous change is an adaptive change
B) Planned change is initiated at different levels of the organisation whereas the continuous change is initiated at the executive level
C) Planned change is empowering employees to take decisions more than in the continuous change
D) Planned change and continuous change are exchange-ably used

Answer 3

A

Question 4

The context defines the features that shape change and gives indications to managers and agents of change on how to lead and proceed with changes. Preservation is one of the contextual factors and it indicates______________.

A) what should be retained or removed
B) the duration of change
C) the capabilities needed to implement change
D) the readiness of employees to implement change

Question 5

Managers and change agents apply different approaches to organisational change. The main three approaches to organisational changeimplementation are: action research, appreciative research inquiry, and parallel learning structures.On what is the action research based?

A) A combination of action orientation and research orientation
B) A participative coalition to increase an organisation's capacity for learning
C) An establishment of positive qualities and traits within individuals and organisations
D) Strengths of the organisation rather than its weaknesses

Question 6

The appreciative inquiry process is based on McShane and Von Glinow's (2010) 'Four-D' model.What do the four Ds represent?

A) Discovery, dreaming, designing, and delivering
B) Discovery, differing, distinguishing, and delegating
C) Discovery, designing, distinguishing, and delivering
D) Discovery, dreaming, differing, and deconstructing

Question 7

How did Schein (2010) define culture?

A) A pattern of shared basic assumptions that was learned by a group
B) The mental programming of a specific group of people
C) The behaviour of individuals in a society
D) The individual attitude displayed in a specific situation

Question 8

Organisational culture is made up of three elements: artefacts, espoused beliefs and values, and basic underlying assumptions.Which statement is true about espoused values?

A) Espoused values are the principles and goals set by the founder of the organisation
B) Espoused values are values and norms held by individual employees
C) Espoused are similar to enacted values
D) Espoused values are the taken for granted assumptions

Question 9

An organisational culture is either strong or weak. An organisational culture is defined as weak when __________________.

A) it is able to adapt to unstable environments
B) it is difficult to adapt to change
C) it is difficult to imitate
D) it is based on the commitment of employees

Question 10

Which statement is true about a strong organisational culture?

A) A strong organisational culture becomes weak when shared values, beliefs and attitudes interfere with the needs of business, strategy, and stakeholders.
B) A strong organisation culture has better chances to adapt to unstable situations since employees have less bond with the values of the organisation.
C) As strong organisational culture refers to a homogeneous culture with superficial values.
D) A strong organisational culture indicates heterogeneity in values and behaviours.

Question 11

The cultural web enables organisations to identify the main determinants of their cultures. The elements of the cultural web are paradigm, rituals and routines, stories and myths, symbols, power structures, organisational structures, and control systems.What is a paradigm?

A) The core of a common set of assumptions that is taken for granted
B) The ways employees interact with each other
C) The insight into an organisation's history
D) The relationships between the elements of control and power

Question 12

Cameron and Quinn (2006) developed the competing values framework to identify the values leading to effective organisations.Which statement is true about the competing values framework?

A) The competing value framework enables organisations to achieve long-term success.
B) The competing value framework is a short-term analysis framework.
C) The competing value framework is based on an organisation's strength and not on its weaknesses.
D) The competing value framework reinforces the organisation's effectiveness only in terms of financial success.

Question 13

The four types of organisational culture introduced by Cameron and Quinn (2006) are clan, market, adhocracy, and hierarchy.Which statement is true about the clan culture?

A) Human resource development and participation are effective
B) Innovation, vision and new resources are effective
C) Aggressively competing and focussing on customers are effective
D) Control and efficiency with capable processes are effective

Question 14

There are numerous models available that address the change process at both the individual and organisational level.Which model defines the change process in terms of unfreezing, changing and refreezing?

A) Lewin's 3 steps model of change.
B) Lewin's force field analysis model.
C) Kotter's 8-step process of change model.
D) Organisational development model.

Question 15

Resistance to change hinders the change process, slows down implementation, and increases costs. The three types of resistance are blind, political, and ideological.Which statement is NOT true about blind resistance?

A) Employees resist change because of loss of a position or personal benefits
B) Employees resist change because of fear of any change
C) Employees resist change because of refusal of any change
D) Employees resist change and show a defensive attitude

Question 16

Commitment to change is positively correlated to a positive attitude and behaviour towards organisational change. Based on Meyer and Allen's (1997) three-component model, there are various types of commitment.Which type of commitment is illustrated by "employees stay on in the company and perform well in their obligations due to earlier obtained benefits"?

A) Continuance commitment
B) Normative commitment
C) Affective commitment
D) Emotional commitment

Question 17

Employees resist change because of _______________.

A) fear of the unknown
B) security
C) trust
D) managerial support

Question 18

The Big Five Factor model is used to explore patterns of behaviour based on the personality traits and test their impact on individuals' reactions to change.The five personality traits are openness, conscientiousness, extraversion, neuroticism, and _______________.

A) agreeableness
B) happiness
C) introversion
D) assertiveness

Question 19

There are strategies to deal with resistance to change such as education and communication, negotiation and agreement, and explicit and implicit coercion.What does coercion in this context mean?

A) force employees to accept and implement change.
B) involve employees in the change process
C) support employees to accept and implement change
D) encourage employees to accept and implement change through incentives

Question 20

Self-regulation is one of the sub-competencies of Emotional Intelligence.What do managers with a high level of self-regulation display?

A) Thoughtfulness
B) Moods
C) Passion
D) Emotions

Question 21

Earley and Ang (2003) introduced the concept of cultural intelligence.What are the three components of cultural intelligence?

A) Cognitive, physical, and motivational
B) Cognitive, emotional, and influential
C) Cognitive, rational, and awareness
D) Cognitive, empathy, and control

Question 22

UnderstandingQUESTION: Social intelligence is the basic understanding of people and a set of component skills for interacting successfully with others.Which statement is true about social intelligence?

A) Social intelligence consists of social awareness and social facility
B) Social intelligence is the same as emotional intelligence
C) Social intelligence is only about the knowledge of different cultures
D) Social intelligence is an innate ability and cannot be learned

Question 23

What are leaders who possess high levels of emotional intelligence able to do?

A) Reduce employee turnover
B) Create destructive relationships
C) Increase unnecessary conflicts
D) Minimise results

Question 24

Please read the following case and answer the questions. Please note that the HR manager mentioned in the questions refers to the HR manager in the case."In California, the HR manager of a hospitality company sits in his office. He is interviewing candidates for a housekeeping position. The next candidate is due. Suddenly the door opens and a dark-skinned young man walks in. Without looking at the manager, the man finds the nearest chair, and without waiting to be invited, he sits in it. He makes no eye contact with the manager but instead stares at the floor. The manager is appalled at such graceless, rude behaviour. The interview has not even started, and even though the job being filled does not require strong social skills, it is already unlikely that the young man will be appointed." (Adjusted version: Thomas & Inkson, 2004, p. 9)Why does the HR manager lack cultural intelligence?

A) Because he is appalled at the behaviour of the candidate
B) Because he has a cultural knowledge repertoire
C) Because he defines the cultural cues of the candidate
D) Because he listens to the candidate