Devry HRM587 final exam

Question # 00009146 Posted By: neil2103 Updated on: 02/26/2014 01:48 AM Due on: 02/27/2014
Subject Business Topic Management Tutorials:
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Question 1. 1.(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 organization’s 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 organization’s mission and vision will determine its strategy towards change, ensure that an organization’s 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 organization’s 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 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.

Q2

2.(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:
A. 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)
B. 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)
C. Defend your positions with details about why you feel your strategies would assist with handling these pressures. (15 points) (Points : 35)

3.(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 unanticipated outcomes from the change process, and whether they were negative or positive. If negative, what could have been done to avoid these outcomes? If positive, what could have been done (or what was done) to accentuate these (and why were they 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)

Q4

(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 rejustify their employment in their current position. You have been told that YOUR job will remain intact if you are able to smoothly guide your flock through the change, help your people in creating resumes and preparing for interviews, and also in creating job descriptions for each of the positions in your department, justifying while doing so the existence of those positions. You will need to bring on board immediately all of your direct reports to assist you in this project. You are not to let anyone under that level know about this situation for at least a month, at which time you will be setting things in place for the new structure. 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 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 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)

Q5

Question 5. 5.(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:
A. Would you characterize your leader as the change “sponsor” or the change “implementer” of this change? Or was this leader in fact both? Describe the difference between a sponsor of change and an implementer of change, why they are both important, and why you feel your leader was one or the other.
B. 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)

Page 2

1.(TCO A) 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) (Points : 7)

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. 2.(TCO A) Which of the following best shows a company responding to identity pressures? (Points : 7)

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. 3.(TCO B) Which of the following best defines the “Six Box” model of diagnosing change? (Points : 7)

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. 4.(TCO B) Peter Senge’s The Fifth Discipline created a powerful lens for empowering change in organizations called (Points : 7)

inputs/outputs/throughputs.
logical reasoning from deduction.
systems thinking.
transformational lenses.
the Black Box model.

Question 5. 5.(TCO C) The Burke-Litwin model differentiates between what two factors, better than other models? (Points : 7)

Transformational change and environmental change
Transactional change and transformational change
Environmental change and structure
Motivation and leadership
Performance and motivation

Question 6. 6.(TCO C) The four-frame model of diagnosing change stems from the belief of its inventors that leaders in organizations must (Points : 7)

understand that not everyone in an organization is ready to be asked to step up to the plate as a change agent.
review the landscape, picture the new landscape, mold the new landscape, and freeze the new landscape.
stop using the human resource department as change managers.
accept that project managers may be the best change agents for all organizations.
unlock their perceptions, review their biases, and reinterpret the organization through different lenses without “blind spots”.

Question 7. 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.

Question 8. 8.(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)

mental acuity.
psychosis.
emotional intelligence.
level of change agent status.
competence.

Question 9. 9.(TCO G) The “media richness” approach to communicating change states that (Points : 7)

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. 10.(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)

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. 11.(TCO H) In July 2006, News Corporation (owner Rupert Murdoch) bought MySpace for $580 million. In June 2011, NC sold MySpace for $35 million to Specific Media. News Corp has stated in various filings that it recouped the total cost of MySpace through an ad contract with Google, but were tired of the “headache” of the site. 8 months later, through strategic partnerships with Facebook and Twitter, and investor Justin Timberlake, the site started to rejuvenate. Whether it will remake its brand remains a question. To the employees who have been with MySpace since 2005 (pre-Murdoch days) and who remain there in 2012 in the rejuvenation stage, the past 7 years could be described as a time of (Points : 7)

charismatic (inspirational) transformation.
cultural readjustments.
sustaining change.
All of the above
None of the above

Question 12. 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.

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