OTD Questions With Solutions
Change manager as Director Change is a strategic choice that managers make and the
survival and general well-being fo the organization depends on them.
Change manager as navigator Change is partially controllable with change managers as
navigators that navigate th...
Change manager as Director Change is a strategic choice that managers make and the
survival and general well-being fo the organization depends on them.
Change manager as navigator Change is partially controllable with change managers as
navigators that navigate the process toward an outcome not all of which will be intentional.
Change manager as caretaker Management is still seen as control, but the ability to
exercise control is severely constrained by a variety of forces (internally & externally), that
propel change relatively independent of a manager's intentions; managers are caretakers,
shepherding their organization along as they can.
Life-cycle Theory organizations go through a natural, development cycle (birth - growth -
maturity - decline/death) and change managers can do little to stop this.
Population Ecology Theory focus on how the environment selects organizations for
survival or extinction
, OTD Questions With Solutions
Institutional Theory There are external forces that are inexorable and individual managers
have only limited ability to implement change outcomes that are at odds with these forces.
Change manager as coach Change managers are able to intentionally change the
organization's capabilities in particular ways, to ensure success in a competitive situation;
building the right set of values, skills, drills.
Change manager as interpreter Change managers need to be able to provide legitimate
arguments and reasons for why their actions fit within the situation and should be viewed as
legitimate, to organizational members.
Change manager as nuturer Assumes that even small changes may have a large impact on
organizations and managers are not able to control the outcome of these changes.
Chaos theory assumes that organizational change is nonlinear, is fundamental rather than
incremental, and does not necessarily entail growth.
Confusion/Taoist Theory organizational change outcomes are not intended so much as
produced through the nurturing of a harmonious Yin-Yang philosophy in which each new order
contains its own negotiation.
, OTD Questions With Solutions
Mimetic isomorphism when organizations imitate the structures and practices of other
organizations in their field or industry usually ones that they consider as legitimate or successful.
Coercive isomorphism Organizations are forced to take on activities similar to those of
other organizations because of outside demands placed on them to do so.
Organizational learning theory argues that environmental pressures such as market decline
will lead to innovative organizational adaptation and change as managers learn from the
problems and try to close the gap between performance and aspirations
Threat-rigidity theory Argues that environmental pressures will inhibit innovative change
as managers' cognitive and decision-making processes become restricted when confronted with
threatening problems.
Type 1 error when the environment is (objectively) stable, but managers perceive it as
turbulent and take (unnecessary) actions accordingly.
, OTD Questions With Solutions
Type 2 error when managers threaten the survival of their firms by failing to take actions
as they perceive their environment as stable when it is (objectively) turbulent.
constructivist view the outside world is brought into existence through individuals'
perceptions of it.
Bridging strategies designed to keep the organization effective by adapting parts of it to
changes happening in the outside environment
Buffering strategies Designed to keep the organization efficient by avoiding change
through shielding parts of it from the effects of the environment.
First-Order, incremental change maintain and develop the organization: changes designed,
almost paradoxically, to support organizational continuity and order
Second-Order, discontinuous change entails not developing, but transforming the nature
of the organization.
Tuning Improving, enhancing, developing.
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