Question 1

Which of the following images is most likely to view management as controlling and change outcomes as being achievable as planned?

Accepted Answer

The director image is typically associated with a top-down approach to management, where control and authority are emphasized. This image is more likely to view change outcomes as achievable as planned, as the director is expected to make decisions and ensure that they are implemented effectively.

Question 2

A change manager as _____ has the task of creating meaning for others, helping them to make sense of events and developments that, in themselves, constitute a changed organization.

Accepted Answer

A change manager who acts as an interpreter helps to create understanding and meaning for others in the organization, assisting them in comprehending the significance of the changes taking place. The other options, while potentially applicable to some extent, do not fit as well with the given task of making sense of organizational changes.

Question 3

In the _____ image, the assumption is that change managers can intentionally shape an organization's capabilities in particular ways.

Accepted Answer

In the coach image, the assumption is that change managers can intentionally shape an organization's capabilities in particular ways, similar to how a coach develops a team's skills for better performance.

Question 4

The external forces that can push change in unplanned directions include all of the following EXCEPT:

Accepted Answer

Long-established working practices are an internal force that resists change, not an external force that pushes change in unplanned directions. The other choices are all external forces that can disrupt planned change initiatives.

Question 5

_____ strategies rely on achieving the intended outcomes through the compliant behavior of those who have less power.

Accepted Answer

Power-coercive strategies rely on the use of power and control to achieve the intended outcomes, often through the threat or use of punishment or negative consequences. These types of strategies may be employed when dealing with individuals or groups who have less power or are resistant to change. The other options, empirical-rational and normative-educative strategies, rely on persuasion, education, and sharing information to achieve change, while normative-re-educative strategies focus on changing attitudes and values through social influence and peer pressure.

Question 6

_____ strategies assume that people pursue their own self-interest.

Accepted Answer

Empirical-rational strategies assume that people are rational and pursue their self-interest based on the information available to them. This strategy tries to provide information that shows people the benefits of the desired behavior change and is often used in marketing or advertising campaigns.

Question 7

In the _____ image, the management role is still one of control, although the ability to exercise that control is severely constrained by a range of internal and external forces that propel change relatively independent of management intentions.

Accepted Answer

The term "caretaker" implies a role of control and responsibility for managing a situation, but also acknowledges that external and internal forces may limit the ability to control the situation. The other answer choices do not fully capture this aspect of the described image.

Question 8

Which of the following images is most likely to help managers be aware of potential component breakdowns and see their role in terms of maintenance and repair?

Accepted Answer

A machine image would be most likely to help managers be aware of potential component breakdowns and see their role in maintenance and repair as it is directly related to the machine and its functioning. A microculture image would focus on the internal culture of an organization and may not necessarily highlight maintenance and repair roles. A political image would focus on power dynamics and decision-making processes within an organization and would not relate to maintenance and repair. A macroculture image would focus on larger societal and cultural contexts and would not be directly related to maintenance and repair.

Question 9

Which of the following argues that organizational change is nonlinear, is fundamental rather than incremental, and does not necessarily entail growth?

Accepted Answer

Chaos theory argues that organizational change is nonlinear, meaning that small changes can have a big impact and vice versa. It also suggests that change can be fundamental rather than incremental, and that it does not necessarily entail growth. Confucian theory and Taoist theory are more focused on philosophy and ethics, while institutional theory deals with the way organizations conform to societal and cultural norms.

Question 10

According to John Kotter, which of the following statements is True of change in organizations?

Accepted Answer

John Kotter emphasizes the importance of change leadership and how organizations need more of it. He distinguishes change leadership from change management, which involves the use of tools and structures to manage smaller-scale changes. However, Kotter does not suggest that smaller-scale transformations are more valuable than larger-scale transformations.

Question 11

In the _____ image, control is at the heart of management action, although a variety of external factors mean that, although change managers may achieve some intended change outcomes, they may have little control over other results.

Accepted Answer

The term 'navigator' suggests that management action involves setting a course and direction for the organization, and making adjustments based on external factors such as market conditions, competitor actions, and regulatory changes. The term also implies that the manager may not have complete control over all outcomes, but rather needs to navigate through a complex and dynamic environment to achieve desired results. This is in contrast with the other options, which do not evoke the idea of adapting to external factors and navigating through uncertainty.

Question 12

Which of the following images of change outcomes recognizes that managers often have great difficulty in achieving the change outcomes that were intended?

Accepted Answer

The answer of Which of the following images of change...

Question 13

In _____, change is regarded as cyclical, processional, journey-oriented, based on maintaining equilibrium, observed and followed by those who are involved, and normal rather than exceptional.

Accepted Answer

Confucian/Taoist theory views change as a natural and cyclical process that is essential for maintaining balance and harmony. It emphasizes the importance of following traditional practices and observing changes to maintain equilibrium, rather than seeking dramatic or abrupt changes.

Question 14

Which of the following is NOT one of the images of change outcomes discussed in the text?

Accepted Answer

The text discusses intended change outcomes, partially intended change outcomes, and unintended change outcomes, but does not mention partially completed change outcomes.

Question 15

_____ strategies assume that changes occur when people abandon their traditional, normative orientations and commit to new ways of thinking.

Accepted Answer

Normative-re-educative strategies focus on the idea that change happens through altering both societal norms and individual values, leading to a commitment to new behaviors and ways of thinking.

Question 16

Which of the following images is most likely associated with the image of a manager being able to shape change?

Accepted Answer

The image of a coach is most likely associated with the ability to shape change because a coach is typically seen as someone who helps individuals or teams develop and improve their abilities through continuous learning and development. This requires adapting to changes in the environment and making adjustments to strategies and tactics as needed.

Question 17

In _____ change outcomes, it is assumed that some, but not all, change intentions are achievable.

Accepted Answer

Partially intended change outcomes assume that some of the intended changes will be achieved, but not all of them. This means that there is an expectation of both successful and unsuccessful outcomes, rather than a complete success or failure. Option A (intended change outcomes) suggests that all change intentions are achievable, which may not always be the case. Option C (unintended change outcomes) refers to outcomes that were not initially intended or planned for, and option D (partially completed change outcomes) suggests that changes have been partially implemented but not fully achieved, which is a different concept than partially intended outcomes.

Question 18

The image of change manager as _____ assumes that even small changes can have a large impact on organizations, and that managers may be unable to control the outcomes of these changes.

Accepted Answer

The "nurturer" image of change manager suggests that change is a natural process that can have unpredictable outcomes, and managers should support and facilitate rather than control it.

Question 19

In _____ change outcomes, the dominant assumption is that intended change outcomes can be achieved as planned.

Accepted Answer

The question clearly states that in this scenario, the dominant assumption is that "intended change outcomes can be achieved as planned." This means that the focus is on achieving the specific goals and objectives that were set out from the outset of the change initiative.

Question 20

The internal forces that can push change in unplanned directions include all of the following EXCEPT:

Accepted Answer

Industry-wide trends affecting an entire sector are not internal forces, but rather external forces beyond the organization's control. Internal forces refer to factors within an organization that can influence change. The other three options, interdepartmental politics, long-established working practices, and deep-seated perceptions and values, are all internal forces that can resist or redirect change efforts.

Quiz 2: Images of Change Management