MGMT1135 OB Chapter 16 Exam Questions with All Correct Answers
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Module
MGMT1135 OB
Institution
MGMT1135 OB
MGMT1135 OB Chapter 16 Exam Questions with All Correct Answers
Tactics to help change agents deal with resistance to change - Answer- Education and Communication
Participation
Building support and commitment
Develop positive relationships
Implementing changes fairly
Manipulation and coopta...
MGMT1135 OB Chapter 16
Exam Questions with All
Correct Answers
Tactics to help change agents deal with resistance to change - Answer- Education and
Communication
Participation
Building support and commitment
Develop positive relationships
Implementing changes fairly
Manipulation and cooptation
Selection people who accept change
Coersion
Examples of Manipluation - Answer- Twisting facts to make them look more attractive,
withholding information and creating false rumours to get employees to accept change
Cooptation - Answer- Participation and manipulation combined
Seeks to 'buy off' the leaders of a resistance by giving them a key role - seeking their
advice, not to fine a better solution but to get their endorsement
Lewin's Three Step Model - Answer- 3 steps
UNFREEZING (change the efforts to overcome the pressures of both individual
resistance and group conformity) the status quo
MOVEMENT (a change process that transforms the organisation from the status quo to
a desired end state) to a desired end state
REFREEZING (stabilising a change intervention by balancing driving and restraining
forces) the new change to make it permanent
The status quo is an equilibrium state. To move from equilibrium - to overcome the
pressures of both individual resistance and group conformity - unfreezing must happen
in one of three ways.
The DRIVING FORCES (forces that direct behaviour away from the status quo) can be
increased. RESTRAINING FORCED (forces that hinder movement from the existing
equilibrium) can be decreased. OR combine both.
, Kotter's Eight Step Plan for implementing change - Answer- 1. Establish a sense of
urgency by creating a compelling reason as to why change is needed
2. Form a coalition with enough power to lead the change
3. Create a new vision to direct the change and strategies for achieving this vision
4. Communicate the vision throughout the organisation
5. Empower others to act on the vision by removing barriers to change and encouraging
risk-taking and creative problem solving
6. Plan for, create and reward short term 'wins' that move the org towards the new
vision
7. Consolidate improvements, reassess changes and make necessary adjustments in
the new programs
8. Reinforce the changes by demonstrating the relationship between new behaviours
and organisational success
NEGATIVES: Lewin's Three Step Model - Answer- Managers fail to create a sense of
urgency about the need for change, to create a coalition for managing the change
process, to have a vision for change and effectively communicate it, to remove
obstacles that could impede the vision's achievement, to provide short-term and
achievable goals, and to anchor the changes into the organisation's culture. May
declare victory too soon.
Action research - Answer- A change process based on systematic collection of data and
then selection of a change action based on what the analysed data indicate.
Consists of 5 steps:
1. diagnosis
2. analysis
3. feedback
4. action
5. evaluation
Organisational Development - Answer- A collection of planned change interventions,
built on humanistic-democratic values that seeks to improve organisational
effectiveness and employee well-being
Change agent may take lead in OD, but there is a strong emphasis on collaboration
Underlying values:
1. Respect for people
2. Trust and support
3. Power equalisation
4. Confrontation
5. Participation
Sensitivity Training - Answer- Training groups that seek to change behaviour through
unstructured group interaction.
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