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Devry HRM587 final exam

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Question;A) Which of the following options properly identifies external and;internal forces which drive change? (Points: 7);External forces for;change are totally environmental, internal forces for change are more;economic. An internal force for change is a lack of diversity in;the make-up of the senior management, whereas an external force for change is;a lawsuit by the EEOC requiring the management to correct diversity failure;in the company. Internal forces for change tend to create a faster;change than external forces for change. The mimetic isomorphism pressure to change was seen;when Sarbanes Oxley was passed in order to ensure that an Enron-like scenario;never happened again. This was an external vs. internal force for change. None of the above;Question 2.2.(TCO A) Which of the following best shows forces;for change vs. forces for stability? (Points: 7);Change forces are;adapting, sustaining, and predicting, whereas stability forces are;bureaucracy, trust, and control. Change forces include: lay-offs, IPOs, and inventing;new products, whereas stability forces are: hiring, stock buy-backs, and;regular yearly dividends. Change forces include: lay-offs, stock buy-backs, and;bi-annual new models of iPhones, whereas stability forces are hiring freezes;bureaucracy, and regular yearly dividends. Change forces include: Harry Potter Park at Universal;Studios, Walt Disney Cruise Lines, and McDonald?s lattes, and stability;forces are Cruise ship sinking at Giglio Island, bridging and buffering;strategies, and JetBlue?s public apology after the Valentine?s Day fiasco. Both A and C;Question 3.3.(TCO B) Which of the following best defines the;?7-S? 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) Emotional intelligence domains help us;determine when a person, or potential change agent, is ready for;leadership. We know that people have reached the ?self-management stage?;when (Points: 7);they are honest, keep;their emotions under control, but are able to selflessly recognize that;almost every situation is going to end up unfavorable to the company. they build bonds, resolve conflict, and pass;competency tests for having ?great intuitive? powers. they exhibit integrity, initiative, and optimism. they know their own limitations. they are self-confident but not arrogant.;Question 9.9.(TCO G) The ?inspirational leadership? style of;communicating change as described by Reardon and Reardon states that a;leader?s communication strategy for successful change will do the;following: (Points: 7);create consensus, the;main communication process is simply involvement. focus on performance and results orientation, the;communication will direct people toward tasks. totally and irrationally immerse him/herself in the;overwhelming amount of change to enact, the leader will spray information;about the change daily and pray that others will take the message and run;inspiring others to act accordingly. develop a vision of the future and encourage a;cohesive community of other change leaders who will support the vision by;communication through creating trust and getting people mobilized around the;change effort. hire a pastor to come and work with the organization.;Question 10.10.(TCO G) Crisis management communication;strategies for corporate situations which create injury or massive;environmental damage (such as the BP Gulf Oil Disaster) might include any;of the following, but almost always should include this one very important piece: (Points;7);total and full denial of;blame. shifting the blame. apology. shift the blame and apologize. initial delay/silence while reviewing victim responses;to the crisis.;Question 11.11.(TCO H) In July 2006, News Corporation (owner;Rupert Murdoch) bought MySpace for $580 million. In June 2011, NC sold;MySpace for $35 million to Specific Media. News Corp has stated in various;filings that it recouped the total cost of MySpace through an ad contract;with Google, but were tired of the ?headache? of the site. 8 months later;through strategic partnerships with Facebook and Twitter, and investor;Justin Timberlake, the site started to rejuvenate. Whether it will remake;its brand remains a question. To the employees who have been with MySpace;since 2005 (pre-Murdoch days) and who remain there in 2012 in the;rejuvenation stage, the past 7 years could be described as a time of (Points;7);charismatic;(inspirational) transformation. cultural readjustments. sustaining change. All of the above None of the above;Question 12.12.(TCOs A, G, H) Which of the following is an;example of the Beer, Nohria view of dimensions of change using Theory E +;Theory O combined, from a leadership perspective? (Points: 8);The Project Manager;communicates to the software development team the timeline for a change and;the CEO asks her to speed it up by 3 weeks. The CIO decides to move from a mainframe approach to a;PC approach, notifies all of her direct reports of the new vision;establishes a communication plan, timeline, and project roll-out plan;communicates the change (including positives and negatives) to stakeholders;and establishes a metrics system where innovation, efficiencies, and positive;feedback on the project is measured and rewarded via awards, bonuses, and;perks. A fast food company decides to remove one slice of;cheese from their cheeseburgers, although increasing the retail price by 10;cents, and has a cost savings which increases its stock price significantly.;A group of health experts touts the company as being ?health conscious?;because the calorie content of the item is lowered. The CEO of a Fortune 100 company hires a team of;consultants to take over the HR department and eliminates all in-house HR;people (about 85 employees). A department head is invited to a meeting where he is;asked to become a change agent for an exciting new product line. He accepts;the assignment and goes back to his desk, whereupon he explains to his team;that it is likely that their jobs will disappear in the next year because of;job obsolescence, but that anyone who might like to consider helping with the;new product line may be allowed to reapply for new jobs which open up.;Question;2.2.(TCOs A,E) Your project this term asked you to compare and;contrast two companies? change projects or programs for change. This question;will review what you learned about the change projects in a continuation of;your project. It will ask you to apply course information to your project;companies. For your answer, be sure to reference the names of the companies;you studied in your project this term to help your instructor determine the;score of your response.;Recall that external and internal pressures often impact implementation of;change in companies. For this question, please write an essay answering these;questions;A. Define specific (at least 2 each) external and internal pressures that;will (or did) affect the implementation of the changes in your two companies.;(10 points);B. Name two strategies of handling these pressures that you would (have);suggested to the company leaders as being the most effective in managing;those pressures during the implementation phase. (10 points);C. Defend your positions with details about why you feel your strategies;would assist with handling these pressures. (15 points)(Points: 35);Question;3.3.(TCOs E,H) Your project this term asked you to compare and;contrast two companies? change projects or programs for change. This question;will review what you learned about the change projects in a continuation of;your project. It will ask you to apply course information to your project;companies. For your answer, be sure to reference the names of the companies;you studied in your project this term to help your instructor determine the;score of your response.;Recall the article we discussed in Week 7, written by Beer and Nohria;regarding O-Change and E-Change. State the change project which was at issue;in both of your organizations you studied this term for your project. Were;these projects mainly ?O-Change?, ?E-Change?, or a combination of both? Why;do you think that? Use details from the article, ?Cracking the Code of;Change? to support your answer and give examples from the article and from;your change project for your support.(Points: 35);Question;4.4.(TCO All) This question does not address your course project. This;change scenario is envisioned instead, for this question. First, the;scenario, and then the question.;Scenario: You have been asked to lead a project changing the company from the;use of a performance management system/appraisal method where supervisors get;to decide the ratings and rankings of their particular direct reports and;each person?s subsequent raise amount, to a new method where ?forced ranking?;is implemented. This means that Department Heads get copies of all of the;ratings of their entire department members from the supervisors, and then;rank each employee to other employees in the department, and then, each;employee is ranked throughout the company overall. The person who ultimately;determines the final rating/ranking and raise for each employee is typically;two to three levels above. The head of HR feels this will cut down on the;amount of lawsuits over unfair ratings as well as it will assist them in;ensuring parity of raises across the system. In the past, raises were all;over the board ? supervisors got a pot of $ and divided it as they saw fit.;Now, they will be 1-4% - based on the final rankings done by the top;management. Supervisors will have little to no input into their team?s raises;going forward.;The question: This term, we studied organizational development theory versus;the more systematic nStep method of conducting a change process. What would;be the pros/cons of using OD theory for this change project? What would be the;pros/cons of using nStep? Which nStep method would you choose if you used;one? Of the two methods (OD or nStep), which would you recommend we use for;this particular change program? Why?(Points: 35);Question;5.5.(TCOs C,D) Your project this term asked you to compare and;contrast two companies? change projects or programs for change. This question;will review what you learned about the change projects in a continuation of;your project. It will ask you to apply course information to your project;companies. For your answer, be sure to reference the names of the companies;you studied in your project this term to help your instructor determine the;score of your response.;Consider ONE of your company?s change projects (not both companies ? just;one.) State the company and the change process/program/project. Name the;leader of the change from that company. Answer the following questions about;that change;A. What skill competencies related to change management did you feel the;change leader of your change exhibited well? (Consider the images of change;in your answer but don?t focus entirely on those images ? discuss competencies;in change managers in this question.) Which important competencies did you;feel that leader did NOT exhibit?;B. Evaluate the leader?s implementation of the change as it compared to the;company?s vision and mission statement. Were they aligned? Did this alignment;(or misalignment) contribute to the success or failure of the change? Why or;why not? (Points: 35)

 

Paper#46138 | Written in 18-Jul-2015

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