Question 1

Managers who try to bypass the first four stages of grief and get people to accept changes without grieving the endings often _______.

Accepted Answer

A)  succeed in their change efforts 
B)  do nothing 
C)  fail in their change efforts 
D)  all of these 
A)  succeed in their change efforts 
B)  do nothing 
C)  fail in their change efforts 
D)  all of these

Question 2

__________ awakens an individual's hopes and dreams about the future, about possibilities of what could be, rather than focusing on trying to "fix" weaknesses or shortcomings.

Accepted Answer

A)  A positive emotional attractor 
B)  A supportive relationship 
C)  Repetitive behavior 
D)  Optimism 
A)  A positive emotional attractor 
B)  A supportive relationship 
C)  Repetitive behavior 
D)  Optimism

Question 3

What are the three transitions that must take place for successful change?

Accepted Answer

1. Ending of one sit

Question 4

Rather than looking at a situation from the viewpoint of what is wrong and who is to blame for it, appreciative inquiry takes a more negative approach.

Accepted Answer

A) True 
 B)False

Question 5

At what stage is the danger of relapsing to old ways present?

Accepted Answer

A)  maintenance 
B)  preparation 
C)  action 
D)  contemplation 
A)  maintenance 
B)  preparation 
C)  action 
D)  contemplation

Question 6

______________ can be defined as one in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, change, and transform itself.

Accepted Answer

A)  grit 
B)  adaptive culture 
C)  A learning organization 
D)  none of these 
A)  grit 
B)  adaptive culture 
C)  A learning organization 
D)  none of these

Question 7

How can appreciative inquiry accelerate large-scale organizational change?

Accepted Answer

A)  By leading the change. 
B)  By appropriately framing a topic. 
C)  By positively engaging a large group of people in the change process. 
D)  none of these 
A)  By leading the change. 
B)  By appropriately framing a topic. 
C)  By positively engaging a large group of people in the change process. 
D)  none of these

Question 8

Who is the person or group that has the authority to decide which changes will happen in the organization, can communicate the change to employees as a priority, and has the ability to provide resources and reinforcement to make sure the change is successful?

Accepted Answer

A)  agent 
B)  sponsor 
C)  target 
D)  board of directors 
A)  agent 
B)  sponsor 
C)  target 
D)  board of directors

Question 9

Employee commitment and buy-in, cultural values, manager attitudes and leadership abilities, and the nature of organizational relationships are part of the change focused on the ________.

Accepted Answer

A)  hard side 
B)  soft side 
C)  control system 
D)  support network 
A)  hard side 
B)  soft side 
C)  control system 
D)  support network

Question 10

People learn and change because they _____ to, not because they _____ to.

Accepted Answer

A)  want, ought 
B)  are trying, are being paid 
C)  ought, want 
D)  want, are being forced 
A)  want, ought 
B)  are trying, are being paid 
C)  ought, want 
D)  want, are being forced

Question 11

As time progresses, the complexities of altering people's _________ begin to overwhelm the supervisor, who may even reach a point of despair that change is really possible.

Accepted Answer

A)  attitudes and behaviors 
B)  expectations 
C)  performance 
D)  none of these 
A)  attitudes and behaviors 
B)  expectations 
C)  performance 
D)  none of these

Question 12

What should you do to be effective managing change?

Accepted Answer

A)  Communicate the urgency for change in a way that touches people's emotions. 
B)  Be forceful and aggressive with the need for change. 
C)  Create conflicts and problems so that the change is implemented. 
D)  Be passive and let the change happen without really helping. 
A)  Communicate the urgency for change in a way that touches people's emotions. 
B)  Be forceful and aggressive with the need for change. 
C)  Create conflicts and problems so that the change is implemented. 
D)  Be passive and let the change happen without really helping.

Question 13

For successful change, managers expand their focus to address both ________ and ________ forces at the same time.

Accepted Answer

A)  exterior, interior 
B)  objective, subjective 
C)  all of these 
D)  none of these 
A)  exterior, interior 
B)  objective, subjective 
C)  all of these 
D)  none of these

Question 14

Managers consider what __________ training is needed to shape employee attitudes and values toward those needed for the change.

Accepted Answer

A)  performance 
B)  budget 
C)  planning 
D)  personal development 
A)  performance 
B)  budget 
C)  planning 
D)  personal development

Question 15

People have to ________ and emotionally let go of the old before they can embrace the new.

Accepted Answer

A)  physically 
B)  traditionally 
C)  psychologically 
D)  none of these 
A)  physically 
B)  traditionally 
C)  psychologically 
D)  none of these

Question 16

What is/are the key(s) to changing thinking and behavior?

Accepted Answer

A)  positive emotional attractor 
B)  supportive relationships 
C)  repetition of new behaviors 
D)  all of these 
A)  positive emotional attractor 
B)  supportive relationships 
C)  repetition of new behaviors 
D)  all of these

Question 17

What does a new beginning mean?

Accepted Answer

A)  People have dealt with the losses/endings of the old situation. 
B)  People are angry and tired. 
C)  People are ready for something fresh, new, and hopeful. 
D)  none of these 
A)  People have dealt with the losses/endings of the old situation. 
B)  People are angry and tired. 
C)  People are ready for something fresh, new, and hopeful. 
D)  none of these

Question 18

For successful change, reach out to others in the organization and build a strong coalition with __________.

Accepted Answer

A)  compelling attitudes. 
B)  shared commitment to the need for and possibility of change. 
C)  market driven goals and objectives. 
D)  radical ideas. 
A)  compelling attitudes. 
B)  shared commitment to the need for and possibility of change. 
C)  market driven goals and objectives. 
D)  radical ideas.

Question 19

What type of reaction might you expect from an individual when changes are imposed from outside?

Accepted Answer

A)  no reaction 
B)  slight reaction 
C)  positive reaction 
D)  strong, emotional reaction 
A)  no reaction 
B)  slight reaction 
C)  positive reaction 
D)  strong, emotional reaction

Question 20

Dalton just started a new job, and he's been late to work five of his first seven shifts. When his supervisor pulled him aside to explain why this was a problem, Dalton became angry and said he couldn't help it. What stage is Dalton in?

Accepted Answer

A)  contemplation 
B)  maintenance 
C)  precontemplation 
D)  action 
A)  contemplation 
B)  maintenance 
C)  precontemplation 
D)  action

Managers who try to bypass the first four stages of grief and get people to accept changes without grieving the endings often _______.

__________ awakens an individual's hopes and dreams about the future, about possibilities of what could be, rather than focusing on trying to "fix" weaknesses or shortcomings.

What are the three transitions that must take place for successful change?

Rather than looking at a situation from the viewpoint of what is wrong and who is to blame for it, appreciative inquiry takes a more negative approach.

At what stage is the danger of relapsing to old ways present?

______________ can be defined as one in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, change, and transform itself.

How can appreciative inquiry accelerate large-scale organizational change?

Who is the person or group that has the authority to decide which changes will happen in the organization, can communicate the change to employees as a priority, and has the ability to provide resources and reinforcement to make sure the change is successful?

Employee commitment and buy-in, cultural values, manager attitudes and leadership abilities, and the nature of organizational relationships are part of the change focused on the ________.

People learn and change because they _ to, not because they _ to.

As time progresses, the complexities of altering people's _________ begin to overwhelm the supervisor, who may even reach a point of despair that change is really possible.

What should you do to be effective managing change?

For successful change, managers expand their focus to address both and forces at the same time.

Managers consider what __________ training is needed to shape employee attitudes and values toward those needed for the change.

People have to ________ and emotionally let go of the old before they can embrace the new.

What is/are the key(s) to changing thinking and behavior?

What does a new beginning mean?

For successful change, reach out to others in the organization and build a strong coalition with __________.

What type of reaction might you expect from an individual when changes are imposed from outside?

Dalton just started a new job, and he's been late to work five of his first seven shifts. When his supervisor pulled him aside to explain why this was a problem, Dalton became angry and said he couldn't help it. What stage is Dalton in?

Introduction

Your Manager Strengths and Weaknesses

Learning About Yourself

Managing Yourself to Get Things Done

Creative Problem Solving

How Managers Communicate

Becoming an Ethical Manager

Motivating for Performance

Getting Things Done Through Networks, Relationships, and Soft Power

People With Coaching, Delegation, and Deliberate Practice

Handling Difficult Conversations, Conflict, and Negotiation

Managing Your Boss

Managing Teams

Achieving Desired Outcomes: Getting the Right People and Managing Performance

Managing Cross Culturally

Positive Leadership

Filters

Exam 17: Managing Personal and Organizational Change

Managers who try to bypass the first four stages of grief and get people to accept changes without grieving the endings often _______.

__________ awakens an individual's hopes and dreams about the future, about possibilities of what could be, rather than focusing on trying to "fix" weaknesses or shortcomings.

What are the three transitions that must take place for successful change?

Rather than looking at a situation from the viewpoint of what is wrong and who is to blame for it, appreciative inquiry takes a more negative approach.

At what stage is the danger of relapsing to old ways present?

______________ can be defined as one in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, change, and transform itself.

How can appreciative inquiry accelerate large-scale organizational change?

Who is the person or group that has the authority to decide which changes will happen in the organization, can communicate the change to employees as a priority, and has the ability to provide resources and reinforcement to make sure the change is successful?

Employee commitment and buy-in, cultural values, manager attitudes and leadership abilities, and the nature of organizational relationships are part of the change focused on the ________.

People learn and change because they _____ to, not because they _____ to.

As time progresses, the complexities of altering people's _________ begin to overwhelm the supervisor, who may even reach a point of despair that change is really possible.

What should you do to be effective managing change?

For successful change, managers expand their focus to address both ________ and ________ forces at the same time.

Managers consider what __________ training is needed to shape employee attitudes and values toward those needed for the change.

People have to ________ and emotionally let go of the old before they can embrace the new.

What is/are the key(s) to changing thinking and behavior?

What does a new beginning mean?

For successful change, reach out to others in the organization and build a strong coalition with __________.

What type of reaction might you expect from an individual when changes are imposed from outside?

Dalton just started a new job, and he's been late to work five of his first seven shifts. When his supervisor pulled him aside to explain why this was a problem, Dalton became angry and said he couldn't help it. What stage is Dalton in?

Introduction

Your Manager Strengths and Weaknesses

Learning About Yourself

Managing Yourself to Get Things Done

Creative Problem Solving

How Managers Communicate

Becoming an Ethical Manager

Motivating for Performance

Getting Things Done Through Networks, Relationships, and Soft Power

People With Coaching, Delegation, and Deliberate Practice

Handling Difficult Conversations, Conflict, and Negotiation

Managing Your Boss

Managing Teams

Achieving Desired Outcomes: Getting the Right People and Managing Performance

Managing Cross Culturally

Positive Leadership

Filters

People learn and change because they _ to, not because they _ to.

For successful change, managers expand their focus to address both and forces at the same time.