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Question 1

There are different magnitudes of strategic change. 'Modular transformation' can be defined as:

a) Fine tuning the workings of the existing strategy

b) Incremental adjustment to reflect changes in the environment

c) Radical change at the level of the business unit

d) Radical change at the level of business and corporate strategy

Question 2

Which of the following triggers for change is likely to be most easily accepted?

a) A change in stakeholder demands

b) A decline in performance

c) A change in the business environment

d) A change in management

Question 3

Greenpeace instigated the reversal of Royal Dutch Shell's decision to dispose of a redundant oil facility in the North Sea. This was an example of:

a) Power

b) Moral legitimacy

c) Pragmatic legitimacy

d) Cognitive legitimacy

Question 4

On Eden and Ackermann's (1998) Saliency/Interest grid, if a stakeholder is classified as low saliency and high interest, how should the organization respond?

a) The organization can ignore them because they are unaffected by the strategic proposal and cannot influence it anyway

b) The organization needs to be aware of them because, although the stakeholder has only limited directly influence on the outcome of the strategic proposal, their high interest may make them lobby more salient stakeholders to intervene

c) They must not be ignored because they have a high interest and high power

d) The organization needs to be aware of them because although they have low interest, they have high power and may be persuaded to become involved on someone else's behalf

Question 5

Greenpeace joined together with consumers to fight against the dumping of the Royal Dutch Shell oil platform. They formed a:

a) Collaboration

b) Union

c) Coalition

d) Crowd

Question 6

When an individual exhibits 'discarding' behaviour in reaction to organizational change they:

a) Start to sell the benefits of the change to other employees

b) Acknowledge that some of the old ways had flaws and accept that the new way needs to be adopted

c) Cling to the old way of doing things although they recognize that a change has happened

d) Are in total denial that any change has happened

Question 7

The TROPICS test is used to assess whether a change should be implemented using a hard or soft approach. The 'S' stands for:

a) Source of Issue

b) Stakeholders

c) Salience

d) Subjectivity

Question 8

Two types of activity that might be expected to occur close to the beginning of most successful change programmes are:

a) 'Mergers' and 'acquisitions'

b) 'Empowering and building competence and confidence' and 'Spreading and consolidating change'

c) 'Institutionalizing the new routines' and 'preparing for the next round of change'

d) 'Building a sense of need, urgency, and commitment' and 'Developing and communicating a shared vision of change'

Question 9

A change agent can be defined as:

a) A top management expert who knows all parts of the organization

b) External consultants who analyze the organization and recommend the changes that need to take place

c) The person or group in an organization that people try to influence in order to get their personal concerns addressed within the organization's strategy

d) A person or group of people who take on the role of promoting change within an organization

Question 10

Buchanan and Boddy suggest fifteen roles for a change agent which they have classified into five 'clusters'. These are goals, roles, communication, negotiation and:

a) Managing up

b) Managing down

c) Managing outward

d) Managing inward

Oxford University Press, Online Resource Centre, Chapter 16.

Chapter 16

Instructions