Questions PRO3
1. How can the concept of "punctuated equilibrium" inform the design
choices made by change agents?
a. It suggests that change agents should always prioritize rapid and
transformative change over incremental adjustments.
b. It emphasizes the need for a consistent and predictable approach to
change management, regardless of the specific organizational
context.
c. It highlights that organizations may experience long periods of
stability interspersed with shorter bursts of fundamental change,
requiring change agents to adapt their strategies accordingly.
d. It argues that external forces are the sole drivers of change, leaving
little room for proactive change management within organizations.
2. According to van de Ven and Poole (1995), which theories of change
have a prescribes mode of change?
a. Evolutionary theory and life cycle theory
b. Dialectical theory and life cycle theory
c. Dialectical theory and teleological theory
d. Dialectical theory and processual theory
3. With regard to the terminology of context specific change we have
referred to the inner context (Balogun et al., 2015). What has the least
fit with the inner context?
a. Power
b. Readiness
c. Scope
d. Paradigm
4. Assess the following statements about Kelogg:
(1)New public policies can be told off as political tools for changing
according to Kelogg.
(2)Framings of certain issues in the media articles can be told of as
cultural opportunities for change according to Kelogg.
a. Statement 1 is correct, statement 2 is incorrect
b. Statement 1 is incorrect, statement 2 is correct
c. Both statements are correct
d. Both statements are incorrect
, 5. What is NOT part of the core managerial capabilities for change agents
(Balongun et al., 2015).
a. Analytical skills
b. Behavioural skills
c. Translation skills
d. Implementation skills
6. Which of the following is NOT a phase in the transition curve that
describes the process individuals go through during change?
a. Denial
b. Incompetence
c. Resistance
d. Integration
7. What is meant by 'decoupling' as a legitimization strategy for
organizations?
a. Adapting organizational practices to societal expectations.
b. Separating formal policies from daily practices to accommodate
conflicting expectations.
c. Engaging in open dialogue with stakeholders to discuss the
legitimacy of the organization.
d. Influencing stakeholder perceptions through strategic manipulation.
8. Which of the following is NOT a way for senior executives to build
credibility during a change process?
a. Communicating a coherent and plausible change narrative.
b. Demonstrating commitment to the change through 'leading by
example'.
c. Ignoring resistance to the change to show they are in charge.
d. Creating a sense of urgency and necessity for the change.
9. What is the role of the HR function in supporting organizational change?
a. Solely responsible for recruiting and selecting new employees.
b. Designing systems and processes that help change behavior and
develop skills aligned with the desired future.
c. Suppressing resistance to change through disciplinary measures.
d. No role, HR is not involved in organizational change.
1. How can the concept of "punctuated equilibrium" inform the design
choices made by change agents?
a. It suggests that change agents should always prioritize rapid and
transformative change over incremental adjustments.
b. It emphasizes the need for a consistent and predictable approach to
change management, regardless of the specific organizational
context.
c. It highlights that organizations may experience long periods of
stability interspersed with shorter bursts of fundamental change,
requiring change agents to adapt their strategies accordingly.
d. It argues that external forces are the sole drivers of change, leaving
little room for proactive change management within organizations.
2. According to van de Ven and Poole (1995), which theories of change
have a prescribes mode of change?
a. Evolutionary theory and life cycle theory
b. Dialectical theory and life cycle theory
c. Dialectical theory and teleological theory
d. Dialectical theory and processual theory
3. With regard to the terminology of context specific change we have
referred to the inner context (Balogun et al., 2015). What has the least
fit with the inner context?
a. Power
b. Readiness
c. Scope
d. Paradigm
4. Assess the following statements about Kelogg:
(1)New public policies can be told off as political tools for changing
according to Kelogg.
(2)Framings of certain issues in the media articles can be told of as
cultural opportunities for change according to Kelogg.
a. Statement 1 is correct, statement 2 is incorrect
b. Statement 1 is incorrect, statement 2 is correct
c. Both statements are correct
d. Both statements are incorrect
, 5. What is NOT part of the core managerial capabilities for change agents
(Balongun et al., 2015).
a. Analytical skills
b. Behavioural skills
c. Translation skills
d. Implementation skills
6. Which of the following is NOT a phase in the transition curve that
describes the process individuals go through during change?
a. Denial
b. Incompetence
c. Resistance
d. Integration
7. What is meant by 'decoupling' as a legitimization strategy for
organizations?
a. Adapting organizational practices to societal expectations.
b. Separating formal policies from daily practices to accommodate
conflicting expectations.
c. Engaging in open dialogue with stakeholders to discuss the
legitimacy of the organization.
d. Influencing stakeholder perceptions through strategic manipulation.
8. Which of the following is NOT a way for senior executives to build
credibility during a change process?
a. Communicating a coherent and plausible change narrative.
b. Demonstrating commitment to the change through 'leading by
example'.
c. Ignoring resistance to the change to show they are in charge.
d. Creating a sense of urgency and necessity for the change.
9. What is the role of the HR function in supporting organizational change?
a. Solely responsible for recruiting and selecting new employees.
b. Designing systems and processes that help change behavior and
develop skills aligned with the desired future.
c. Suppressing resistance to change through disciplinary measures.
d. No role, HR is not involved in organizational change.
