Leadership And Change Test Bank Answers Chapter 15 - Test Bank | Leadership Perspectives 3e Roe by Kevin Roe. DOCX document preview.
Chapter15
Type:true-false | |||
Title:Introduction | |||
1) | Creating change, managing change, implementing change, or clearing up the mess after a period of change are some of the most common themes a modern leader will encounter. Is it true that modern organizations, on account of the interconnections within the global world economy, are subject to constant change? | ||
a.# | True | Page reference:322 | |
b.# | False | Page reference:322 | |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:History of Change | ||
2) | H. G. Wells (1922) stated, ‘adapt or perish, now as ever, is Nature’s inexorable imperative’. How does this translatebestin terms of theimplications for organisational change? | |
Incorrect | a.# | Theobservation that ‘nothing endures but change’ over 2,500 years ago suggestschange is a constant feature of human existence. |
Page reference:323 | ||
b.# | This is because creating change, managing change, implementing change, or clearing up the mess after a period of change are some of the most common themes encountered. | |
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Correct | c.# | That organizations must also adapt or perish in the same way the dinosaurs did. |
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d.# | That organizations experience internal change, such as the churn of employees joining and leaving, as the external system changes, the inputs to an organization change. | |
Page reference:323 | ||
END OF QUESTION | ||
Type:true-false | |||
Title:Three Axis Model of Leadership | |||
3) | Is it true that radical change, such as the ‘accelerating and unprecedented technological change’ experienced during the Industrial Revolution of the eighteenth and nineteenth centuries, had created deep-seated shifts in our understanding and altered permanently our relationship with each other. | ||
Correct | a.# | True | Page reference:324 |
Incorrect | b.# | False | Page reference:324 |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:Vision | ||
4) | One of the best known models of exactly what a vision ‘is’ and how to construct one is Kotter’s (1996) criterion drawn from his broad change ‘framework’.Whatsummarises best stagesphasesidentifiedwhen trying to create a unifying vision? | |
Incorrect | a.# | 1. Imaginable,2. Desirable,3.Fashionable,4.Unfocused,5. Flexible, 6. Communicable |
Page reference:325-326 | ||
Correct | b.# | 1. Imaginable,2. Desirable, 3.Feasible,4. Focused, 5. Flexible, 6. Communicable |
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c.# | 1. Imaginable,2. Disastrous, 3.Fashionable,4. Focused, 5. Flexible, 6. Community | |
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d.# | 1.Unimaginable,2. Desirable, 3.Feasible,4. Focused, 5. Flexible, 6. Communicable | |
Page reference:325-326 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:Different Approaches toChange | ||
5) | Different models have been available for leaders to use when considering what actions need to be taken. Hard Systems methodology (HSM) can be applied to Tame problems which can be hard to solve but tend to have a defined beginning and end. Senior (2002) uses a HSM model that has three distinct stagesto a processwhich can be best summarised as: | |
Incorrect | a.# | 1.Test2. Pilot3. ‘Big Bang’ |
Page reference:327 | ||
b.# | 1. Diagnostic, 2. Considered, 3. Prioritised | |
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c.# | 1. Developed, 2. Considered, 3. Prioritized | |
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Correct | d.# | 1. Description,2. Options, 3. Implementation |
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END OF QUESTION | ||
Type:true-false | |||
Title:SoftSystemsMethodology (SSM) | |||
6) | SSM is associated solely with ‘soft and wicked’ problems as opposed to HSM which can be used with ‘hard and tame’ problems. | ||
In | a.# | True | Page reference:324 |
b.# | False | and tame’ problems. Page reference:324 | |
END OF QUESTION | |||
Type:true-false | |||
Title:Individual Reaction to Change | |||
7) | Kübler-Ross (1969) provides a Transition curve that suggested individuals experiencing trauma or loss go through a whole series of emotions as part of a grieving process. Is it true that the curve offers a useful reminder that people always positively to change? | ||
a.# | True | Page reference:325-326 | |
b.# | False | Page reference:325-326 | |
END OF QUESTION | |||
Type:Multiple Choice | ||
Title:Politics ofChange | ||
8) | Individuals are likely to indulge in office politics for a wide number of reasons such as the need to preserve status, to undermine rivals, to secure scarce resources, or to block changes considered a disadvantage to a particular agenda. According to Buchanan andBadham(1999), what best describessome of thetactics that may be used? | |
Incorrect | a.# | Cultivating anunfavourableself-impression,developing a base of supportand aligning oneself with more powerful others. |
Page reference:338 | ||
Correct | b.# | Controlling access to information,blaming and attacking others. andaligning oneself with more powerful others. |
Page reference:338 | ||
c.# | Cultivating anunfavourableself-impression,Blaming and attacking othersand maligning oneself with more powerful others. | |
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d.# | Controlling access to information,developing a base ofsupport andmaligning oneself with more powerful others. | |
Page reference:338 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:Differences Between HSM andSSM | ||
9) | In HSM, there is usually broad agreement about what needs to change. The disagreement lies in the ‘how’ this change is to be created. SSM, on the other hand, seeks to understand the purpose of the activity and theinterconnectedness of causes, effects, and consequences. How can the process developed byChecklandandPoulter(2006)be best summarised? | |
Incorrect | a.# | CATWOE–Change, Actors,Transvision, Worldview, Options, Environmental Constraints. |
Page reference:331 | ||
b.# | CATWOE-Change, Actions,Transvision, Worldview, Owners, Environmental Constraints. | |
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c.# | CATWOE-Customers,Actions,Transformation,worldview, Options,Environmental Constraints. | |
Page reference:331 | ||
Correct | d.# | CATWOE–Customers,Actors,Transformation,worldview, Owners,Environmental Constraints. |
Page reference:331 | ||
END OF QUESTION | ||
Type:Multiple Choice | ||
Title:Models of the Change Process | ||
10) | Kurt Lewin was an American psychologist born in Germany who developed a number of ideas to explain how individuals and groups operated in socialsituations. Given the three phases: unfreezing, change, and refreezing he identified what best explains the change process he progressed? | |
Incorrect | a.# | Change - it is necessary to prepare individuals and the organization for change. |
Page reference:334 | ||
b.# | Refreezing -individuals will take time to make sense of their new situation and adjustments may be needed. | |
Page reference:334 | ||
Correct | c.# | Unfreezing: this means articulating the new vision, breaking down the old structures and processes, and making sure everyone is ready to leave the old status quo behind. |
Page reference:334 | ||
d.# | Unfreezing: this moves the organization to its new state, need to be embedded and confirmed. | |
Page reference:334 | ||
END OF QUESTION | ||