Managing Organizational Change A Multiple Perspectives Approach 4th Edition Ian Palmer, Richard Dunford, David Buchanan - Solutions

Looking for comprehensive solutions to the questions from "Managing Organizational Change: A Multiple Perspectives Approach, 4th Edition" by Ian Palmer, Richard Dunford, and David Buchanan? Discover our online solutions manual, complete with an answers key, step-by-step solutions, and solved problems to enhance your learning. Access the chapter solutions and test bank to tackle questions and answers with ease. Our instructor manual and textbook resources are perfect for in-depth understanding. Download the solutions PDF for free and unlock the full potential of your study with our expertly crafted content.

Leaders tend to be higher in EI than lower level managers.True False
Intelligence quotient (IQ) has an emotional component.True False
EI can be learned.True False
How and when will I measure my success?True False
When will I do them?
What are the specific things I will do to enhance my EI? (For examples, see the Reinforcement Exercises.)
What potential obstacles stand in my way?
Why? What will be my payoff?
In what areas of applying EI do I most need to improve?
Another powerful aid to developing those EI skill areas that you want to reinforce is to make a commitment to another person, who in turn will put pressure on you when you don’t comply with the area in need of improvement.
If you become aware of something that you are doing that produces negative consequences, such as an annoying bad habit, start self-monitoring yourself for this behavior.Determine a better alternative behavior that will help you perform positively. Writing down on a piece of paper each time you
The ability to demonstrate yourself as a cooperative, contributing, and constructive member of the group is critical for long-term career success. Involve yourself in a new and inexperienced work or class team that is resisting an assignment. Think about what you can do to contribute positively to
Self-awareness can be developed through the practice of seeking ongoing feedback. Ask supervisors, coworkers, and friends who know you well for honest feedback on how your behavior is impacting them. Use opportunities to self-reflect upon adversity, such as relationship failures, unchallenging
If having empathy for others is a developmental area for you, what can you do to improve in the EI area?
If maintaining self-control is a developmental area for you, what can you do to improve in the EI area?
If the first rule of cross-cultural communication is to assume you’ve been misunderstood, what’s a good way to give instructions to a subordinate?
If men test (on average) significantly lower than women in Social Responsibility, but significantly higher than women in Stress Tolerance, how can you motivate a team consisting of both men and women to accept a volunteer project to help the community?
Given that EI starts with self-awareness, how likely is someone with a low EI to be able to judge the level of their own EI or someone else’s?
Can his EI be developed and enhanced?
Is there any hope of salvaging Stuart’s career? What are the alternatives?
Using the Behavioral Checklist, what is Stuart lacking in EI?
“yes” or “no” to the response that most often, though not always, applies to you.Yes No ____ ____ 1. When you are under pressure, do you usually do something about it immediately?____ ____ 2. Has anyone ever told you that you eat too fast?____ ____ 3. When someone takes too long to come to
Understand how stories of change can contribute to our knowledge of theory and practice. LO.1
Explain why managing organizational change is both a creative process and a rational process. LO.1
Identify the main tensions and paradoxes in managing organizational change. LO.1
Evaluate the strengths and limitations of our current understanding of this field. LO.1
To what extent can management expertise in general, and change management expertise in particular, translate from one company and sector to another? LO.1
What elements of Roz Brewer’s approach to change management would be appropriate for you to use in your organization? LO.1
Do you think that senior executives should be closely involved with the frontline day-to-day operations of the business as Brewer was? LO.1
How would you describe Eddie Lampert’s leadership style? LO.1
How would you assess his approach to implementing major organizational change—in this case restructuring the whole company with a new organizational model? LO.1
On balance, how would you assess his new organizational model? LO.1
What lessons about managing organizational change can we take from this experience and apply to other organizations, in this or other sectors? LO.1
Mike Duggan transformed Detroit without a “management textbook” plan for change. Why do you think he was successful? LO.1
What aspects of Duggan’s change management style would be appropriate for you to use in your organization? LO.1
To what extent can we generalize from managing change in a Midwestern American city to managing change in commercial organizations? LO.1
To what extent can management expertise in general, and change management expertise in particular, translate from one company and sector to another? LO.1
What elements of Brewer’s approach to change management would be appropriate for you to use in your organization? LO.1
Do you think that senior executives should be closely involved with the frontline day-to-day operations of the business as Brewer was? LO.1
How would you describe Eddie Lampert’s leadership style? LO.1
How would you assess his approach to implementing major organizational change—in this case restructuring the whole company with a new organizational model? LO.1
On balance, how would you assess his new organizational model? LO.1
What lessons about managing organizational change can we take from this experience and apply to other organizations, in this or other sectors? LO.1
Mike Duggan transformed Detroit without a “management textbook”plan for change. Why do you think he was successful? LO.1
What aspects of Duggan’s change management style would be appropriate for you to use in your organization? LO.1
To what extent can we generalize from managing change in a Midwestern American city to managing change in commercial organizations? LO.1
What made this experience a “story”? LO.1
What lessons for managing change can you take from your story? LO.1
Compare these with the lessons from the Starbucks, Sears, and Detroit stories. Which are the same? LO.1
From your experience, what new lessons have you added, particularly for future changes in which you might be involved? LO.1
In small groups, share your lessons with colleagues. Which lessons are similar, and what are the differences among you? LO.1
What three main conclusions can you take from these stories about managing change? LO.1
What are the common themes and issues across these stories? LO.1
What are the differences between these stories? LO.1
Of the change lessons from Starbucks, Sears, and Detroit, which are revealed in the groups’ stories and which are absent? What are the implications of this? LO.1
Are there any further lessons embedded in these stories that could apply to future changes in which group members may be involved? LO.1
What three main conclusions can you take from these stories about managing change? LO.1
Evaluate the use that different authors make of the terms change agent, change manager, and change leader. LO.1
Understand the importance of organizational images and mental models. LO.1
Compare and contrast six different images of managing change and change managers. LO.1
Explain the theoretical underpinning of different change management images. LO.1
Apply these six images of managing change to your personal preferences and approach and to different organizational contexts. LO.1
Communications should emphasize the inevitability of change and how best to cope with or survive it.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
Managers don’t have to do anything about resistance to change because in the long run it won’t have any impact.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
Managers’ability to control change is limited because other forces propel change regardless of managers’actions. LO.1
The aim of communication about change is to send clear, unambiguous messages so that organization members understand what is going to happen and what is required of them.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
Articulating a vision is essential to successful change; top management should do this early in the process.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
Communication about change needs to foster supportive conditions and to convey the need for members to be ready to engage in change as it unfolds, often in unpredictable ways. LO.1
Although managers can exert some control over how change unfolds, external factors also affect the process.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
A search for the deepest values of the organization is required to find a vision that resonates with the organization’s members; a CEO cannot provide a vision.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
Organizational change is unpredictable, and resistance may or may not affect the outcomes, but managers should respond to resistance anyway, as this could address the arguments. LO.1
An appropriate vision for change will most likely emerge through consultation with the organization’s members.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
Probably the best way for managers to implement change is to shape staff abilities to succeed in the new circumstances.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
Communicating about change involves attending to the varied interests of stakeholders and persuading them of the benefits of change or, if necessary, modifying changes to produce the best outcome in a given situation. LO.1
It is generally possible for managers to have significant control over how change happens in their organization.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
Managers should help resisters develop the capacity to cope with particular organizational changes.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
Communication about change should ensure that organization members are“on the same page” about the values linked to the change and the actions appropriate to those values. LO.1
A vision for organizational change emerges from the clash of chaotic and unpredictable change forces; a vision cannot be articulated early in a change process.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
Although managers cannot directly control how change happens in an organization, they can nurture staff capabilities, and thus encourage positive selforganizing.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
Managers should redirect change to go around resistance, when that occurs, rather than try to overcome it.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
To implement change successfully, managers must interpret the change for organization members and help them to make sense of what is going on. LO.1
Visions for organizational change are likely to have a limited impact unless they are consistent with events unfolding outside the organization;change comes less from a vision and more from the influence of external forces.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
Communication about change is best done with a persuasive account, to ensure that as many people as possible, inside and outside the organization, share a common understanding. LO.1
Managers should deal with resistance to change by helping the organization members understand the changes and what these imply for their own roles.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
Leaders cannot impose a vision for change as competing stakeholders have different views; effective change management involves navigating these tensions.⧠ ⧠ ⧠ ⧠ ⧠ LO.1
Managers can and should overcome resistance to change. LO.1
What are your two highest scores? These are your “dominant”images. Check your understanding of those images with the descriptions in table 2.4. LO.1
Do any of these images of change management involve actions that you would be uncomfortable taking? Why? LO.1
If you have one or two dominant images, how do you feel about being advised to use the other, low-scoring images, if conditions indicate that would be more appropriate? LO.1
If your six scores are similar, does this mean that you are able to act differently in different change settings? LO.1
Is it likely that most people will have one dominant image of change management? LO.1
Are change leaders more likely to be successful if they remain faithful to their dominant style(s)? LO.1
Are change leaders who have the capacity to apply a range of different images more likely to be successful? LO.1
In your judgment, do most managers have the behavioral flexibility to move between different styles, or do they tend to apply just one or a limited range of approaches? LO.1
Which images of change did those two managers illustrate? LO.1
How did those images affect their change management decisions and actions? LO.1
Where they drew on more than one image, to what extent were those related to type of change? LO.1
What other factors did you identify? LO.1
What conclusions can you draw from your analysis about the effects of images and mental models on the way that your interviewees approached their change management roles? LO.1
Identify five factors that explain the success of this corporate turnaround. LO.1

Showing 1700 - 1800 of 2282

First
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23

Managing Organizational Change A Multiple Perspectives Approach 4th Edition Ian Palmer, Richard Dunford, David Buchanan - Solutions

Step by Step Answers