OTD Exam Study Guide with Complete
Solutions
Management as control - Correct Answer Management involving planning, organizing, commanding,
coordinating and controlling; the organization is treated as a machine
Management as shaping - Correct Answer Managing is about shaping an organization and what
happens in it; the organization is anthropomorphised.
Empirical-rational strategies - Correct Answer assume that people are rational and follow their own
self-interest.
Normative-re-educative strategies - Correct Answer assume that changes occur when people
dispense with their old, normative orientations and gain commitment to new ones.
Power-coercive strategies - Correct Answer rely upon achieving intentional change by those with
greater (legitimate, coercive) power gaining compliance in behavior from those with lesser power.
Change manager as Director - Correct Answer 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 - Correct Answer 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 - Correct Answer 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 - Correct Answer organizations go through a natural, development cycle (birth -
growth - maturity - decline/death) and change managers can do little to stop this.
Population Ecology Theory - Correct Answer focus on how the environment selects organizations for
survival or extinction
,Institutional Theory - Correct Answer 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 - Correct Answer 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 - Correct Answer 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 - Correct Answer 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 - Correct Answer assumes that organizational change is nonlinear, is fundamental
rather than incremental, and does not necessarily entail growth.
Confusion/Taoist Theory - Correct Answer 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.
Mimetic isomorphism - Correct Answer 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 - Correct Answer 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 - Correct Answer 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 - Correct Answer 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 - Correct Answer when the environment is (objectively) stable, but managers perceive it
as turbulent and take (unnecessary) actions accordingly.
Type 2 error - Correct Answer 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 - Correct Answer the outside world is brought into existence through individuals'
perceptions of it.
Bridging strategies - Correct Answer designed to keep the organization effective by adapting parts of
it to changes happening in the outside environment
Buffering strategies - Correct Answer Designed to keep the organization efficient by avoiding change
through shielding parts of it from the effects of the environment.
First-Order, incremental change - Correct Answer maintain and develop the organization: changes
designed, almost paradoxically, to support organizational continuity and order
Second-Order, discontinuous change - Correct Answer entails not developing, but transforming the
nature of the organization.
Tuning - Correct Answer Improving, enhancing, developing.
Reactive to anticipated changes to the external environment.
(First-order change)
Reorientation - Correct Answer Reorienting identity/values.
Frame bending: major modification of the organization but by building on past strengths and history.
Adaptive - Correct Answer Internally oriented; reactive to changes made by other organizations.
Re-creation - Correct Answer Fast change of all basic elements.
Frame breaking: major upheaval where the organization breaks with past practices and directions.
(Second-order change)
Solutions
Management as control - Correct Answer Management involving planning, organizing, commanding,
coordinating and controlling; the organization is treated as a machine
Management as shaping - Correct Answer Managing is about shaping an organization and what
happens in it; the organization is anthropomorphised.
Empirical-rational strategies - Correct Answer assume that people are rational and follow their own
self-interest.
Normative-re-educative strategies - Correct Answer assume that changes occur when people
dispense with their old, normative orientations and gain commitment to new ones.
Power-coercive strategies - Correct Answer rely upon achieving intentional change by those with
greater (legitimate, coercive) power gaining compliance in behavior from those with lesser power.
Change manager as Director - Correct Answer 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 - Correct Answer 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 - Correct Answer 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 - Correct Answer organizations go through a natural, development cycle (birth -
growth - maturity - decline/death) and change managers can do little to stop this.
Population Ecology Theory - Correct Answer focus on how the environment selects organizations for
survival or extinction
,Institutional Theory - Correct Answer 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 - Correct Answer 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 - Correct Answer 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 - Correct Answer 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 - Correct Answer assumes that organizational change is nonlinear, is fundamental
rather than incremental, and does not necessarily entail growth.
Confusion/Taoist Theory - Correct Answer 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.
Mimetic isomorphism - Correct Answer 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 - Correct Answer 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 - Correct Answer 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 - Correct Answer 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 - Correct Answer when the environment is (objectively) stable, but managers perceive it
as turbulent and take (unnecessary) actions accordingly.
Type 2 error - Correct Answer 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 - Correct Answer the outside world is brought into existence through individuals'
perceptions of it.
Bridging strategies - Correct Answer designed to keep the organization effective by adapting parts of
it to changes happening in the outside environment
Buffering strategies - Correct Answer Designed to keep the organization efficient by avoiding change
through shielding parts of it from the effects of the environment.
First-Order, incremental change - Correct Answer maintain and develop the organization: changes
designed, almost paradoxically, to support organizational continuity and order
Second-Order, discontinuous change - Correct Answer entails not developing, but transforming the
nature of the organization.
Tuning - Correct Answer Improving, enhancing, developing.
Reactive to anticipated changes to the external environment.
(First-order change)
Reorientation - Correct Answer Reorienting identity/values.
Frame bending: major modification of the organization but by building on past strengths and history.
Adaptive - Correct Answer Internally oriented; reactive to changes made by other organizations.
Re-creation - Correct Answer Fast change of all basic elements.
Frame breaking: major upheaval where the organization breaks with past practices and directions.
(Second-order change)
