Chapter 12
Change strategies
Select the choice which best completes the statement, or answers the question, by clicking on the corresponding letter.
In highly competitive environments, managing organizational change has become:
- a proactive method of downsizing.
- the preferred method of reacting to a decrease in organizational performance.
- a core competency of the organization.
- a product of globalization.
According to Bertsch and Williams, turnaround change focuses on:
- redesign of organizational structures.
- achieving behavioural consistency.
- transforming behaviour.
- all of the above.
According to Bertsch and Williams, behavioural transformation focuses on:
- redesign of organizational structures.
- disposal of non-core activities.
- changing behaviour patterns throughout the company.
- all of the above.
The goal of restructuring is:
- defensive cost-cutting.
- synergy.
- reorganization.
- mass redundancies.
Which of the following is not a possible disadvantage of restructuring?
- Disorder.
- Overwork.
- Loss of direction.
- Eliminating duplication.
Organizational changes are said to be ____ when external forces have already affected an organization's performance.
- proactive
- intentional
- reactive
- negative
What change is initiated by management to take advantage of targeted opportunities?
- Proactive.
- Intentional.
- Reactive.
- Negative.
Which of the following is not a primary reason why change efforts fail?
- The company does not establish a sense of urgency.
- The company relies upon a powerful coalition to guide the change effort.
- The company lacks a vision.
- The company does not remove obstacles to the new vision.
Business Process Reengineering:
- focuses on understanding customer needs, doing things right the first time, and striving for continuous improvement.
- uses statistical methods to translate customer needs into separate tasks and defining the best way to perform them.
- fundamentally redesigns business processes to achieve improvements in cost, quality, service, and speed.
- changes the purpose and function of the HR group.
Reengineering often requires that managers start from scratch in rethinking all of the following except:
- how work should be done.
- how technology and people should interact.
- how the entire organization should be structured.
- how organizations should compete.