GAQM - CCM (1)

Question 1

What defines an organizational structure

Answer 1

A system that delineates the coordination of operations, authority, relationships and resources to achieve organizational goals. Ir defines how teams and work is done in an organization.

Question 2

Define Centralization as a building block of organizational structure?

Answer 2

Centralization;the degree to which decision making authority is concentrated at higher levels in an organization.

Question 3

Define Formalization as a building block of organizational structure?

Answer 3

Formalization;the extent to which rules, procedures, and communication are written down and strictly followed. It indicates how standardized and rigid an organization’s processes are.

Question 4

Define hierarchical levels in the context of organizational structure.

Answer 4

Hierarchical levels in the context of organizational structure refer to the layers of authority within an organization.

Question 5

What is departmentalization and how is it structured?

Answer 5

the process of dividing an organization into distinct units or departments, each responsible for specific functions, tasks, or areas of expertise. This structuring allows the organization to operate more efficiently by grouping similar activities together, facilitating specialization, coordination, and management.

There are two approaches to departmentalization; Functional departmental

Question 6

Functional Departmentalization

Answer 6

Functional departmentalization groups activities and employees based on the functions or tasks they perform. Each department is specialized in a particular business function, such as marketing, finance, human resources, or production.

Question 7

Divisional departmentalization

Answer 7

Divisional departmentalization organizes the organization into semi-autonomous units or divisions, each focused on a specific product line, service, market, or geographic region. Each division operates almost as a separate business, with its own resources and functions.

Question 8

Define and expand on the two main configurations of organizational structure?

Answer 8

The two main configurations of organizational structure are mechanistic and organic structures.

A mechanistic structure is a highly formalized typically bereaucratic a and centralized organizational configuration. It is characterized by a rigid hierarchy, strict rules and procedures, a clear chain of command, and specialized functions.

Conversely, an organic sructure is a more flexible, decentralized organizational configuration. It is characterized by a flat hierarchy, fewer rules and procedures, open communication channels, and more adaptable roles.

Question 9

What is a matrix organizational structure?

Answer 9

Matrix organizations have a design that combines both traditional and product structure capitalizing on the efficiency and consistency of a traditional structure and the agility, responsiveness and innovation of a product based structure.

Question 10

What are boundaryless organizations

Answer 10

Boundaryless organizations are designed to eliminate traditional boundaries and barriers within and outside the organization. This concept emphasizes flexibility, collaboration, and openness, aiming to create a more dynamic and adaptive organizational environment.

In a boundaryless structure,a modular set up will outsource all non essential functions or a company will enter strategic alliance with an ally for the benefit of both parties.

Question 11

What are learning Organization.

Answer 11

These organizations are designed to actively seek out knowledge. Learning is a core component of their strategic approach, enabling them to adapt to changes, innovate, and improve performance over time.

Question 12

What is Organizational Change

Answer 12

The movement of an organizations from one state of affairs to another. It is letting go of old way of doing things and embracing a new approach .

Question 13

Why do organizations change?

Answer 13

Organizatonal change is often a response to changes in the environment.

Question 14

What are organizational change triggers?

Answer 14

External Change Triggers;
1. Technological advances
2. Globalization & Competition
3. Market Conditions

Internal Change Triggers
1. Performance Issues
2. Leadership Change
3. Organizational Growth
4. Strategy and Innovation needs

Question 15

Why do people resist change?

Answer 15

1. Disruption of habits/nomalcy.
2. Personal impact of change
3. Fear of the unknown
4. Fear of failure

Question 16

Is all change resistance bad?

Answer 16

Resistance is a gateway to feedback identifying gaps, highlighting risks, encouraging critical thinking and setting the stage for realistic implementation.

Question 17

what are the stages of a change management process?

Answer 17

The stages of change management involve
1. Preparing for change;asessing the need for change.
2. Unfreezing; communicating the need for change,engaging stakeholders, building awareness, trust and understanding,
3. Planning; Developing a change plan, a communication plan, asessing the probable change impact.
4. Implementation: execution of plan, monitor progress,
5. Manage Resistance and provide support
6.consolidating the change, and sustaining it over the long term. Effective change management ensures that changes are implemented smoothly, that stakeholders are engaged and supported, and that the change delivers the desired outcomes.

Question 18

Unpack the unfrezing element of the change management process.

Answer 18

Unfreezing involves; communicating a plan for change, creating a sense of urgency, building a change coalition, provifding support and creating a space for employee participation.

Question 19

What are small wins in change management and why are they important?

Answer 19

Small wins are incremental achievements or milestones that occur during the process of implementing a larger change. These small victories are significant because they help to build momentum, reinforce positive behavior, and contribute to the overall success of the change initiative.

Question 20

What is Refreezing?

Answer 20

Refreezing is the final stage in Kurt Lewin’s Change Management Model, Refreezing is the process of solidifying and institutionalizing new practices, behaviors, and structures after a change has been implemented. The goal is to ensure that the change becomes a permanent part of the organization and that the new way of operating is stable and sustained.

Question 21

What are the fundamentals of a succesfull change manager

Answer 21

1. Ability to overcome resistance; Resillience and mental fortitude.
2. Listening to all feedback.
3. A gradual approach
   4.Collaboration
4. Preparedness
5. Be positive
6. Open minded

Question 22

What is ‘Buy in’?

Answer 22

Acceptance and commitment to the change especially by thise affected by change.

Question 23

What are the typical signs of change resistance?

Answer 23

1. Stress
2. Cynicism
3. Silence
4. Leaving
5. Denial

Question 24

What is Sponsorship?

Answer 24

Sponsorship refers to the active support and commitment from leaders or key stakeholders who champion the change initiative. Sponsors play a crucial role in guiding, endorsing, and providing resources for the change process.

Question 25

How do you help people cope with change?

Answer 25

1.Encourage the to find the facts about the change and the possible outcomes.
2.Build a good support network.
3.Plan ahead for contingencies.
4. Acknowledge people’s concerns/feedback

Question 26

What is the importance of good leadership in change management?

Answer 26

Good leadership plays a pivotal role in guiding, motivating, and supporting an organization through the complexities of change.

Question 27

What could go wrong if leaders are not managing change effectively

Answer 27

If leaders do not manage change effectively, the organization may face resistance and low morale, poor communication, lack of buy-in and support, failed implementation, diminished trust and credibility, and negative impacts on culture and operations, financial consequences, increased employee turnover, and missed opportunities.

Question 28

What are stakeholders?

Answer 28

Stakeholders are individuals or groups who are affected by or have an interest in the change initiative. They play a crucial role in the success of the change process because their support, engagement, and feedback can significantly influence the outcome.

Question 29

What are the 5 Typical Change Stakeholders?

Answer 29

1. Change Sponsor - Provides High Level Support and Resources
   2.Change Influencer - Change Advocate
   3.Change Target - Change Recepient
2. Change Agent - Implementor
3. Change Resistor - Opposes change and requires additional support

Question 30

What is stakeholder analysis?

Answer 30

A stakeholder analysis identifies who the stakeholders are, their level of commitment to the change process and the level of commitment needed to ensure the success of the change process

Question 31

What is a communication strategy and why is it important?

Answer 31

a comprehensive plan designed to effectively convey information and messages to various stakeholders during a project or organizational change. It outlines how, when, and by whom communication will be delivered to ensure that the intended audience receives and understands the message. This strategy answers the ‘what, who’ and why’ and guides the communication activities through the change process.

Question 32

What are the four types of change

Answer 32

Planned Change;deliberate, a product or conscious reasoning and actions.

Emergent Change;Spontaneous and unplanned

Episodic change; infrequent and intentional i.e strategy change.

Continuous Change;Ongoing and Cumulative

Question 33

What are the four (4) scales of change?

Answer 33

1.Radical - High Disturbance High Risk
2.Core - Moderate Disturbance, moderate risk
3. Incremental; Low Disturbance, Low Risk
4. Peripheral:Moderate Disturbance, low risk

Question 34

What is a Complex Adaptive System?

Answer 34

A dynamic, interconnected, and evolving system approach to organizational change requiring a more flexible, iterative, and holistic approach to managing change.

Question 35

What is a Directive approach to change

Answer 35

This strategy highlights the leadership’s right to manage change and use their authority to impose change with little to no involvement of other people in the organization.

Question 36

Define the Expert approach to change management

Answer 36

refers to a strategy where change is seen as a problem solving process, managed and directed by a small group of experts or specialists who have deep knowledge and experience in the specific area of change. These experts are typically responsible for designing, planning, and overseeing the change process.

Question 37

The Negotiation approach

Answer 37

a strategy where change is implemented through a process of negotiation and compromise among the various stakeholders involved. Signifies management’s willing to bargain and negotiate change.

Question 38

Educative Approach to change management

Answer 38

Is a strategy that focuses on educating and informing stakeholders throughout the change process. This approach is based on the idea that resistance to change often stems from a lack of understanding or fear of the unknown.

Question 39

A participative approach to change management

Answer 39

Emphasizes involving employees and stakeholders directly in the decision-making process and the implementation of change. This approach is grounded in the belief that people are more likely to support and engage with change when they have had a hand in shaping it.

Question 40

List risks associated with change management

Answer 40

1.Scope Creep - the potential for the project to get bigger.
2.Shifts in priorities due to the public profile of the project or public inteference.
3.Lack of sponsor support &focus
4.Loss of critical resources (change drivers)
5. A drop in morale (Change mamangement team/ change )
6.Low levels of change management skills
7. Potential for sabotage
8.Lack of System support
9.Lack of integrity and reliability of change process
10.Barriers created by stakeholder beliefs, attitudes.