Question 1

A shared vision provides a starting point for cultural and organizational transition.

Accepted Answer

A shared vision helps everyone in the organization understand and work towards a common goal, which is crucial for successful cultural and organizational transition.

Question 2

Tichy's strategic change model uses three internal systems (political,cultural and technical)that are interrelated to meet environmental changes and pressures.

Accepted Answer

Tichy's strategic change model incorporates three internal systems (political, cultural and technical) that are interconnected in order to respond to environmental changes and pressures.

Question 3

Organizational transformation refers to drastic changes in how an organization functions and relates to its environment.

Accepted Answer

Organizational transformation involves significant changes in the structure, processes, culture, and strategy of an organization to improve its performance and adapt to changing external conditions. It may involve changes in leadership, technology, business models, and employee roles and responsibilities.

Question 4

When an organization manages around the culture as a strategy,the value system is reinforced and power is reshuffled to key people.

Accepted Answer

Managing culture as a strategy involves reinforcing the value system and giving power to key individuals who can promote and maintain the desired culture.

Question 5

Individual autonomy is one of the core characteristics of an organization's culture.Individual autonomy refers to the degree of assistance and warmth provided by managers.

Accepted Answer

Individual autonomy refers to the degree of independence and freedom given to employees to make decisions and take actions on their own. It does not refer to the level of assistance and warmth provided by managers.

Question 6

The strategic change management model separates the organizational systems for intervention and then reconnects the systems after the strategy changes.

Accepted Answer

The strategic change management model involves separating the systems into different components for intervention, and then reconnecting them after the strategy changes. This approach ensures that the various systems within the organization are effectively aligned with the new strategy and helps to support the implementation of the change.

Question 7

The biggest stumbling block in the path of strategic change is usually _____.
A)an old and inflexible corporate culture
B)inefficient managerial skills
C)the managerial style of top management
D)external influences over which the organization has no control
E)intergroup conflict

Accepted Answer

An old and inflexible corporate culture is often resistant to change and can impede strategic initiatives. This is because employees may be comfortable with the way things have always been done and fear the unknown outcomes of new processes or procedures. Therefore, changing the company culture can be challenging, but it is essential for long-term success.

Question 8

The culture of an organization should not be considered when strategic changes are implemented,as the culture is fluid and will adapt to the changes.

Accepted Answer

The culture of an organization plays a critical role in implementing strategic changes. Failure to consider the current culture may result in resistance to change, leading to a failed implementation. Understanding and addressing the current culture can help facilitate the change process and promote successful implementation.

Question 9

Meshing different cultures or subcultures within the same organization is relatively easy in larger organizations because of the similarity of values held by the members.

Accepted Answer

Meshing different cultures or subcultures within the same organization can be challenging, especially when there is a divergence of values, beliefs, and practices. In larger organizations, there may be more diversity, but this does not necessarily mean that everyone shares the same values. There may still be differences in perspectives and ways of working that can create challenges in bringing different cultures or subcultures together.

Question 10

The challenge of changing a culture is explosive but it is a short-term undertaking that is worth the energy when considering long-term gains.

Accepted Answer

Changing a culture is often a long-term undertaking because it involves altering deeply ingrained beliefs, behaviors, and practices, which can be complex and time-consuming.

Question 11

Relatively young companies are usually characterized by strong cultures because of the pressure to succeed.

Accepted Answer

Relatively young companies often have less established cultures because they are still in the process of defining their values, norms, and practices. Strong cultures typically develop over time as companies mature and solidify their identity.

Question 12

An incremental strategy that keeps an organization in alignment with its environment and allows for anticipation of changes and the ability to make minor adjustments is known as participative evolution.

Accepted Answer

Participative evolution is an incremental strategy that involves active involvement of stakeholders and allows for flexibility and adjustment to changes in the environment. It helps ensure alignment with the external environment and encourages proactive responses to emerging issues or opportunities.

Question 13

The need for strategic change and compatibility of the change to the organization will largely influence the method used to manage the strategic change.

Accepted Answer

The method used to manage strategic change will depend on the need for the change and the compatibility of the change with the organization's current structure and culture. If the change is significant and requires a shift in the organization's direction, a more comprehensive and carefully planned approach may be necessary. Conversely, if the change is more incremental, a less formal method may be suitable. The specific approach used will ultimately depend on the unique circumstances surrounding the change initiative.

Question 14

Corporate culture becomes less important as organizations reorganize in response to their environment.

Accepted Answer

Corporate culture remains important even when organizations reorganize in response to their environment. In fact, managing corporate culture during times of change can be crucial to the success of the reorganization.

Question 15

For typical organizations,changing the culture is in the best long-term interest of the firm.This is especially the case since the effort and time to change a culture is modest.

Accepted Answer

Changing a culture is a significant effort and typically takes a long time. It can require significant investment in resources, such as time and money, to make significant changes. While changing a culture may be necessary for the long-term success of an organization, it is not a modest effort.

Question 16

Organization development and organization transformation are both attempts for organizations to survive drastic unplanned changes in management processes and cultures.

Accepted Answer

Organization development focuses on incremental, continuous improvement within existing management processes and cultures, while organization transformation involves fundamental, radical changes often in response to significant external shifts or crises.

Question 17

Companies that are small and growing rapidly or companies that are mediocre should both consider large-scale cultural changes.

Accepted Answer

Small and rapidly growing companies may benefit from cultural changes to ensure that the company culture can accommodate expansion and changes. Mediocre companies may need cultural changes to improve performance and competitiveness.

Question 18

Based on the strategy-culture matrix model of change,when the strategic change is important to the company but the changes are incompatible with an entrenched corporate culture,management must push the change forward forcefully for the good of the company.

Accepted Answer

The answer of Based on the strategy-culture matrix model of...

Question 19

The degree of disconnect that an organization has with its environment is one of several factors that can determine the appropriateness of transformational change.

Accepted Answer

The degree of disconnect an organization has with its environment can impact the effectiveness of transformational change. Organizations that are highly disconnected may require more radical changes to adapt to their environment, while those that are more closely aligned may only require incremental changes.

Question 20

Strategy refers to a course of action that is used to accomplish objectives.

Accepted Answer

This is the definition of strategy.

Quiz 15: Organization Transformation and Strategic Change