Reference no: EM133960172
Questions
1. A wide range of situational variables can impact change interventions. These include:
a. the degree of urgency and level of risk associated with the change.
b. the extent to which other stakeholders trust change managers.
c. the absence of resistance to change.
d. Both a and b.
2. Weisbord's classification of change interventions:
a. focuses on change agency or 'who does what'.
b. focuses on key change issues.
c. does not pay attention to the organisation as a socio-technical system.
d. Both a and b.
3. Whole system interventions are designed to:
a. achieve alignment between the internal parts of the organisation.
b. reduce resistance to change and enhance organisational commitment.
c. ensure that the organisation is protected from the forces at play within its external environment.
d. Both a and b.
4. Cummings and Worley's classification of change interventions:
a. focuses solely on the human dimension of change.
b. treats technostructural interventions as secondary to human resource interventions.
c. proposes an alternative way of looking at change interventions based on the key issues that usually confront change agents.
d. gives primary to the harder aspects of change.
5. Action research:
a. is the most basic model underpinning most change interventions.
b. was developed by Scottish economist Adam Smith.
c. underlines the importance of separating theory building from practical research.
d. favours a more autocratic approach to change.
6. The process of the action research model:
a. involves a collaborative approach to problem solving.
b. is an ongoing series of cycles, each consisting of a number of key stages.
c. reflects a commitment to continuous improvement.
d. all of the above.
7. Appreciative inquiry is a mode of investigation based on:
a. a view of reality as existing independently of human beings.
b. a view of reality as a social construction.
c. actionable meanings that people attach to reality through dialogue.
d. All of the above.
8. Appreciative inquiry involves:
a. a process of collaborative inquiry and negotiation.
b. a focus on problems and on the more negative side of organisational functioning.
c. an attempt to discover the best of what is and turn it into an organisational norm.
d. Both a and c.
9. Lean initiatives are designed to:
a. create value from the perspective of the end customer.
b. pursue perfection through the elimination of waste and the maximisation of efficiency and productivity.
c. Both a and b.
d. Neither a nor b.
10. The selection of change interventions is based on which factors?
a. The nature of the diagnosed change issue.
b. The efficacy of the intervention.
c. Both a and b.
d. Neither a nor b.