2
BUSMHR 3200 Final Exam Organizational Change questions with
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accurate detailed answers || ||
External forces for change - ✔✔-Demographics
|| || || || ||
-Technology changes ||
-Customer and market changes || || ||
-Social changes/pressures
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-Political changes/ pressures
|| ||
Internal forces for change - ✔✔-Aspiration-performance discrepancies
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-Value changes of organizational members
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-Changing needs, desires, preferences
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-Organizational "life cycle" forces || || ||
3 elements required for change - ✔✔-A strong dissatisfaction for a successful future
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-A compelling vision for a successful future
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-A process to help make change happen
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Lewin's Model of Change - ✔✔-Unfreezing
|| || || || ||
-Changing
-Refreezing
Kotter's Change Model - ✔✔-Establish a sense of urgency
|| || || || || || || ||
-Develop the guiding coalition
|| || ||
-Develop a compelling vision and strategy
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-Communicate the vision widely and get buy-in and commitment || || || || || || || ||
, 2
-Empower people to take broad-based action || || || || ||
-Generate and recognize short-term wins || || || ||
-Consolidate gains and keep moving || || || ||
-Make change stick by anchoring it to corporate culture
|| || || || || || || ||
Change - ✔✔Event that is observable, situational, and external to oneself. Change sets into
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motion the transition process || || ||
Transition - ✔✔A psychological event, it is a three-phase process that individuals go through
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over time to come to terms with the external changes
|| || || || || || || || || ||
Persistent pessimists - ✔✔People very slow to change, may leave the system rather than
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change
Early adapters - ✔✔People who move through personal changes journey quickly and
|| || || || || || || || || || || ||
become evangelists ||
Fundamental truths about change - ✔✔Organization change happens individual by
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individual, work group by work group, throughout an organization.
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|| People do not necessarily resist change, they resist being changed by others.
|| || || || || || || || || || ||
In order for people to change, they must feel a compelling personal reason to change. All
|| || || || || || || || || || || || || || || || ||
change is personal. || ||
In order to change, people must understand how their personal need to change fits with
|| || || || || || || || || || || || || || || ||
the organization's reason for change.
|| || || ||
|| In order for organizations to change, there must be compelling reasons to do so.
|| || || || || || || || || || || || ||
Successful organization change requires that people have a clear understanding of what
|| || || || || || || || || || || || ||
they are changing to.
|| || ||
|| In general, people are more willing to change if they feel a degree of ownership in how the
|| || || || || || || || || || || || || || || || ||
|| changes which must affect them will be designed and implemented.
|| || || || || || || || ||
BUSMHR 3200 Final Exam Organizational Change questions with
|| || || || || || || ||
accurate detailed answers || ||
External forces for change - ✔✔-Demographics
|| || || || ||
-Technology changes ||
-Customer and market changes || || ||
-Social changes/pressures
||
-Political changes/ pressures
|| ||
Internal forces for change - ✔✔-Aspiration-performance discrepancies
|| || || || || ||
-Value changes of organizational members
|| || || ||
-Changing needs, desires, preferences
|| || || ||
-Organizational "life cycle" forces || || ||
3 elements required for change - ✔✔-A strong dissatisfaction for a successful future
|| || || || || || || || || || || ||
-A compelling vision for a successful future
|| || || || || ||
-A process to help make change happen
|| || || || || ||
Lewin's Model of Change - ✔✔-Unfreezing
|| || || || ||
-Changing
-Refreezing
Kotter's Change Model - ✔✔-Establish a sense of urgency
|| || || || || || || ||
-Develop the guiding coalition
|| || ||
-Develop a compelling vision and strategy
|| || || || ||
-Communicate the vision widely and get buy-in and commitment || || || || || || || ||
, 2
-Empower people to take broad-based action || || || || ||
-Generate and recognize short-term wins || || || ||
-Consolidate gains and keep moving || || || ||
-Make change stick by anchoring it to corporate culture
|| || || || || || || ||
Change - ✔✔Event that is observable, situational, and external to oneself. Change sets into
|| || || || || || || || || || || || || ||
motion the transition process || || ||
Transition - ✔✔A psychological event, it is a three-phase process that individuals go through
|| || || || || || || || || || || || ||
over time to come to terms with the external changes
|| || || || || || || || || ||
Persistent pessimists - ✔✔People very slow to change, may leave the system rather than
|| || || || || || || || || || || || || ||
change
Early adapters - ✔✔People who move through personal changes journey quickly and
|| || || || || || || || || || || ||
become evangelists ||
Fundamental truths about change - ✔✔Organization change happens individual by
|| || || || || || || || || ||
individual, work group by work group, throughout an organization.
|| || || || || || || ||
|| People do not necessarily resist change, they resist being changed by others.
|| || || || || || || || || || ||
In order for people to change, they must feel a compelling personal reason to change. All
|| || || || || || || || || || || || || || || || ||
change is personal. || ||
In order to change, people must understand how their personal need to change fits with
|| || || || || || || || || || || || || || || ||
the organization's reason for change.
|| || || ||
|| In order for organizations to change, there must be compelling reasons to do so.
|| || || || || || || || || || || || ||
Successful organization change requires that people have a clear understanding of what
|| || || || || || || || || || || || ||
they are changing to.
|| || ||
|| In general, people are more willing to change if they feel a degree of ownership in how the
|| || || || || || || || || || || || || || || || ||
|| changes which must affect them will be designed and implemented.
|| || || || || || || || ||
