Question 1

A learning perspective views change as:

Accepted Answer

A) occurring through a series of leaps of faith 
B) using feedback to inform previous actions 
C) achieving only small results from large steps,due to resistance to change 
D) using feedback to alter the organisation's behaviour 
A) occurring through a series of leaps of faith 
B) using feedback to inform previous actions 
C) achieving only small results from large steps,due to resistance to change 
D) using feedback to alter the organisation's behaviour D

Question 2

The rational approach assumes that change is either driven from the top or everyone agrees what should be done.

Accepted Answer

A) True 
 B)False  True

Question 3

What are the four reasons why organisations are not adaptable,as established by Hamel and Valikangas? Give an example of each in your answer.

Accepted Answer

The four reasons are:
-Cognitive challenges.Organisations deny that problems exist,long for the 'good old days' or become arrogant through their success.Newspapers generally have only recently realised that the 'good old days' of newspapers are gone.
-Strategic challenges.Organisations are not aware of changing circumstances and don't have alternatives to their current atrophying,or perhaps dying,business model.Blackberry took too long to recognise that its business-oriented model was being overtaken by the easier to use,but less sophisticated,touchpads.
-Political challenges.Organisations find it too easy to commit resources to existing activities and not to new initiatives,which are perceived to be too risky and uncertain.Afraid of risking their positions in the hierarchy,universities continued to pour resources into face-to-face teaching even as technology is being used to transform teaching at primary and secondary levels.
-Ideological challenges.Organisations focus on efficiency of existing processes,even if those processes are becoming irrelevant or out of date.Retail store processes built around the need to touch and feel a product and interact with service staff are increasingly threatened by the growth in online shopping with its short lead time,increasingly comprehensive and customised product experience,24/7 availability and lower costs.

Question 4

Reversal of the eight failures for transformational change are needed for successful change to occur.

Accepted Answer

A) True 
 B)False

Question 5

The cognitive perspective encompasses those who believe in a political perspective.

Accepted Answer

A) True 
 B)False

Question 6

Hubbard,Rice and Galvin suggest that there are two quite different perspectives about what constitutes 'strategic change':

Accepted Answer

A) a context perspective (what to change)and a people perspective (who to change) 
B) a content perspective (what to change)and a process perspective (how to change) 
C) a timing perspective (when to change)and a content perspective (what to change) 
D) a content perspective (what to change)and a rational perspective (why to change) 
A) a context perspective (what to change)and a people perspective (who to change) 
B) a content perspective (what to change)and a process perspective (how to change) 
C) a timing perspective (when to change)and a content perspective (what to change) 
D) a content perspective (what to change)and a rational perspective (why to change)

Question 7

Explain the cognitive perspective of change.

Accepted Answer

Under a cognitive perspective,change in

Question 8

___ and ___ organisations are best placed to be able to cope with the changes required.

Accepted Answer

A) Decentralised,resourceful 
B) Creative,centralised 
C) Resilient,adaptable 
D) Small,diversified 
A) Decentralised,resourceful 
B) Creative,centralised 
C) Resilient,adaptable 
D) Small,diversified

Question 9

The reasons why change might be resisted do NOT include:

Accepted Answer

A) the importance of work to individuals 
B) change means extra efficiency gains 
C) change is a surprise 
D) lack of trust in management 
A) the importance of work to individuals 
B) change means extra efficiency gains 
C) change is a surprise 
D) lack of trust in management

Question 10

Change always involves more rewards to match extra work.

Accepted Answer

A) True 
 B)False

Question 11

A _________ change management style is appropriate where management has a draft plan that can provide a format for discussion to add value.

Accepted Answer

A) directive 
B) collabrative 
C) consultative 
D) competitive 
A) directive 
B) collabrative 
C) consultative 
D) competitive

Question 12

Quinn's logical incrementalism model:

Accepted Answer

A) involves a change process based on objective and rational processes,using small steps to achieve the required change 
B) involves a process of incrementally assessing changes in the strategic environment 
C) does not involve analysis but rather involves incremental changes followed by incremental assessments 
D) sees radical change as a sequences of incremental changes 
A) involves a change process based on objective and rational processes,using small steps to achieve the required change 
B) involves a process of incrementally assessing changes in the strategic environment 
C) does not involve analysis but rather involves incremental changes followed by incremental assessments 
D) sees radical change as a sequences of incremental changes

Question 13

Organisational-wide transformation change typically happens when:

Accepted Answer

A) there are small changes in many different parts of the organisation. 
B) there are small changes in one part of the organisation. 
C) there is a major change in a division of the organisation. 
D) there is a major change to most parts of the organisation. 
A) there are small changes in many different parts of the organisation. 
B) there are small changes in one part of the organisation. 
C) there is a major change in a division of the organisation. 
D) there is a major change to most parts of the organisation.

Question 14

Implementing strategy clearly requires consideration of both content and process.

Accepted Answer

A) True 
 B)False

Question 15

Both organisational transformation and incremental change are important for achieving strategy.

Accepted Answer

A) True 
 B)False

Question 16

Quinn's model of logical incrementalism explains the many steps involved in successful incremental change.

Accepted Answer

A) True 
 B)False

Question 17

A rational approach to change sees it as:

Accepted Answer

A) based on previously defined organisational objectives 
B) a random walk search for serendipitous solutions to emergent problems 
C) implying that change comes first and strategy follows 
D) implying that there is no 'one best way' or 'one best outcome' 
A) based on previously defined organisational objectives 
B) a random walk search for serendipitous solutions to emergent problems 
C) implying that change comes first and strategy follows 
D) implying that there is no 'one best way' or 'one best outcome'

Question 18

Lawson and Price's set of conditions needed to overcome employee resistance to change does NOT include:

Accepted Answer

A) consistent role models whose desired behaviour can be copied 
B) skills for the change 
C) a purpose to believe in 
D) systems that punish resistant behaviour 
A) consistent role models whose desired behaviour can be copied 
B) skills for the change 
C) a purpose to believe in 
D) systems that punish resistant behaviour

Question 19

Schein's argument for transformational change is described as:

Accepted Answer

A) unfreeze/change/refreeze 
B) thaw/melt/solidify 
C) warm/expand/contract 
D) imagine/depict/realise 
A) unfreeze/change/refreeze 
B) thaw/melt/solidify 
C) warm/expand/contract 
D) imagine/depict/realise

Question 20

The punctuated equilibrium change model disproves that change comes to industries in waves.

Accepted Answer

A) True 
 B)False

A learning perspective views change as:

The rational approach assumes that change is either driven from the top or everyone agrees what should be done.

What are the four reasons why organisations are not adaptable,as established by Hamel and Valikangas? Give an example of each in your answer.

Reversal of the eight failures for transformational change are needed for successful change to occur.

The cognitive perspective encompasses those who believe in a political perspective.

Hubbard,Rice and Galvin suggest that there are two quite different perspectives about what constitutes 'strategic change':

Explain the cognitive perspective of change.

_ and _ organisations are best placed to be able to cope with the changes required.

The reasons why change might be resisted do NOT include:

Change always involves more rewards to match extra work.

A _________ change management style is appropriate where management has a draft plan that can provide a format for discussion to add value.

Quinn's logical incrementalism model:

Organisational-wide transformation change typically happens when:

Implementing strategy clearly requires consideration of both content and process.

Both organisational transformation and incremental change are important for achieving strategy.

Quinn's model of logical incrementalism explains the many steps involved in successful incremental change.

A rational approach to change sees it as:

Lawson and Price's set of conditions needed to overcome employee resistance to change does NOT include:

Schein's argument for transformational change is described as:

The punctuated equilibrium change model disproves that change comes to industries in waves.

What Is Strategy

Analysing Business Strategy: Creating Value

Analysing the External Environment

Analysing the External Environment

Measuring Strategic Organisation Performance

GAP Analysis and Business-Level Strategic Options

Strategic Decision-Making

Dynamic Competitive Strategy

Corporatemulti-Business Strategy

Acquisitions and Alliances

International Strategy

Capabilities, Systems and Structure

Leadership, People and Culture

Filters

Exam 14: Change Management

A learning perspective views change as:

The rational approach assumes that change is either driven from the top or everyone agrees what should be done.

What are the four reasons why organisations are not adaptable,as established by Hamel and Valikangas? Give an example of each in your answer.

Reversal of the eight failures for transformational change are needed for successful change to occur.

The cognitive perspective encompasses those who believe in a political perspective.

Hubbard,Rice and Galvin suggest that there are two quite different perspectives about what constitutes 'strategic change':

Explain the cognitive perspective of change.

___ and ___ organisations are best placed to be able to cope with the changes required.

The reasons why change might be resisted do NOT include:

Change always involves more rewards to match extra work.

A _________ change management style is appropriate where management has a draft plan that can provide a format for discussion to add value.

Quinn's logical incrementalism model:

Organisational-wide transformation change typically happens when:

Implementing strategy clearly requires consideration of both content and process.

Both organisational transformation and incremental change are important for achieving strategy.

Quinn's model of logical incrementalism explains the many steps involved in successful incremental change.

A rational approach to change sees it as:

Lawson and Price's set of conditions needed to overcome employee resistance to change does NOT include:

Schein's argument for transformational change is described as:

The punctuated equilibrium change model disproves that change comes to industries in waves.

What Is Strategy

Analysing Business Strategy: Creating Value

Analysing the External Environment

Analysing the External Environment

Measuring Strategic Organisation Performance

GAP Analysis and Business-Level Strategic Options

Strategic Decision-Making

Dynamic Competitive Strategy

Corporatemulti-Business Strategy

Acquisitions and Alliances

International Strategy

Capabilities, Systems and Structure

Leadership, People and Culture

Filters

_ and _ organisations are best placed to be able to cope with the changes required.