Deck 10: Implementing Strategy Change Agenda and Starting Conditions

Question 1

A key resource for managers in anticipatory change situations is

A) weak competitors
B) personal credibility
C) limited tenure in the position
D) favourable economic conditions

Answer 1

B

Question 2

In an organization that has been doing well but in recent months has started to see its performance decline, the need for change is likely to be

A) reactionary
B) urgent
C) anticipatory
D) mandated

Answer 2

A

Question 3

Strategy should encompass

A) demands of the marketplace
B) internal and external factors
C) organizational capabilities
D) economic factors

Answer 3

B

Question 4

One of the challenges faced by managers wishing to implement strategic change is

A) financial constraints
B) organizational readiness
C) priorities of the Board of Directors
D) likelihood of a competitive response

Question 5

Organizational readiness refers to the

A) financial health of the organization
B) the degree of focus associated with the change agenda
C) preferences of the management team
D) change commitment of employees

Question 6

When assessing the organizational readiness of employees, managers need to consider

A) commitment and capability
B) passion and commitment
C) stamina and engagement
D) knowledge and experience

Question 7

Anticipatory change situations are the most challenging for managers because there is

A) low management capability
B) limited capacity for change
C) a disconnect between strategy and vision
D) no sense of urgency

Question 8

A crisis change situation is often characterized by

A) significant time pressure and low internal commitment
B) high internal commitment and low management capability
C) high management capability and significant pressure
D) low internal commitment and resistance to change

Question 9

A key decision faced by managers in developing a strategic change plan is in deciding

A) how to present the plan
B) when to advise the Board of Directors
C) who should lead the process
D) how to inform employees

Question 10

One of the ways change needs can be classified is

A) anticipatory or reactive
B) pushed by the management or pulled by the employees
C) behavioural or non-behavioural
D) immediate or long-term

Question 11

In an organization that is currently outperforming its industry, the need for change is likely to be

A) mandated
B) anticipatory
C) reactionary
D) urgent

Question 12

The options for addressing gaps between available and required skills within the workforce are fewer under what type of situation?

A) anticipatory
B) transactional
C) reactionary
D) crisis

Question 13

Strategy formulation and implementation are

A) related to the preferences of the management
B) integrated processes
C) the concerns of senior management only
D) discrete operations

Question 14

A major challenge in crisis change situations is

A) uncommitted employees
B) a lack of clarity
C) seriously depleted resources
D) a need for order

Question 15

In reactive change situations, managers need to concentrate on the

A) bottom line
B) personal credibility
C) priorities of the Board of Directors
D) core business activities

Question 16

One of the functions of the Diamond-E analysis process is to identify the

A) change agenda
B) priorities of the Board of Directors
C) product market focus
D) assess the strength of the competition

Question 17

One of the tensions in the strategic planning process is between

A) demands of suppliers and the needs of customers
B) goals of the firm and the choice of tactics
C) how a firm should organize itself and the preferences of the management
D) what a firm needs to do and what it can do

Question 18

One of the ways urgency can be classified is as

A) present or future oriented
B) mandated or discretionary
C) anticipatory or reactive
D) need to do or want to do

Question 19

In developing the starting position for a change agenda, it is useful to consider the

A) mission of the organization
B) reaction of key competitors
C) impact on corporate governance
D) degree of urgency

Question 20

One of the more troublesome aspects of resistance to change is

A) passive resistance
B) a lack of clarity
C) limited collaboration
D) unexamined realities

Question 21

As part of their assessment of organizational readiness, managers need to consider

A) customer resistance
B) supplier cooperation
C) personal capabilities
D) competitive reactions

Question 22

Change effort known as Theory O emphasizes

A) economic incentives
B) organizational restructuring
C) employee efficiency
D) a culture of trust and commitment

Question 23

It is difficult to formulate and execute strategy without the involvement of front-line employees,

Question 24

In situations where performance is in serious decline, the internal commitment to change is likely to be high.

Question 25

Evidence suggests that insiders have the best chance for managing a firm through a crisis change situation.

Question 26

If a firm is experiencing little or no time pressure and a low internal commitment for change, the need for change will be

A) unnecessary
B) anticipatory
C) reactionary
D) crisis

Question 27

The change agenda could include behavourial as well as non-behavioural issues.

Question 28

Change effort known as Theory E emphasizes

A) building a culture of trust
B) having a significant emotional commitment
C) fostering a collaborative environment
D) maximizing economic value

Question 29

A lack of urgency to adopt and implement change by employees is often explained by

A) being unaware of the need to change
B) having a full commitment to the change
C) accepting the reality of the situation
D) agreeing with management changes and trusting the direction of the company

Question 30

If strategic performance is sliding and management is unsure where to start, the business could be experiencing the following type of change:

A) status quo
B) anticipatory
C) reactive
D) crisis

Question 31

When newly appointed executives actively promote a change agenda, the driver may be

A) shareholder pressures
B) employee resistance
C) competitive rivalry
D) career considerations

Question 32

Urgency driven by personal motivations needs to be consistent with

A) product market focus
B) competitive rivalry
C) shareholder expectations
D) the business agenda

Question 33

According to Kotter, one of the key tasks of effective general managers in change situations is

A) managing their time
B) addressing personal knowledge gaps
C) evaluating the capabilities of their direct reports
D) building networks

Question 34

In situations where performance is improving over time, the urgency for change is likely to be reactionary.

Question 35

Financial measures are considered leading indicators of performance.

Question 36

A common obstacle associated with implementing strategic change is a lack of organizational readiness.

Question 37

In situations where an industry is beginning to undergo some form of transformation, the change agenda is likely to be anticipatory.

Question 38

One of the mechanisms used by executives to close gaps in their knowledge is to

A) appoint someone else to lead the change initiative
B) reduce the scope of the change initiative
C) hire a consultant
D) extend the period of implementation

Question 39

One of the key challenges faced by managers in crisis change situations is a depleted resource base.

Question 40

If the change agenda is perceived to be necessary, resistance to change is reduced.

Question 41

Once the change agenda has been developed, the next step is to create a specific action plan.

Question 42

Target group readiness is comprised of commitment and capability.

Question 43

In crisis change situations, gaps in the capabilities of the target group are unlikely to be addressed in the short term.

Question 44

Minimal compliance is considered a form of passive resistance.

Question 45

Organizational readiness for strategic change depends on the commitment and capabilities of all stakeholders.

Question 46

The target groups in a change situation assess managerial capabilities in terms of credibility and power.

Question 47

One of the key tasks of a general manager is considered to be building networks.

Question 48

One of the reasons for shrinking a business in a crisis change situation is to simplify the business to the point where it can be operated effectively with available resources.

Question 49

A middle manager usually has only two relationships to manage: superior and subordinate.

Question 50

The urgency of the change agenda for the manager should be in keeping with the urgency of the change agenda for the organization.

Question 51

For middle managers, the key challenge in strategic change situations is in translating the language of strategy into operational terms for employees.

Question 52

Management response to time pressures associated with deteriorating performance is what determines whether a change agenda is reactionary or crisis.

Question 53

Resistance to change is more likely in situations characterized by ambiguity.

Question 54

In crisis change situations, the leadership capabilities do not factor into the organizational assessment of readiness.

Question 55

Individuals on the front-line of an organization do not necessarily need to be strategic thinkers.