Multiple Choice
- Question: (TCO A) The following manager “image” of change would most likely be which “image” of change? This manager of change follows Kotter’s checklist like a recipe, and will first establish a sense of urgency, and expect the others in the team to follow in suit. In this case, the manager will assume that the new change is going to be better, and then will work toward that change happening. (Points : 7)
- Question: (TCO A) Which of the following best shows a company responding to identity pressures? (Points : 7)
- Question: (TCO B) Which of the following best defines the “7-S” model of diagnosing change? (Points : 7)
- Question: (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)
- Question: (TCO C) The “nurturer” image of change agent will change focus when she moves from “change sponsor” to “change implementer” in the following way(s): (Points : 7)
- Question: (TCO C) The four-frame model of diagnosing change stems from the belief of its inventors that leaders in organizations must (Points : 7)
- Question: (TCO D)The actions of a visionary leader casting appropriate roles, engaging in dialogue to create message appeal, and directing the change through verbal and non-verbal behaviors is called (Points : 7)
- Question: (TCO F) The ability to either exhibit or compartmentalize feelings and emotions in social and business settings is often described as a person’s (Points : 7)
- Question: (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 ……………. 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)
- Question: (TCO G) Crisis management communication strategies for corporate situations which create injury or massive environmental damage (such as the BP Gulf Oil Disaster) might include any of the following, but almost always should include this one very important piece: (Points : 7)
- Question: (TCO H) According to Peter Senge and other change management experts, it is important to understand the limitations of measuring change because (Points : 7)
- 12. Question: (TCOs F, G, H) Review this scenario. Drug Company CRZ is notified that its new anti-depressant drug, “Interplay” is causing its patients to experience hallucinations and serious heart palpitations. The FDA issues a recall and investigation. Company CRZ reviews the formula and invests $95 million in new research and development. Five of the scientists go to the department head and state that they believe the new …………… to have killed 6% of its users and is being called the “new LSD of the 21st Century.” In the debriefing stage, the Ex-Executive VP is heard to say, “We had put so much $$ into it, I just had to see this through to fruition.” Which of the following statements is most applicable and appropriate to use in this situation? (Points : 8)
Essay:
- Question: State the #1 thing you think that company’s change agent did which most contributed to the success or failure of the change and why that relates to the TCO you selected.
- Include in the answer the name of the company you are discussing.
- Explain/analyze why you think this way. (Points : 35)
- Question: (TCOs A,E) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response. Recall that external and internal pressures often impact implementation of change in companies. For this question, please write an essay answering these questions:
- Define specific (at least 2 each) external and internal pressures that will (or did) affect the implementation of the changes in your two companies. (10 points)
- Name two strategies of handling these pressures that you would (have) suggested to the company leaders as being the most effective in managing those pressures during the implementation phase. (10 points)
- Defend your positions with details about why you feel your strategies would assist with handling these pressures. (15 points) (Points : 35)
- Question: (TCO 3) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response.
You will discuss some of the “unanticipated outcomes” which occurred during the change process in ONE of the two companies you studied this term. First state the company and the change process. Then, state at least two ………. unintended?) Do you feel the unintended consequences were greater or less than the intended ones? Why do you think so? Explain in depth. (Points : 35)
- Question: (TCO All) This question does not address your course project. This change scenario is envisioned instead, for this question. First, the scenario, and then the question.
Scenario: You are a department head and you just learned that your small, start-up, privately-owned company has been bought out by another publicly held company. You are told that everyone in the small private company will need to go back through interviewing with the new company, and that everyone will need to compete for and ………….. You will be judged on the smoothness of the implementation of these new processes, meeting timelines and deadlines, ensuring confidentiality until the time stated, and also on the number of employees (%) who remain as viable candidates for their old jobs.
The question: This term, we studied organizational development theory versus the more systematic nStep method ………. pros/cons of using nStep? Which nStep method would you use for this change scenario and why? Of the two methods (nStep and OD), which would you recommend we use for this particular change program? Why? (Points : 35)
- Question: (TCOs C,D) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response.
Consider ONE of your company’s change projects (not both companies – just one.) State the company and the change process/program/project. Name the leader of the change from that company. Answer the following questions about that change:
- What skill competencies related to change management did you feel the change leader of your change exhibited well? (Consider the images of change in your answer but don’t focus entirely on those images – discuss competencies in change managers in this question.) Which important competencies did you feel that leader did NOT exhibit?
- Evaluate the leader’s implementation of the change as it compared to the company’s vision and mission statement. Were they aligned? Did this alignment (or misalignment) contribute to the success or failure of the change? Why or why not? (Points : 35)
