Reference no: EM131317974

Question 1 When JetBlue left their customers sitting on the tarmac for hours on Valentine's Day, and their CEO was ultimately terminated as a result, the company was responding to (pick the best group)

external, reputation, and credibility pressures.

hypercompetition, market decline, and internal pressures.

mandated, fashion, and force field pressures.

growth, identity, and new broom pressures.

All of the above

Question 2. Which of the following best shows a company responding to identity pressures?

McDonalds when they started selling coffee drinks and salads

Domino's pizza's new crust and pizza recipe

Dairy Queen when it invented "the Blizzard"

The Wall Street Journal when it went online

All of the above

Question 3. Which of the following best defines the "congruence" 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.

Question 4. Peter Senge's 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.

Question 5. 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 Kotter's 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

Question 6. A very broad-ranging diagnostic tool for change agents which should be used as a starting point when an organization has ignored the impact of trends on the business is

diagnosis by image.

diagnosis by scenario analysis.

diagnosis using the PESTEL framework.

diagnosis by gap analysis.

diagnosis by transubstantiation.

Question 7. 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
scripting.

performing.

staging.

norming.

framing.

Question 8. The ability to either exhibit or compartmentalize feelings and emotions in social and business settings is often described as a person's

mental acuity.

psychosis.

emotional intelligence.

level of change agent status.

competence.

Question 9. 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

Question 10. 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:

total and full denial of blame.

shifting the blame.

apology.

shift the blame and apologize.

initial delay/silence while reviewing victim responses to the crisis.

Question 11. 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

Question 12. 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 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.