Deck 11: Implementing Strategy Guidelines and Action

Question 1

A directive approach to effecting behavioural change does not work well in strategic change situations characterized as

A) anticipatory
B) reactionary
C) transformative
D) crisis

Answer 1

A

Question 2

Evidence suggests that in multi-faceted change initiatives are

A) unlikely to stall
B) a source of competitive advantage
C) too much to manage
D) unlikely to experience scope creep

Answer 2

C

Question 3

The action priorities of a change agenda tend to focus on the

A) sequence of events
B) degree of resistance
C) behaviours that will need to change
D) competitive response

Answer 3

C

Question 4

Behavioural changes effected under a directive leadership style are

A) a form of employee empowerment
B) in keeping with the needs of the organization
C) foster commitment
D) unlikely to be long-lasting

Question 5

One of the risks of using a participative leadership style in a crisis strategic change situation is the issue of

A) poor problem definition
B) not enough time
C) high after-the-fact costs
D) inappropriate solution

Question 6

In crisis strategic change situations, change agents are likely to lack

A) foresight
B) stamina
C) capability
D) commitment

Question 7

The objectives of a strategic change agenda can be classified as

A) market driven versus technology driven
B) behavioural versus non-behavioural
C) mandatory versus optional
D) leading versus lagging

Question 8

The pace of change encompasses both scope and

A) outlook
B) vision
C) mission
D) significance

Question 9

For the directive leadership style to be effective, managers must not only know what action is required but also have

A) weak competitors
B) time for consultation
C) an organization that is performing well
D) power to force compliance

Question 10

Capable employees who do not agree with the strategic change initiative are sometimes referred to as

A) passive observers
B) objective bystanders
C) change agents
D) proactive resistors

Question 11

The tactics of a directive leader include

A) guiding and facilitating
B) modeling and mentoring
C) diagnosing and remediating
D) instructing and expecting

Question 12

The behaviour-related objectives of a change agenda are considered

A) easier to address than the non-behaviour related objectves
B) the ones that should be addressed after the change process is well underway
C) harder to address than the non-behaviour related objectives
D) the ones that should be assigned to middle managers to implement at an appropriate time

Question 13

When attempting to change behaviours, readiness-driven change focuses on

A) commitment and capabilities
B) performance measures
C) leadership
D) organizational readiness

Question 14

One of the elements of a strategic change agenda is often a list of

A) key competitors
B) required behaviours
C) critical suppliers
D) dominant stakeholders

Question 15

A key assumption underlying the use of a participative leadership style in anticipatory strategic change situations is

A) an appropriate change agenda will emerge from the process
B) managerial competence in using the style
C) a strong sense of urgency
D) weak competitors

Question 16

To effect behavioural change in crisis strategic change situations, managers might be tempted to use

A) consultation and delegation
B) results-driven change techniques
C) power and delegation
D) responsibility-driven change techniques

Question 17

One of the considerations when developing a strategic action plan is the

A) product market focus
B) contingency allocation
C) corporate governance
D) leadership style

Question 18

In reactive change situations, the target for management attention should be the

A) proactive resistors
B) bystanders that could block progress
C) change agents
D) subordinates

Question 19

What type of analysis produces a strategic change agenda?

A) SWOT
B) Diamond-E
C) Five Forces
D) PEST

Question 20

In anticipatory strategic change situations, change agents are likely to lack

A) commitment
B) foresight
C) capability
D) stamina

Question 21

One of the tactics used by directive leaders is to focus on collaborative exploration of causes.

Question 22

A benefit of a participative management style is

A) economizing on time
B) working efficiently
C) approaching decision-making with speed and commitment
D) flexibility

Question 23

In crisis strategic change situations, one of the starting actions is to improve organizational readiness.

Question 24

Select the most accurate statement:

A) time periods for action plans should always be at the discretion of the implementing manager
B) crisis change should be measured in months
C) reactive change should be measured in hours
D) anticipatory change should have a maximum length of 90 days

Question 25

A risk of a Directive Management style could include

A) slow decision making
B) potential to lose focus
C) inability to make tough decisions
D) wrong diagnosis, wrong remedy

Question 26

The percentage of expected financial value delivered by most strategic change initiatives is roughly

A) less than 20%
B) 35%
C) 50%
D) 60%

Question 27

In crisis strategic change situations, one of the first actions should be to

A) target supporters
B) develop change agents
C) buy time
D) institute organizational changes

Question 28

The time-to-crisis calculation is an important consideration in reactive strategic change situations.

Question 29

Participative leadership works best in crisis strategic change situations because the situation requires better problem definition.

Question 30

In anticipatory change situations with capable employees who want to commit to recommended strategies, the priority targets are categorized as

A) proactive resistors
B) bystanders
C) change agents in waiting
D) change agents

Question 31

One of the techniques for managing the pace of change is to map out the actions for the next twelve months.

Question 32

Pace is considered to be both the amount of change and the allowable time.

Question 33

Pivotal change targets in the strategic change process are likely to be

A) bystanders
B) resistors
C) supporters and resistors
D) supporters

Question 34

Results-driven change focuses on commitment and capabilities.

Question 35

One of the advantages of an incremental strategic change process is that it

A) limits organizational involvement
B) ensures survival
C) reduces the need for behavioural changes
D) builds organizational capacity for effective execution

Question 36

In crisis strategic change situations, obtaining external support for the change agenda will likely require

A) attractive promotional material
B) rigorous data collection
C) extensive face-to-face contact
D) serious self-evaluation

Question 37

Change agents are those that are committed to the change and have the capabilities to contribute.

Question 38

Proactive resistors to a strategic change initiative are easier to convert to change agents than defensive resistors.

Question 39

In a proposed change where the required capabilities are low and the employees are actively opposed, management will be faced with

A) defensive resistors
B) proactive resistors
C) bystanders
D) change agents in waiting

Question 40

One of the key benefits of the directive approach to strategic change initiatives is efficiency.

Question 41

In anticipatory strategic change situations, the first step in the process should be to implement the required organizational changes.

Question 42

In reactive strategic change situations, once remedial action has been started, any downward trend in performance will immediately begin to reverse.

Question 43

Pivotal change targets who lack the capabilities to participate in a reactive strategic change initiative are easier to deal with than bystanders who can stall the process.

Question 44

A common error in crisis strategic change situations is for managers to attempt to save too much of the business.

Question 45

If performance continues to deteriorate in reactive strategic change situations, resistance among the uncommitted is likely to decrease.

Question 46

One of the first tasks for managers in reactive strategic change situations is to calculate the time to crisis.

Question 47

One of the most common reasons that the expected financial value of many strategic change initiatives is often not realized is the leadership was not committed.

Question 48

A recovery plan is often required in anticipatory strategic change situations.

Question 49

An incremental approach to instituting strategic change is thought to be beneficial as it prevents premature closure on an inappropriate target.

Question 50

An effective tactic to use in anticipatory strategic change situations is to build commitment over time as information becomes available.

Question 51

In a crisis strategic change situations, the planning time frame should be at least 18 months.

Question 52

Pivotal change targets are supporters and resistors.

Question 53

An effective tactic in crisis strategic change situations is to incorporate feedback at all stages of the process to clarify what actions are needed.

Question 54

In anticipatory strategic change situations, one of the first steps is to build an understanding of the changing environment.

Question 55

A key element in long term planning is to include a provision for contingencies.