topic-14-1 OB 2.1415

7/25/2019 topic-14-1 OB 2.1415

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TOPIC 14: ORGANISATIONAL CHANGE

Section A: MCQ

Choose the most appropriate anser!

1. Driving forces and restraining forces are important constituents of:

a. Being happy about change

b. Resistance of change

c. Introducing interventions

"! Lewin's force ed anaysis mode

!. "mpoyee resistance to change is:

a! # common and natura human responseb. Di$cut to overcome

c. # poitica strategyd. %one of the options isted here are correct

&. ear of the un(nown as a factor of resistance to change increases:

a. Brea(ing routinesb. #ignment in empoyee behavioursc! Ris( of persona ossd. Brea(ing routines and aignment in empoyee behaviours

). *tress management is a strategy for:

a. +a,imising coercion to changeb. "ngaging empoyees in the change processc! +inimising resistance to changed. "ngaging empoyees in the change process and minimising

resistance to change

-. Dissatised customers:

a. Reect empoyee behaviour patterns in change

b. Reect incongruent organisationa systems

c. Reect adverse conse/uences in change

"! Represent a "ri#in$ %orce %or chan$e

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6 7he force ed anaysis mode incudes a of the foowing "89"57:

a! 5rocess forcesb. Driving forcesc. nfree;ingd. Refree;ing

<. nfree;ing refers to:

a. =etting one's own way in organisationa poitics

b. # management practice used to discourage newcomers from stayingwith the organisationc. "nsuring that the change e>ort is di>used to others within the

organisation"! 5roducing a dise/uiibrium between the driving and restraining forces of

change

?. @hich mode of organisationa change e,picity refers to unfree;ing the current

situation

and refree;ing the desired stateA

a. 5arae earningstructures

b. uture searchc! orce ed anaysisd. uantum change

C. Decreasing the driving forces and increasing the restraining forces:

a. #re the main recommendations of appreciative in/uiryb. +a(es the change process easier to impementc. Represents the rst step in the change process"! #re reated to none of the options isted here

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14. Increasing the restraining forces and reducing or removing the driving forces

woud:

a. +a(e the change process more di$cut to impement&! Remove any resistance to change

c. ave no e>ect on the change processd. =ive the change agent more power in the change process

11. @hich of the foowing types of resistance to change is often a deiberate strate

to

'prove' that the decision is wrong or that the change agent is incompetentA

a. Direct costs

&! *aving facec. ear of the un(nown

d. Brea(ing routines

1!. 9reating an urgency to change is most cosey associated with:

a. 7he deivering stage of appreciative in/uiry

b. 7he na stage of a search conference

c. 7he process of reducing the restraining forces

"! 7he process of increasing the driving forces

1&. @hich of these statements about managing change is 'ALSEA

a! "mpoyees are ess i(ey to resist change when change agents mainyincrease the driving forces for change

b. "mpoyees who deveop an urgency for change tend to increase theirmotivation to change

c. 9hange is more successfu when the restraining forces are reduced

d. nfree;ing the status /uo occurs when change agents create adise/uiibrium between the driving and restraining forces

1). 7o reduce the restraining forcesE which of the foowing shoud be appied in the

order

presentedA

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a. 9ommunicateE negotiateE invoveb. 9oerceE negotiateE manage stressc. LearningE invoveE communicate"! 9ommunicateE earningE invove

1-. 7he highest priority and rst strategy re/uired for any organisationa change is

a. ire severa senior e,ecutives in the organisationb. Introduce stress management counseingc. 7rain empoyees who do not possess the s(is re/uired under the

new conditions"! 9ommunicate the need for change and (eep empoyees informed

about what they can e,pect from the change e>ort

16. Fne probem that communicationE earning and empoyee invovement have in

minimising resistance to change is that:

a. 7hey tend to change peope too /uic(y

b. 7hey are rarey e>ective at minimising resistance to change

c. 7hey create compiance but not commitment to the changeprocess

"! 7hey are timeGconsuming

1<. @hat change management strategy shoud be a priority when empoyees need

brea( od routines and adopt new roe patternsA

a. 9oercionb. "mpoyee invovement

c! Learningd. *tress management

1?. In organisationa changeE empoyee invovement shoud be used:

a. @hen other strategies are ine>ective and the company needs to c/uic(y

b. @hen empoyees need to brea( od routines and earn new roe patternsc! @hen the company needs more empoyee commitment to the change an

has su$cient timed. @hen empoyees wi ceary ose something of vaue and the company m

change /uic(y

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1C. @hich of the foowing organisationa change activities is identied with 'bringin

the entire system into the room'A

a! *earch conferencesb. #ction research

c. #ppreciative in/uiryd. orce ed anaysis

!4. In the organisationa change processE a strategic vision:

a. 7ends to confuse empoyees and increase resistance to change

b. *houd be appied ony when a other change managementapproaches have faied

c! +inimises fear of the un(nown and caries which behaviours arere/uired

d. Represent the second stage of action research

!1. #ction research is a highy process.

a. Dangerousb. #ppreciativec! 5articipatived. 9oercive

!!. 7he four stages of appreciative in/uiryE in orderE are:

a. 5robem identicationE envisioningE choosing the best soutionE appreciatib. DiaoguingE innovatingE creatingE appreciatingc. 5robem identicationE causa anaysisE recommended soutionsE choosing

soution"! DiscoveryE dreamingE designingE deivering

!&. 7he chief e,ecutive of a arge teecommunications company wanted to restruct

the

Frgani;ationEso product eaders woud have more power than the e,ecutives incharge

of each region. 7he regiona e,ecutives tried to prevent this restructuring beca

it

woud wea(en their power and possiby reduce their saaries in the ong term.

7his action by the regiona e,ecutives is mainy an e,ampe of resistance due to

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a! Direct costsb. *aving facec. ear of the un(nownd. Brea(ing routines

!). ear of the un(nown as a factor of resistance to change increases:

a. Brea(ing routinesb. #ignment in empoyee behavioursc! Ris( of persona ossd. Brea(ing routines and aignment in empoyee behaviours

!-. #ccording to force ed anaysisE organisationa change is more i(ey to occur b

a! Increasing the driving forces and decreasing therestraining forces

b. Decreasing the process forces and increasing the drivingforces

c. Increasing the driving forces and increasing therestraining forces

d. Increasing both the driving forces and the restrainingforces

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Section (: Essa)sQ*estion 1

Discuss the role of external forces in creating urgency for change.

Exposing employees to external forces strengthens the urgency for change. However this process needsto start before the organisation starts facing problems. This challenge is greatest when the organisation is

performing well, which makes decision makers less vigilant of threats and more resistant to change. Such

complacency may result in risk-aversion, or it may simply show up as a lack of urgency for the

organisation. Creating urgency for change when the organisation is riding high requires a lot of persuasive

influence that helps employees visualise future competitive threats and environmental shifts. This urgency

for change could also be viewed as the burning-platform strategy for employees and a manipulative view

that produces cynicism about change and undermines trust in the change agent. Also, the urgency for

change does not always need to be initiated from a problem-oriented perspective. Effective change

agents can adopt a positive orientation by championing a vision of a more appealing future state. By

creating a future vision of a better organisation, leaders effectively make the current situation less

appealing. When the vision connects to employee values and needs, it becomes a motivating force forchange even when external problems are not strong.

Q*estion +

Outline the organisational change process based on the action research approach.

The action research process begins by establishing the client-consultant relationship. This includes

having the consultant determine the client's readiness for change, establishing their power base in the

relationship and forming the most appropriate role relationship with the client.

Next, the parties diagnose the need for change. Action research is a problem-oriented activity that

carefully diagnoses the problem through systematic analysis of the situation. Organisational diagnosis

identifies the appropriate direction for the change effort by gathering and analysing data about an ongoing

system, such as through interviews and surveys of employees and other stakeholders. Organisational

diagnosis also includes employee involvement in agreeing on the appropriate change method, the

schedule for these actions, and the expected standards of successful change.

Next, the parties introduce the intervention. This is followed by an evaluation and stabilisation of the

change effort. Through various data collection and feedback methods, the parties determine the

effectiveness of the intervention, then refreeze the new conditions.

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Q*estion ,

A large hotel is experiencing conflict and organisational politics among its managers. The hotel's customer

service ratings are suffering, so managers are pointing to other departments as the cause of the problem.

The conflicts and politics are further contributing to the customer service problems. The CEO of this hotel

wants to apply the appreciative inquiry process to improve this situation. Describe the four stages of

appreciative inquiry and describe what should happen in each stage. Be sure that your answer describes

the appreciative inquiry process in the context of this hotel.

Appreciative inquiry takes the view that organisations are creative entities where people are capable of

building synergy beyond their individual capabilities. To avoid dwelling on the group's own shortcomings,

the process usually directs its inquiry towards a successful organisation with similar characteristics. Thisexternal focus becomes a form of behavioural modelling, but it also increases open dialogue by

redirecting the group's attention away from its own problems. There are four steps in appreciative inquiry.

(1) Discovery. The process begins by identifying the positive elements of the observed organisation. For

instance, participants at the hotel might interview members of a successful hotel in another city to

discover its fundamental strengths.

(2) Dreaming. As participants discuss their findings, they shift into the envisioning stage by considering

what might be possible in an ideal organisation. By directing their attention to another organisation and its

ideal state, participants feel safer revealing their hopes and aspirations than if they were discussing their

own organisation.

(3) Designing. As participants make their private thoughts public to the group, the process shifts into this

third stage. This is a long-term process where participants listen with selfless receptivity to each other's

models and assumptions and eventually form a collective model for thinking within the team.

(4) Delivering. As a common mental model takes shape, group members shift the focus back to their own

organisation. Participants then establish specific objectives and direction for their own organisation based

on their model of what should be.

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