Exam 16: Managing Organizational Change: Strategic Planning and Organizational Development

An organization that focuses on doing whatever it takes to adapt to changing conditions by acquiring, cultivating, and applying knowledge, the organization is:

Strategic planning is based on three key assumptions including:

The practice of eliminating parts of organizations that focus on noncore sectors of the business and hiring outside forms to perform these functions instead is called:

Today's business analysts claim that the business environment is experiencing:

In strategic planning, when the planners are considering their finances, physical assets, human assets etc., they are at the ________ step in the planning process.

Global competition and technology are two forces driving unplanned change in organizations.

Once a strategy has been developed in strategic planning it must be:

Does organizational development really work?

Attempting to derive more profits from existing business is a:

Generally speaking, OD change efforts are effective at improving organizational effectiveness, employee morale, etc., across all types of organizations and levels of employees.

Table 16.1 Todd's restaurant is changing from a fast food menu and walk-through service to simple, quickly prepared meals eaten in the restaurant or along the sidewalk. This change was brought on by the losses he is experiencing due to decreased demand for fast food. In order to make the changes as effective as possible and to avoid having to react in the future, Todd is talking to his employees about their ideas on the changes and what the future might hold. He wants employees to try some new things, tell him what's working and what's not working, and help the company grow. -Refer to Table 16.1. In terms of a learning organization, Todd's talking to his employees is:

Only ________ percent of new ventures last as long as 50 years.

Table 16.3 As an organizational development consultant, you are discussing the various OD techniques the CEO could choose from in bringing about change in her company. You suggest that she begin the process with a quick, inexpensive data gathering from the employees. She likes the idea, especially since the technique you recommend allows them to also receive information. Once you have the data, you suggest she go for a program that helps her managers work together more effectively. You suggest that small groups of managers meet on a regular basis to identify and discuss problems in the workplace. The CEO says this all sounds good, but wants to know how to improve organizational and individual goal setting and accomplishment. She wants a way to plan and implement strategic change for the organization, not get lost in a number of individual programs. You conclude the meeting by talking about employee job satisfaction and asking what her thoughts are on it. She says that it is relatively high, and while important, it can wait to be addressed until these other issues are dealt with. -Refer to Table 16.3. The type of OD intervention the CEO did not want to consider at this point was:

What does work at Sears, Royal Dutch Shell, and the United States Army suggest are good ways of making change "stick"?

An ethical issue in organizational development is that ________.

When a company alters reporting relationships and the division of labor among departments it is changing:

Table 16.1 Todd's restaurant is changing from a fast food menu and walk-through service to simple, quickly prepared meals eaten in the restaurant or along the sidewalk. This change was brought on by the losses he is experiencing due to decreased demand for fast food. In order to make the changes as effective as possible and to avoid having to react in the future, Todd is talking to his employees about their ideas on the changes and what the future might hold. He wants employees to try some new things, tell him what's working and what's not working, and help the company grow. -Refer to Table 16.1. The change effort Todd is taking was stimulated by:

The desire to continue to perform jobs in a specific way that comes from the jobs themselves and from social pressure surrounding the jobs is:

For a company to become a learning organization, management needs to ________.

Table 16.3 As an organizational development consultant, you are discussing the various OD techniques the CEO could choose from in bringing about change in her company. You suggest that she begin the process with a quick, inexpensive data gathering from the employees. She likes the idea, especially since the technique you recommend allows them to also receive information. Once you have the data, you suggest she go for a program that helps her managers work together more effectively. You suggest that small groups of managers meet on a regular basis to identify and discuss problems in the workplace. The CEO says this all sounds good, but wants to know how to improve organizational and individual goal setting and accomplishment. She wants a way to plan and implement strategic change for the organization, not get lost in a number of individual programs. You conclude the meeting by talking about employee job satisfaction and asking what her thoughts are on it. She says that it is relatively high, and while important, it can wait to be addressed until these other issues are dealt with. -Refer to Table 16.3. The CEO's concerns about an overall program would be best met by: