ConstableComputerAntelope7871
N is the manager of a small division of NNB Ltd, which makes solar…
N is the manager of a small division of NNB Ltd, which makes solar cells. N wishes to introduce a new shift system for his staff. A large number of N’s staff have stated that they will not accept the new shift pattern.
N was initially uncertain of the reason for this resistance. After investigating, it was discovered that several staff members have misunderstood the proposals and spread the rumour within the division that the new shift pattern would lead to redundancies.
N plans to communicate this error to his employees and explain to them that, while the new shift pattern will improve efficiency, it will not lead to redundancies.
According to Lewin’s forcefield model, N’s plan to communicate with staff is an example of reducing the __________ forces.
Restraining
Driving
Work
Field
In which of the following circumstances could Theory O be a successful approach?
During a crisis
When the organisation needs to undertake a major restructuring
When the organisation wants to cut its workforce
When the organisation wants to involve employees in the change process.
X plc has been performing well for many years, with staff enjoying significant bonuses. However, recent strategic analysis by the Board of X plc has identified that there are a number of rival organisations starting to gain a share in X’s traditional markets. They feel that, unless X significantly updates its working practises, it will lose its market position within three years. B was recently hired as CEO of X plc. She was selected because the company felt that she was the best candidate to lead X plc through a period of major change.
After a thorough review of X’s operations, B created a powerful group of managers and directors across the organisation to help her implement her proposed, wideranging changes. She spent a significant amount of time explaining the process of change that was to be implemented, with a series of staff meetings under the slogan ‘changing X for the new markets’. At these meeting she involved staff and tried to build their ideas into the final change strategy. The Board refused to allow B to explain the new entrants to the market, as they felt that the company would see a drop in its share price if this information was leaked to the markets.
B backed up her proposed changes with a series of interim goals. When the organisation reached these targets, she planned to widely publicise them within the organisation in order to improve motivation amongst the staff.
Unfortunately B struggled to motivate the staff and, in spite of her staff meetings, little change occurred. After six months, B had failed to reach any of her interim goals. She decided to step aside and left the company.
Kotter suggested that there were eight steps required to successfully lead change. B’s failure to achieve which of these eight steps led to the ultimate failure of the change process at X plc?
Creation of a guiding coalition
Communicating the vision
Establishing a sense of urgency
Generating shortterm wins
U is an organisation which is currently experiencing a crisis. Due to the loss of a major customer, U feels that it has to cut a minimum of 30 per cent of its workforce within the next month or it faces bankruptcy. U’s 10,000 employees are not heavily unionised, but U expects significant resistance from staff when it announces the job losses.
Which of Kotter and Schlesinger’s leadership styles would be most appropriate for U to adopt when dealing with its employees in this situation?
Education and communication
Negotiation
Manipulation and cooptation
Coercion
Which of the following is not a key attribute of a change agent?
They are sensitive to the impact of change on all stakeholders.
They are internal to the organisation.
They tolerate ambiguity and uncertainty.
They can resolve conflict effectively.
Which of the following is false about team building?
A benefit of teams is bringing together a mixture of skills and abilities.
A problem with teams is the lack of individual responsibility
Individuals may not be committed to achieving certain goals
Teams make the best decisions through compromise
Kottler and Schlesinger identified different change leadership styles. Which of the following styles results in relatively speedy change?
Explicit and Implicit Coercion.
Education and Communication.
Participation and Involvement.
Facilitation and Support.
Which of the following is not an important aspect of mentoring that can be useful during change?
Practical advice and support
Technical and general guidance
Development of key work skills
Formal training
According to Kanter, which of the following is a required skill for leaders within change-adept organisations?
Tuning in to the environment
The imagination to innovate
The professionalism to perform
The openness to collaborate
Which of the following is inconsistent with Tom Peter’s theory of thriving on chaos?
Incremental change is the enemy of true innovation.
Excellent firms don’t believe in excellence.
A constantly changing environment is always indicative of chaos.
There are advantages and disadvantages to having a climate of change.
