Chapter 3: Managing Change

Question 1

Benchmark

Answer 1

A metric used to compare organizational performance to industry standards.

Question 2

Change Agent

Answer 2

Individual appointed to lead the change and inspire employee’s. Often a manager but may be an independent chosen leader from within or outside.

Question 3

Change Plan

Answer 3

Detailed guide or roadmap for how change will be implemented that addresses the who, what, when, where and how of the change and appoints a change agent.

Question 4

Creativity

Answer 4

Ability to see or do something in a new way.

Question 5

Force Field Analysis

Answer 5

Framework for looking at the forces of change that help and hinder the transition to a desired future state.

Question 6

Innovation

Answer 6

The value added to the creativity that makes a product, service, or dead desirable to business, government or society.

Question 7

Kotter Model

Answer 7

8 step change management model that stresses the urgency of a transformational change and focuses on prepare ingredients for and accepting change, rather than the actual change itself.

Question 8

Kurt Lewin Model

Answer 8

A simple and practical model of change management that views change in three stages: Unfreeze, stakeholders, accept that changes needed. change, Implements the change stage can last for sometime as employee stakeholders embrace the change requires frequent communication.and refreeze, Changes made organization, corporate exchange in every day operations. Force field analysis.

Question 9

Learning Organization

Answer 9

Company that encourages creativity and innovation by acquiring knowledge and modifying employee behavior to use that knowledge.

Question 10

Managing Change

Answer 10

Approach taken to transition employee, teams, and entire organization to a new, desirable state in a way that minimizes employee resistance and organizational costs while maximizing organizational effectiveness.

Question 11

McKinsey Model

Answer 11

change management model based on the theory that for an organization to perform well and achieve success, seven interdependent elements need to be aligned and mutually reinforcing.

Question 12

Organizational Alignment

Answer 12

Relates to the degree to which the components of a company are arranged to optimally support the intent, objectives, and goals of the organization.

Question 13

Organizational Change

Answer 13

the alteration, modification, or adaption of an organizations structure, systems, or processes in response to an internal or external force.

Question 14

Planned Change Process

Answer 14

Logical sequence of steps that sets out a plan to implement a change and maximize its success. Made up the four steps assess the need for a change develop goals for the change. Develop a plan. implement and evaluate success goal attainment.

Question 15

Developmental change

Answer 15

Gradual, incremental, and narrowly focus change with the intent to improve, adapt, or adjust business procedures to changes in the environment

Question 16

Transitional change

Answer 16

Revision to an existing process or implementation of a new process to increase efficiency, more difficult for staff to integrate than developmental change.

Question 17

Transformational change

Answer 17

Large scale, change that reshapes and organization, strategy and processes and revises It’s fundamental approach to doing business. may occur in response to organizational growth, new leadership or extreme or unexpected market changes. Most difficult type of change for staff to accommodate.

Question 18

What is a manager’s role in change?

Answer 18

They must act as a scout and be aware in responsive to internal external factors for the change. They must be a voice and be responsible for interpreting and sharing relevant information as it pertains to change. They must be an advocate and be the champions of change and assume responsibility for all employees getting on board. They must be a coach for guiding and coaching. They must be not authoritarian to use power and influence to affect change.

Question 19

Top down change

Answer 19

Implemented quickly with top managers, making decisions

Question 20

Bottom up change

Answer 20

Changes more gradual and involves managers at all levels developing a plan for change.

Question 21

Stages of change

Answer 21

Resistance marked by uncertainty and doubt, discovery, transition from doubt to discovery as employees become more accepting of the change, commitment, final stage marked by full understanding and commitment to the change.