Change is a risky activity correct answers many organizational changes fail or do not realize their intended outcomes.
Pressure to change correct answers -External, environmental pressures
-Internal, organizational pressures
Director PC correct answers Change is a result of strategic pressur...
MHR 650 - Change Management - Chapters 03 & 04 (Class
3) || A+ Verified Solutions.
Change is a risky activity correct answers many organizational changes fail or do not realize
their intended outcomes.
Director PC correct answers Change is a result of strategic pressures and controllable by
managers' ability to direct the organization's response
Navigator PC correct answers Strategic change is in response to internal and external pressures.
Multiple pressures facing managers will need to be taken into account.
Caretaker PC correct answers Managers have little control over the inevitable pressures on the
organization. Managers have little choice in the organization's actions.
Coach PC correct answers Pressures for change are constant and result in the need to develop
and shape the organization's capabilities to better enhance organizational outcomes.
Interpreter PC correct answers Pressures for change are internal and external and managers need
to understand and give meaning to these.
Nurturer PC correct answers Pressures for change are large and small and the manager's role is to
enhance the adaptive capacity of the organization.
Environmental Pressures for Change correct answers -Fashion pressures
-Demography
-External mandate
-Globalization and geopolitical developments
-Hyper-competition pressures
-Credibility and reputation
coercive isomorphism correct answers Neo-institutionalism: An organization changes through
formally or informally mandated requirements
Demography correct answers Example: Environmental Pressures, Generation C, As population
characteristics change, so do the nature/motivation of the workforce and the demand for various
products/services.
Macroeconomic changes correct answers Globalization and geopolitical developments
, (or crises) place pressure on organizations to change the way they operate.
Hyper competition pressures correct answers The highly intensified rate of business - including
shortened product life cycles and rapid responses by competitors - produces pressure for change
at the organizational level.
Credibility and reputation correct answers In light of recent corporate governance scandals, the
pressure to maintain a good reputation and high level of credibility has increased.
Why Do Organizations Not Change in Response to Environmental Pressures? correct answers -
Organizational learning vs threat rigidity
-Environment as an objective entity vs environment as a cognitive construction
-Forces for change vs. forces for stability
-Bridging (adapting) vs buffering (shielding)
Organizational learning vs threat rigidity correct answers whether external pressures facilitate or
inhibit the process of change.
Environment as an objective entity vs environment as a cognitive construction correct answers
The former treats the environment as an objective entity to which managers must respond. The
latter emphasizes the centrality of managers' interpretations of environmental conditions as the
key determinant of behavior.
Forces for change vs. forces for stability correct answers External forces can vary; they either
promote change or promote stability
Bridging (adapting) vs buffering (shielding) correct answers These represent either strategies that
can maintain effectiveness by adapting parts of the organization to changes happening in the
outside environment (bridging) or focusing on efficiency by avoiding change through shielding
parts of it from the effects of the environment (buffering).
Why Do Organizations Not Change After Crises? correct answers Organizational learning
difficulties
Second-order and third-order causal factors are not understood
Lack of a 'psychologically safe environment'
'Defensive' agendas designed to prevent something happening (again) can be less
appealing/rewarding than 'innovative' agendas focused on the development of something new
(e.g., products, markets, systems)
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