Question 1

It is normal for business processes to be designed to serve the needs of the people that created them, rather than the people they serve.

Accepted Answer

This is a common issue in organizations where processes are developed based on internal perspectives and priorities as opposed to external customer or client needs. It is important to regularly evaluate and adjust processes to ensure they are aligned with serving the people they are intended to benefit.

Question 2

Which of the following is not a skill expected of a strategic leader?

Accepted Answer

Strategic leaders are expected to have the ability to anticipate future challenges and opportunities, interpret complex information, and align organizational resources towards achieving long-term goals. However, following is not a skill expected of a strategic leader as they are responsible for setting direction and making decisions for the organization.

Question 3

Which of the following is not one of the four main stages	echniques adopted when seeking to create a turnaround?

Accepted Answer

A

Question 4

Which of the following is not an example of a crisis for an organization?

Accepted Answer

A crisis of competition is not a crisis caused by internal or external factors that threaten the success or reputation of an organization. It is a typical business challenge that companies face regularly in their operations. A crisis of competition is a situation where businesses compete to gain a larger share of the market, improve profit margins, or attract more customers. Hence it is not an example of a crisis for an organization.

Question 5

Schoemaker et al. (2013: 131) describe a strategic leader as 'someone who is both…'

Accepted Answer

According to Schoemaker et al. (2013), a strategic leader should be both resolute (determined, unwavering) and flexible (adaptable, open to change) to effectively lead their organization in dynamic environments.

Question 6

Balogun et al. (2016) identify two dimensions of organizational change. One is speed. What is the other?

Accepted Answer

Balogun et al. (2016) identify two dimensions of organizational change: speed and extent. Speed refers to how quickly change occurs, while extent refers to the magnitude or scope of the change.

Question 7

Balogun and Hailey (2008) identify two classifications of the speed of change:

Accepted Answer

Balogun and Hailey (2008) identify two classifications of the speed of change which are incremental and transformative.

Question 8

Organizational ambidexterity can be broken down into two subdimensions. Select the correct two subdimensions from the following list:

Accepted Answer

Structural ambidexterity refers to the ability of an organization to have separate and distinct structures for each of its different types or areas of operations. Contextual ambidexterity refers to the ability of an organization to respond to different environmental conditions and to change its strategy and structures accordingly. Resource and capability ambidexterity are not commonly recognized as subdimensions of organizational ambidexterity.

Question 9

Which two of the following are part of Kotter's eight steps to transforming the organization?

Accepted Answer

Kotter's eight steps to transforming the organization include forming a powerful guiding coalition and planning for and creating short-term wins. Communicating strategic goals is another step, but implementing cost savings is not included in the eight steps.

Question 10

Strategic change includes outsourcing of activities or bringing activities in-house that have previously been carried out by outside suppliers.

Accepted Answer

Strategic change can involve both outsourcing and insourcing, depending on the goals and needs of the organization.

Question 11

Bounded rationality and satisficing is a barrier to strategic change.

Accepted Answer

Bounded rationality and satisficing refer to cognitive limitations that prevent individuals from making fully rational decisions. This can result in individuals settling for a satisfactory solution rather than seeking the optimal one. This can create a barrier to strategic change as individuals may be resistant to change and may not fully explore all options.

Quiz 14: Leading Strategic Change