Change Management WGU C721 Exam
with Questions and Correct Answers
2025
Five ,elements ,that ,support ,management's ,effective ,attainment ,of ,organizational
,goals ,- ,CORRECT ,ANSWER-planning, ,organizing, ,directing, ,controlling
,resources, ,and ,staffing
Define ,Management ,- ,CORRECT ,ANSWER-the ,process ,of ,working ,with ,and
,through ,people ,to ,achieve ,organizational ,goals
2 ,essential ,pieces ,in ,organizations ,that ,must ,be ,integrated ,effectively ,to ,lead ,to
,high ,performance. ,- ,CORRECT ,ANSWER-Management ,and ,Leadership
What ,are ,the ,traits ,of ,an ,effective ,change ,leader? ,- ,CORRECT ,ANSWER-They
,define ,themselves ,as ,a ,change ,leader, ,embrace ,risk ,instead ,of ,being ,adverse
,to ,risk ,as ,part ,of ,the ,change ,process
Organizational ,Development ,- ,CORRECT ,ANSWER-the ,practice ,of ,changing
,people ,and ,organizations ,for ,positive ,growth
Change ,Management ,- ,CORRECT ,ANSWER-encompasses ,approaches ,used ,by
,business ,content ,and ,behavioral ,process ,specialists ,that ,assist ,leaders ,in
,moving ,organizations ,from ,a ,present ,to ,future ,state
Systems ,Theory ,- ,CORRECT ,ANSWER-organizations ,are ,viewed ,as ,a ,total
,system ,of ,interdependent ,subsystems ,with ,individual ,components ,that ,include
,people, ,technology, ,work, ,and ,culture ,all ,of ,which ,work ,together ,to ,respond ,to
,external ,environmental ,changes ,such ,as ,competitors, ,customers, ,or
,government ,regulations
Contingency ,theory ,- ,CORRECT ,ANSWER-viewing ,organizational ,dimensions
,(strategy, ,structure, ,people, ,work, ,rewards) ,as ,parts ,of ,a ,whole ,that ,fit ,together.
,When ,one ,of ,these ,dimensions ,is ,out ,of ,sync ,with ,the ,others, ,issues ,emerge
Long-Term ,Approach ,- ,CORRECT ,ANSWER-focuses ,on ,lasting ,effects ,through
,changes ,in ,cultural ,norms ,including ,interventions ,and ,alter ,attitudes,
,behaviors, ,processes, ,knowledge, ,and ,structures
,Top-down ,approach ,- ,CORRECT ,ANSWER-seeks ,to ,gain ,top ,management
,commitment ,and ,involvement ,in ,order ,to ,significantly ,affect ,intended ,changes.
,Implemented ,throughout ,the ,organization.
Collaborative ,approach ,(pg ,12) ,- ,CORRECT ,ANSWER-involving ,professionals
,who ,are ,affected ,by ,changes ,and ,who ,support ,the ,changes ,to ,the ,organization
Analytical ,Approach ,- ,CORRECT ,ANSWER-examines ,data, ,diagnoses ,present
,problems, ,and ,motivates ,change ,to ,resolve ,issues. ,Accurate ,diagnostic ,skills
,are ,a ,core ,competency ,of ,OD ,change ,agents
Facilitation ,approach ,- ,CORRECT ,ANSWER-uses ,skilled ,dialogue ,and
,discussion, ,listening, ,feedback ,when ,assisting ,professionals ,to ,identify
,weaknesses ,and ,strengths ,of ,the ,organization: ,planning ,for ,change; ,managing
,the ,change ,process; ,and ,implementing, ,coaching, ,and ,problem ,solving ,during
,the ,change
Design ,approach ,- ,CORRECT ,ANSWER-helps ,leaders ,and ,managers ,to ,develop
,meaningful ,work ,climates ,where ,organizational ,members ,can ,accomplish ,their
,goals ,in ,a ,healthy ,way
What ,constitutes ,an ,internal ,change? ,- ,CORRECT ,ANSWER-Changes ,to ,an
,organizations ,operating ,system
A ,formal ,subsystem ,consists ,of: ,(8 ,terms) ,- ,CORRECT ,ANSWER-leadership,
,strategy, ,management, ,goals, ,marketing, ,operations, ,technology, ,and ,structure
Type ,1 ,error ,- ,CORRECT ,ANSWER-happens ,when ,the ,environment ,is ,actually
,stable, ,but ,the ,leaders ,and ,mangers ,perceive ,it ,as ,turbulent ,and ,proceed ,to
,take ,unneeded ,actions ,to ,respond
Type ,2 ,error ,- ,CORRECT ,ANSWER-happens ,when ,leaders ,and ,managers
,perceive ,the ,environment ,as ,stable ,when ,in ,actuality ,it ,is ,turbulent ,and ,they
,fail ,to ,take ,the ,necessary ,actions ,thus ,threatening ,the ,survival ,of ,the
,organization
Developmental ,change ,- ,CORRECT ,ANSWER-involves ,an ,improvement ,of ,what
,already ,exists
Transitional ,change ,- ,CORRECT ,ANSWER-consists ,of ,an ,implementation ,to
,achieve ,a ,known ,desired ,state ,that ,is ,different ,from ,the ,existing ,one. ,Ex.
,Installing ,a ,new ,technology ,system
, Transformational ,change ,- ,CORRECT ,ANSWER-involves ,the ,emergence ,of ,a
,new, ,unknown ,state ,for ,the ,organization. ,Ex. ,Changing ,the ,entire ,structure ,and
,culture ,of ,an ,organization
Dunphy ,and ,Stace's ,Model ,four ,levels ,of ,change: ,Level ,1 ,- ,CORRECT ,ANSWER-
Fine-Tuning- ,This ,type ,of ,change ,involves ,an ,ongoing ,process ,of ,matching ,and
,fitting ,an ,organization's ,strategy, ,structure, ,and ,processes ,with ,the
,environment. ,Ex. ,Commitment ,to ,the ,organization's ,mission ,and ,departments
Dunphy ,and ,Stace's ,Model ,four ,levels ,of ,change: ,Level ,2 ,- ,CORRECT ,ANSWER-
Incremental ,Adjustment: ,Incremental ,adjustments ,are ,predictable ,changes ,that
,evolve ,slowly ,and ,systematically ,at ,a ,constant ,rate ,over ,time ,within ,the
,organization ,to ,fit ,the ,external ,environment. ,Ex. ,Modifying ,a ,mission ,statement
Dunphy ,and ,Stace's ,Model ,four ,levels ,of ,change: ,Level ,3 ,- ,CORRECT ,ANSWER-
Modular ,transformation: ,Organizational ,change ,is ,radical ,in ,this ,type ,of ,change
,but ,is ,focused ,on ,subparts ,rather ,than ,on ,the ,entire ,organization. ,For ,example:
,restructuring ,departments, ,changes ,in ,key ,executives ,responsibilities,
,introducing ,new ,processes. ,Related ,to ,transitional ,change
Dunphy ,and ,Stace's ,Model ,four ,levels ,of ,change: ,Level ,4 ,- ,CORRECT ,ANSWER-
Corporate ,transformation: ,This ,type ,of ,change, ,like ,transformational ,change ,in
,previous ,model, ,involves ,an ,radical ,shift ,in ,the ,business ,strategy ,and ,changes
,in ,the ,vision, ,mission, ,culture, ,and ,systems. ,There ,is ,outside ,recruitment ,of
,new ,executives. ,Most, ,if ,not ,all, ,of ,the ,internal ,systems ,and ,dimensions ,of ,an
,organization ,are ,affected
Balogun ,and ,Hope-Hailey's ,Model
Horizontal ,Axis ,- ,CORRECT ,ANSWER-End ,Result:
Transformation ,and ,Realignment
Balogun ,and ,Hope-Hailey's ,Model
Vertical ,Axis ,- ,CORRECT ,ANSWER-Nature ,of ,Change:
Incremental ,and ,Big ,Bang
Balogun ,and ,Hope-Hailey's ,Model's ,Four ,Strategies:
Evolution ,- ,CORRECT ,ANSWER-when ,the ,change ,is ,incremental ,but
,transformation ,is ,the ,result. ,This ,strategy ,suggests ,proceeding ,in ,a
,progressive ,way ,by ,also ,analyzing ,both ,the ,internal ,and ,external ,environments
,while ,implementing ,the ,change
Balogun ,and ,Hope-Hailey's ,Model's ,Four ,Strategies:
Adaption ,- ,CORRECT ,ANSWER-When ,the ,change ,is ,also ,incremental ,and ,the
,end ,result ,is ,realignment. ,This ,is ,the ,least ,intrusive ,impact ,on ,the ,organization
,and ,the ,most ,commonly ,used
with Questions and Correct Answers
2025
Five ,elements ,that ,support ,management's ,effective ,attainment ,of ,organizational
,goals ,- ,CORRECT ,ANSWER-planning, ,organizing, ,directing, ,controlling
,resources, ,and ,staffing
Define ,Management ,- ,CORRECT ,ANSWER-the ,process ,of ,working ,with ,and
,through ,people ,to ,achieve ,organizational ,goals
2 ,essential ,pieces ,in ,organizations ,that ,must ,be ,integrated ,effectively ,to ,lead ,to
,high ,performance. ,- ,CORRECT ,ANSWER-Management ,and ,Leadership
What ,are ,the ,traits ,of ,an ,effective ,change ,leader? ,- ,CORRECT ,ANSWER-They
,define ,themselves ,as ,a ,change ,leader, ,embrace ,risk ,instead ,of ,being ,adverse
,to ,risk ,as ,part ,of ,the ,change ,process
Organizational ,Development ,- ,CORRECT ,ANSWER-the ,practice ,of ,changing
,people ,and ,organizations ,for ,positive ,growth
Change ,Management ,- ,CORRECT ,ANSWER-encompasses ,approaches ,used ,by
,business ,content ,and ,behavioral ,process ,specialists ,that ,assist ,leaders ,in
,moving ,organizations ,from ,a ,present ,to ,future ,state
Systems ,Theory ,- ,CORRECT ,ANSWER-organizations ,are ,viewed ,as ,a ,total
,system ,of ,interdependent ,subsystems ,with ,individual ,components ,that ,include
,people, ,technology, ,work, ,and ,culture ,all ,of ,which ,work ,together ,to ,respond ,to
,external ,environmental ,changes ,such ,as ,competitors, ,customers, ,or
,government ,regulations
Contingency ,theory ,- ,CORRECT ,ANSWER-viewing ,organizational ,dimensions
,(strategy, ,structure, ,people, ,work, ,rewards) ,as ,parts ,of ,a ,whole ,that ,fit ,together.
,When ,one ,of ,these ,dimensions ,is ,out ,of ,sync ,with ,the ,others, ,issues ,emerge
Long-Term ,Approach ,- ,CORRECT ,ANSWER-focuses ,on ,lasting ,effects ,through
,changes ,in ,cultural ,norms ,including ,interventions ,and ,alter ,attitudes,
,behaviors, ,processes, ,knowledge, ,and ,structures
,Top-down ,approach ,- ,CORRECT ,ANSWER-seeks ,to ,gain ,top ,management
,commitment ,and ,involvement ,in ,order ,to ,significantly ,affect ,intended ,changes.
,Implemented ,throughout ,the ,organization.
Collaborative ,approach ,(pg ,12) ,- ,CORRECT ,ANSWER-involving ,professionals
,who ,are ,affected ,by ,changes ,and ,who ,support ,the ,changes ,to ,the ,organization
Analytical ,Approach ,- ,CORRECT ,ANSWER-examines ,data, ,diagnoses ,present
,problems, ,and ,motivates ,change ,to ,resolve ,issues. ,Accurate ,diagnostic ,skills
,are ,a ,core ,competency ,of ,OD ,change ,agents
Facilitation ,approach ,- ,CORRECT ,ANSWER-uses ,skilled ,dialogue ,and
,discussion, ,listening, ,feedback ,when ,assisting ,professionals ,to ,identify
,weaknesses ,and ,strengths ,of ,the ,organization: ,planning ,for ,change; ,managing
,the ,change ,process; ,and ,implementing, ,coaching, ,and ,problem ,solving ,during
,the ,change
Design ,approach ,- ,CORRECT ,ANSWER-helps ,leaders ,and ,managers ,to ,develop
,meaningful ,work ,climates ,where ,organizational ,members ,can ,accomplish ,their
,goals ,in ,a ,healthy ,way
What ,constitutes ,an ,internal ,change? ,- ,CORRECT ,ANSWER-Changes ,to ,an
,organizations ,operating ,system
A ,formal ,subsystem ,consists ,of: ,(8 ,terms) ,- ,CORRECT ,ANSWER-leadership,
,strategy, ,management, ,goals, ,marketing, ,operations, ,technology, ,and ,structure
Type ,1 ,error ,- ,CORRECT ,ANSWER-happens ,when ,the ,environment ,is ,actually
,stable, ,but ,the ,leaders ,and ,mangers ,perceive ,it ,as ,turbulent ,and ,proceed ,to
,take ,unneeded ,actions ,to ,respond
Type ,2 ,error ,- ,CORRECT ,ANSWER-happens ,when ,leaders ,and ,managers
,perceive ,the ,environment ,as ,stable ,when ,in ,actuality ,it ,is ,turbulent ,and ,they
,fail ,to ,take ,the ,necessary ,actions ,thus ,threatening ,the ,survival ,of ,the
,organization
Developmental ,change ,- ,CORRECT ,ANSWER-involves ,an ,improvement ,of ,what
,already ,exists
Transitional ,change ,- ,CORRECT ,ANSWER-consists ,of ,an ,implementation ,to
,achieve ,a ,known ,desired ,state ,that ,is ,different ,from ,the ,existing ,one. ,Ex.
,Installing ,a ,new ,technology ,system
, Transformational ,change ,- ,CORRECT ,ANSWER-involves ,the ,emergence ,of ,a
,new, ,unknown ,state ,for ,the ,organization. ,Ex. ,Changing ,the ,entire ,structure ,and
,culture ,of ,an ,organization
Dunphy ,and ,Stace's ,Model ,four ,levels ,of ,change: ,Level ,1 ,- ,CORRECT ,ANSWER-
Fine-Tuning- ,This ,type ,of ,change ,involves ,an ,ongoing ,process ,of ,matching ,and
,fitting ,an ,organization's ,strategy, ,structure, ,and ,processes ,with ,the
,environment. ,Ex. ,Commitment ,to ,the ,organization's ,mission ,and ,departments
Dunphy ,and ,Stace's ,Model ,four ,levels ,of ,change: ,Level ,2 ,- ,CORRECT ,ANSWER-
Incremental ,Adjustment: ,Incremental ,adjustments ,are ,predictable ,changes ,that
,evolve ,slowly ,and ,systematically ,at ,a ,constant ,rate ,over ,time ,within ,the
,organization ,to ,fit ,the ,external ,environment. ,Ex. ,Modifying ,a ,mission ,statement
Dunphy ,and ,Stace's ,Model ,four ,levels ,of ,change: ,Level ,3 ,- ,CORRECT ,ANSWER-
Modular ,transformation: ,Organizational ,change ,is ,radical ,in ,this ,type ,of ,change
,but ,is ,focused ,on ,subparts ,rather ,than ,on ,the ,entire ,organization. ,For ,example:
,restructuring ,departments, ,changes ,in ,key ,executives ,responsibilities,
,introducing ,new ,processes. ,Related ,to ,transitional ,change
Dunphy ,and ,Stace's ,Model ,four ,levels ,of ,change: ,Level ,4 ,- ,CORRECT ,ANSWER-
Corporate ,transformation: ,This ,type ,of ,change, ,like ,transformational ,change ,in
,previous ,model, ,involves ,an ,radical ,shift ,in ,the ,business ,strategy ,and ,changes
,in ,the ,vision, ,mission, ,culture, ,and ,systems. ,There ,is ,outside ,recruitment ,of
,new ,executives. ,Most, ,if ,not ,all, ,of ,the ,internal ,systems ,and ,dimensions ,of ,an
,organization ,are ,affected
Balogun ,and ,Hope-Hailey's ,Model
Horizontal ,Axis ,- ,CORRECT ,ANSWER-End ,Result:
Transformation ,and ,Realignment
Balogun ,and ,Hope-Hailey's ,Model
Vertical ,Axis ,- ,CORRECT ,ANSWER-Nature ,of ,Change:
Incremental ,and ,Big ,Bang
Balogun ,and ,Hope-Hailey's ,Model's ,Four ,Strategies:
Evolution ,- ,CORRECT ,ANSWER-when ,the ,change ,is ,incremental ,but
,transformation ,is ,the ,result. ,This ,strategy ,suggests ,proceeding ,in ,a
,progressive ,way ,by ,also ,analyzing ,both ,the ,internal ,and ,external ,environments
,while ,implementing ,the ,change
Balogun ,and ,Hope-Hailey's ,Model's ,Four ,Strategies:
Adaption ,- ,CORRECT ,ANSWER-When ,the ,change ,is ,also ,incremental ,and ,the
,end ,result ,is ,realignment. ,This ,is ,the ,least ,intrusive ,impact ,on ,the ,organization
,and ,the ,most ,commonly ,used
