MGMT Org Change Exam 3 SB
Which of the following is true of change managers? Multiple choice question. Motivation and commitment do not help in becoming effective change agents. Allowing middle managers to lead the change implementation process results in failure. Change managers can drive change management successfully solely based on technical skills. Transformational leaders play an important role in implementing the change.
Transformational leaders play an important role in implementing the change.
According to Bass and Avolio (1994), the _____ in transformational leadership involves developing other employees to higher levels of abilities. Multiple choice question. individualized consideration idealized influence inspirational motivation intellectual stimulation
individualized consideration
According to Bass and Avolio (1994), the _____ in transformational leadership involves developing other employees to higher levels of abilities. Multiple choice question. individualized consideration intellectual stimulation idealized influence inspirational motivation
individualized consideration
For the _____ image of change manager, the approach to change includes managing meaning through interpretations that explain and convey understanding. Multiple choice question. nurturer caretaker coach interpreter
interpreter
cohesive networks
members know each other and their actions are easier to coordinate
networking ability
effective at using networks, bulding friendships and alliances easily, skilled in negotitation, and conflict resolution
According to Wylie and Sturdy (2018), are _ change units that are responsible for helping senior leaders of an organization translate vision and strategy into specific projects.
enforcers
apparent sincerity
honest and open, with integrity, authenticity, genuineness, and no ulterior motives
Thomas Davenport et al. (2003) studied the _____ who bring new management ideas into an organization Multiple choice question. resource linkers ideas practitioners tempered radicals sounding boards
ideas practitioners
Thomas Davenport et al. (2003) studied the _____ who bring new management ideas into an organization Multiple choice question. tempered radicals resource linkers ideas practitioners sounding boards
ideas practitioners
According to Bass and Avolio (1994), the _____ in transformational leadership involves developing other employees to higher levels of abilities. Multiple choice question. intellectual stimulation inspirational motivation idealized influence individualized consideration
individualized consideration
networking ability
involes building a range of relationships across and outside an organization
apparent sincerity
involves being viewed as forthright, open, honest, and genuine
scrapegoating
involves blaming another department, external factors, prececessor, trading conditions, or a particular individual
social astuteness
keen observers, good interpreters of behavior, self aware, sensitive to others, clever
For a change manager using issue-selling tactics, involvement moves mean _____. Multiple choice question. knowing who to involve and when using informal committees and informal ways to legitimize ideas repeatedly raising an idea to prepare his or her audience for the full proposal involving only internal departments and consultants
knowing who to involve and when
director
management choice commandand control
alliances
managing secret deals with influential others to form a critical mass, a cabal, to win support for and to progress ones proposals
divergent networks
members are connected indirectly by their link to the change managera and these networks can be a pool of new ideas and information
issue selling
packaging, presenting, and promoting plans and ideas in ways that make them more appealing to the target audience
navigator
plan with care and detail but expect the unexpected
Intimidators are _____ who focus on weaknesses and insecurities, by the use of coercion, fear, and anxiety. Multiple choice question. politically intelligent managers communist managers conformist managers socially intelligent managers
politically intelligent managers
Intimidators are _____ who focus on weaknesses and insecurities, by the use of coercion, fear, and anxiety. Multiple choice question. politically intelligent managers socially intelligent managers communist managers conformist managers
politically intelligent managers
_ refers to individual or group behavior that is informal, ostensibly parochial, typically divisive, and above all, in the technical sense, illegitimate—sanctioned neither by formal authority, accepted ideology, nor certified expertise.
politics
Barbara, a change manager at a consulting firm, has good political skills. She pays close attention to the facial expressions of her coworkers and subordinates. She interprets their behaviors and is aware of their actions. These characteristics of Barbara are an example of the _____ dimension of political skill. Multiple choice question. networking ability interpersonal influence apparent sincerity social astuteness
social astuteness
In the context of the key dimensions of political skill _ _ refers to being a good interpreter of behavior and being sensitive to others.
social astuteness
Stjernberg and Philips (1993) used the term _____, derived from the Swedish word "eldsjälar," to describe people who become change managers. Multiple choice question. executive champions deviants souls of fire sponsor
souls of fire
Stjernberg and Philips (1993) used the term _____, derived from the Swedish word "eldsjälar," to describe people who become change managers. Multiple choice question. executive champions sponsor souls of fire deviants
souls of fire
interpersonal influence
subtle and convincing style, calibrate actions to the situation, tot the target, flexible
According to James McGregor Burns (1978), _ leaders have charisma and inspire other employees to perform "beyond contract".
transformational
In the context of the types of change units identified by Wylie and Sturdy (2018), _ units are "high profile" change units that are responsible for large-scale change.
transformer
Which of the following reasons led to the significance of change management competencies? (Check all that apply.) Multiple select question. A badly managed change can cause serious damage to the organization, those affected by the change, and other stakeholders. Change management is usually carried out by part-time and inexperienced consultants. Most general and functional managers fail to combine change responsibilities with their regular duties. Responsibility for change management has become increasingly distributed.
A badly managed change can cause serious damage to the organization, those affected by the change, and other stakeholders. Responsibility for change management has become increasingly distributed.
Identify a true statement about the experience of a change manager. Multiple choice question. A change manager is exposed to a narrow range of internal and external corporate and strategic issues. A change manager fails to add powerful and influential colleagues to his or her network. A change manager gets a chance to demonstrate his or her capabilities and gather new knowledge. A change manager does not get enough opportunities to develop new skills.
A change manager gets a chance to demonstrate his or her capabilities and gather new knowledge.
Identify a characteristic of change managers that an organization should consider when employing people. Multiple choice question. Change managers are regarded as peacemakers who follow rules. Change managers always make a good first impression during interviews. Change managers are nonconformists who take risks. Change managers blame other employees when things go wrong.
Change managers are nonconformists who take risks.
Identify a true statement about the dimensions of the role of change managers. Multiple choice question. The role of a change manager has low pressure and few risks. Change managers have to be comfortable with and be able to deal with conflict. Concerns, complaints, and anger are never directed at the change manager in person. Senior management does not expect rapid results from change managers.
Change managers have to be comfortable with and be able to deal with conflict.
Identify a true statement about the characteristics of change managers. Multiple choice question. Change managers are often conformists. Change managers may not appear to be an ideal candidate during selection. Change managers are often unwilling to break the rules. Change managers do not prefer taking risks.
Change managers may not appear to be an ideal candidate during selection.
According to Donald Kuratko and Michael Goldsby (2004), which of the following conditions discourage the "entrepreneurial middle manager" from innovating and taking risks? Multiple choice question. Complex approval systems and extensive documentation Systems and policies that discourage safe and conservative behavior Organizational culture that discourages micromanagement Delegation of authority
Complex approval systems and extensive documentation
According to Donald Kuratko and Michael Goldsby (2004), which of the following conditions discourage the "entrepreneurial middle manager" from innovating and taking risks? Multiple choice question. Systems and policies that discourage safe and conservative behavior Complex approval systems and extensive documentation Organizational culture that discourages micromanagement Delegation of authority
Complex approval systems and extensive documentation
Identify the issues that should be covered in the personal action plan by a change manager. (Check all that apply.) Multiple select question. Developing strengths Building a conformist attitude Filling gaps Eliminating all weaknesses completely
Developing strengths Filling gaps
Identify the issues that should be covered in the personal action plan by a change manager. (Check all that apply.) Multiple select question. Building a conformist attitude Filling gaps Developing strengths Eliminating all weaknesses completely
Filling gaps Developing strengths
Identify a desirable characteristic of a change manager. Multiple choice question. Status-conscious Flexible and resourceful Secretive and adversarial Political and manipulative
Flexible and resourceful
According to Ashford and Detert, which of the following influence tactics should middle managers use to attract senior executive attention and resources? (Check all that apply.) Multiple select question. Work independently Frame the issue Manage emotions Stray from the established norms
Frame the issue Manage emotions
Which of the following are the undesirable characteristics of a change manager? (Check all that apply.) Multiple select question. Has high need for praise and recognition Accepts risks and challenges Impatient and lacking persistence Recognizes and deals with office politics
Has high need for praise and recognition Impatient and lacking persistence
Identify a true statement about change managers. Multiple choice question. A change manager should be "book smart" and not "street smart". Having a formal title can create barriers in getting support toward change. A change manager needs to essentially have a formal management job title. The change process is carried out by a single person in an organization.
Having a formal title can create barriers in getting support toward change.
Identify a true statement about the political dimension of change management. Multiple choice question. Political skill is at a premium for a change manager due to the contested nature of organizational change. Political skill cannot be developed in a change manager. Political skill is not a prerequisite for success in any general management or leadership position. The political aspect of change management is unethical and time-consuming for change managers.
Political skill is at a premium for a change manager due to the contested nature of organizational change.
_____ are a set of issue-selling tactics that deal with the groundwork that may need to be done in advance of selling the issues. Multiple choice question. Informal moves Involvement moves Process moves Packaging moves
Process moves
_____ are a set of issue-selling tactics that deal with the groundwork that may need to be done in advance of selling the issues. Multiple choice question. Informal moves Packaging moves Involvement moves Process moves
Process moves
_____ are a set of issue-selling tactics that deal with the groundwork that may need to be done in advance of selling the issues. Multiple choice question. Informal moves Process moves Involvement moves Packaging moves
Process moves
True or false: Change managers only receive extrinsic rewards and do not enjoy intrinsic rewards. True false question.TrueFalse
Reason: This is false. Change managers enjoy several intrinsic rewards: challenge, excitement, personal development, and job satisfaction. The extrinsic rewards in terms of career progression can also be substantial.
Which of the following statements is true of a chief transformation officer (CTO)? (Select all that apply.) Multiple select question. They should be independent. Their compensation should be linked to performance. They should not be supported by the board members of the firm. They should be separate from the executive team of the organization.
They should be independent. Their compensation should be linked to performance.
True or false: Deep change is less challenging and less risky than shallow change. True false question.TrueFalse
This is false. Although all experience can be useful, deep change is more challenging and risky, because there is a higher chance that things could go wrong.
True or false: Change managers only receive extrinsic rewards and do not enjoy intrinsic rewards. True false question.TrueFalse
This is false. Change managers enjoy several intrinsic rewards: challenge, excitement, personal development, and job satisfaction. The extrinsic rewards in terms of career progression can also be substantial.
True or false: Involvement in change is always associated with a formal leadership or management job title. True false question.TrueFalse
This is false. Involvement in change is not always associated with a formal leadership or management job title. There may even be circumstances in which a formal title could be a barrier to generating participation and support, stimulating suspicion and distrust instead.
True or false: The actions required to develop change management capabilities are usually costly. True false question.TrueFalse
This is false. The actions required to develop change management capabilities are not necessarily costly. Most of the possibilities are free, because they are experience-based, but they do involve a significant time commitment.
True or false: Change managers can easily escape from the political aspect of the change management role. True false question.TrueFalse
This is false. The political aspect of the change management role is difficult to escape from, and political skill is a prerequisite for success in most if not all general management and leadership positions.
Which of the following statements is true of transformational leadership? Multiple choice question. Transformational leadership hinders the quick implementation of change initiatives. Transformational leaders are responsible for reduced job satisfaction and employee turnover. Transformational leadership is not a desirable approach to drive major organizational changes. Transformational leaders are accused of creating too much change that results in management and staff burnout.
Transformational leaders are accused of creating too much change that results in management and staff burnout.
Which of the following statements is true of transformational leadership? Multiple choice question. Transformational leadership is not a desirable approach to drive major organizational changes. Transformational leaders are accused of creating too much change that results in management and staff burnout. Transformational leaders are responsible for reduced job satisfaction and employee turnover. Transformational leadership hinders the quick implementation of change initiatives.
Transformational leaders are accused of creating too much change that results in management and staff burnout.
As part of the process moves tactic, a change manager needs to _____. Multiple choice question. clear and discuss ideas with a senior sponsor link proposals to issues such as profitability or market share of an organization consider the amount of background information to be collected to persuade others to back his or her idea make ideas look more appealing, urgent, and acceptable
consider the amount of background information to be collected to persuade others to back his or her idea
As part of the process moves tactic, a change manager needs to _____. Multiple choice question. consider the amount of background information to be collected to persuade others to back his or her idea link proposals to issues such as profitability or market share of an organization clear and discuss ideas with a senior sponsor make ideas look more appealing, urgent, and acceptable
consider the amount of background information to be collected to persuade others to back his or her idea
As part of the process moves tactic, a change manager needs to _____. Multiple choice question. make ideas look more appealing, urgent, and acceptable consider the amount of background information to be collected to persuade others to back his or her idea link proposals to issues such as profitability or market share of an organization clear and discuss ideas with a senior sponsor
consider the amount of background information to be collected to persuade others to back his or her idea
According to the study of change in Britain's National Health Service by Julie Battilana and Tiziana Casciaro (2013), change managers were more successful where _____. Multiple choice question. they avoided good relationships with those who were ambivalent about changes they held unimportant positions in the organization's informal network they had specific roles in the formal hierarchy the nature of their network matched the type of change that they were trying to achieve
the nature of their network matched the type of change that they were trying to achieve
implementing
they make things happen, manage change, and bring it out from boardroom to front line
scouting
they read extensively, attend conferences, explore interdisciplinary views and search other fields for ideas
advocating
they sell, market, find early adopters, and persuade other managers
packaging
they translate and design their ideas for a wider audience and express ideas in terms of key issues that interest senior management
The intimidation tactic "porcupine power" involves _____. Multiple choice question. preserving an air of mystery by maintaining deliberate distance having mastery of facts invading into others' personal space using rage and anger to allow the intimidator to prevail
using rage and anger to allow the intimidator to prevail
The intimidation tactic "porcupine power" involves _____. Multiple choice question. using rage and anger to allow the intimidator to prevail invading into others' personal space having mastery of facts preserving an air of mystery by maintaining deliberate distance
using rage and anger to allow the intimidator to prevail
Identify a true statement about deep change for change managers. Multiple choice question. Deep change decreases the visibility and reputation of the change managers responsible. Interview panels and promotion boards are likely to be more impressed by involvement in successful deep change than in shallow change. Deep change offers no potential for personal development for change managers. Deep change lowers the chance of things going wrong for change managers compared to shallow change.
Interview panels and promotion boards are likely to be more impressed by involvement in successful deep change than in shallow change.
Identify a true statement about deep change for change managers. Multiple choice question. Deep change offers no potential for personal development for change managers. Deep change decreases the visibility and reputation of the change managers responsible. Deep change lowers the chance of things going wrong for change managers compared to shallow change. Interview panels and promotion boards are likely to be more impressed by involvement in successful deep change than in shallow change.
Interview panels and promotion boards are likely to be more impressed by involvement in successful deep change than in shallow change.
Identify the intimidation tactics used by change managers. (Check all that apply.) Multiple select question. Intimidators appear to know a lot of facts, and they present them confidently irrespective of whether the facts are correct. Intimidators work without confronting their colleagues and avoid invading their personal space. Intimidators use "porcupine power" which involves a "calculated loss of temper". Intimidators avoid an air of mystery by eliminating any distance with their colleagues.
Intimidators appear to know a lot of facts, and they present them confidently irrespective of whether the facts are correct. Intimidators use "porcupine power" which involves a "calculated loss of temper".
_____ are a set of issue-selling tactics that deal with the ways in which relationships can be exploited to develop support for ideas. Multiple choice question. Informal moves Process moves Packaging moves Involvement moves
Involvement moves
Identify a true statement about issue-selling, a political tactic. Multiple choice question. It involves five ways to promote ideas for change. It increases the probability of idea implementation. It is not considered important by most change managers. It involves withholding information and spreading rumors to make others look bad.
It increases the probability of idea implementation.
Identify accurate statements about the findings of the study conducted by Vergauwe et al. (2018). (Check all that apply.) Multiple select question. Subordinates of leaders with more experience perceived them to be less effective leaders. Leaders with high charisma scores rated themselves as less effective leaders. Leaders with more experience saw themselves as more effective leaders. Superiors of leaders with high charisma scores rated them as less effective leaders.
Leaders with more experience saw themselves as more effective leaders. Superiors of leaders with high charisma scores rated them as less effective leaders
Identify accurate statements about the findings of the study conducted by Vergauwe et al. (2018). (Check all that apply.) Multiple select question. Leaders with high charisma scores rated themselves as less effective leaders. Leaders with more experience saw themselves as more effective leaders. Subordinates of leaders with more experience perceived them to be less effective leaders. Superiors of leaders with high charisma scores rated them as less effective leaders.
Leaders with more experience saw themselves as more effective leaders. Superiors of leaders with high charisma scores rated them as less effective leaders.
Identify accurate statements about the findings of the study conducted by Vergauwe et al. (2018). (Check all that apply.) Multiple select question. Leaders with more experience saw themselves as more effective leaders. Leaders with high charisma scores rated themselves as less effective leaders. Superiors of leaders with high charisma scores rated them as less effective leaders. Subordinates of leaders with more experience perceived them to be less effective leaders.
Leaders with more experience saw themselves as more effective leaders. Superiors of leaders with high charisma scores rated them as less effective leaders.
Identify a true statement about the role of middle managers in change management. Multiple select question. Loosely defined assignments and roles can inspire middle managers to develop and promote their own ideas. Middle managers are often the change blockers in an organization. Middle managers often fail at initiating changes as they are responsible for day-to-day operations. Senior leaders are not always the best choice to implement change on a large-scale in an organization.
Loosely defined assignments and roles can inspire middle managers to develop and promote their own ideas. Senior leaders are not always the best choice to implement change on a large-scale in an organization.
In the context of issue-selling tactics, _____ concern the ways in which ideas are wrapped to make them more appealing and urgent. Multiple choice question. Process moves Informal moves Involvement moves Packaging moves
Packaging moves
_____ refers to an interpersonal style construct that combines social astuteness with the ability to relate well, and otherwise demonstrate situationally appropriate behavior in a disarmingly charming and engaging manner that inspires confidence, trust, sincerity, and genuineness. Multiple choice question. Diagnostic skill Initiation skill Political skill Intimidation skill
Political skill
_____ refers to an interpersonal style construct that combines social astuteness with the ability to relate well, and otherwise demonstrate situationally appropriate behavior in a disarmingly charming and engaging manner that inspires confidence, trust, sincerity, and genuineness. Multiple choice question. Intimidation skill Political skill Diagnostic skill Initiation skill
Political skill
Which of the following reasons led to the significance of change management competencies? (Check all that apply.) Multiple select question. Change management is usually carried out by part-time and inexperienced consultants. Most general and functional managers fail to combine change responsibilities with their regular duties. Responsibility for change management has become increasingly distributed. A badly managed change can cause serious damage to the organization, those affected by the change, and other stakeholders.
Responsibility for change management has become increasingly distributed. A badly managed change can cause serious damage to the organization, those affected by the change, and other stakeholders.
According to the CMI Change Manager Master Level—Competency Model, which of the following skills is demonstrated by a change manager who is resilient and flexible, takes personal responsibility, manages time well, and has high emotional intelligence? Multiple choice question. Professional development Strategic thinking Specialist expertise Self-management
Self-management
According to the CMI Change Manager Master Level—Competency Model, which of the following skills is demonstrated by a change manager who is resilient and flexible, takes personal responsibility, manages time well, and has high emotional intelligence? Multiple choice question. Self-management Specialist expertise Professional development Strategic thinking
Self-management
Identify a true statement about the role of middle managers in change management. Multiple select question. Middle managers often fail at initiating changes as they are responsible for day-to-day operations. Senior leaders are not always the best choice to implement change on a large-scale in an organization. Loosely defined assignments and roles can inspire middle managers to develop and promote their own ideas. Middle managers are often the change blockers in an organization.
Senior leaders are not always the best choice to implement change on a large-scale in an organization. Loosely defined assignments and roles can inspire middle managers to develop and promote their own ideas.
Identify the core selection factors for change managers. (Check all that apply.) Multiple select question. Getting things done limited to internal boundaries Spotting trends in the market and developing a strategy that differentiates the organization Managing implementation by getting involved at too low a level of detail Being risk tolerant and courageous
Spotting trends in the market and developing a strategy that differentiates the organization Being risk tolerant and courageous
Identify a true statement about the CMI Change Manager Master Level—Competency Model. Multiple choice question. The model identifies four competencies with two capabilities under each heading. The model identifies competencies related to a professional full-time change manager heading up or working in a specialist corporate unit or recruited as an external consultant or adviser. The model is specific to quiet leaders, stealth innovators, and other "below the radar" change managers. The model identifies competencies related to part-time change managers.
The model identifies competencies related to a professional full-time change manager heading up or working in a specialist corporate unit or recruited as an external consultant or adviser.
Identify a true statement about the CMI Change Manager Master Level—Competency Model. Multiple choice question. The model is specific to quiet leaders, stealth innovators, and other "below the radar" change managers. The model identifies competencies related to a professional full-time change manager heading up or working in a specialist corporate unit or recruited as an external consultant or adviser. The model identifies four competencies with two capabilities under each heading. The model identifies competencies related to part-time change managers.
The model identifies competencies related to a professional full-time change manager heading up or working in a specialist corporate unit or recruited as an external consultant or adviser.
Identify a characteristic of change managers who are intimidators according to Roderick Kramer (2006). Multiple choice question. They are bullies who apply bullying tactics in the long term. They are averse to causing a ruckus. They avoid being loud and gathering attention. They get people moving with their abrasive leadership.
They get people moving with their abrasive leadership.
According to the study of an organization redesign program by Buchanan (2003), which of the following is true about change managers? Multiple choice question. They handle stress experienced by those involved in change. They only have to cope with their own personal stress. They wish to be liked by others and do not like to lose friends. They are not blamed for failures of change.
They handle stress experienced by those involved in change.
According to Gorter et al. (2016), which of the following key issues should a chief transformation officer (CTO) deal with in order to become successful? Multiple choice question. They should avoid challenging taken-for-granted norms. They need to be realistic about how the desired change would be beneficial to the organization. They should not have the board of members and the chief executive in their confidence. They should avoid picking fights with senior leaders while implementing change.
They need to be realistic about how the desired change would be beneficial to the organization.
The promotion board at ZSDV Inc. plans to appoint a change manager to handle the change process in the organization. They plan to analyze different candidates based on their personalities as part of the process. Which of the following candidates would the board most likely choose for the change manager's role based on the personality traits? Multiple choice question. Wasma, who likes to conform to established rules Priya, who likes to ensure she never loses a friend in the work process Alexei, who likes to be constantly encouraged and praised Zhao, who likes to take risks and deal with office politics
Zhao, who likes to take risks and deal with office politics
A fundamental issue that change management competency frameworks agree on is that _____. Multiple choice question. a change manager's role is multifaceted a change manager's role is fixed and simple change management roles require a person to be liked by others change management roles can only be performed by external consultants
a change manager's role is multifaceted
caretaker
accept the force of external context and adapt and dadapt as necessary
The political tactic of "structure games" refers to _____. Multiple choice question. doing secret deals with influential others to form a critical mass, a cabal, to win support for and to progress proposals withholding information to make others look foolish, bending the truth, white lies, timed release building new roles, teams, and departments by dismantling old ones to promote supporters and sideline adversaries and signal new priorities switching and choosing roles where one is successful and visible
building new roles, teams, and departments by dismantling old ones to promote supporters and sideline adversaries and signal new priorities
The political tactic of "structure games" refers to _____. Multiple choice question. doing secret deals with influential others to form a critical mass, a cabal, to win support for and to progress proposals withholding information to make others look foolish, bending the truth, white lies, timed release switching and choosing roles where one is successful and visible building new roles, teams, and departments by dismantling old ones to promote supporters and sideline adversaries and signal new priorities
building new roles, teams, and departments by dismantling old ones to promote supporters and sideline adversaries and signal new priorities
Joseph Bower (1970) was one of the first to recognize the significance of middle managers as _____, exerting upward influence on strategy based on their knowledge of the frontline operational situation and by nurturing, testing, and championing initiatives. Multiple choice question. change blockers change initiators change recipients change drivers
change drivers
Joseph Bower (1970) was one of the first to recognize the significance of middle managers as _____, exerting upward influence on strategy based on their knowledge of the frontline operational situation and by nurturing, testing, and championing initiatives. Multiple choice question. change drivers change blockers change initiators change recipients
change drivers
Joseph Bower (1970) was one of the first to recognize the significance of middle managers as _____, exerting upward influence on strategy based on their knowledge of the frontline operational situation and by nurturing, testing, and championing initiatives. Multiple choice question. change recipients change drivers change initiators change blockers
change drivers
internpersonal influence
concerns the ability to engage and influence others in a compelling way
social astuteness
concerns the ability to observe and decipher the behavior and motives of others
