HRM 587 Entire Course Managing Organizational Change


HRM 587 Course Project Wal-Mart and Target Managing Organizational Change


 HRM 587 Course Project Wal-Mart and Target Managing Organizational Change


This course project will help you utilize the concepts in this class, by doing a thorough analytical and in depth review and comparison of “change” in two companies. You will accomplish this project through 5 deliverables in the course:

Proposing and having approved your project topic. (2 references) (Week 1)

Researching two publicly traded companies, and comparing and contrasting their methods of handling a significant change in their organizations. Analyze and write about images of change in those organizations. (4 new references) (Week 2)

Diagnosing the change in those companies and their barriers and resistors. (4 new references) (Week 4)

Analyzing and creating applications for a change project communication based on the change in one of your researched companies. (2 new references) (Week 6)

Utilize multiple references using online research, Keller Graduate School of Management’s live or online libraries, perhaps your public library for print resources, and any other primary or secondary research source you feel would be appropriate for this project. You will complete an annotated bibliography at the end of the term of strong references to support your findings. At least 12 total references used in the project. (All term – bibliography due Week 7).


HRM 587 Proposal Week 1 Wal-Mart and Target


Wal-Mart and Target have been known as rivals in the US discount retail market.  Over the last decades both have experienced tremendous growth.  However, in the recent years, with the entry of smaller discount stores and emergence of online shopping websites where both are weak, these companies are finding themselves challenged in sustaining their growth.  In fact both…


HRM 587 Images of Change Part 2 Week 2 Keller


Grid Completed in Excel is Included

Wal-Mart’s more recent challenge is in venturing into e-Commerce.  Its establishment of e-Commerce began in 2000 to tackle online-shopping companies which are eating up on its market share.  Unlike its brick and mortar stores however, this e-Commerce business model has not gained the desired momentum.  In addition, with the emergence of…


HRM 587 Diagnosing the Change Part 3 Week 4-20 Pages


Review of Star Model as Basis of Diagnosing the Change in Wal-Mart and Target

Several organizational design models or frameworks can be used as basis for diagnosing change(s) in any company (Palmer, 2009).  The most notable approach, however, that emphasizes on strategy as the key determinant of how a business is to be structured or how the organization should react to changes is the…


 HRM 587 Communicating the Change Part 4 Week 6–9 Pages


Grid Completed in Excel is Included

In spring of 2013, in its first attempt to expand internationally, Target opened up stores in Canada with a big bang.  Within a year, it launched 130 stores across the country worth over $4-billion.  However, their shelves kept running out of stock and merchandise being sold did not measure up to its U.S. brand reputation to “expect more, pay less”.  Shareholders and…


HRM 587 Annotated Bibliography Part 5 Week 7 Keller


Evans, P. (Jan 2015). Target closes all 133 stores in Canada, gets creditor protection. CBC News.

Retrieved from

 This article in CBC news announces Target’s closure of its 133 stores in Canada to cut its losses after barely two years of lacklustre operation in the country.   The author highlights the…


  HRM 587 Discussions Week 1-7 All Students Posts NEW 406 Pages Keller


 HRM 587 Stories for Change Discussions 1 Week 1 All Students Posts 29 Pages Keller


Chapter 1 of your textbook includes, on page 9, Table 1.1, “Managing Change: Some Lessons from the Four Stories.” Review the four “lessons” (bullet points) on the table, and think about what some of the key “learning points” you gleaned about change from these stories. Then, do one of two things:

Post the top three learning points you gleaned from the stories, and include how the stories for change helped you learn these points, or

Research one of the four companies and see how or if that company has since changed (yet more) since the time of the book’s publication. How did that recent change fit with or not fit in with the “lessons” that the textbook mentions the company “learned” from their original set of changes? Explain what you find (bring the URL of the research/article you used to help you).

Your instructor will follow up with you with additional questions throughout the week to push the learning further. Feel free to discuss your classmates’ findings and thoughts on these questions with each other as well.

Hi class, and welcome to week one! Our TCO’s this week are A and B. This thread will focus on TCO A, which has to do with understanding the nature of change in an organizational setting. Be sure to read chapter one (Stories of Change) before posting. Then choose either option one or two from the discussion instructions: either post your top three learning points, or research one of the four companies and see what has changed….


HRM 587 Pressures for Change Discussions 2 Week 1 All Students Posts 28 Pages


Organizations change due to many different pressures. In your lecture for Week 1, as well as your reading in Chapter 3, you are introduced to many of these pressures. Think about a time at work, at school, or at home, when you have been subjected to similar pressures (this is “your” example). Did that pressure make you change or “dig in your heels” and refuse to change? What does that say about pressures for change? Does it always lead to change?
Provide your example in your first post, and if you can, explain how the theories on “pressures for change” help explain why you were or weren’t actually pressured to change in your example. Please also discuss your classmates’ examples with them. In follow-up posts, talk about how these pressures did or didn’t cause a company to change, to their benefit or detriment.

Class: In this thread, we will be talking about the driving forces for change, or the environmental pressures that cause change. Later in the week we will also discuss the forces that hold back change, or act as barriers to change. Let’s start with your personal example, per the discussion instructions. Think about a time at work, at school, or at home, when you have been subjected to similar pressures (this is “your” example). Did that pressure make you change or “dig in your heels” and refuse to change? What does that say about pressures for change? Does it always lead to change?….


HRM 587 What Change’s in Companies? Discussions 1 Week 2 All Students Posts 30 Pages


The textbook talks about many types of “change.” Here is a list of many of the “types”: first order, second order, anticipatory, reactive, adaptive, tuning, adaptation, reorientation, recreation, midroad, tectonic, incremental, transformational, downsizing, technological, mergers and acquisitions. It is all quite overwhelming, really. Our goal this week is to gain clarity and understanding of the differences among the types of changes.
Consider the company you have selected (or one of them you are still choosing between) and discuss a recent change which has occurred at that organization. Pick which “type” of change you would say that change was, and why. Utilize the course textbook as the start for analyzing the theory of the change. Explain the theory of the change.
Do you agree with the change which the company has decided to take? Let’s get started, and we will be addressing more questions about this throughout the week. Further, feel free to debate/discuss your classmates’ project/company findings with them as well…


HRM 587 Green Mountain Resort Case Analysis Discussions 2 Week 2 All Students Posts 25 Pages


The Green Mountain Resort case is a perfect one for us to work together as a class on the different images for change and how they are reflected (or could have been reflected) in that case. We will cover multiple facets of this throughout the week but to start, let’s talk about the role that Gunter plays in our case study this week. For our opening posts, pick one or two of the following (or debate with your classmates):
1. Which image of leader do you see Gunter best fitting into? Why do you think this?
2. How did Gunter use that image to “lead” the company through this change?
3. Which image do you think YOU would have selected to lead the company through the change, and how would this have been better than how Gunter led the change?

Do you think it sometimes make sense to lead a change effort from different perspectives, at different stages of the change? Perhaps leading as a “Navigator” early on, but then shifting to mentor or “Coach?…


HRM 587 The Diagnostic Model Discussions 1 Week 3 All Students Posts 31 Pages


Chapter 5 identifies several diagnostic models. The first five speak of the overall structure of the organization. Select one of these five and research it on the Internet. Discuss why you chose this particular model, with special emphasis on the components included and how they (and the model) fit with your view of the organization you are researching for your project. Speak also to what you see as the model’s strengths and weaknesses….


HRM 587 Force Field Analysis Discussions 2 Week 3 All Students Posts 25 Pages


The Force Field Analysis Model is one of the most famous in change management. It was originally developed by Kurt Lewin and can be found in Chapter 5 at the end of the chapter (printed page 151). Review this model and relate it to an issue in your organization or your associations outside of work. Define how understanding the “forces for” and the “forces against” inter-relate. What insights did you get from the analysis? Define how understanding the “forces for” and the “forces against” inter-relate. What insights did you get from the analysis?…

HRM 587 Emotional Intelligence/Overcoming Resistance Discussions 1 Week 4 All Students Posts 34 Pages


(Note: This case is a work of fiction.) Lefty’s BBQ is a U.S. national restaurant chain which serves beef, pork, and chicken barbecue along with Pepsi products, thin-cut French fries or slaw as sides, and offers biscuits or garlic bread as well. The restaurant operates as a drive-up only, with parking lots available at most locations for people to sit and eat in their cars, as well as picnic tables outside in some southern locations. The “average” customer is white male and about 35-45 years old. Many of the workers in the chain are high school part-time, hourly workers who operate the registers, clean-up, and cooking. Managers range from the age of 18+. Lefty’s BBQ senior management has implemented a change plan to introduce alcoholic beverages to its menu (beer and wine only). This is going to impact quite a bit of the operations, and certainly is going to impact the employee base, as in most states, to serve alcohol will require employees to be a minimum of 21 years of age. Due to some licensing issues, Lefty’s is also going to switch from Pepsi products to Coke products along with introducing the beer and wine to its new menu. Unfortunately, the press got a hold of this change in plan before senior management had communicated the change to the rest of the employees throughout the country. Identify, discuss, and begin to address the many resistances, emotional intelligence issues, and unintended consequences which the management will face and need to overcome and handle throughout this change.


 HRM 587 Barriers to Change Discussions 2 Week 4 All Students Posts 34 Pages


(Note: This case is a work of fiction.) Addition/Subtraction Company (A/SC) is a textbook publisher for math education, including 1st grade through graduate school levels. The company has been supplying textbooks to public education schools (grade – university level) for 55 years. The company has always prided itself on the loyalty it shows to its employees in that almost all of its authors are full-time employees, and very little of the work done in the organization is farmed out to independent contractors. However, over the last 10 years, the earnings of the company have taken a huge hit, partly because of the No Child Left Behind Act, which caused some of A/SC’s textbooks to fall out of print before they made a profit, and partly because of the increase in costs due to the company’s health insurance premiums when a large number of their employee base (and their families) contracted serious illnesses requiring lengthy and expensive treatments which has impacted the bottom line of the company. The HR Vice President has reviewed the business practices of their two main competitors, and realized that they are making their profits because they rely mainly on independent contractor authors, paying them only royalties on sales versus the salary/benefits packages which A/CS employees make. Further, because the other companies have a wide open subject matter expert pool by using independent contractors, they are much more nimble at reacting to changes in need of the market, and they can offer more math areas in their textbooks, giving them a larger market share. In fact, the last projection which was done by the marketing team showed that A/CS was going to be out of business in two years if they don’t change something quickly. The HR Vice President is going to recommend to her CEO that the author group of employees (numbering 510) be downsized out of the company and replaced with independent contractors. Further, because of certain employment laws, none of those who are downsized will be invited back as independent contractors. The publishing team will be expected to work with independent contractors and manage all book writing projects using less human power as well. That team will be downsized by 15% over the next year. Choices of “who” will be downsized will be based on a review of the last two years of performance evaluations, seniority, and roles.
This week, discuss the barriers that will exist to successful implementation of this change. Along with discussing how the change itself will be perceived by the employees, talk about risks to the company, internal and external factors which will create barriers, and challenges to overcome them.


HRM 587 Organizational Development Theory and Practices Discussions 1 Week 5 All Students Posts 33 Pages


JetBlue Airways is a company which has embraced the OD theory and allowed OD’s vision of emotional intelligence, value proposition, positive reinforcement, and change through improvement and culture to drive much of its results over the past years. The airline industry is one in which external influences have had an unbelievable impact on the bottom line of all of the companies that fly. Thus, it may defy imagination at first that in an industry of barely controlled daily chaos, Jet Blue has found a way to make OD work to control that chaos. Interestingly, in 2010, JetBlue was one of only three domestic airlines to turn a profit, and their CEO, David Barger, is the lowest-paid CEO among the 10 largest publicly traded U.S. airlines in 2010. (Potkewitz) Doing research online, use a Google™, Bing™, or other search-engine-style search, and find case analyses or articles discussing JetBlue’s OD approach. Start the week by reviewing this article, “An Extraordinary Stumble At JetBlue,” found at After the crisis, CEO Neeleman was terminated and Barger was put in his place. The company has grown since Barger’s implementation. Their focus on organizational development, and company values and culture, continues to this day, which is why it is not a surprise to see that JetBlue Airways was one of the main case studies presented at the 2011 Customer Experience Strategies Summit in Toronto, where Vicky Stennes, VP of Inflight Experience presented on their inside-out approach to motivating employees by creating a customer-service-centric business model.

We’ll begin with these questions:

  1. How does a company with an OD approach differ from one without that approach?
    Which company would you prefer to work for – one with an OD approach or one without?
    3. Do OD companies offer a higher value proposition to their customers than non-OD companies? And if so, why don’t all companies take this approach?…

HRM 587 nStep Practices Discussions 2 Week 5 All Students Posts 31 Pages


Class, you will be the “change agents” for this change. Your professor will be the CEO, issuing dictates, orders, suggestions, support, ideas, and thoughts. However, you, as class members, will need to take each new piece of information and determine how it will fit into your plans for change, as change agents. Keep an eye on the new information as well as how your colleagues are addressing it. Innovation, creativity, and level headedness is key to making this week’s solution succeed. Good luck!

Here’s the change: BubbleBath Inc. is a privately owned company with approximately 2,000 employees whose make up is primarily line workers. Management makes up about 20% of the company, with the remaining 1,600 people working to produce the line of bathtubs, hot tubs/spas, and designer fixtures for which the company has become famous. The company started 10 years ago working out of the initial founder’s garage, and quickly increased in size when Jacuzzis became a standard fixture in many middle-class remodels and new constructions. Due to excellent marketing strategies, BubbleBath Inc. has not experienced a downturn in sales despite the recent economic downturn in construction. Instead, they have parlayed the middle-class flight from tourism to encourage the “staycation” and the upgrade of the home as the new spa of the 21st Century. Profits last year were up 15% and everyone is feeling cautiously optimistic. Nevertheless, the CEO is concerned with market analysis reports that despite the staycation mentality, growth over the next two years is predicted to be stagnant to declining. Last week, as per the original exit strategy of the founding investors, the company will be restructured into a limited partnership of three people from an incorporation model of 15 shareholders. 12 of the shareholders will be paid a return of 8% on their investment, and the remaining 3 shareholders will form a limited partnership. As a result, the CEO has received word from the new partners that they want to change the operations model as follows, effective in three months:

Discontinue the line of designer fixtures and focus solely on hot tubs and bathtubs. (This will mean eliminating two lines of 30 employees each.)

  1. Move the entire operation from the city of Atlanta, GA to a town 25 miles south of Atlanta called McDonough, where all 3 of the partners reside. No relocation packages will be offered, but those employees who choose to “retire” at the time of the move will receive a 4 weeks’ severance package. A new building which was originally intended to be a “HottubsRUs” factory is sitting vacant and the partners bought it for a steal. They already have a buyer for the old factory in Atlanta.
  2. For the first time, include a sales office right in the new production building where a showcase with sales staff will be located. Along with supplying retail stores, the company will now also sell directly, both in the office and online. Initially, 5 sales people and one sales manager will be hired.

Your CEO has asked you, the managers, to come up with a change plan using Kotter’s 8-step model. What are the first things that you will do in order to create a plan for change which will maximize efficiencies, utilize current processes, and ensure that profits continue? Who wants to start?…


HRM 587 Tyco Case Study Discussions 1 Week 6 All Students Posts 24 Pages


Review the Case Study on the Tyco company which appears in your textbook at the end of Chapter 11, pp. 345-346. After reading the case, let’s start the discussions with these questions.

  1. How did the turnaround team use Gerard and Teurf’s transformation skills (discussed earlier in Chapter 11) to overcome the frustrations of employees?
    What were some of the examples given in the case which led you to think those transformational skills were used?
    3. Of the three types of cultural transformation (behavioral, experiential, and attitudinal), which of these types occurred in the Tyco case, and why do you think so?…


HRM 587 Types of Communication Methods Discussions 2 Week 6 All Students Posts 24 Pages


Throughout the term, you have been researching two companies and the change plans each underwent. This week, you will be working on the communication plan which you feel one of the companies most likely used (or you will create one you would have recommended it use). This plan will include types/methods of communication, a timeline for that communication, etc. (See the project for more details.) This week, we want to work together and look at types of communication. Also, you will be given an opportunity to share a draft of the “sample” communication you are going to provide for your project, and receive feedback from your classmates.

First, let’s talk about the different types of communication methods and when each may be used and why. Take a look at the examples of types of communication methods listed (in this week’s lecture). Pick ONE of the types, and describe that type of communication, explain who would use it, provide a potential audience for that particular type of communication and the pros/cons of using that particular type of communication. Or respond to a colleague who has already posted.

For example, a conversation is a type of communication. Two managers may use it, they might discuss with each other their roles in a change, their concerns about the change, and how they plan to discuss the change with their teams. A pro of this style of communication is that it is cheap, immediate, has an instant feedback mechanism, and is relatively easy and low-key; a con is that it can be overheard and repeated by others who aren’t to hear it yet, it is difficult to memorialize or “prove”, and/or it can be twisted later by others….


HRM 587 Chapter 12 NASA Case Study Discussions 1 Week 7 All Students Posts 31 Pages


Read the end-of-chapter case in Chapter 12 of your text and do Internet research on NASA during both disasters, with particular emphasis on the disasters’ effects on the culture. Why do you feel it is so difficult to “sustain” cultural change in a large organization AFTER the immediate effects of a major event like Challenger or Columbia? What role should leadership play in working to “institutionalize” such cultural changes?  Why do you feel it is so difficult to “sustain” cultural change in a large organization AFTER the immediate effects of a major event like Challenger or Columbia?…


HRM 587 Cracking the Code of Change: HBR Article Discussions 2 Week 7 All Students Posts 27 Pages


Locate and read the HBR article, “Cracking the Code of Change,” in the Online Library. It can be found through a general search in EBSCOhost, in the Harvard Business Review collection, May-June 2000 issue.

The article identifies two primary types of change that are most prevalent in today’s organizational world. Which type (E Change or O Change) do you think is most prevalent and what factors in our society influence that predominance? How can a leader best work toward a synthesis of both types to maximize the effectiveness of each for a successful change initiative?  What are the benefits of each approach? What are the risks and costs associated with each?…


 HRM 587 Final Exam NEW Managing Organizational Change


Question 1. 1. (TCO All) For the next set of questions , you will first select ONE of the TCOs of the course. Then, you will be asked to write an essay about the project you worked on this term over your two companies’ change program based on the TCO you selected above. Select the TCO your essay question will cover:

TCO A – Given that progressive and successful companies require their employees to embrace change, examine how changing work conditions impact the employees.

TCO B – Given the inherent reality that all organizations must experience change in order to improve, demonstrate how “models” are used in Change Management, for diagnosing an organization’s need for change.

TCO C – Given external, internal and/or multi-levels of organization factors that drive change, assess and create a leadership model which supports and promotes each type of change within the organization.

TCO D – Given that an organization’s mission and vision will determine its strategy towards change, ensure that an organization’s change initiative is aligned with and capitalizes on its culture and mission in preparation for change.

TCO E – Given a selected Change Management implementation “model”, determine the causes of change and develop a plan of action to implement the change.

TCO F – Given that both organizations and their employees commonly resist change, understand how to recognize and overcome barriers to change and develop a strategy to manage resistance to change that will ensure successful implementation of change.

TCO G – Given that developing a “vision for change” and communicating that “vision” is a critical part of the change process, analyze the key elements of the “vision for change” and develop a strategy to communicate the change to the stakeholder.

TCO H – Given the organization’s goal of creating and implementing a sustainable change while moving toward becoming a “learning” organization, develop a plan to implement change in a sustainable manner that can be applied to any change.

Using the TCO you selected from the list above, which you felt was most relevant to your project this term, write an essay answer explaining how the change management you saw in one of your companies from your project this term followed or failed to follow the theory of success ingrained in the TCO you have selected.

State the #1 thing you think that company’s change agent did which most contributed to the success or failure of the change and why that relates to the TCO you selected.

Include in the answer the name of the company you are discussing.

Explain/analyze why you think this way.

(Points : 35)

I selected TCO E because it helped me to understand why organizations change, and how models can be used to design change management to help ensure their success.

In analyzing Target Corporation’s case, their decision to expand to Canada was driven by their own…

Question 2. 2. (TCOs A, E) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response.

Evaluate ONE of your two companies’ change interventions through the lens of Rand’s Six Step Model.  State first the steps. (10 points)  Assess how well the company realized each of the steps and what areas were less than successful in their implementation.  Speak to those failed steps and what the implications were for the success or failure of the implementation. (10 points)  Do you feel that Rand’s model did assist (if it was used) or would have assisted (if you feel it wasn’t used) in this change? Why or why not? (15 points) (Points : 35)

In applying Rand’s Six Step Model to Wal-Mart’s pursuit of e-Commerce, the following are some points in its change implementation where it may have missed to keep this…

Question 3. 3. (TCOs E,H) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response.

You will assess the “sustainability” of the changes which occurred in the companies you studied. Select ONE of the company change programs for your answer to this question and state it here.  Assess the change project.  Was it successful or unsuccessful in your opinion? What will it take (what are some steps the company can, should, or DID take) to make it SUSTAINABLE? What theories did you consider in coming to this conclusion? Do you think this change will still be in place in one, five, or ten years? Why or why not? (Points : 35)

Wal-Mart’s remarkable growth throughout the years, both domestically and globally is an excellent example of sustainable change management. The company was able to replicate its big box stores effectively and efficiently as it moved and…

Question 4. 4. (TCO All) This question does not address your course project. This change scenario is envisioned instead, for this question. First, the scenario, and then the question.

Scenario:  You have been asked to lead a project changing the company from the use of a performance management system/appraisal method where supervisors get to decide the ratings and rankings of their particular direct reports and each person’s subsequent raise amount, to a new method where “forced ranking” is implemented. This means that Department Heads get copies of all of the ratings of their entire department members from the supervisors, and then rank each employee to other employees in the department, and then, each employee is ranked throughout the company overall. The person who ultimately determines the final rating/ranking and raise for each employee is typically two to three levels above. The head of HR feels this will cut down on the amount of lawsuits over unfair ratings as well as it will assist them in ensuring parity of raises across the system. In the past, raises were all over the board – supervisors got a pot of $ and divided it as they saw fit. Now, they will be 1-4% – based on the final rankings done by the top management. Supervisors will have little to no input into their team’s raises going forward.

The question: This term, we studied organizational development theory versus the more systematic nStep method of conducting a change process. What would be the pros/cons of using OD theory for this change project? What would be the pros/cons of using nStep? Which nStep method would you choose if you used one? Of the two methods (OD or nStep), which would you recommend we use for this particular change program? Why? (Points : 35)

In leading this project (i.e., serving as “director” image)  to change the performance system and appraisal method across the company using OD approach, the major disadvantage would be the…

Question 5. 5. (TCOs C,D) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to reference the names of the companies you studied in your project this term to help your instructor determine the score of your response. 

Consider ONE of your company’s change projects (not both companies – just one.) State the company and the change process/program/project. Name the leader of the change from that company. Answer the following questions about that change:

Was the leader of this change project transactional or transformational? Define those two terms and explain why you feel your leader was mainly one or the other, or evenly divided between both.

Evaluate the leader’s implementation of the change as it compared to the company’s vision and mission statement. Were they aligned? Did this alignment (or misalignment) contribute to the success or failure of the change? Why or why not? (Points : 35)

For this question, I choose Wal-Mart under its founder/CEO Sam Walton’s. Under his leadership, the company went through…

Question 1.1. (TCO A) When JetBlue left their customers sitting on the tarmac for hours on Valentine’s Day, and their CEO was ultimately terminated as a result, the company was responding to (pick the best group) (Points : 7)

External, reputation, and credibility pressures.

hyper competition, market decline, and internal pressures.

Mandated, fashion, and force field pressures.

Growth, identity, and new broom pressures.

 All of the above

Question 2.2. (TCO A) At times, organizations do not change in the face of external pressures. This has been explained as follows: (Points : 7)

This is a paradox which occurs often when change is discontinuous.

This occurred when newspapers learned about the Titanic sinking.

This is a dichotomy of multiple organizational flexibilities and transformational organizations.

An example occurred when IBM continued building mainframes for 20 years beyond their maximized potential.

Both B and C

Both A and D

(TCO A) Which of the following best shows forces for change vs. forces for stability? (Points : 7)

Change forces are: adapting, sustaining, and predicting; whereas stability forces are: bureaucracy, trust, and control.

Change forces include: lay-offs, IPOs, and inventing new products; whereas stability forces are: hiring, stock buy-backs, and regular yearly dividends.
Change forces include: lay-offs, stock buy-backs, and bi-annual new models of iPhones; whereas stability forces are hiring freezes, bureaucracy, and regular yearly dividends.

Change forces include: Harry Potter Park at Universal Studios, Walt Disney Cruise Lines, and McDonald’s lattes; and stability forces are Cruise ship sinking at Giglio Island, bridging and buffering strategies, and JetBlue’s public apology after the Valentine’s Day fiasco.

Both A and C

Question 3.3. (TCO B) Which of the following best defines the “7-S” model of diagnosing change? (Points : 7)

Includes purpose, structure, rewards, and helpful mechanisms

Is based on the conceptualization of the organization as a transformation process

Can be a starting point for an organization that has not given attention to the trends that may impact its future operations

Includes strategy, structure, process, and lateral capability

Includes structure, style, skills, super-ordinate goals, etc.

3. (TCO B) Which of the following best defines the “congruence” model of diagnosing change? (Points : 7)
Includes purpose, structure, rewards, and helpful mechanismsIs based on the conceptualization of the organization as a transformation process

Can be a starting point for an organization that has not given attention to the trends that may impact its future operations

Includes strategy, structure, process, and lateral capability

Includes structure, style, skills, super-ordinate goals, etc.
Question 4.4. (TCO B) Peter Senge’s The Fifth Discipline created a powerful lens for empowering change in organizations called (Points : 7)


Logical reasoning from deduction.

Systems thinking.

Transformational lenses.

The Black Box model.

4. (TCO B) During the diagnosis for change period, it is important to analyze the stakeholders for their readiness to change. Using the power-interest matrix, you review the level of interest and amount of power of stakeholders and determine the following: (Points : 7)Your key players are those with the highest level of interest, but a lower level of power

Your key players are those with the lowest level of interest, but the highest level of power

Your most unimportant players are those with low levels of power but high interest

Your stakeholders who need to be “kept informed only” are those with high levels of interest but lower levels of power

Your stakeholders who need to be “kept informed only” are those with low levels of interest but higher levels of power

Question 5.5. (TCO C) The Burke-Litwin model differentiates between what two factors, better than other models? (Points : 7)

Transformational change and environmental change

Transactional change and transformational change

Environmental change and structure

Motivation and leadership

Performance and motivation

5. (TCO C) The Burke-Litwin model states that there are four transformational factors of change. Identify the answer below which contains at least three of those factors. (Points : 7)Frames, lenses, angles, and hyperbole

Mission and strategy, leadership, and organizational culture

Hypotheses, problems, symptoms and inputs

Vision, identification strategies, litigation, and execution

None of the above

Question 6.6. (TCO C) “This organization is running like clockwork!” This statement by a company leader is likely to result in “no change” because (Points : 7)

The leader is blinded by the light.

The leader believes his vision and mission of the company will align when the change is over.

The leader has diagnosed by image that the company needs no change.

The PESTEL framework has been unchallenged for too long.

Brainstorming for change was uneventful.

Question 7.7. (TCO D) When leaders enact a vision through exemplification of required behaviors, thereby promoting themselves and their vision, they are (Points : 7)






7. (TCO D) The art of a leader managing the meaning of a vision for followers and aligning it with his or her values is called (Points : 7)Scripting





Question 8.8. (TCO F) The ability to either exhibit or compartmentalize feelings and emotions in social and business settings is often described as a person’s (Points : 7)

Mental acuity.


Emotional intelligence.

Level of change agent status.


8. (TCO F) The Emotional Intelligence domains and associated competencies are used to help us determine when a potential change agent, or person, is ready for leadership. When a person exhibits the competencies of integrity, initiative, and optimism, we know he or she has reached the stage of (Points : 7)


Social Awareness

Relationship Management


Personal and Social

Question 9.9. (TCO G) The “inspirational leadership” style of communicating change as described by Reardon and Reardon states that a leader’s communication strategy for successful change will do the following: (Points : 7)

Create consensus; the main communication process is simply involvement.

Focus on performance and results orientation; the communication will direct people toward tasks.

Totally and irrationally immerse him/herself in the overwhelming amount of change to enact, the leader will spray information about the change daily and pray that others will take the message and run, inspiring others to act accordingly.

Develop a vision of the future and encourage a cohesive community of other change leaders who will support the vision by communication through creating trust and getting people mobilized around the change effort.

Hire a pastor to come and work with the organization.

9. (TCO G) One day, while on the company elevator, the head of HR is talking to the CEO and doesn’t realize his speaker phone is on when the CEO asks, “Do you think that we can afford to keep the downtown branch of the company open? Or is it time to think about across-the-board layoffs?”  The HR head frowns, turns off the speaker and replies, “I’ll call you later” and hangs up. Four employees from the downtown branch are on the elevator and hear this comment. The HR head tells the four employees (whose names he does not know), “Say nothing about this. You heard nothing.” They immediately rush to their cubicles and begin spreading the word. The gossip has hit the entire department and local news agencies by the 6:00 news that night. The CEO is featured saying, “This is nothing but a rumor at this point. We have no current plan to lay off anyone.” This is an example of what type of communication plan on the part of the CEO? (Points : 7)Spray and pray

Tell and sell

Underscore and explore

Identify and reply

Withhold and uphold

Question 10.10. (TCO G) The change agent image of “interpreter” will most likely use which of the following key communication skills? (Points : 7)

Therapeutic listening skills

Appreciative listening skills

Appeal through deals

Storytelling, connecting the dots

 Emotional breakdowns

10. (TCO G) Toxic handlers, as related to change management communication, do the following: (Points : 7)handle all calls with the Environmental Protection Agency

talk in stages using assertions, requests, and declarations

listen empathetically, and help cool angry people down, act like sponges, and often burn out quickly.

All of the above

None of the above

Question 11.11. (TCO H) A sign that a change is “sustained” could be seen as (Points : 7)

A significant and abrupt drop in the stock price of the company.

Receiving an offer from a competitor to buy the company.

Sending out WARN act notices.

Finding that the change has become baked into the culture.

a reward system which is outdated.

Question 12.12. (TCOs G,H) Review this story and pick the best answer based on your understanding of change management practices:

Company X,Y,Z establishes a vision for change where “cutting costs is critical to our survival” and establishes a reward system to the department which cuts costs the most in one quarter, and states it will be a “department-based reward” system for the next four quarters. By the “most” the management establishes, the cuts will be valued by a somewhat complicated algorithm % and $$ of cut in the total expense budget. The sales team goes for the gold and cuts their travel budget by 50%, which is by far the biggest department cut in both $ and %. They win the 1st quarter reward. In quarter 2, the IT team cuts expenses the most by ending the purchase of all new software or PCs. In quarter 3, the production line cuts their expenses the most by laying off 60% of the workers (sales have dropped significantly and technology problems have slowed production, so this was needed anyway.) (Points : 8)

The company did a good job establishing urgency and aligning metrics with the vision for change, and this change appears to be successful.

The company aligned metrics with the vision for change, and created its own nStep method of change.

The company culture is dysfunctional  and could have learned from CEO Bethune and the Continental Airline’s own culture of “cost is everything.”

The company will probably win the J.D. Power and Associates award for customer satisfaction this year.

The reward system is a “spray and pray” system.