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For change initiatives to succeed, organizations must encourage employees to feel a sense of __________.uncertaintyconcerndetachmentownershipThe most important aspect of John Kotter’s 8-Step Change Model is the first step, which is creating a sense of UrgencyResearch has discovered that focusing on what is unsuccessful within organizations is not a successful way to tackle change initiatives because it __________.encourages contributionencourages teamworkencourages collaborationinvokes blameUNIT 4The Change ProcessWhich of the following is not an indicator that something is wrong in an organization?A new competitor has come on the sceneSome new force external to the organization has arisen and threatens future successesResults are not being achievedResults are being achievedWhich of the following is an example of evolutionary change?NonincrementalShift in operations or strategy
Broad focusImplementing a total quality management program incrementallyIn Kotter’s (2006) change model, which of the following is true regarding vision?Create, but not communicate, the visionCreate, communicate, and empower others to act on the visionCreate the vision, but not empower the actionVision is not part of Kotter’s (2006) modelWhen a change is implemented and then evaluated, there may be a chance that the change may do which of the following?Create effects that are not altering how planning is being anticipated and never anticipated originallyChange cannot be implemented or evaluatedEither not alter the organization as planned or it may create after effects that were not anticipated originallyNever alter the organization as planned and always create after effects that always were anticipatedA type of change that is incremental and typically has a narrow focus is evolutionarychange.With regard to wins, Kotter’s (2006) establishes which factor?Produce less changeForm wins in the long term without coalitionsThe score should be even to draw the visionPlan for and create short-term winsWhich of the following is an example of a radical change?No shift in the operations or strategy of the organizationMergerNarrow focusShifts in strategy, but never operationsAlthough developing or choosing a model for change undoubtedly will assist change leaders in organizing resources and planning for the change, the key to success typically falls within which of the following phases? Starter force phaseOpen generation phaseImplementation or execution phaseInitiative and exegesis phaseWhich of the following is not a reason why organizations change?Problem solvingStaying the sameStrength buildingSustainabilityAs a foundation for creating a change process, an organization should do which of the following?Evaluate the type of change in which it wishes to engageRemove the type of change in which it wishes to engageThe change process never has a foundationDiscard the planning for the type of change in which it wishes to engage
Change and CommunicationA pilotor beta test provides feedback regarding an organizational change.