Smartbook 6

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?

Zhao, who likes to take risks and deal with office politics

A fundamental issue that change management competency frameworks agree on is that _____.

a change manager's role is multifaceted

Match the images of change management based on the CMI model (in the left column) with their approaches to change (in the right column).

Director Management choice, command and control Navigator Plan with care and detail, but expect the unexpected Caretaker Accept the force of external context and adapt as necessary

Identify a true statement about the role of middle managers in change management. (Check all that apply.)

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.

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.

Transformers

Identify a true statement about the experience of a change manager.

A change manager gets a chance to demonstrate his or her capabilities and gather new knowledge.

In the context of the key dimensions of political skill refers to being a good interpreter of behavior and being sensitive to others.

Blank 1: social Blank 2: astuteness

Identify a characteristic of change managers that an organization should consider when employing people.

Change managers are nonconformists who take risks.

Identify a true statement about the dimensions of the role of 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.

Change managers may not appear to be an ideal candidate during selection.

True or false: Change managers can easily escape from the political aspect of the change management role.

False

True or false: Deep change is less challenging and less risky than shallow change.

False

True or false: Involvement in change is always associated with a formal leadership or management job title.

False

Identify a desirable characteristic of a change manager.

Flexible and resourceful

Which of the following are the undesirable characteristics of a change manager? (Check all that apply.)

Has high need for praise and recognition Impatient and lacking persistence

Identify a true statement about change managers.

Having a formal title can create barriers in getting support toward change.

Identify a true statement about deep change for change managers.

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.)

Intimidators use "porcupine power" which involves a "calculated loss of temper". Intimidators appear to know a lot of facts, and they present them confidently irrespective of whether the facts are correct.

_____ are a set of issue-selling tactics that deal with the ways in which relationships can be exploited to develop support for ideas.

Involvement moves

Identify a true statement about issue-selling, a political tactic.

It increases the probability of idea implementation.

In the context of issue-selling tactics, _____ concern the ways in which ideas are wrapped to make them more appealing and urgent.

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.

Political skill

Identify a true statement about the political dimension of change management.

Political skill is at a premium for a change manager due to the contested nature of organizational change.

Which of the following reasons led to the significance of change management competencies? (Check all that apply.)

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.

Identify a true statement about the CMI Change Manager Master Level—Competency Model.

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).

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?

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?

They need to be realistic about how the desired change would be beneficial to the organization.

Which of the following statements is true of a chief transformation officer (CTO)? (Select all that apply.)

They should be independent. Their compensation should be linked to performance.

Which of the following is true of change managers?

Transformational leaders play an important role in implementing the change.

The political tactic of "structure games" refers to _____.

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.

change drivers

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

Thomas Davenport et al. (2003) studied the _____ who bring new management ideas into an organization

ideas practitioners

According to Bass and Avolio (1994), the _____ in transformational leadership involves developing other employees to higher levels of abilities.

individualized consideration

In terms of personality, ideas practitioners tend to be _____.

intelligent and passionate about ideas

For the _____ image of change manager, the approach to change includes managing meaning through interpretations that explain and convey understanding.

interpreter

For a change manager using issue-selling tactics, involvement moves mean _____.

knowing who to involve and when

Intimidators are _____ who focus on weaknesses and insecurities, by the use of coercion, fear, and anxiety.

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.

social astuteness

Stjernberg and Philips (1993) used the term _____, derived from the Swedish word "eldsjälar," to describe people who become change managers.

souls of fire

According to James McGregor Burns (1978), leaders have charisma and inspire other employees to perform "beyond contract".

transformational

The intimidation tactic "porcupine power" involves _____.

using rage and anger to allow the intimidator to prevail

Match the stages that ideas practitioners work in (in the left column) with their descriptions (in the right column). Instructions

Scouting They read extensively, attend conferences, explore interdisciplinary views, and search other fields for ideas. Packaging They translate and design their ideas for a wider audience and express ideas in terms of key issues that interest senior management. Advocating They sell, market, find early adopters, and persuade other managers. Implementing They make things happen, manage change, and bring it out from boardroom to front line.

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?

Self-management

Match the categories of political tactics (in the left column) with their descriptions (in the right column). Instructions

(1)Scapegoating: ☍Involves blaming another department, external factors, predecessor, trading conditions, or a particular individual (2)Issue-selling: ☍Packing, presenting, and promoting plans and ideas in ways that make them more appealing to the target audience (3)Alliances: ☍Managing secret deals with influential others to form a critical mass, a cabal, to win support for and to progress one's proposals.

Match the dimensions of political skill (in the left column) with their descriptions (in the right column).

(1)Social astuteness: ☍Concerns the ability to observe and decipher the behavior and motives of others (2)Interpersonal influence: ☍Concerns the ability to engage and influence other in a compelling way (3)Networking ability: ☍Involves building a range of relationships across and outside an organization (4)Apparent sincerity: ☍Involves being viewed as forthright, open, honest, and genuine

Match the dimensions of political skill (in the left column) with their descriptions (in the right column). Instructions

(1)Social astuteness: ☍Keen observers, good interpreters of behavior, self-aware, sensitive to others, clever. (2)Interpersonal influence: ☍Subtle and convincing style, calibrate actions to the situation, to the target, flexible (3)Networking ability: ☍Effective at using networks, building friendships and alliances easily, skilled in negotiation, and conflict resolution (4)Apparent sincerity: ☍Honest and open, with integrity, authenticity, genuineness, and no ulterior motives