Chapter 16: Shaping Strategies

1. In the first half of the twentieth century, the dominant change strategy was a ________ top-down search for efficiencies.

Fordist Tayloristic Utilitarian Marxist

2. In the 1960s, sensitivity training, sometimes referred to as _________, was widely used to improve managers’ self-awareness and develop their interpersonal skills.

P-groups M-groups ST-groups T-groups

3. Beer (2001), a leading US consultant and professor at Harvard Business School, has researched the change strategies used by companies and has identified two well-tried approaches. Which are these?

Economic and organization development Economic and technological development Political and economic Cultural and political

4. Why does Beer (2010) think that his ‘third way’ approach to change is the most effective?

It combines a top-down approach with a results-driven approach It combines a top-down approach with the slower development of organizational capability It combines a bottom-up approach with the slower development of organizational capability None of the above

5. Which of the following is NOT an aspect of CEOs’ and top teams’ top-down drive for results, according to Beer (2001)?

The importance given to shareholder interests The assumption that the organization’s technical rather than social system is the prime determinant of performance The assumption that there is little to be gained from dialogue with employees The importance given to employees’ views

6. Morrison and Milliken (2000) suggest that senior managers are more likely to discourage upward communication when they believe that employees ___________________________.

are loyal to the organization are not good communicators are self-interested and effort averse None of the above

7. According to Beer (2000) and Beer and Nohria (2000), what do combined economic and OD strategies involve in relation to leadership?

Senior managers setting the direction then engaging people throughout the organization Employees setting the direction after discussion with senior managers Shareholders setting the direction then feeding this down to senior managers Both a and c

8. Moreover, what do combined economic and OD strategies involve in relation to process?

Experimentation and a free reign on creativity A programmatic approach to the development of plans Plans that have to be followed step-by-step Plans that accommodate spontaneity

9. Which of the following is NOT one of the main situational variables that should be taken into account when shaping a change strategy?

Level of support Clarity of desired future state Urgency and stakes involved Employee health

10. When could a collaborative change strategy help improve levels of trust?

When time is short When change has been managed successfully in the past When shareholders will be more affected by the change than employees When change is not urgent and the balance of power is unclear

11. Kotter and Schlesinger (1979) argue that one of the most common mistakes made by change agents is they often rely on a single approach to implementing change, regardless of the situation. Which of the following is NOT a type of manager they refer to?

The autocratic manager whose only approach is to coerce people The people-oriented manager who typically tries to involve and support people but who also uses education to influence them The cynical manager who always tries to manipulate others The lawyer-type boss who typically tries to negotiate and bargain

12. Which of the following is NOT an example of an incremental change strategy?

Negotiated evolution Charismatic evolution Dictatorial evolution Collaborative evolution

13. In which of the following situations would charismatic transformation be appropriate?

When leaders have anticipated the need for change but do not enjoy the support of important stakeholders and so need to persuade them When those affected by the change anticipate few benefits and fear harmful outcomes When there is a sudden and urgent need for transformational change and insufficient time to involve employees When change recipients recognise and accept the need for change

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