100% tevredenheidsgarantie Direct beschikbaar na betaling Zowel online als in PDF Je zit nergens aan vast
logo-home
MHR 650 - Change Management - Chapters 03 & 04 (Class 3) || A+ Verified Solutions. €10,61   In winkelwagen

Tentamen (uitwerkingen)

MHR 650 - Change Management - Chapters 03 & 04 (Class 3) || A+ Verified Solutions.

 5 keer bekeken  0 keer verkocht
  • Vak
  • MHR 650 - Change Management - Chapters 03 & 04 (Cl
  • Instelling
  • MHR 650 - Change Management - Chapters 03 & 04 (Cl

Change is a risky activity correct answers many organizational changes fail or do not realize their intended outcomes. Pressure to change correct answers -External, environmental pressures -Internal, organizational pressures Director PC correct answers Change is a result of strategic pressur...

[Meer zien]

Voorbeeld 2 van de 5  pagina's

  • 6 augustus 2024
  • 5
  • 2024/2025
  • Tentamen (uitwerkingen)
  • Vragen en antwoorden
  • MHR 650 - Change Management - Chapters 03 & 04 (Cl
  • MHR 650 - Change Management - Chapters 03 & 04 (Cl
avatar-seller
MHR 650 - Change Management - Chapters 03 & 04 (Class
3) || A+ Verified Solutions.
Change is a risky activity correct answers many organizational changes fail or do not realize
their intended outcomes.

Pressure to change correct answers -External, environmental pressures
-Internal, organizational pressures

Director PC correct answers Change is a result of strategic pressures and controllable by
managers' ability to direct the organization's response

Navigator PC correct answers Strategic change is in response to internal and external pressures.
Multiple pressures facing managers will need to be taken into account.

Caretaker PC correct answers Managers have little control over the inevitable pressures on the
organization. Managers have little choice in the organization's actions.

Coach PC correct answers Pressures for change are constant and result in the need to develop
and shape the organization's capabilities to better enhance organizational outcomes.

Interpreter PC correct answers Pressures for change are internal and external and managers need
to understand and give meaning to these.

Nurturer PC correct answers Pressures for change are large and small and the manager's role is to
enhance the adaptive capacity of the organization.

Environmental Pressures for Change correct answers -Fashion pressures
-Demography
-External mandate
-Globalization and geopolitical developments
-Hyper-competition pressures
-Credibility and reputation

mimetic isomorphism correct answers Neo-institutionalism: Managers imitate practices
associated with successful organizations

coercive isomorphism correct answers Neo-institutionalism: An organization changes through
formally or informally mandated requirements

Demography correct answers Example: Environmental Pressures, Generation C, As population
characteristics change, so do the nature/motivation of the workforce and the demand for various
products/services.

Macroeconomic changes correct answers Globalization and geopolitical developments

, (or crises) place pressure on organizations to change the way they operate.

Hyper competition pressures correct answers The highly intensified rate of business - including
shortened product life cycles and rapid responses by competitors - produces pressure for change
at the organizational level.

Credibility and reputation correct answers In light of recent corporate governance scandals, the
pressure to maintain a good reputation and high level of credibility has increased.

Why Do Organizations Not Change in Response to Environmental Pressures? correct answers -
Organizational learning vs threat rigidity
-Environment as an objective entity vs environment as a cognitive construction
-Forces for change vs. forces for stability
-Bridging (adapting) vs buffering (shielding)

Organizational learning vs threat rigidity correct answers whether external pressures facilitate or
inhibit the process of change.

Environment as an objective entity vs environment as a cognitive construction correct answers
The former treats the environment as an objective entity to which managers must respond. The
latter emphasizes the centrality of managers' interpretations of environmental conditions as the
key determinant of behavior.

Forces for change vs. forces for stability correct answers External forces can vary; they either
promote change or promote stability

Bridging (adapting) vs buffering (shielding) correct answers These represent either strategies that
can maintain effectiveness by adapting parts of the organization to changes happening in the
outside environment (bridging) or focusing on efficiency by avoiding change through shielding
parts of it from the effects of the environment (buffering).

Why Do Organizations Not Change After Crises? correct answers Organizational learning
difficulties

Second-order and third-order causal factors are not understood

Lack of a 'psychologically safe environment'

'Defensive' agendas designed to prevent something happening (again) can be less
appealing/rewarding than 'innovative' agendas focused on the development of something new
(e.g., products, markets, systems)

Internal Organizational Change Drivers correct answers -Growth pressures
-Integration and coordination
-Corporate Identity
-New Chief Executive

Voordelen van het kopen van samenvattingen bij Stuvia op een rij:

Verzekerd van kwaliteit door reviews

Verzekerd van kwaliteit door reviews

Stuvia-klanten hebben meer dan 700.000 samenvattingen beoordeeld. Zo weet je zeker dat je de beste documenten koopt!

Snel en makkelijk kopen

Snel en makkelijk kopen

Je betaalt supersnel en eenmalig met iDeal, creditcard of Stuvia-tegoed voor de samenvatting. Zonder lidmaatschap.

Focus op de essentie

Focus op de essentie

Samenvattingen worden geschreven voor en door anderen. Daarom zijn de samenvattingen altijd betrouwbaar en actueel. Zo kom je snel tot de kern!

Veelgestelde vragen

Wat krijg ik als ik dit document koop?

Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.

Tevredenheidsgarantie: hoe werkt dat?

Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.

Van wie koop ik deze samenvatting?

Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper FullyFocus. Stuvia faciliteert de betaling aan de verkoper.

Zit ik meteen vast aan een abonnement?

Nee, je koopt alleen deze samenvatting voor €10,61. Je zit daarna nergens aan vast.

Is Stuvia te vertrouwen?

4,6 sterren op Google & Trustpilot (+1000 reviews)

Afgelopen 30 dagen zijn er 67096 samenvattingen verkocht

Opgericht in 2010, al 14 jaar dé plek om samenvattingen te kopen

Start met verkopen
€10,61
  • (0)
  Kopen