The following manager “image” of change would most likely be

The following manager “image” of change would most likely be

Subject: Business    / Management
Question
(TCO A) The following manager “image” of change would most likely be which “image” of change?
This manager of change follows Kotter’s checklist like a recipe, and will first establish a sense of urgency, and expect the others in the team to follow in suit. In this case, the manager will assume that the new change is going to be better, and then will work toward that change happening. (Points : 7)
Navigator image
Caretaker image
Interpreter image
Director image
Janitor image

Question 2.2.(TCO A) At times, organizations do not change in the face of external pressures. This has been explained as follows: (Points : 7)
This is a paradox which occurs often when change is discontinuous.
This occurred when newspapers learned about the Titanic sinking.
This is a dichotomy of multiple organizational flexibilities and transformational organizations.
An example occurred when IBM continued building mainframes for 20 years beyond their maximized potential.
Both B and C
Both A and D

Question 3.3.(TCO B) Which of the following best defines the “Six Box” model of diagnosing change? (Points : 7)
Includes purpose, structure, rewards, and helpful mechanisms
Is based on the conceptualization of the organization as a transformation process
Can be a starting point for an organization that has not given attention to the trends that may impact its future operations
Includes strategy, structure, process, and lateral capability
Includes structure, style, skills, super-ordinate goals, etc.

Question 4.4.(TCO B) Peter Senge’s The Fifth Discipline created a powerful lens for empowering change in organizations called (Points : 7)
inputs/outputs/throughputs.
logical reasoning from deduction.
systems thinking.
transformational lenses.
the Black Box model.

Question 5.5.(TCO C) The “nurturer” image of change agent will change focus when she moves from “change sponsor” to “change implementer” in the following way(s): (Points : 7)
A nurturer will be the planner, the instigator, and the decision maker for change so when she changes focus, she will ensure everyone follows the plan without determining or considering the results on people.
A nurturer will accept her role as sponsor and implementer and ensure her direct reports do the same.
A nurturer, like a caretaker, assumes that change managers receive rather than initiate change, and therefore has little role in implementation other than protection.
A nurturer, like Kotter’s theoretical manager Jim Kirk, will accept the change plan, initiate the change boldly, and ensure a new structure is determined through the project.
All of the above

Question 6.6.(TCO C) The four-frame model of diagnosing change stems from the belief of its inventors that leaders in organizations must (Points : 7)
understand that not everyone in an organization is ready to be asked to step up to the plate as a change agent.
review the landscape, picture the new landscape, mold the new landscape, and freeze the new landscape.
stop using the human resource department as change managers.
accept that project managers may be the best change agents for all organizations.
unlock their perceptions, review their biases, and reinterpret the organization through different lenses without “blind spots”.

Question 7.7.(TCO D)The actions of a visionary leader casting appropriate roles, engaging in dialogue to create message appeal, and directing the change through verbal and non-verbal behaviors is called (Points : 7)
scripting.
performing.
staging.
norming.
framing.

Question 8.8.(TCO F) The Emotional Intelligence domains and associated competencies are used to help us determine when a potential change agent, or person, is ready for leadership. When a person exhibits the competencies of integrity, initiative, and optimism, we know he or she has reached the stage of (Points : 7)
Self-Awareness.
Social Awareness.
Relationship Management.
Self-Management.
Personal and Social.

Question 9.9.(TCO G) The “media richness” approach to communicating change states that (Points : 7)
routine changes should be explained in “media rich” communication like simulations or “video game” style communication pieces whereas nonroutine changes should be in a leaner and more impersonal form of communication piece like an e-mail or bulletin board announcement.
the use of an e-mail to explain a routine change is fine, but when nonroutine difficult management problems/changes need to be communicated, “media rich” communication like a face-to-face meeting should be considered.
media richness scales start with the lowest on the scale being the most impersonal of communication methods (flyers, computer reports) and the highest on the scale being a physical presence (face-to-face communication).
media richness scales start with the highest on the scale being the most impersonal of communication methods (flyers, computer reports) and the lowest on the scale being a physical presence (face-to-face communication).
Both A and D are correct and B and C are incorrect
Both B and C are correct, and A and D are incorrect

Question 10.10.(TCO G) The change agent image of “interpreter” will most likely use which of the following key communication skills? (Points : 7)
Therapeutic listening skills
Appreciative listening skills
Appeal through deals
Storytelling, connecting the dots
Emotional breakdowns