Unit 8- Change Management
An example of internal forces for change is: a. Participation/suggestions by employees b. International competition c. Demographic changes d. Mergers and acquisitions e. Changing customer preferences
a.
Which of the following is true about organizational development? a. OD is not grounded on basic academic research in OB b. Its origin is in Lewin's approach to change c. It involves an autocratic approach to solving conflict d. It is nothing like empowerment e. It entails a structured sequence
b.
Control, escape, and symptom management are all ______
coping strategies
Reimplementation of a change in the same organization unit at a later time or imitation of a similar change by different unit with low uncertainty/cost
Adaptive change
Introducing a practice new to an organization with medium uncertainty/cost
Innovative change
Change that comes from inside an organization such as HR problems or managerial behaviors and decisions
Internal force of change
Desired end results or goals of change
Outputs
Introducing practice to an entire industry with high uncertainty/cost
Radically innovative change
Adaptive response to environmental demands aka stressors that produce adaptive responses that include physical, emotional, and behavioral reactions that are influenced by individual difference which is not always negative
Stress
Change efforts may be directed at the individual, group, or organizational level, but they are most complex when targeted at an organizational level. a. True b. False
a.
Excessive interpersonal conflict between an organization's top managers and its board of directors is a sign from an internal source that change is needed. a. True b. False
a.
One of the demographic changes organizations need to respond to is the increasing diversity of the workforce and customer base. a. True b. False
a.
Perceptions of whether a stressor is irrelevant, positive, or negative are called: a. Primary appraisals b. Escape strategies c. Secondary appraisals d. Tertiary appraisals e. Coping strategies
a.
The OD process works in similar ways to a medical diagnosis of a sick patient in that it goes through the phases of diagnosis, intervention, evaluation, and feedback. a. True b. False
a.
The four targeted elements of change are organizational arrangements, social factors, methods, and people. a. True b. False
a.
The goal of the refreezing stage is to support and reinforce the change. a. True b. False
a.
The last step of Lewin's model of change is: a. Refreezing b. Motivation c. Unfreezing d. Changing e. Resistance
a.
An organization's long-term direction and the actions necessary to achieve planned results are contained in its mission statement. a. True b. False
b.
Cognitive restructuring is an approach to stress reduction that involves redirecting thoughts away from self, following a structured procedure. a. True b. False
b.
If speed is essential and the initiators of the change possess considerable power, management should adopt the participation and involvement approach to managing resistance to change. a. True b. False
b.
In Lewin's model, the three stages of change are initiating, managing, and stabilizing the change process. a. True b. False
b.
Internal forces for change arise only from human resource problems. a. True b. False
b.
John Kotter attributes the blame for the failure of most organizational change to poor planning. a. True b. False
b.
Primary appraisals are perceptions of how you are able to deal or cope with a given demand. a. True b. False
b.
Someone who is a catalyst in helping organizations to deal with old problems in new ways is called a(n): a. Recipient b. Change agent c. Dynamo d. Mentor e. Initiator
b.
The first step of Kotter's change model is to create the guiding coalition. a. True b. False
b.
The first step of Lewin's change model is: a. Changing b. Unfreezing c. Resistance d. Reinforcement e. Refreezing
b.
Someone who is a catalyst in helping organization to deal with old problems in new ways
change agent
An example of external forces for change is: a. Productivity b. Structural reorganization c. Reward systems d. Information technology e. Employee absenteeism
d.
The facilitation and support approach to overcoming resistance to change should be used when: a. Speed is essential and the initiators have considerable power b. Someone will clearly lose out in the change, and that person has considerable power to resist c. The initiators do not have all the information they need to make the change d. People are resisting because of adjustment problems e. There is a lack of information
d.
The recommended way to look at resistance to change is to view it as caused by: a. Eustress b. Primarily the personality of the recipient c. Mistakes the change agent makes d. Recipient characteristics, change agent characteristics, and the relationship between the change agent and the recipient e. Cultural differences
d.
Which of the following is not an example of an internal force for change? a. Employee dissatisfaction b. Change of CEO c. Excessive conflict between managers and the board of directors d. Negative feedback from customers e. High absenteeism
d.
Which of the following is not an underlying assumption of Lewin's model? a. Change involves both learning and unlearning b. Resistance is found even when the goals of change are highly desirable c. There must be motivation to change d. People never change e. Effective change requires reinforcement
d.
Kotter's Eight Steps for organization change
establish sense of urgency, creating the guiding coalition, develop a vision and strategy, communicate the change vision, empower the broad-based action, generate short-term wins, consolidate gains and produce more change, and anchor new approaches in the culture
Stress associated with positive emotions and outcomes
eustress
Change that originates outside of an organization such as social or political change, shareholder and customer change, and technological change that can present new opportunities for organizations to grow or can cause ultimate demise of a business
external force of change
When an employee shows up but is in no condition to work productively
presenteeism
The perception of if a stressor is irrelevent, positive, or negative
primary cognitive appraisal
Any thought, emotion or behavior that does not align with current or potential changes to existing routine
resistance to change
The perception of how to deal or cope with given demand
secondary cognitive appraisal
Outlines organization's long-term direction and actions needed to achieve planned results
strategic plans
Components of the organization that may be changed
target elements of change
The 3 stages of Lewin's change model
unfreezing, changing, and refreezing
