Leadership and Change Management Final Exam 2023 With
All Question and Answers
The Process Perspective of Change - ANSWER How do we get from the present
state to the future state?
attends to the "how" of change and focuses on the way a transformation occurs.
It draws attention to issues such as:
-the pace of change and the sequence of activities
-the way decisions are made and communicated
-the ways in which people respond to the actions of others.
Change managers play a key role in this process
4 Change Theories (TDLE) - ANSWER Teleological
Dialectical
Life cycle
Evolutionary
A common feature of all four theories is that they view change as involving a
number of events, decisions and actions that are connected in a sequence but they
differ in terms of the degree to which they present change as:
following a necessary sequence of stages, and the extent to which the direction of
change is constructed or predetermined.
Flamholtz Organisational Life Cycle (7 Stages) (NEPCDID) -- Important to consider
what stage the org is at when implementing the cycle - ANSWER 1. New Venture
2. Expansion
3. Professionalization
4. Consolidation
5. Diversification
6. Integration
,7. Decline
Flamhloz argues that all organisations go through this cycle, and each stage, the
critera for organisational effectiveness changes
The major concern during the first stage of the organization's life cycle is survival
and critical areas for development are markets and
products.
In the second stage, resources are often stretched and operating systems become
overwhelmed, so resource management and the development of operating
systems emerge as key tasks.
The third stage of the life cycle is the point where
more formal management systems, such as planning and management
development, are required to ensure the long-term functioning of the business,
and so on through the seven stages of the life cycle
Teleological Theory - ANSWER assume that organizations are purposeful and
adaptive,
and present change as an unfolding cycle of goal formulation, implementation,
evaluation and learning. Learning is important because it can lead to the
modification of goals or the actions taken to achieve them.
less prescriptive about the ordering of stages. They
present development and change as a repetitive sequence of goal formulation,
implementation and evaluation, leading to the modification of an envisioned end
state based on what was learned or intended by the people involved. While each of
these stages is important and there is a logical sequence connecting them, the
sequence does not have to, and often does not,
unfold in a way that follows the ordered linear sequence presented above.
Dialectical Theory - ANSWER focus on conflicting goals between different
interest groups
and explain stability and change in terms of confrontation and the balance of
power between the opposing entities.
Life Cycle Theory - ANSWER assume that change is a process that progresses
through a
,necessary sequence of stages that are cumulative, in the sense that each stage
contributes a piece to the final outcome, and related - each stage is a necessary
precursor for the next.
life cycle theories are more prescriptive about
this than teleological theories.
Evolutionary Theories - ANSWER posit that change proceeds through a
continuous cycle of
variation, selection and retention. Variations just happen and are not therefore
purposeful, but are then selected on the basis of best fit with available resources
and environmental demands. Retention is the perpetuation and maintenance of
the organizational forms that arise from these variations via forces of inertia and
persistence.
Car importer example for teleological theories - ANSWER The manufacturer of
the inexpensive range of cars informed an importer that it had decided to
reposition its brand. Recognised that this would require a lot of changes to its own
business. An initial diagnosis indicated that the importer would have to encourage
many of these dealers to refurbish and modernise their premises, and in some
cases relocate in order to attract the type of customer who would be interested in
more expensive and better quality car.
importer quickly began to formulate a change strategy, but initial approaches to a
sample of dealers to test out plans for change met with strong resistance. This
triggered a rethink
The third way forward was a two-prong strategy that involved:
•working with some of the existing dealers to help them make the changes
necessary to move up-market and sell the rebranded cars, •establishing a new
business to import and distribute the cheaper Indian produced vehicles.
Constructed Trajectories (TD) v Predetermined Trajectories (EL) - ANSWER
Teleological and dialectical theories view change trajectories as constructed in the
sense that goals, and the steps taken to achieve goals, can be changed at the will of
(at least some of) those involved in the process (Human Agency!!)
, argued that life cycle and evolutionary theories present
change as a predetermined process that unfolds over time in a prespecified
direction. This kind of change involves incrementally adapting organizational
forms in
predictable ways. The process may be prescribed by some inherent code (as in
biological evolution) or by the limits imposed by a wider system.
Reactive Sequences (Dialectical Theories) DCCJ - ANSWER Dialectical theories
focus on the conflicting goals of those involved in a situation.
These conflicts give rise to reactive sequences, in which one party challenges
another party's attempt to secure a particular change. In reactive sequences,
subsequent events challenge rather than reinforce earlier event.
A leader implements a decision (A) as the first step along the way to
achieving a particular outcome (F). This action leads to responses (events B and C)
that reinforce the leader's initial intention, but (in this example) this support is
short-lived. The earlier events provoke a reaction from others, maybe because they
see little or no benefit in the current direction of change.-- this changes the
direction of the change, and is referred to as a CRITICAL JUNCTURE-- these might
minorly deviate the plan, or make a drastic change.
BA Cabin Crew Dispute for Reactive Sequences Example - ANSWER BA-cabin
crew dispute (an example of reactive sequences) A proposal to reduce the number
of cabin crew was fiercely resisted. Actions and reactions, including strikes,
suspensions and dismissals, continued for 18 months-- was eventually resolved but
at a high cost
Self Reenforcing Sequences ST v LR - ANSWER Self-reinforcing sequences occur
when a decision or action produces positive feedback that reinforces earlier events
and supports the direction of change. This reinforcement induces further
movement in the same direction. While self-reinforcing
sequences can deliver benefits over the short term, change managers need to be
alert to the possibility that they may draw them into a path that will deliver
suboptimal outcomes over the longer term
3 Drivers of Self Reenforcing Sequences (IPC) - ANSWER increasing returns,
All Question and Answers
The Process Perspective of Change - ANSWER How do we get from the present
state to the future state?
attends to the "how" of change and focuses on the way a transformation occurs.
It draws attention to issues such as:
-the pace of change and the sequence of activities
-the way decisions are made and communicated
-the ways in which people respond to the actions of others.
Change managers play a key role in this process
4 Change Theories (TDLE) - ANSWER Teleological
Dialectical
Life cycle
Evolutionary
A common feature of all four theories is that they view change as involving a
number of events, decisions and actions that are connected in a sequence but they
differ in terms of the degree to which they present change as:
following a necessary sequence of stages, and the extent to which the direction of
change is constructed or predetermined.
Flamholtz Organisational Life Cycle (7 Stages) (NEPCDID) -- Important to consider
what stage the org is at when implementing the cycle - ANSWER 1. New Venture
2. Expansion
3. Professionalization
4. Consolidation
5. Diversification
6. Integration
,7. Decline
Flamhloz argues that all organisations go through this cycle, and each stage, the
critera for organisational effectiveness changes
The major concern during the first stage of the organization's life cycle is survival
and critical areas for development are markets and
products.
In the second stage, resources are often stretched and operating systems become
overwhelmed, so resource management and the development of operating
systems emerge as key tasks.
The third stage of the life cycle is the point where
more formal management systems, such as planning and management
development, are required to ensure the long-term functioning of the business,
and so on through the seven stages of the life cycle
Teleological Theory - ANSWER assume that organizations are purposeful and
adaptive,
and present change as an unfolding cycle of goal formulation, implementation,
evaluation and learning. Learning is important because it can lead to the
modification of goals or the actions taken to achieve them.
less prescriptive about the ordering of stages. They
present development and change as a repetitive sequence of goal formulation,
implementation and evaluation, leading to the modification of an envisioned end
state based on what was learned or intended by the people involved. While each of
these stages is important and there is a logical sequence connecting them, the
sequence does not have to, and often does not,
unfold in a way that follows the ordered linear sequence presented above.
Dialectical Theory - ANSWER focus on conflicting goals between different
interest groups
and explain stability and change in terms of confrontation and the balance of
power between the opposing entities.
Life Cycle Theory - ANSWER assume that change is a process that progresses
through a
,necessary sequence of stages that are cumulative, in the sense that each stage
contributes a piece to the final outcome, and related - each stage is a necessary
precursor for the next.
life cycle theories are more prescriptive about
this than teleological theories.
Evolutionary Theories - ANSWER posit that change proceeds through a
continuous cycle of
variation, selection and retention. Variations just happen and are not therefore
purposeful, but are then selected on the basis of best fit with available resources
and environmental demands. Retention is the perpetuation and maintenance of
the organizational forms that arise from these variations via forces of inertia and
persistence.
Car importer example for teleological theories - ANSWER The manufacturer of
the inexpensive range of cars informed an importer that it had decided to
reposition its brand. Recognised that this would require a lot of changes to its own
business. An initial diagnosis indicated that the importer would have to encourage
many of these dealers to refurbish and modernise their premises, and in some
cases relocate in order to attract the type of customer who would be interested in
more expensive and better quality car.
importer quickly began to formulate a change strategy, but initial approaches to a
sample of dealers to test out plans for change met with strong resistance. This
triggered a rethink
The third way forward was a two-prong strategy that involved:
•working with some of the existing dealers to help them make the changes
necessary to move up-market and sell the rebranded cars, •establishing a new
business to import and distribute the cheaper Indian produced vehicles.
Constructed Trajectories (TD) v Predetermined Trajectories (EL) - ANSWER
Teleological and dialectical theories view change trajectories as constructed in the
sense that goals, and the steps taken to achieve goals, can be changed at the will of
(at least some of) those involved in the process (Human Agency!!)
, argued that life cycle and evolutionary theories present
change as a predetermined process that unfolds over time in a prespecified
direction. This kind of change involves incrementally adapting organizational
forms in
predictable ways. The process may be prescribed by some inherent code (as in
biological evolution) or by the limits imposed by a wider system.
Reactive Sequences (Dialectical Theories) DCCJ - ANSWER Dialectical theories
focus on the conflicting goals of those involved in a situation.
These conflicts give rise to reactive sequences, in which one party challenges
another party's attempt to secure a particular change. In reactive sequences,
subsequent events challenge rather than reinforce earlier event.
A leader implements a decision (A) as the first step along the way to
achieving a particular outcome (F). This action leads to responses (events B and C)
that reinforce the leader's initial intention, but (in this example) this support is
short-lived. The earlier events provoke a reaction from others, maybe because they
see little or no benefit in the current direction of change.-- this changes the
direction of the change, and is referred to as a CRITICAL JUNCTURE-- these might
minorly deviate the plan, or make a drastic change.
BA Cabin Crew Dispute for Reactive Sequences Example - ANSWER BA-cabin
crew dispute (an example of reactive sequences) A proposal to reduce the number
of cabin crew was fiercely resisted. Actions and reactions, including strikes,
suspensions and dismissals, continued for 18 months-- was eventually resolved but
at a high cost
Self Reenforcing Sequences ST v LR - ANSWER Self-reinforcing sequences occur
when a decision or action produces positive feedback that reinforces earlier events
and supports the direction of change. This reinforcement induces further
movement in the same direction. While self-reinforcing
sequences can deliver benefits over the short term, change managers need to be
alert to the possibility that they may draw them into a path that will deliver
suboptimal outcomes over the longer term
3 Drivers of Self Reenforcing Sequences (IPC) - ANSWER increasing returns,
