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44 Multiple choice questions

  1. the generalization and assumption we use to make sense of the world and how we react to it
  2. Employee buy-in is critical in the change process.
  3. the organization consciously blends individual aspirations with company goals
  4. removing obstacles that block the change vision or disempower individuals with unrealistic and unattainable goals.
  5. puts the change plan into action
  6. stresses the importance of collaboration, shared dialogue and decision making, and mutual accountability in work groups
  7. Maintenance of the organization's status quo should be viewed as a threat to the employees' futures, making members more likely to embrace the change
  8. those seeking change
  9. to identify negative or resistant forces to change.
  10. to determine whether the strategies used are in line with the desired objectives.
  11. where the organization must transition or move into this new state of being (marked w/ uncertainty; learn new behavior; hardest step to accept)
  12. Investigate the balance of power
    Identify the key players involved in decision-making
    Identify who is for and who is against change
    Identify ways to influence those against change
  13. employees are able to see how the vision for change will affect and benefit them as an individual.
  14. improve overall workflow efficiency and productivity within an organization.
  15. integrates the previous four disciplines, acknowledges that organizations are complex systems made of interrelationships
  16. making changes to the overall goals, purpose, strategy or mission of an organization.
  17. requires managers at all levels to be aware of the internal and external forces that potentially compromise the success and long-term sustainability of the organization.
  18. assess how successful the plan was in achieving the change goal
  19. provide employees with a clear understanding of what the change is all about.
  20. people, habits, customs, attitudes
  21. listing the expectations or outcomes of change.
  22. establish a sense of urgency, create the guiding coalition, develop a vision and strategy, communicate the change vision, empower broad-based action, generate short-term wins, consolidate gains to produce more change, and anchor change in the organization's culture
  23. needed to maintain enthusiasm and momentum to keep the change initiative going
  24. select someone to carry out that change
  25. determine how ready the organization and its members are for the change
  26. developed a change model involving three steps: unfreezing, changing and refreezing
  27. changes made to the organization's structure that might stem from internal or external factors and typically affect how the company is run.
  28. Recognize Need
    Develop Change Goals (Establish Urgency)
    Appoint a Change Agent
    Assess Current Climate
    Develop Plan (who when where how)
    Implement Plan
    Evaluate Plan
  29. focusing on the role of early success as an enabler of future success
  30. selecting and recruiting a team of individuals who will be capable of carrying out the change.
  31. determining the current situation in terms of the conflict at hand and desired future
  32. create an awareness of how the status quo, or current level of acceptability, is hindering the organization in some way
  33. change
  34. those seeking status quo
  35. structural, strategic, people, processes
  36. (motivator) inspiring the necessary teamwork, ideas, and eagerness to make sacrifices related to the change.
  37. provide a roadmap for how the change will be implemented
  38. provides managers with the objective or expectation of how the change will respond to whatever internal or external forces are driving the need to change.
  39. directed towards improving employee performance, skills, attitudes, behavior and loyalty to the organization, as well as to enhance manager-subordinate relationships, group cohesion and employee sense of achievement.
  40. monitoring the acceptance of change and how well the organizational culture is adapting to the change.
  41. Peter Senge's book The Fifth Discipline
  42. symbolizes a company where its members are constantly learning from everything they do
  43. act of reinforcing, stabilizing and solidifying the new state after the change
  44. the individual worker who must have personal professional development goals in which to focus energy, and the organization must recognize and nurture these goals.