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 â€“ Given that progressive and successful companies require their employees to embrace change, examine how changing work conditions impact the employees. TCO B â€“ 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 â€“ 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 â€“ 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 â€“ Given a selected Change Management implementation model, determine the causes of change and develop a plan of action to implement the change. TCO F â€“ 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 â€“ 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 â€“ 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. HTML Editor Keyboard Shortcuts p strong Flag this Question 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) HTML Editor Keyboard Shortcuts p Flag this Question 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? HTML Editor Keyboard Shortcuts p Flag this Question 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% â€“ 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? HTML Editor Keyboard Shortcuts p Flag this Question 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? HTML Editor Keyboard Shortcuts p Flag this Question 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 Flag this Question 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 Flag this Question 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. Flag this Question 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. Flag this Question 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 Flag this Question 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. Flag this Question 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. Flag this Question 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. Flag this Question 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 Flag this Question 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 Flag this Question 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 Flag this Question 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.