Chapter 10 Change Managment Flashcards
Which of the following terms is most appropriately defined as the study of how simple systems can generate complicated behavior and is a state where patterns cannot be made or details understood? (Choose the best response.)
Complexity
Chaos
The butterfly effect
The whole is more than the parts
Chaos
Response B is correct because chaos is a confused, disorganized state in which behavior becomes unpredictable. This confusion makes it difficult to discern patterns or understand details.
Which of the following states that the central premise as it relates to organizations is that order can emerge out of chaos? (Choose the best response.)
Complexity
Chaos
The butterfly effect
The whole is more than the parts
Complexity
Response A is correct because complexity refers to a state of multiple, interrelated parts in which patterns can be discerned. For this reason, a complex situation is initially chaotic, but with the difference that order can be imposed upon it.
Which of the following best describes how the chaos theory relates to organizational change? (Choose the best response.)
The best way to understand a system and chaos is to break it down into smaller, more manageable chunks and examine one component at a time
Chaos is the result of many details in a larger system that cannot be fully understood by examining them apart from the system
Chaos is the result of an organizational system resisting change and then reaching a point where change is unavoidable. At this point, change occurs rapidly and can take the system in unexpected directions
Chaos is the result of an organizational system that is made up of a limited number of repeated patterns that can be examined to see certain behaviors and qualities begin and appear again and again
Chaos is the result of an organizational system resisting change and then reaching a point where change is unavoidable. At this point, change occurs rapidly and can take the system in unexpected directions
Response C is correct because complex systems such as organizations are stable and thus resist change. As the pressure of change builds up on the system, it eventually gives way, throwing the system into chaotic imbalance.
Although theorists do not agree on which characteristics are most important with regard to chaotic and complex systems, most accept several characteristics as the central part of the chaos and complexity theory. Which of the following is NOT one of those characteristics? (Choose the best response.)
Problem events within a system are usually microcosms of the chaos within it, and dissecting an individual event reveals the key issue of the organization
Complex systems have multiple causes and effects that are not linked in time and space, so isolating and examining one action may provide an inaccurate perception
All complex systems are made up of a limited number of repeating patterns, and although they may appear to occur randomly, a closer look reveals that these patterns do repeat again and again
The whole is more than the parts, meaning that the best way to understand a complex system is to break it down into small, manageable parts and see how each component interacts with other components
Problem events within a system are usually microcosms of the chaos within it, and dissecting an individual event reveals the key issue of the organization
Response A is correct because this is not a characteristic of chaos or complexity theory. One of the key elements of chaos and complexity theories is the examination of the whole. Individual isolated events do not provide enough information to give a clear view of the organization.
You are doing a study of anomalies in organizational patterns. These anomalies would normally be considered “noise” or experimental error. Your goal is to find underlying order in apparently random data. This type of study is most closely related to _____________________. (Choose the option that completes the sentence accurately.)
Chaos theory
Six Sigma
Systems thinking
Organizational change theory
Chaos theory
Response A is correct. A study of anomalies in organizational patterns addresses chaos theory because seemingly random occurrences can reveal specific patterns of behavior.
You have determined that many employees are not adhering to a new compliance program. In a subsequent focus group, you asked a group of managers to compare the requirements of the compliance program with actual behaviors in their work units. You also asked them to determine what patterns―similarities and differences―have emerged across the company. What theory applies to this illustration? (Choose the best response.)
Chaos and complexity theories
Motivation
Appreciative inquiry
Action research
Chaos and complexity theories
Response A is correct because close evaluation of patterns and understanding patterns across the system (in this case the company) are key to chaos and complexity theories.
As an internal change consultant, you are working with managers to help them see the benefits to loosening their control and allowing teams to self-organize. Which theory are you using to help facilitate change in this organization? (Choose the best response.)
Equity theory
Goal setting theory
Motivation theory
Complexity theory
Complexity theory
Response D is correct because the central premise of complexity theory is that order can emerge from chaos. Having managers create a strong sense of vision in their employees and then allowing them to create courses of action for themselves is one way to implement this theory.
Which of the following is defined as a data-driven approach to analyzing and solving root causes of business problems to help organizations formulate and integrate business strategies and missions and to deal with constantly changing and increasingly complex requirements? (Choose the best response.)
Storytelling
Action research
Kepner-Tregoe process
Six Sigma
Six Sigma
Response D is correct because Six Sigma is a highly statistical quality improvement technique that ties business outputs directly to marketplace requirements.
The LEAN principle defines the value stream as ______________. (Choose the option that completes the sentence accurately.)
The value of a product or service from the customer’s perspective
All the activities across every department involved in delivering the product or service
Waste
Customer “pull” on a product or service
All the activities across every department involved in delivering the product or service
Response B is correct because the value stream is the end-to-end process, encompassing all of the organizational activities involved in delivering the product or service.
In action research theory what is necessary for success? (Choose the best response.)
Synthesis, application, and comprehension
Ideas, information, and
Collaboration, data, and commitment
Management involvement
Collaboration, data, and commitment
Response C is correct because collaboration of employees and facilitator (researchers), rich data, and commitment to give decision power to the people are critical for success.
You have been asked to select a supplier for a communication program. As the training manager for your company, you want to select the best supplier based on criteria presented by your internal customers. Which of the following techniques can you use to assist with the supplier selection process by dividing criteria into musts and wants and applying a weighted comparison to determine the best supplier? (Choose the best response.)
Bloom’s taxonomy
Action learning
Kepner-Tregoe process
Six Sigma
Kepner-Tregoe process
Response C is correct because the Kepner-Tregoe process is a practical, straightforward decision-making process that divides criteria into musts and wants, thereby allowing the TD professional to select suppliers based on a weighted comparison of criteria.
You have just been hired as a TD professional by the training department of a cleaning supply manufacturer and are still in the onboarding process. You are observing a LEAN team meeting in which team members are discussing their project. One of the team members turns to you and asks, “How much do you know about the LEAN concept?” You quickly search your brain for some of the facts that you learned while studying for your CPLP and miraculously come up with a response. What do you say? (Choose the best response.)
LEAN requires taking a systemic view of an organization and examining how people, structures, and processes influence one another within the whole.
LEAN studies the behavior of dynamic systems that are highly sensitive to initial conditions.
LEAN is a high-performing, data-driven approach to analyzing and solving root causes of manufacturing processes.
LEAN uses metrics and enabling practices to simplify work, make it easy to understand, accomplish it on time, and manage the flow with efficiency.
LEAN uses metrics and enabling practices to simplify work, make it easy to understand, accomplish it on time, and manage the flow with efficiency.
Response D is correct because these are the keys to a LEAN process. These three are the basis LEAN that started in manufacturing.
Which of the following uses data collection in the form of collecting people’s stories of something at its best by structuring questions and information to focus on the positive to initiate organizational change? (Choose the best response.)
Action research
Test and evaluation programming
Chaos and complexity theories
Appreciative inquiry theory
Appreciative inquiry theory
Response D is correct because appreciative inquiry is an approach to large-scale organizational change that involves the analysis of positive and successful (rather than negative or failing) operations, which involves collecting data in the form of people’s stories.
What phase of the 4-D cycle includes developing statements such as, “We want to be the employer of choice,” “We want to delight our customers,” and “We want to envision ideas for growth”? (Choose the best response.)
Topic
Discover
Dream
Design
Topic
Response A is correct because the outset of an appreciative inquiry process involves determining the topic that the organization will focus on. The topic should be something important to the organization and an area that, if improved, will make a big difference.
In what phase of the 4-D cycle do participants explore and discuss their visions, hopes, ideas, and dreams for the future? (Choose the best response.)
Discover
Dream
Design
Destiny
Dream
Response B is correct because the dream phase of the 4-D cycle is where the members of the change team will work together to explore possibilities for the future.
One important concept to keep in mind while engaging in positive dialogue is ______________. (Choose the option that completes the sentence accurately.)
Framing the topic around the problem
Choosing the right tone
Displaying a lack of curiosity
Refraining from sharing stories
Choosing the right tone
Response B is correct because the choice of words and tone is important when framing the topic around possibilities instead of problems.
Designing methods for creating the desired state begins by asking the question ______________. (Choose the option that completes the sentence accurately.)
What is?
What might be?
What should be?
What will be?
What should be?
Response C is correct because asking what should reframes the desired state in terms of possibilities.
As the training manager for your organization, you have been asked to implement a major change within the warehouse. The manager has asked you to suggest several approaches. You have researched some of the best and are prepared to offer your suggestions. Which of the following is NOT a wise approach? (Choose the best response.)
Matching resources with interests and abilities
Encouraging discussion about the actions needed to reach commitment
Limiting the number of people involved with identifying actions
Creating a blueprint for change
Limiting the number of people involved with identifying actions
Response C is correct because engaging as many people as possible in the identification process ensures quicker adoption of the change initiative.
You are working with a department manager in your role as an internal consultant. You are developing interview questions to learn more about the department. Since you are studying appreciative inquiry theory, you decide to follow the process within the discovery phase. While editing your interview questions, which of these questions did you eliminate? (Choose the best response.)
Who are your customers and what do they say when they are praising your department?
Can you tell me what problems or issues need solving?
What are this department’s strengths and capabilities?
What does this department do best when serving its internal customers?
Can you tell me what problems or issues need solving?
Response B is correct because the discovery stage is meant to start positive conversations about the topic and generates constructive stories about strengths and successes. A question about problems and issues does not come from a positive perspective.
You are a new department head hired to lead change in your department. You have asked a TD professional to assist you with implementing some of the changes. Given that change is difficult for people in your company, you have decided to implement an appreciative inquiry process that involves as many people as possible in the dream phase. The TD professional offers several options. Which one do you choose? (Choose the best response.)
One-on-one interviews with leadership
Create and deploy a survey to everyone
Research other companies for best practices
Conduct an Idea Day Café so participants can discuss their visions, hopes, and ideas for the future
Conduct an Idea Day Café so participants can discuss their visions, hopes, and ideas for the future
Response D is correct because in the dream phase you will want to host a participative meeting to engage employees, fuel their creativity, and instill a sense of ownership in the solution.
Which of the following statements describes a disadvantage of flat organizational structures? (Choose the best response.)
Project and department managers can become involved in power struggles over getting project support and providing that assistance.
This structure is more complex and, therefore, more expensive to develop and operate than others.
The interaction among workers is more frequent; thus, this structure depends more on personal relationships between workers and managers. Therefore, the structure can be more time consuming to build than a hierarchical model.
Struggles often arise due to the dichotomy of employees’ alliance to their direct managers versus the project.
The interaction among workers is more frequent; thus, this structure depends more on personal relationships between workers and managers. Therefore, the structure can be more time consuming to build than a hierarchical model.
Response C is correct because this is the primary disadvantage of a flat organization. All other choices are disadvantages of a matrix organization.
A key tenet of postindustrial leadership theory is that ______________. (Choose the option that completes the sentence accurately.)
Today’s organizations thrive on a top-down model of leadership
Today’s organizations thrive by micromanaging the work of employees
It is everyone’s job to learn continually because leadership is demanded at every level of the organization
The leader is the key person who needs to do all of the learning in the organization
It is everyone’s job to learn continually because leadership is demanded at every level of the organization
Response C is correct because all other tenets listed are aligned with industrial leadership models. Postindustrial leadership models recognize a key distinction between leadership and management. These models also recognize the complexity in today’s work environment and that it is everyone’s role to continually learn.
In industrial leadership models, leadership was congruent with which of the following? (Choose the best response.)
Hierarchies and bureaucracies with one leader at the top
Collaborative and continuous learning of leaders and all employees
Leveraging the dynamics of people working together to build trust and make transformational change
Servant leadership where the leader serves the followers
Hierarchies and bureaucracies with one leader at the top
Response A is correct because all other items are characteristics of postindustrial (modern) leadership models and thinking. Industrial (early) leadership models and thinking focused on one person at the top (the leader) who was the most important person to learn and make decisions.
A TD professional is researching leadership models focused on people and the process of leadership where there is a key demarcation between leadership and management. All of the following postindustrial leadership models support this distinction EXCEPT ______________. (Choose the option that completes the sentence accurately.)
Transformational
Collaborative
Group
Servant
Group
Response C is correct because group theory does not describe a leadership model, and the group approach to leadership is the process by which an individual takes initiative to assist a group to move toward goal achievement in a given situation and, therefore, does not show strong demarcation between leadership and management.
A CEO often communicates the importance of “stretch goals,” which are challenge goals that encourage employees and show confidence in their abilities to hit these goals. This CEO’s leadership style is best described as ______________. (Choose the option that completes the sentence accurately.)
Directive
Achievement-oriented
Participative
Supportive
Achievement-oriented
Response B is correct because the achievement-oriented leadership style is characterized by leaders who set challenging goals and encourage high performance as a means of showing confidence in a group’s ability.
An organization is facing a major leadership deficit because approximately 30 percent of the senior managers are expected to retire over the next five years. When looking at potential leaders in the organization, the current senior leaders complain that younger employees do not have the work ethic to be willing to work 12- to 14-hour days and come into the office on weekends. The force of change affecting the organization in this case is ______________. (Choose the option that completes the sentence accurately.)
Speed of change
Organizational restructuring
Global competition
Diversity in workforce across generations
Diversity in workforce across generations
Response D is correct because one of the leading forces of change in organizations today is increased diversity in the workforce with regard to gender, age, culture, and race. In this example, diversity across generations is a significant force of change for organizations because the baby boomers, the largest workforce in history, are getting ready to retire and have significantly different values from Generations X and Y, and younger employees.
All of the following are internal factors that contribute to a learning culture in an organization EXCEPT ______________. (Choose the option that completes the sentence accurately.)
A manager is most responsible for employees’ growth and development
Building partnerships and reaching across organizational boundaries
Competing for scarce resources
Resolving conflicts and negotiating in favor of a win-win outcome
Competing for scarce resources
Response C is correct because it is the only internal factor that does not contribute to a learning culture. The other responses are all internal factors that contribute to a learning culture.
In which organizational model does the line of authority flow from the top to the lower levels of the organization, and, on each level, managers have authority over their areas and employees, who, in turn, have authority over others? In this structure, every employee reports to a single immediate supervisor. (Choose the best response.)
Hierarchical
Matrix
Flat
Self-directed
Hierarchical
Response A is correct because hierarchical management models are characterized by successive layers of authority. In each layer of authority, employees report to only one boss, who has authority over his or her employees and in turn reports to only one boss and so on.
Which organizational structure’s advantages include the following characteristics: The structure is simple and easy to comprehend, management authority and job responsibility are easily defined, and budgeting and cost controls are easier to manage? (Choose the best response.)
Tribal
Hierarchical
Fishnet
Matrix
Hierarchical
Response B is correct because a hierarchical structure (bureaucracy or traditional structure) has one leader at the top, with clear manager and reporting relationships at subsequent levels in the hierarchy. This structure makes it easy for everyone to understand who reports to whom and the functional areas that employees belong to.
Which of the following techniques is most important in affecting cultural change in an organization? (Choose the best response.)
Training employees to convey and develop skills related to desired values and beliefs
Modeling and supporting desired values and beliefs at organizational gatherings
Conducting frequent focus groups to gather feedback on values initiatives
Using slogans to symbolize and market the desired values and beliefs
Modeling and supporting desired values and beliefs at organizational gatherings
Modeling and supporting desired values and beliefs are important because they show people explicitly what behaviors are important. It is very clear what you want them to do when they see the behavior in action and are reinforced for the behavioral change.
You are coaching the manager of a help desk who believes the way to increase employee productivity is to employ tight workplace controls and close supervision. You are helping him understand that there are other ways to motivate employees. Which motivation theory is this manager currently using? (Choose the best response.)
Theory X
Theory Y
Expectancy
Equity
Theory X
Response A is correct because practitioners of Theory X assume a lack of pride or ownership of work output by the employees who produce the work. This motivational approach limits management’s response to low quality or productivity to those of tighter control and monitoring of workplace behaviors.
As the new director of the TD department in your organization you want to exemplify all of the skills of an excellent leader. Which of the following would we NOT expect of you? (Choose the best response.)
Ability to influence people and organizations
Provide direction and strategy for accomplishing goals and objectives
Manage and direct the work of employees
Inspire and motivate others to achieve goals
Manage and direct the work of employees
Response C is correct because leaders who are adept at using personality and skills possess the ability to influence people and organizations, provide direction and strategy for accomplishing goals and objectives, and inspire and motivate others to achieve the goals. Managing and directing the work of employees is the role of a manager, whereas the role of a leader is to inspire, motivate, and set the strategic vision of where the organization needs to go.
You are leading a change effort in your organization. You have asked the CEO to use formal and informal channels of communication to inform employees about the values, beliefs, and vision for the future of the organization. Your CEO is willing, but asks you why you want her to do this. You respond that by doing this, she is ______________. (Choose the option that completes the sentence accurately.)
Applying leadership skills to influence others (followers) to accomplish an objective
Applying managerial skills by directing
Changing the organizational structure from hierarchical to matrix
Transforming the organization from industrial to postindustrial
Applying leadership skills to influence others (followers) to accomplish an objective
Response A is correct because the key goal of a leader is to influence others (followers) to accomplish the objectives and goals of the organization. Direction of work is not what leaders do. Changing the organizational structure isn’t accomplished only by communicating values, beliefs, and vision.
You are a TD professional working in an insurance company with a very traditional senior leadership team. They have asked you to redesign the company leadership development program and to identify resources to support continued leadership development for the senior leaders as well. During these discussions, you discover that the leadership team believes most people need to be highly supervised and at times coerced to do a good job. Which of the following theories does this group subscribe to? (Choose the best response.)
Theory X
Theory Y
Great Man theory
Contingency theory
Theory X
Response A is correct because McGregor’s Theory X is an industrial-era leadership theory that postulates most people do not like to work and will avoid it when they can; that they need to be coerced, controlled, or threatened to persuade them to work; and that most people want to be told what to do and avoid responsibility.
You are coaching a new member of the leadership team. He is reading about exceptional leaders in history and believes that these leaders were born with innate inherited abilities suited for leadership. You tell him that his thinking is most closely aligned with which leadership theory? (Choose the best response.)
Great Man theory
Trait theory
Contingency theory
Theory Y
Trait theory
Response B is correct because the trait theory arose from the Great Man theory as a way of identifying the characteristics of successful leaders. Trait theory does not assume that great leaders are only born, but that they are born with inherited traits that are particularly suited for leadership. By discovering and studying these traits, it is believed that others could become great leaders as well.
You are an external consultant who has been hired by one of the earlier technology companies to work with senior leaders to drive change throughout the organization. At one time this company held the top spot in technology. As they continue to lose market share, they realize they need to identify what is preventing them from accomplishing their business goals. You suggest they begin by examining several forces of change on organizations. You recommend three areas. Which do you NOT recommend? (Choose the best response.)
Global competition and globalization
Information overload of knowledge workers
Lack of leadership training
Need for telework and other flexible options for employees
Need for telework and other flexible options for employees
Response D is correct because the other three are forces of change on organizations that must be addressed in order to continue to reach corporate goals. There are many others besides these three.
According to Lewin, what must an organization first identify before it can change? (Choose the best response.)
Current state
Vision
Mission
Fiscal goals
Current state
Response A is correct because Kurt Lewin classified the change process into three stages: the present state, the transition state, and the desired state. To start implementing change, the organization has to identify its current state, what is lacking, and potential approaches for improvement.
Which of the following is NOT a primary component to consider when planning for change? (Choose the best response.)
Gaining consensus
Conducting individual training needs assessments
Keeping resources informed
Developing an excellence team
Conducting individual training needs assessments
Response B is correct because conducting individual training needs assessments only looks at an individual level whereas planning for organizational change requires a broader perspective; however, conducting individual training needs assessments may be a subcomponent of an organizational change.
What is the order of the five stages of managing a change process? (Choose the best response.)
Initiating, planning, executing, controlling, and closing
Planning, initiating, controlling, executing, and closing
Controlling, initiating, planning, closing, and executing
Executing, controlling, planning, closing, and initiating
Initiating, planning, executing, controlling, and closing
Response A is correct because in managing the change process, the vision must be cast and clear goals defined as it is initiated. The second phase, planning, defines the scope and resources and establishes the activities to achieve the goals. Executing is the phase where the plan is put into place, and controlling is the monitoring and adjustment process during the execution phase. Closing celebrates the accomplishments and reviews the processes and outcomes.
Which of the following analyses is used to identify driving and restraining forces and helps to overcome resistance and complacency in change initiatives? (Choose the best response.)
Force field analysis
Cultural benchmarking
Cause-and-effect analysis
Five-whys analysis
Force field analysis
Response A is correct because force field analysis, which was created by Kurt Lewin, recognizes two types of forces: driving and restraining. Driving forces help to implement the change, while restraining forces stand in the way of implementation. Recognizing both enables the TD professional to minimize restraining forces and leverage driving forces to help support implementation.
Employees go through stages of readiness before they make a true commitment to change. Which of the following best describes the second stage of readiness? (Choose the best response.)
Employees recognize the need for change and create a specific, concrete plan
Employees participate in needs-analysis observations to identify the knowledge and skills required to support the change initiative
Employees deny the need for change
Employees see a need to change but only engage in contemplation; they are willing to think about it but put off making a decision
Employees see a need to change but only engage in contemplation; they are willing to think about it but put off making a decision
Response D is correct because the second stage of readiness for change happens after the initial denial of needing to change. Here individuals recognize that change may be necessary, but they are only prepared to talk about it and not do anything about it.
According to Albrecht’s change response cycle, when an organizational change is first introduced, which of the following response phases describes employees’ initial reaction to the change? (Choose the best response.)
Problem
Threat
Habit
Solution
Threat
Response B is correct because the first phase in Albrecht’s change response cycle is referred to as threat. It is characterized by individuals being afraid to change the status quo because of fear of the unknown or a state worse than the status quo.
Which of the following is NOT a phase in Albrecht’s change response cycle? (Choose the best response.)
Problem
Threat
Complacency
Solution
Complacency
Response C is correct because complacency is not one of the phases in Albrecht’s change response cycle, although it is a resisting force that the TD professional needs to deal with.
The four general types of change strategies are facilitative, informational, attitudinal and ______________. (Choose the option that completes the sentence accurately.)
Economic
Political
Evaluative
Social
Political
Response B is correct because a political change strategy is one of the four general types of change strategies.
Process-oriented change is a type of change that includes all of the following EXCEPT ______________. (Choose the option that completes the sentence accurately.)
Technology
TQM
Leadership
Benchmarking
Leadership
Response C is correct because leadership change falls under the strategic type of change
The leader or sponsor answers the “what” and “why” of a change while the change agent or TD professional answers the ______________. (Choose the option that completes the sentence accurately.)
“How” and “why”
“How” and “when”
“When” and “why”
“What” and “why”
“How” and “when”
Response B is correct because the leader or sponsor answers the “what” and “why” of the change while the change agent answers the “how” and “when.”
The two types of pacing methods for setting milestones are time-based and ______________. (Choose the option that completes the sentence accurately.)
Action-based
People-based
Evaluative-based
Event-based
Event-based
Response D is correct because, along with a time-based pacing method, event-based methods are another way to set milestones.
An impact analysis seeks to minimize negative effects of the change by ______________. (Choose the option that completes the sentence accurately.)
Identifying potential areas of concern
Minimizing positive outcomes
Supporting it with analytical tools
Gauging improvements
Identifying potential areas of concern
Response A is correct because, by identifying potential areas of concern and constructing contingencies to manage or eliminate the concerns, an impact analysis seeks to minimize any negative effects.
In force field analysis, which of the following is a resisting force? (Choose the best response.)
Employee needs and desires
Cost factors
Environmental factors
Availability of technology
Cost factors
Response B is correct because cost factors will always act as a limit to what can be accomplished. The TD professional’s job is to make sure that what is an acceptable outcome is within the cost factors available to the project.
Your department developed a training program to help employees prepare for a new organizational process. Everyone’s jobs will be easier once they learn the new process. You are excited about it. While presenting the new course, you see that some employees are not engaged and sit quietly while others are challenging the details of the process. What do you suspect is happening? (Choose the best response.)
The room conditions are likely affecting the success of the training
The employees may not be motivated and committed to this change
The employees have a problem with the trainer, and it is causing these reactions
The training materials are not interactive, affecting the success of the training program
The employees may not be motivated and committed to this change
Response B is correct because people introducing change initiatives often assume that all employees are in the third stage of readiness to commit to change, when frequently they are not. To determine employees’ readiness for change, TD professionals should assess their readiness before moving into the training phase.
Your manager is holding a meeting of her staff to discuss ideas that she can use to convince upper management that a change initiative is needed. As the staff discuss ideas, which of the following is likely to be considered as one of the strategies that she can use? (Choose the best response.)
Establishing performance metrics
Pain management
Remedy selling
Front-end analysis
Remedy selling
Response C is correct because remedy selling defines the process and explains the solution. It is the process of explaining how the gaps between the company’s current state and its desired state will be closed, in what order they will be closed, and by whom. In this process, the change manager presents the need for change in a persuasive and convincing way.
You have been asked to work with your COO to facilitate a change. You will act as the change agent to facilitate the process. The COO will sponsor the change effort and be seen by the organization as the change leader. You are clarifying your roles with each other. Which action will be required of your COO? (Choose the best response.)
Develop the vision
Build a business case
Coach the leadership
Ensure milestones are met
Develop the vision
Response A is correct because all the other roles belong to the change agent or facilitator. The change leader must also establish a sense of urgency, show commitment, remove barriers in the system, and hold others accountable.
You have been asked to work with your COO to facilitate a change. You will act as the change agent to facilitate the process. The COO will sponsor the change effort and be seen by the organization as the change leader. You are clarifying your roles with each other. Which action will be required of your COO? (Choose the best response.)
Develop the vision
Response A is correct because all the other roles belong to the change agent or facilitator. The change leader must also establish a sense of urgency, show commitment, remove barriers in the system, and hold others accountable.
Build a business case
X Incorrect
Coach the leadership
X Incorrect
Ensure milestones are met
political
Response D is correct. The former CEO is well liked, so can use his influence to tap into resources that will be needed to make fast changes. You would be remiss, however, if you did not also recommend that once the initial change effort was started it will be necessary to use another approach to ensure an in-depth impact that lasts long-term. This would probably mean an attitudinal (or informational) strategy.
You have recently joined an entertainment company as an organizational development specialist. Your job is primarily to support the TD department to implement change throughout the organization. You are in a staff meeting describing how various employees are responding to the change. Your colleagues tell you to rely on one group of people to help you early in the implementation stage of the change effort. Which group do they recommend will be the most helpful?
Early adopters
Early majority
Late majority
Laggards
Early adopters
Response A is correct because this group makes up 13.5 percent of the population. They like to take on new challenges, are trend setters who stay informed, and are generally influential members of organizations. While the innovators are the first to embrace change, they make up only 2.5 percent.
In the sender-receiver model, which term best describes any mindsets, opinions, or biases that may affect how communication is received? (Choose the best response.)
Feedback
Distraction
Filter
Inappropriate nonverbal communication
Filter
Response C is correct because a filter is made up of the mindset, biases, and opinions of both sender and receiver and can distort a message.
Which of the following is NOT a barrier to communication? (Choose the best response.)
Rate of speech
Speech difficulties
Physically uncomfortable environment
Written communication
Written communication
Response D is correct because written communication is a communication medium, not a barrier.
When communicating change initiatives to others, which of the following is NOT one of the key points that will help ensure all involved understand? (Choose the best response.)
Provide information only at the outset of a change initiative
Provide opportunities for people to be heard
Give thorough and complete information
Ensure that messages correspond with actions
Provide information only at the outset of a change initiative
Response A is correct because giving people notice only when the initiative is about to begin is not a good way to keep people informed; people can panic if they are not prepared for the change.
Intelligibility or understandability of speech depends on several factors. Which of the factors below serve no positive communication function? (Choose the best response.)
Vocalized pauses
Overuse of stock expressions
Substandard grammar
Force
Overuse of stock expressions
Response B is correct because expressions such as “OK,” “like,” and “you know” have no intrinsic meaning and add no value to communication. They are simply filler that should be avoided when communicating.
All of the following are examples of how a TD professional can use an informal network EXCEPT to ______________. (Choose the option that completes the sentence accurately.)
Change the distribution of power in the organization
Help bring together groups to work as teams or taskforces
Discuss personnel issues of specific individuals
Use informal networks in advance of meetings to change the agenda
Discuss personnel issues of specific individuals
Response C is correct because discussing the personnel issues of a specific individual should not take place within a network, but should be kept confidential.
What is “noise” in the communication model described in this chapter? (Choose the best response.)
A barrier to communication
The communicated words
The sound waves of the message
Any sounds outside of the actual message
A barrier to communication
Response A is correct because anything that gets in the way of the listener receiving the communication is classified as noise. It may be a psychological barrier or obstacle between the sender and the receiver, an accent, or the presence of extraneous physical sounds. The goal in communication theory is to reduce the “noise” as much as possible to ensure the message is effectively communicated.
You are a TD professional facilitating a meeting with key stakeholders. You open the meeting by saying the following: “Good morning, uh, thanks for coming today. Uh, I am, uh, especially thankful for, uh, your participation in, uh, our discussion today about training methodologies.” The speech patterns exhibited in this situation are known as ____________. (Choose the response that best completes the sentence.)
Articulation
Vocalized pauses
Pronunciation
Overuse of stock expressions
Vocalized pauses
Response B is correct because vocalized pauses are syllables such as “uh,” “um,” and “ah” that a speaker uses when hesitating before moving on to the next point. These can be distracting when used too frequently, as in the example, and can convey the impression that the speaker does not know his topic.
As a TD professional, you are providing a peer assessment to one of your co-workers in the same role. During the feedback process, she politely asks if it is OK if she answers an urgent email message while you talk. You state that you would prefer that she wait and then describe the potential problem that could result from this behavior. What do you describe to her? (Choose the best response.)
Lack of vocabulary understanding between the two TD professionals
Failure to point out the importance of the message to the listener
Feelings of defensiveness and rebuttal between the two TD professionals
A disruptive setting that challenges both professionals’ ability to communicate
A disruptive setting that challenges both professionals’ ability to communicate
Response D is correct because working on emails is disruptive and misdirects the receiver’s attention away from the communication that is taking place.
As a TD professional you are discussing process thinking and design with a new manager. He wants to examine a key process in his department. You are helping him understand how to ensure this effort will be most successful. He has laid out four items he wants to incorporate. You tell him that he is on the right track and that he should implement all but one. Which one do you tell him to disregard? (Choose the best response.)
Involve groups of people who are responsible for the process
Use a flowchart to display the current and future flow of activities
Ask individual employees to monitor their time on and off the process
Use metrics to establish performance baseline
Ask individual employees to monitor their time on and off the process
Response C is correct because although monitoring time using the process may be an interesting metric, it does nothing to understand the process or to improve it.
As a TD professional, you are discussing listening skills with a group of participants in the classroom. One of the participants raises his hand and says, “Listening is 100 percent the responsibility of the listener. If the listener does not understand the message, it isn’t the speaker’s fault.” How do you respond? (Choose the best response.)
“You are correct. Listening is hard work. If the listener does not understand it is not the fault of the speaker. The listener is just not working hard enough.”
“There are many things that get in the way of understanding the message including the sender’s message, the listener’s interpretation, the environment, the filters by both the sender and the listener, and many other things.”
“You are mostly correct, but sometimes the speakers have not thought the message through very well.”
“What did you say?”
“There are many things that get in the way of understanding the message including the sender’s message, the listener’s interpretation, the environment, the filters by both the sender and the listener, and many other things.”
Response B is correct because there are dozens of barriers and obstacles that can get in the way of a listener hearing and understanding the message.
You are a part of a change effort. Everyone knows how important listening is when trying to make a change. You have the dubious responsibility of telling your senior leaders that employees do not think they are being heard by their leaders. One of the leaders challenges you by saying, “I’ve been to a listening class. I do listen. I nod my head, make good eye contact, and take notes when I need to. What else do you want me to do?” How do you respond? (Choose the best response.)
“It depends on what is needed. You may need to listen for clarification or be an empathetic listener during change discussions.”
“Empathetic listening is the level that must always be used during change efforts to understand employee feelings.”
“You may want to ask a few questions to demonstrate that you are listening.”
“Try listening for the real meaning of the message.”
“It depends on what is needed. You may need to listen for clarification or be an empathetic listener during change discussions.”
Response A is correct because active listening and listening for clarification takes the listening process to a higher level to help increase understanding of comments. During change, empathic listening is required also to identify feelings by the speaker.
Six Sigma’s goal is to move business product or service attributes within the zone of customer specifications and dramatically shrink process variation—the cause of defects that negatively affect customers. Six Sigma may be an effective technique to use in change initiatives because ______________. (Choose the option that completes the sentence accurately.)
It provides specific tools and approaches that can be used to reduce defects and improve processes
It facilitates change by getting everyone involved
It focuses on identifying the best of what is
It outlines how to conduct a communication audit and how to create a communication plan
It provides specific tools and approaches that can be used to reduce defects and improve processes
Response A is correct because Six Sigma is a data-driven methodology for analyzing and solving root causes of business problems.
You are a TD professional who works in an advertising agency. You are meeting with the VP of marketing to discuss the importance of involving employees to aid the change process. She is not buying in until you say one thing. Which of the following is the best reason for involving employees in change? (Choose the best response.)
It helps people become committed to the change
Everyone needs to feel wanted and needed
Stressful times can often spark feelings of isolation
It provides a vehicle of expression for employees
It helps people become committed to the change
Response A is correct because giving employees a sense of how they will be personally involved in change provides them with a sense of ownership of the change and thus increases their engagement.
You have been asked to prepare a communication plan to distribute a list of critical issues regarding the change strategy to employees. Your training director has tried to “help” you by providing examples of media that you can use. As you look down the list, one of her suggestions is not a recognized media venue for communication. Which of the items on your director’s list is NOT a recognized media format for a communication plan? (Choose the best response.)
Teleconferences to provide an ongoing road map to managers
A change survivor’s guide to help people through change
A telephone hotline for the latest breaking news and information
An experiential learning activity that involves outdoor physical activities
An experiential learning activity that involves outdoor physical activities
Response D is correct because providing an experiential learning activity that takes place outdoors is not a good way to communicate about change. It may be useful for other things such as team building, but to ensure that everyone affected by the change has clear, unambiguous information about the change, the TD professional needs an effective means of communication
Your talent development department has been asked to join a group attempting to implement Six Sigma processes into their finance department. The implementation team is in the beginning stages of review but is looking for input from your department. At this stage of implementation, where can your department have the greatest effect in supporting the Six Sigma initiative? (Choose the best response.)
Coaching leaders on how to implement Six Sigma
Managing the transition to Six Sigma processes
Creating Six Sigma processes within TD
Developing leadership models in which Six Sigma can flourish
Coaching leaders on how to implement Six Sigma
Response A is correct because a significant amount of intensive training is required for Six Sigma leaders, which means that training departments can have a great effect on the success of the initiative and the transformation of their organization’s culture and operating systems.
Which of the following is NOT an example of a motivational strategy? (Choose the best response.)
Making a homemade thank-you card
Giving an employee more autonomy
Tapping into an employee’s trust network
Creating symbols of a team’s work with a motto or logo
Tapping into an employee’s trust network
Response C is correct because tapping into an employee’s trust network is not a way to motivate him or her. Because a trust network is a type of informal network where sensitive information is shared, getting information from it may make the employee uncomfortable.
Creating symbols of a team’s work with a motto or logo
During organizational change, it is clear that employees’ jobs will be restructured and the TD department will write new job descriptions. What characteristics does the Hackman and Oldham job model suggest should be included in jobs to ensure they are interesting and motivating? (Choose the best response.)
Low stability, high energy, control, and patterns of behavior
Fun, feedback, frankness, and flexibility
Skill variety, autonomy, task identity, and feedback
Clarity, rewards, growth, and training
Skill variety, autonomy, task identity, and feedback
Response C is correct because the Hackman and Oldham job characteristic model explains how managers can make jobs more interesting and motivating. The five characteristics include skill variety, task identity, task significance, autonomy, and feedback.
In a reward system, rewards need to have specific characteristics. Which of the following is NOT one of the characteristics that a reward should include? (Choose the best response.)
Rewards need to be specific to indicate that the manager values and pays attention to achievements
Rewards should always have a tangible value
Rewards should include sincere praise
Rewards are time sensitive and immediate
Rewards should always have a tangible value
Response B is correct because intangibles, such as recognition, may be the most significant reward for some employees. Different people value different things.
You are a part of a franchised physical therapy center. You are working through a change management prompted by key changes in healthcare laws. You need to get employees to move from the present state to the desired state. During this process, the employees must go through a transition state. The center’s director believes that it should be easy to do. You explain to her what she might experience and why it may not be as easy as she thinks. She lists four behaviors she expects to see. You tell her she is correct in three out of the four. Which of the following characteristics is NOT one associated with this transition state when an organizational change occurs? (Choose the best response.)
Low, often undirected, energy
Control as a major issue
Low stability
Increased conflict
Low, often undirected, energy
Response A is correct because energy levels during the transition state, while undirected, are often quite high. Therefore, response A is not one of the characteristics of transition states.
You are a TD professional. One of the participants in your supervisory class has stayed after the class to talk to you. She has explained that she is having a motivation problem with her people. She goes on to tell you about how she has sponsored a department kickball team, gives prizes for the best decorated door for all holidays, sponsors chili cook-offs, and rewards employees for helping with extra tasks and cross-functional teams. With which topic do you begin? (Choose the best response.)
Empowered employees want to know their supervisor is taking care of their development and growth
Sometimes saving recognition for special occasions is not enough to motivate throughout the year
Reward and recognition are different for different cultures
Employees want to be recognized for the jobs they do
Employees want to be recognized for the jobs they do
Response D is correct because employees want to be recognized for the jobs they do. While the other three statements are accurate, performance is most important for motivation. The five job characteristics that determine how motivated workers feel about their jobs: skill variety, task identify, task significance, autonomy, and feedback.
The following are the most common management styles EXCEPT ______________. (Choose the option that completes the sentence accurately.)
Anarchy
Democracy
Autocratic
Diplomacy
Diplomacy
Response D is correct because diplomacy is not a management style. It is a way for TD professionals to work with other people to build alliances and gain access to important resources.
Which management style is most appropriately defined as employees working with little to no input from management and the processes are dependent on employees? (Choose the best response.)
Anarchy
Democracy
Autocratic
Diplomacy
Anarchy
Response A is correct because anarchy refers to a management style in which managers allow employees to create and manage their own work processes.
All of the following are types of social styles EXCEPT ______________. (Choose the option that completes the sentence accurately.)
Amiable
Analytical
Driver
Emotional
Emotional
Response D is correct because emotional is not one of the four social styles defined by Harvey A. Robbins. The missing one is the expressive style
People with this social style are often perfectionists who deal in logic and details and tend to keep feelings to themselves. (Choose the best response.)
Amiable
Analytical
Driver
Emotional
Analytical
Response B is correct because the analytical style is characterized by a focus on logic and details.
Your training manager calls a meeting to discuss strategies for the next fiscal year. She begins the meeting by setting the tone of the discussion and then asks for feedback around her ideas and any other ideas her team might have. Since you are studying to take your CPLP exam you just read about management styles. You are certain that this type of management style is best described as _________. (Choose the option that completes the sentence accurately.)
Democratic
Interactive
Diplomatic
Productive
Democratic
Response A is correct because the example indicates that the manager sets the tone of the discussion and asks for feedback about her ideas from her employees. This indicates that the manager both is in control of the situation, unlike in an anarchic situation, and asks for input from employees, which is unlike a dictatorship.
A colleague barks out orders to a fellow teammate and is highly demanding of himself and others. When dealing with this person, you have learned to do all of the following EXCEPT ______________. (Choose the option that completes the sentence accurately.)
Provide thorough, detailed examples
Be specific
Be brief
Make your point quickly
Provide thorough, detailed examples
Response A is correct because the example suggests that your colleague has a driver social style. Because drivers prefer information to be brief, specific, and to the point, this professional would become impatient when provided with thorough examples. Thorough examples are more appropriate for an analytical person.
A TD professional with whom you work is characterized by many on her team as someone who is constantly making work fun. She is enthusiastic and engaged but sometimes finds herself bored and disconnected when faced with repetitive tasks. This TD professional’s personal style can best be described as ______________. (Choose the option that completes the sentence accurately.)
Amiable
Analytical
Driver
Expressive
Expressive
Response D is correct because an expressive person tends to look for a good time; is enthusiastic, creative, and intuitive; and has little patience for details.
Your social style is analytical. You have been asked to establish a team to create new ideas for your first line supervisory class. You are considering asking the two individuals in question 2 and 3 above to be on your team. Should you invite both and why? (Choose the best response.)
No, you should select team members who are your same social style so that you will appreciate each other’s styles and have fewer conflicts
Yes, you should invite both of them
Invite the driver to help you get the work done, but the expressive will just goof off
Invite the expressive to provide creative ideas but not the driver
Yes, you should invite both of them
Response B is correct because the best teams are made up of all styles. The driver will help the team get organized and meet deadlines and the expressive will ensure that the team has many creative ideas. As the analytical you will address the details and insure quality.
As an internal coach, you are working with a supervisor who has just been promoted. He seems to be having problems relating with the people who report to him. You have determined that he allows his people to share ideas and make their own decisions, so you do not think his management style is causing a disconnect. What else might you consider? (Choose the best response.)
IQ and learning style
Competing priorities and work ethics
Emotional intelligence and social style
Motivation and supervisory skills
Emotional intelligence and social style
Response C is correct because either of these could be causing his inability to relate to his team. Available evidence supports the idea that increasing emotional intelligence produces more effective work groups and greater harmony in the workplace. If he is not aware of social styles, he could be experiencing styles clashes with some of the people who work for him.
