Organizational Change, An Action-Oriented Toolkit 4th Edition by Deszca, Ingols, Cawsey TEST BANK

Test Bank for Organizational Change,An Action-Oriented Toolkit 4th Edition, 4e by Tupper F. Cawsey,Gene Deszca,Cynthia Ingols TEST BANK ISBN-13: 9781544351407 Full chapters included Chapter 1 • Changing Organizati ...

Test Bank for Organizational Change,An Action-Oriented Toolkit 4th Edition, 4e by Tupper F. Cawsey,Gene Deszca,Cynthia Ingols TEST BANK ISBN-13: 9781544351407 Full chapters included Chapter 1 • Changing Organizations in Our Complex World Defining Organizational Change The Orientation of This Book Environmental Forces Driving Change Today The Implications of Worldwide Trends for Change Management Four Types of Organizational Change Planned Changes Don’t Always Produce the Intended Results Organizational Change Roles Change Initiators Change Implementers Change Facilitators Common Challenges for Managerial Roles Change Recipients The Requirements for Becoming a Successful Change Leader Summary Key Terms End-of-Chapter Exercises Chapter 2 • How to Lead Organizational Change: Frameworks Differentiating How to Change from What to Change The Processes of Organizational Change (1) Stage Theory of Change: Lewin Unfreeze Change Refreeze: or more appropriately Re-gell (2) Stage Model of Organizational Change: Kotter Kotter’s Eight-Stage Process (3) Giving Voice to Values: Gentile GVV and Organizational Change (4) Emotional Transitions Through Change: Duck Duck’s Five-Stage Change Curve (5) Managing the Change Process: Beckhard and Harris (6) The Change Path Model: Deszca and Ingols Application of the Change Path Model Awakening: Why Change? Mobilization: Activating the Gap Analysis Acceleration: Getting from Here to There Institutionalization: Using Data to Help Make the Change Stick Summary Key Terms End-of-Chapter Exercises ➡ Case Study: “Not an Option to Even Consider:” Contending With the Pressures to Compromise by Heather Bodman and Cynthia Ingols Chapter 3 • What to Change in an Organization: Frameworks Open Systems Approach to Organizational Analysis (1) Nadler and Tushman’s Congruence Model History and Environment Strategy The Transformation Process Work The Formal Organization The Informal Organization People Outputs An Example Using Nadler and Tushman’s Congruence Model Evaluating Nadler and Tushman’s Congruence Model (2) Sterman’s Systems Dynamics Model (3) Quinn’s Competing Values Model (4) Greiner’s Model of Organizational Growth (5) Stacey’s Complexity Theory Summary Key Terms End-of-Chapter Exercises ➡ Case Study: Sarah’s Snacks by Paul Myers Chapter 4 • Building and Energizing the Need for Change Understanding the Need for Change Seek Out and Make Sense of External Data Seek Out and Make Sense of the Perspectives of Stakeholders Seek Out and Make Sense of Internal Data Seek Out and Assess Your Personal Concerns and Perspectives Assessing the Readiness for Change Heightening Awareness of the Need for Change Factors That Block People from Recognizing the Need for Change Developing a Powerful Vision for Change The Difference Between an Organizational Vision and a Change Vision Examples of Visions for Change IBM—Diversity 3.0 Tata’s Nano: From Vision to Failed Project Change Vision for the “Survive to 5” Program Change Vision for “Reading Rainbow” Change Vision for a Large South African Winemaker Change Vision for the Procurement System in a Midsize Manufacturing Firm Summary Key Terms A Checklist for Change: Creating the Readiness for Change End-of-Chapter Exercises ➡ Case Study: Leading Change: The Pharmacy Team by Jess Coppla Chapter 5 • Navigating Change through Formal Structures and Systems Making Sense of Formal Structures and Systems Impact of Uncertainty and Complexity on Formal Structures and Systems Formal Structures and Systems From an Information Perspective Aligning Systems and Structures With the Environment Structural Changes to Handle Increased Uncertainty Making Formal Structural Choices Using Structures and Systems to Influence the Approval and Implementation of Change Using Formal Structures and Systems to Advance Change Using Systems and Structures to Obtain Formal Approval of a Change Project Using Systems to Enhance the Prospects for Approval Ways to Approach the Approval Process Aligning Strategically, Starting Small, and “Morphing” Tactics The Interaction of Structures and Systems with Change During Implementation Using Structures and Systems to Facilitate the Acceptance of Change Summary Key Terms Checklist: Change Initiative Approval End-of-Chapter Exercises ➡ Case Study: Beck Consulting Corporation by Cynthia Ingols and Lisa Brem Chapter 6 • Navigating Organizational Politics and Culture Power Dynamics in Organizations Individual Power Departmental Power Organizational Culture and Change How to Analyze a Culture Tips for Change Agents to Assess a Culture Tools to Assess the Need for Change Identifying the Organizational Dynamics at Play Summary Key Terms Checklist: Stakeholder Analysis End-of-Chapter Exercises ➡ Case Study: Patrick’s Problem by Stacy Blake-Beard Chapter 7 • Managing Recipients of Change and Influencing Internal Stakeholders Stakeholders Respond Variably to Change Initiatives Not Everyone Sees Change as Negative Responding to Various Feelings in Stakeholders Positive Feelings in Stakeholders: Channeling Their Energy Ambivalent Feelings in Stakeholders: They Can Be Useful Negative Reactions to Change by Stakeholders: These Too Can Be Useful Make the Change of the Psychological Contract Explicit and Transparent Predictable Stages in the Reaction to Change Stakeholders’ Personalities Influence Their Reactions to Change Prior Experience Impacts a Person’s and Organization’s Perspective on Change Coworkers Influence Stakeholders’ Views Feelings About Change Leaders Make a Difference Integrity is One Antidote to Skepticism and Cynicism Avoiding Coercion but Pushing Hard: The Sweet Spot? Creating Consistent Signals from Systems and Processes Steps to Minimize the Negative Effects of Change Engagement Timeliness Two-Way Communication Make Continuous Improvement the Norm Encourage People to Be Change Agents and Avoid the Recipient Trap Summary Key Terms Checklist: How to Manage and Minimize Cynicism About Change End-of-Chapter Exercises ➡ Case Study: Travelink Solutions by Noah Deszca and Gene Deszca Chapter 8 • Becoming a Master Change Agent Factors That Influence Change Agent Success The Interplay of Personal Attributes, Situation, and Vision Change Leaders and Their Essential Characteristics Developing into a Change Leader Intention, Education, Self-Discipline, and Experience What Does Reflection Mean? Developmental Stages of Change Leaders Four Types of Change Leaders Internal Consultants: Specialists in Change External Consultants: Specialized, Paid Change Agents Provide Subject-Matter Expertise Bring Fresh Perspectives from Ideas That Have Worked Elsewhere Provide Independent, Trustworthy Support Limitations of External Consultants Change Teams Change from the Middle: Everyone Needs to Be a Change Agent Rules of Thumb for Change Agents Summary Key Terms Checklist: Structuring Work in a Change Team End-of-Chapter Exercises ➡ Case Study: Master Change Agent: Katherine Gottlieb, Southcentral Foundation by Erin E. Sullivan Chapter 9 • Action Planning and Implementation Without a “Do It” Orientation, Things Won’t Happen Prelude to Action: Selecting the Correct Path Plan the Work Engage Others in Action Planning Ensure Alignment in Your Action Planning Action Planning Tools 1. To-Do Lists 2. Responsibility Charting 3. Contingency Planning 4. Flow Charting 5. Design Thinking 6. Surveys and Survey Feedback 7. Project Planning and Critical Path Methods 8. Tools to Assess Forces That Affect Outcomes and Stakeholders 9. Leverage Analysis 10. Employee Training and Development 11. Diverse Change Approaches Working the Plan Ethically and Adaptively Developing a Communication Plan Timing and Focus of Communications Key Principles in Communicating for Change Influence Strategies Transition Management Summary Key Terms End-of-Chapter Exercises ➡ Case Study: Turning Around Cote Construction Company by Cynthia Ingols, Gene Deszca, and Tupper F. Cawsey Chapter 10 • Get and Use Data Throughout the Change Process Selecting and Deploying Measures 1. Focus on Key Factors 2. Use Measures That Lead to Challenging but Achievable Goals 3. Use Measures and Controls That Are Perceived as Fair and Appropriate 4. Avoid Sending Mixed Signals 5. Ensure Accurate Data 6. Match the Precision of the Measure With the Ability to Measure Measurement Systems and Change Management Data Used as Guides During Design and Early Stages of the Change Project Data Used as Guides in the Middle of the Change Project Data Used as Guides Toward the End of the Change Project Other Measurement Tools Strategy Maps The Balanced Scorecard Risk Exposure Calculator The DICE Model Summary Key Terms Checklist: Creating a Balanced Scorecard End-of-Chapter Exercises ➡ Case Study: Omada Health: Making the Case for Digital Health by Erin E. Sullivan and Jessica L. Alpert Chapter 11 • The Future of Organizations and the Future of Change Putting the Change Path Model into Practice Future Organizations and Their Impact Becoming an Organizational Change Agent: Specialists and Generalists Paradoxes in Organizational Change Orienting Yourself to Organizational Change