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 processCan 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)

Inputs/outputs/throughputs.

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 powerYour 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 hyperboleMission 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)

Scripting.

Performing.

Staging.

Norming.

Framing.

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)ScriptingPerforming

Staging

Norming

Framing.

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.

Psychosis.

Emotional intelligence.

Level of change agent status.

Competence.

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)

Self-Awareness

Social Awareness

Relationship Management

Self-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 prayTell 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 Agencytalk 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.