Question 1

Kotter considers declaring victory too soon to be one of the reasons for the failure of transformation change management.

Accepted Answer

A) True 
 B)False

Question 2

Quinn developed a model of ___ ___ to explain the practical steps involved in introducing change:

Accepted Answer

A) logical incrementalism 
B) systematic progression 
C) random assessment 
D) logical progression 
A) logical incrementalism 
B) systematic progression 
C) random assessment 
D) logical progression

Question 3

Under a cognitive perspective,change requires no modification in managerial and employee cognition before any behavioural change will occur.

Accepted Answer

A) True 
 B)False

Question 4

A directive change management style is appropriate when most of the knowledge actually resides in the centre of the organisation.

Accepted Answer

A) True 
 B)False

Question 5

Hubbard,Rice and Galvin assert that a key problem in implementing change is that the change being proposed is:

Accepted Answer

A) transformational in nature 
B) incremental in nature 
C) not sufficiently far-reaching and radical 
D) not necessarily accepted by the people in the organisation 
A) transformational in nature 
B) incremental in nature 
C) not sufficiently far-reaching and radical 
D) not necessarily accepted by the people in the organisation

Question 6

The process of change management can be approached from three different theoretical perspectives:

Accepted Answer

A) ratio analysis approach,learning outcome,cognitive behaviour 
B) cognitive therapy,rational perspective,learning by doing 
C) learning perspective,cognitive perspective,rational approach 
D) rationing perspective,cogwheel methodology,learning approach 
A) ratio analysis approach,learning outcome,cognitive behaviour 
B) cognitive therapy,rational perspective,learning by doing 
C) learning perspective,cognitive perspective,rational approach 
D) rationing perspective,cogwheel methodology,learning approach

Question 7

Hubbard,Rice and Galvin describe 'transformational change' as a process that seeks to transform:

Accepted Answer

A) one aspect of how the organisation operates 
B) some or all aspects of how the organisation operates 
C) both of the above 
D) none of the above 
A) one aspect of how the organisation operates 
B) some or all aspects of how the organisation operates 
C) both of the above 
D) none of the above

Question 8

Provide four reasons for resistance to change.Describe how you would address one of them.

Accepted Answer

The reasons for resistance to change inc

Question 9

Hubbard,Rice and Galvin suggest that a model for change needs to consider four variables:

Accepted Answer

A) how little,how widespread,what process is needed,what barriers to implementation 
B) how much,how wide,what process is lacking,what resources for implementation 
C) how little,how widespread,what process is lacking,what barriers to implementation 
D) how much,how widespread,what process is needed,what time and resources for implementation 
A) how little,how widespread,what process is needed,what barriers to implementation 
B) how much,how wide,what process is lacking,what resources for implementation 
C) how little,how widespread,what process is lacking,what barriers to implementation 
D) how much,how widespread,what process is needed,what time and resources for implementation

Question 10

Explain punctuated equilibrium change and what the model suggests regarding change in industries.

Accepted Answer

Successful organisations manage incremen

Question 11

The change capability that Turner and Crawford found to be essential for success was the ability to:

Accepted Answer

A) delegate the process of change effectively 
B) coerce people into supporting the change effort through fear of consequences 
C) develop the skills and resources needed to effect change 
D) visualise the changed organisation before it existed 
A) delegate the process of change effectively 
B) coerce people into supporting the change effort through fear of consequences 
C) develop the skills and resources needed to effect change 
D) visualise the changed organisation before it existed

Question 12

Directive change management does not support retrenchment of employees.

Accepted Answer

A) True 
 B)False

Question 13

Hubbard,Rice and Galvin describe the 'punctuated equilibrium model' of change as:

Accepted Answer

A) the engagement,simultaneously,in both incremental and transformational processes 
B) a choice,at any one time,between incremental and transformational processes 
C) successful negotiation of periods of equilibrium that lead back into change 
D) suggesting that incremental and transformational change are inimical 
A) the engagement,simultaneously,in both incremental and transformational processes 
B) a choice,at any one time,between incremental and transformational processes 
C) successful negotiation of periods of equilibrium that lead back into change 
D) suggesting that incremental and transformational change are inimical

Question 14

Passive change is the most successful way to block change from occurring as managers eventually run out of energy,time and resources to implement change.

Accepted Answer

A) True 
 B)False

Question 15

Organisations do not need to be resilient in order to be able to cope with the increasing amount of turbulence they encounter on a day-to-day basis.

Accepted Answer

A) True 
 B)False

Question 16

Kotter's reasons why change fails do NOT include:

Accepted Answer

A) allowing too much complacency 
B) permitting obstacles to block the vision 
C) declaring victory too late 
D) failing to create a sufficiently powerful guiding coalition 
A) allowing too much complacency 
B) permitting obstacles to block the vision 
C) declaring victory too late 
D) failing to create a sufficiently powerful guiding coalition

Question 17

Pfeffer and Sutton noted the importance of action over the role of talking - what they called the:

Accepted Answer

A) 'doing-talking' trap 
B) 'knowing-unknowing' trap 
C) 'doing-knowing' trap 
D) 'knowing-doing' trap 
A) 'doing-talking' trap 
B) 'knowing-unknowing' trap 
C) 'doing-knowing' trap 
D) 'knowing-doing' trap

Question 18

Briefly describe the variables that a general model of the process of change management needs to consider.

Accepted Answer

A model for the process of change needs

Question 19

Do you agree that 'failing to create a sufficiently powerful guiding coalition' might lead to the failure of transformation change management? Provide an example to support your view.

Accepted Answer

Students might present differing perspec

Kotter considers declaring victory too soon to be one of the reasons for the failure of transformation change management.

Quinn developed a model of _ _ to explain the practical steps involved in introducing change:

Under a cognitive perspective,change requires no modification in managerial and employee cognition before any behavioural change will occur.

A directive change management style is appropriate when most of the knowledge actually resides in the centre of the organisation.

Hubbard,Rice and Galvin assert that a key problem in implementing change is that the change being proposed is:

The process of change management can be approached from three different theoretical perspectives:

Hubbard,Rice and Galvin describe 'transformational change' as a process that seeks to transform:

Provide four reasons for resistance to change.Describe how you would address one of them.

Hubbard,Rice and Galvin suggest that a model for change needs to consider four variables:

Explain punctuated equilibrium change and what the model suggests regarding change in industries.

The change capability that Turner and Crawford found to be essential for success was the ability to:

Directive change management does not support retrenchment of employees.

Hubbard,Rice and Galvin describe the 'punctuated equilibrium model' of change as:

Passive change is the most successful way to block change from occurring as managers eventually run out of energy,time and resources to implement change.

Organisations do not need to be resilient in order to be able to cope with the increasing amount of turbulence they encounter on a day-to-day basis.

Kotter's reasons why change fails do NOT include:

Pfeffer and Sutton noted the importance of action over the role of talking - what they called the:

Briefly describe the variables that a general model of the process of change management needs to consider.

Do you agree that 'failing to create a sufficiently powerful guiding coalition' might lead to the failure of transformation change management? Provide an example to support your view.

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

Kotter considers declaring victory too soon to be one of the reasons for the failure of transformation change management.

Quinn developed a model of ___ ___ to explain the practical steps involved in introducing change:

Under a cognitive perspective,change requires no modification in managerial and employee cognition before any behavioural change will occur.

A directive change management style is appropriate when most of the knowledge actually resides in the centre of the organisation.

Hubbard,Rice and Galvin assert that a key problem in implementing change is that the change being proposed is:

The process of change management can be approached from three different theoretical perspectives:

Hubbard,Rice and Galvin describe 'transformational change' as a process that seeks to transform:

Provide four reasons for resistance to change.Describe how you would address one of them.

Hubbard,Rice and Galvin suggest that a model for change needs to consider four variables:

Explain punctuated equilibrium change and what the model suggests regarding change in industries.

The change capability that Turner and Crawford found to be essential for success was the ability to:

Directive change management does not support retrenchment of employees.

Hubbard,Rice and Galvin describe the 'punctuated equilibrium model' of change as:

Passive change is the most successful way to block change from occurring as managers eventually run out of energy,time and resources to implement change.

Organisations do not need to be resilient in order to be able to cope with the increasing amount of turbulence they encounter on a day-to-day basis.

Kotter's reasons why change fails do NOT include:

Pfeffer and Sutton noted the importance of action over the role of talking - what they called the:

Briefly describe the variables that a general model of the process of change management needs to consider.

Do you agree that 'failing to create a sufficiently powerful guiding coalition' might lead to the failure of transformation change management? Provide an example to support your view.

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

Quinn developed a model of _ _ to explain the practical steps involved in introducing change: