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)
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.
Solution: Devry HRM587 final exam