(TCO A) Which of the following best shows forces for change vs. forces for stability? (Points : 7) Change forces are: adapting, sustaining, and predicting; whereas stability forces are: bureaucracy, trust, and control. Change forces include: lay-offs, IPOs, and inventing new products; whereas stability forces are: hiring, stock buy-backs, and regular yearly dividends. Change forces include: lay-offs, stock buy-backs, and bi-annual new models of iPhones; whereas stability forces are hiring freezes, bureaucracy, and regular yearly dividends. Change forces include: Harry Potter Park at Universal Studios, Walt Disney Cruise Lines, and McDonald’s lattes; and stability forces are Cruise ship sinking at Giglio Island, bridging and buffering strategies, and JetBlue’s public apology after the Valentine’s Day fiasco. Both A and C 3. (TCO B) Which of the following best defines the “congruence” model of diagnosing change? (Points : Includes purpose, structure, rewards, and helpful mechanisms Is based on the conceptualization of the organization as a transformation process Can be a starting point for an organization that has not given attention to the trends that may impact its future operations Includes strategy, structure, process, and lateral capability Includes structure, style, skills, super-ordinate goals, etc. 4. (TCO B) During the diagnosis for change period, it is important to analyze the stakeholders for their readiness to change. Using the power-interest matrix, you review the level of interest and amount of power of stakeholders and determine the following: (Points : 7) Your key players are those with the highest level of interest, but a lower level of power. Your key players are those with the lowest level of interest, but the highest level of power. Your most unimportant players are those with low levels of power but high interest. Your stakeholders who need to be “kept informed only” are those with high levels of interest but lower levels of power. Your stakeholders who need to be “kept informed only” are those with low levels of interest but higher levels of power. 5. (TCO C) The Burke-Litwin model states that there are four transformational factors of change. Identify the answer below which contains at least three of those factors. (Points : 7) Frames, lenses, angles, and hyperbole Mission and strategy, leadership, and organizational culture Hypotheses, problems, symptoms and inputs Vision, identification strategies, litigation, and execution None of the above 6. (TCO C) “This organization is running like clockwork!” This statement by a company leader is likely to result in “no change” because(Points : 7) the leader is blinded by the light. the leader believes his vision and mission of the company will align when the change is over. the leader has diagnosed by image that the company needs no change. the PESTEL framework has been unchallenged for too long. brainstorming for change was uneventful. 7. (TCO D) The art of a leader managing the meaning of a vision for followers and aligning it with his or her values is called (Points : 7) scripting. performing. staging. norming. framing. 8. (TCO F) The Emotional Intelligence domains and associated competencies are used to help us determine when a potential change agent, or person, is ready for leadership. When a person exhibits the competencies of integrity, initiative, and optimism, we know he or she has reached the stage of (Points : 7) Self-Awareness. Social Awareness. Relationship Management. Self-Management. Personal and Social. 9. (TCO G) One day, while on the company elevator, the head of HR is talking to the CEO and doesn’t realize his speaker phone is on when the CEO asks, “Do you think that we can afford to keep the downtown branch of the company open? Or is it time to think about across-the-board layoffs?” The HR head frowns, turns off the speaker and replies, “I’ll call you later” and hangs up. Four employees from the downtown branch are on the elevator and hear this comment. The HR head tells the four employees (whose names he does not know), “Say nothing about this. You heard nothing.” They immediately rush to their cubicles and begin spreading the word. The gossip has hit the entire department and local news agencies by the 6:00 news that night. The CEO is featured saying, “This is nothing but a rumor at this point. We have no current plan to lay off anyone.” This is an example of what type of communication plan on the part of the CEO? (Points : 7) Spray and pray Tell and sell Underscore and explore Identify and reply Withhold and uphold 10. (TCO G) Toxic handlers, as related to change management communication, do the following: (Points : 7) handle all calls with the Environmental Protection Agency. talk in stages using assertions, requests, and declarations. listen empathetically, and help cool angry people down, act like sponges, and often burn out quickly. All of the above None of the above 11. (TCO H) A sign that a change is “sustained” could be seen as (Points : 7) a significant and abrupt drop in the stock price of the company. receiving an offer from a competitor to buy the company. sending out WARN act notices. finding that the change has become baked into the culture. a reward system which is outdated. 12. (TCOs G,H) Review this story and pick the best answer based on your understanding of change management practices: Company X,Y,Z establishes a vision for change where “cutting costs is critical to our survival” and establishes a reward system to the department which cuts costs the most in one quarter, and states it will be a “department-based reward” system for the next four quarters. By the “most” the management establishes, the cuts will be valued by a somewhat complicated algorithm % and $$ of cut in the total expense budget. The sales team goes for the gold and cuts their travel budget by 50%, which is by far the biggest department cut in both $ and %. They win the 1st quarter reward. In quarter 2, the IT team cuts expenses the most by ending the purchase of all new software or PCs. In quarter 3, the production line cuts their expenses the most by laying off 60% of the workers (sales have dropped significantly and technology problems have slowed production, so this was needed anyway.) (Points : 8) The company did a good job establishing urgency and aligning metrics with the vision for change, and this change appears to be successful. The company aligned metrics with the vision for change, and created its own nStep method of change. The company culture is dysfunctional and could have learned from CEO Bethune and the Continental Airline’s own culture of “cost is everything.” The company will probably win the J.D. Power and Associates award for customer satisfaction this year. The reward system is a “spray and pray” system.