Question: Human Resource Strategy and Change Management Practice questions please answer! 1. When employees talk about how things are done around here, they are talking about:
Human Resource Strategy and Change Management Practice questions please answer! 1. When employees talk about "how things are done around here", they are talking about:
Select one:
0 a. Culture
O b. Leadership style
O c. Rules of the organisation/department
O d. Organisation design
2. Which of the following is NOT a theory of resistance to change?
Select one:
O a. Emotional labour
O b. Dispositional resistance
O c. The depth of intervention
O d. The psychological contract
0 e. Cognitive dissonance
3. A strong culture ensures employees are not resistant to change.
Select one:
O True
False
4. According to Kotter (1996) which one of the following is NOT a reason change initiatives fail?
Select one:
O a. Underestimating the power of vision
O b. Declaring victory too soon
O c. Failing to create short-term wins
0 d. Lack of applied budget to the change
5. Another term used for bottom-up change is..
Select one:
O a. Emergent
O b. Cooperative
O c. Umbrella
0 d. Planned
6. A turbulent environment is most likely to have planned change.
Select one:
True
O False
7. The argument that individuals are passive recipients of external stimuli, which if manipulated will bring about
behavioural change, belongs to which school of thought?
Select one:
O a. Gestalt
O b. Group dynamics
O c. Open systems
0 d. Behaviourist
8. Resistance to change is uniform among individuals.
Select one:
O True
O False
9. Politics is the exercise of power.
Select one:
O True
O False
10. The coping cycle begins with 'defence'.
Select one:
O True
False
11. An individual's capacity to influence decisions is referred to as
'power'
0 True
0 False
12. During which steps of the Kotter 8-step change process are we
most likely going to address employees relapsing.
O a. Steps 1,2,3,
O b. Steps 1 & 2
0 c. Steps 7 & 8
O d. Steps 6,7 & 8
O e.Steps 3 &4
Of. Steps 4 & 5
13. ____________ is a change developed and executed by a
department in an disparate way.
O a.A bargain
O b. Piecemeal initiatives
O c. Punctuated equilibrium
O d. Systemic jointism
O e.Incremental
O f. Top-down systemic
14. Kotter (1996) argues the we need to establish a sense of ____ to gain the cooperation needed for change to occur.
Select one:
O a. fear
O b. urgency
O c. belief
O d. power
15. The ________ process relates to an organisation's past and
future direction and is seen as the outcome of its vision, purpose
and future objectives.
O a. Strategic
O b.Change
O C.Decision
O d. Trajectory
O e. Choice
O f. Planning
16. A _______ _______ is a strategy to secure the support of
individuals and groups who are vital to the change effort.
O a. Strategic Plan
O b. Commitment plan
O c. Trigger point
O d. Remit strategy
17. According to Kotter which is a better approach to creating a sense
of urgency for change?
O a. analyze, feel, change
O b. see, think, change
O c. analyze, think, change
O d. see, feel, change
Oe. analyze, feel, think
Of. see, think, feel
18. Which of the following is not a feature of an unbounded decision?
O a. Multiple and competing stakeholders
O b. Difficult to define
O c. Very serious
O d. Short term
19. Promoting an employee is an example of ______ & _____change.
O a. Individual, punctuated
O b. Group, incremental
O c. system, culture
O d. group, punctuated
Oe. Individual, continuous
Of. Individual, incremental
20. Jordan is feeling overwhelmed by the new computer system. It takes so long to anything which has resulted in a significant reduction in the team's complaint resolution numbers. Jordan is feeling like an idiot when customers call and they can't easily access the customer file. Which stage in the change coping cycle is Jordan most likely at?
Oa. Denial
O b. Internalisation
O c. Adaption
O d. Defence
21. What approach to change is best suited to a small scale change which will occur slowly over time?
Select one:
O a. Planned
O b. Emergent
O c. Bold stroke
O d. Taylorsistic
22. When managers and workers agree to a total package of changes designed to achieve organisational
transformation this is referred to as
a.Piecemeal initiatives
O b. Bargaining for change
O c. Systematic jointism
O d. Top-down systematic change
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