Question 1

Comment on the accuracy of the following statement and explain your answer.
"Rewards,information technology,and other organizational systems can both assist and impede organizational change."

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Question 2

According to the force field analysis model,what is the best strategy to move the status quo to a desired state?

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Question 3

Some organizational change practices run the risk of violating individual privacy rights.

Accepted Answer

Organizational change practices that involve collecting personal data or monitoring employees can potentially infringe upon their privacy rights. It is important for organizations to ensure that any changes they implement do not unjustly invade employees' privacy.

Question 4

Many organizational change practices are built around Western cultural assumptions and values.

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Many organizational change practices are developed and implemented based on Western cultural assumptions and values, such as individualism, competition, and goal orientation. However, these practices may not be effective in other cultural contexts that prioritize collectivism, harmony, and relationships. It is important for organizations to recognize and adapt to the cultural diversity of their workforce and stakeholders when implementing change initiatives.

Question 5

Suppose that you are an external organizational 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 6

Until recently,employees at a regional building of a large telephone company were throwing out nearly two tons 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 organizations 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 behavior.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 minimize resistance to change?

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Question 7

An ethical problem with many organizational change programs is that management tends to lose power in the process.

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Organizational change programs often centralize power in management by giving them the authority to design and implement changes, rather than dispersing power more widely among employees.

Question 8

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

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Question 9

ACME Building Supplies is about to introduce a new customer service program that will affect all of its 200 sales and service employees.Job duties will be changed and the employee reward system will be altered to fit this new customer focus.Moreover,the company wants to improve the efficiency of work processes,thereby removing some of the comfortable (and often leisurely)routines that employees have followed over the years.Describe three types of forces resisting change that the company will potentially experience during this change process.

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Question 10

Describe three ethical problems that may arise from organizational change activities.

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Question 11

Describe the stages of appreciative inquiry and explain how it differs from traditional organizational change interventions.

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Question 12

One ethical concern with some organizational change programs is that they may threaten the employee's self-esteem.

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Organizational change programs can sometimes result in layoffs, changes in job responsibilities or titles, or other changes that can cause employees to feel uncertain about their value and contribution to the company, leading to a potential threat to their self-esteem. It is important for organizations to consider the potential impact of change on employees and to implement strategies that support positive employee morale and well-being.

Question 13

Western organizational change models assume that change is a cyclical phenomenon.

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Question 14

The CEO of a small manufacturing company (120 employees)recently heard about a large group intervention called future search which can bring about organizational change.The CEO says he wants to "put the entire system in the room" and use future search to convince employees that they need to reduce costs to remain competitive.The CEO has invited you,as a future search expert,to discuss what the future search process is and how well it might work for the CEO.

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Question 15

A large hotel is experiencing conflict and organizational 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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Quiz 15: Organizational Change

Comment on the accuracy of the following statement and explain your answer. "Rewards,information technology,and other organizational systems can both assist and impede organizational change."