Question 1 35 pts (TCO All) For the next set
Question 1 35 pts
(TCO All) For the next set of questions , you will first
select ONE of the TCOs of the course. Then, you will be asked to write an essay
about the project you worked on this term over your two companies change
program based on the TCO you selected above. Select the TCO your essay question
will cover:
TCO A – Given that progressive and successful companies
require their employees to embrace change, examine how changing work conditions
impact the employees.
TCO B – Given the inherent reality that all organizations
must experience change in order to improve, demonstrate how models are used
in Change Management, for diagnosing an organizations need for change.
TCO C – Given external, internal and/or multi-levels of
organization factors that drive change, assess and create a leadership model
which supports and promotes each type of change within the organization.
TCO D – Given that an organizations mission and vision will
determine its strategy towards change, ensure that an organizations change
initiative is aligned with and capitalizes on its culture and mission in
preparation for change.
TCO E – Given a selected Change Management implementation
model, determine the causes of change and develop a plan of action to
implement the change.
TCO F – Given that both organizations and their employees
commonly resist change, understand how to recognize and overcome barriers to change
and develop a strategy to manage resistance to change that will ensure
successful implementation of change.
TCO G – Given that developing a vision for change and
communicating that vision is a critical part of the change process, analyze
the key elements of the vision for change and develop a strategy to
communicate the change to the stakeholder.
TCO H – Given the organizations goal of creating and
implementing a sustainable change while moving toward becoming a learning
organization, develop a plan to implement change in a sustainable manner that
can be applied to any change.
Using the TCO you selected from the list above, which you
felt was most relevant to your project this term, write an essay answer
explaining how the change management you saw in one of your companies from your
project this term followed or failed to follow the theory of success ingrained
in the TCO you have selected.
State the #1 thing you think that companys 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.
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Question 2 35 pts
(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.
Evaluate ONE of your two companies change interventions
through the lens of Kotters Eight Step Model.
State first the steps. (10 points)
Assess how well the company realized each of the steps and what areas
were less than successful in their implementation. Speak to those failed steps and what the
implications were for the success or failure of the implementation. (10 points) Do you feel that Kotters model did assist
(if it was used) or would have assisted (if you feel it wasnt used) in this
change? Why or why not? (15 points)
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Question 3 35 pts
(TCOs E,H) 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 assess the sustainability of the changes which
occurred in the companies you studied. Select ONE of the company change programs
for your answer to this question and state it here. Assess the change project. Was it successful or unsuccessful in your
opinion? What will it take (what are some steps the company can, should, or DID
take) to make it SUSTAINABLE? What theories did you consider in coming to this
conclusion? Do you think this change will still be in place in one, five, or
ten years? Why or why not?
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Question 4 35 pts
(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 have
been asked to lead a project changing the company from the use of a performance
management system/appraisal method where supervisors get to decide the ratings
and rankings of their particular direct reports and each persons subsequent
raise amount, to a new method where forced ranking is implemented. This means
that Department Heads get copies of all of the ratings of their entire
department members from the supervisors, and then rank each employee to other
employees in the department, and then, each employee is ranked throughout the
company overall. The person who ultimately determines the final rating/ranking
and raise for each employee is typically two to three levels above. The head of
HR feels this will cut down on the amount of lawsuits over unfair ratings as
well as it will assist them in ensuring parity of raises across the system. In
the past, raises were all over the board supervisors got a pot of $ and
divided it as they saw fit. Now, they will be 1-4% – based on the final
rankings done by the top management. Supervisors will have little to no input
into their teams raises going forward.
The question: This term, we studied organizational
development theory versus the more systematic nStep method of conducting a
change process. What would be the pros/cons of using OD theory for this change
project? What would be the pros/cons of using nStep? Which nStep method would
you choose if you used one? Of the two methods (OD or nStep), which would you
recommend we use for this particular change program? Why?
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Question 5 35 pts
(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 companys 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:
A. Was the leader of this change project transactional or
transformational? Define those two terms and explain why you feel your leader
was mainly one or the other, or evenly divided between both.
B. Evaluate the leaders implementation of the change as it
compared to the companys 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?
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Question 6 7 pts
(TCO A) Which of the following options properly identifies external
and internal forces which drive change?
External
forces for change are totally environmental; internal forces for change are
more economic.
An
internal force for change is a lack of diversity in the make-up of the senior
management, whereas an external force for change is a lawsuit by the EEOC
requiring the management to correct diversity failure in the company.
Internal
forces for change tend to create a faster change than external forces for
change.
The
mimetic isomorphism pressure to change was seen when Sarbanes Oxley was passed
in order to ensure that an Enron-like scenario never happened again. This was
an external vs. internal force for change.
None of
the above
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Question 7 7 pts
(TCO A) Which of the following best shows forces for change
vs. forces for stability?
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 McDonalds lattes; and stability forces are Cruise ship sinking at
Giglio Island, bridging and buffering strategies, and JetBlues public apology
after the Valentines Day fiasco.
Both A
and C
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Question 8 7 pts
(TCO B) Which of the following best defines the Six Box
model of diagnosing change?
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.
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Question 9 7 pts
(TCO B) Peter Senges The Fifth Discipline created a
powerful lens for empowering change in organizations called
inputs/outputs/throughputs.
logical
reasoning from deduction.
systems
thinking.
transformational
lenses.
the
Black Box model.
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Question 10 7 pts
(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):
A
nurturer will be the planner, the instigator, and the decision maker for change
so when she changes focus, she will ensure everyone follows the plan without
determining or considering the results on people.
A
nurturer will accept her role as sponsor and implementer and ensure her direct
reports do the same.
A
nurturer, like a caretaker, assumes that change managers receive rather than
initiate change, and therefore has little role in implementation other than
protection.
A
nurturer, like Kotters theoretical manager Jim Kirk, will accept the change
plan, initiate the change boldly, and ensure a new structure is determined
through the project.
All of
the above
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Question 11 7 pts
(TCO C) This organization is running like clockwork! This
statement by a company leader is likely to result in no change because
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.
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Question 12 7 pts
(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
scripting.
performing.
staging.
norming.
framing.
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Question 13 7 pts
(TCO F) Emotional intelligence domains help us determine
when a person, or potential change agent, is ready for leadership. We know that
people have reached the self-management stage when
they
are honest, keep their emotions under control, but are able to selflessly
recognize that almost every situation is going to end up unfavorable to the
company.
they
build bonds, resolve conflict, and pass competency tests for having great
intuitive powers.
they
exhibit integrity, initiative, and optimism.
they
know their own limitations.
they
are self-confident but not arrogant.
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Question 14 7 pts
(TCO G) The media richness approach to communicating
change states that
routine
changes should be explained in media rich communication like simulations or
video game style communication pieces whereas nonroutine changes should be in
a leaner and more impersonal form of communication piece like an e-mail or
bulletin board announcement.
the use
of an e-mail to explain a routine change is fine, but when nonroutine difficult
management problems/changes need to be communicated, media rich communication
like a face-to-face meeting should be considered.
media
richness scales start with the lowest on the scale being the most impersonal of
communication methods (flyers, computer reports) and the highest on the scale
being a physical presence (face-to-face communication).
media
richness scales start with the highest on the scale being the most impersonal
of communication methods (flyers, computer reports) and the lowest on the scale
being a physical presence (face-to-face communication).
Both A
and D are correct and B and C are incorrect
Both B
and C are correct, and A and D are incorrect
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Question 15 7 pts
(TCO G) The change agent image of interpreter will most
likely use which of the following key communication skills?
Therapeutic
listening skills
Appreciative
listening skills
Appeal
through deals
Storytelling,
connecting the dots
Emotional
breakdowns
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Question 16 7 pts
(TCO H) According to Peter Senge and other change management
experts, it is important to understand the limitations of measuring change
because
long-term
wins almost never happen.
recognizing
that traditional measures may also need to be changed will allow celebration of
short-term wins.
most
changes occur in a straight-line fashion.
when
things get worse before they get better, it is time to halt the change and
return to the old ways.
All of
the above
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Question 17 8 pts
(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.)
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 Airlines 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.
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