Project: Part 1 of Project
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Change management 19 Questions
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CLASS :
DATE :
1. Five Activities Contributing to Effective Change Management - remove wrong
A Motivating Change B Overcoming resistance to change
C Sustaining Momentum D Developing Political Support
E Managing the Transition
2. Forces for change, exclude the wrong variant
A Luck of resources B M&A
C Knowledge economy D Unprofitability of the company
3. Motivating change and creating readiness for change DOESN'T include:
A Sensitize organizations to pressure for
change B
Convey credible positive expectations for
the change
C Reveal discrepancies between current and
desired states D
Constructing the Envisioned Future
4. occurs when an organization has channelled emotions, attentions, and effort toward
reaching common goals. This is the ‘buzzing’ scenario referred to earlier, when people
collectively are enthusiastic, alert, and focused on their work
A Corrosive energy B Resigned inertia
C Productive energy D Comfortable energy
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5. is also positive, characterised by high satisfaction, a feeling of ease, and identifying with the
status quo. The downside of this state is that it can lead to complacency, especially with
companies that have enjoyed long-term success
A Corrosive energy B Productive energy
C Comfortable energy D Resigned inertia
6. results in people mentally withdrawing and being indifferent to the company’s goals. The
collective energy in this state is low, resulting in a weakened ability for change
A Corrosive energy B Productive energy
C Comfortable energy D Resigned inertia
7. can happen at any level in the organization, and whether it is to do with a change project or
the overall strategy, it can be quite damaging. High levels of anger, distrust, and internal
conflicts can easily filter through the organization
A Productive energy B Resigned inertia
C Corrosive energy D Comfortable energy
8. identifying a major threat or challenge, or seeking out a promising opportunity helps
in the situation of
A Productive energy B Comfortable energy
C Resigned inertia D Corrosive energy
9. giving employees a chance to ‘let off steam’ about their gripes with the organization, or
identifying and supporting those who have to absorb the negative forces from people
across the company helps in the situation of
A Resigned inertia B Comfortable energy
C Productive energy D Corrosive energy
10. Allowing managers and employees to grow, win and lead the next organizational success
helps in the situation of
A Comfortable energy B Resigned inertia
C Productive energy D Corrosive energy
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11. These are individuals or groups with the power to determine that a change will occur
A Change Agents B Change Target
C Change Sponsor
12. These are individuals or groups responsible for seeing that a previously determined change
occurs
A Change Sponsor B Change Agents
C Change Target
13. These are individuals or groups who are asked to change something (knowledge, skills, or
behavior) as a result of the change
A Change Sponsor B Change Agents
C Change Target
14. Is held by those who can say yes or no to a change
A authority B power
C influence
15. is held by those whose cooperation you need (those who will actually have to operate in the
new way, for example).
A authority B power
C influence
16. Is held by those who have power because of their expertise (attorneys or engineers, for
example), or their ability to create power
A power B influence
C authority
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17. There is an explicit strategy which define the nature and sequence of specific activities and
resources required to facilitate the change process
A cultural capacity B leadership capacity
C change architecture D communication
18. An infrastructure and plan is in place to build awareness of change goals
A cultural capacity B leadership capacity
C change architecture D communication
19. HR processes are aligned to drive new behaviors in support of the business vision
A communication B leadership capacity
C perfomance management D change architecture