Burke litwin model pros and cons

Question 1. 1. (TCO All) For the next set of questions , you will first select ONE of the TCOs of the course. Then, you will be asked to write an essay about the project you worked on this term over your two companies’ change program based on the TCO you selected above. Select the TCO your essay question will cover: TCO A - Given that progressive and successful companies require their employees to embrace change, examine how changing work conditions impact the employees. TCO B - Given the inherent reality that all organizations must experience change in order to improve, demonstrate how “models” are used in Change Management, for diagnosing an organization’s need for change. TCO C - Given external, internal and/or multi-levels of organization factors that drive change, assess and create a leadership model which supports and promotes each type of change within the organization. TCO D - Given that an organization’s mission and vision will determine its strategy towards change, ensure that an organization’s change initiative is aligned with and capitalizes on its culture and mission in preparation for change. TCO E - Given a selected Change Management implementation “model”, determine the causes of change and develop a plan of action to implement the change. TCO F - Given that both organizations and their employees commonly resist change, understand how to recognize and overcome barriers to change and develop a strategy to manage resistance to change that will ensure successful implementation of change. TCO G - Given that developing a “vision for change” and communicating that “vision” is a critical part of the change process, analyze the key elements of the “vision for change” and develop a strategy to communicate the change to the stakeholder. TCO H - Given the organization’s goal of creating and implementing a sustainable change while moving toward becoming a “learning” organization, develop a plan to implement change in a sustainable manner that can be applied to any change. Using the TCO you selected from the list above, which you felt was most relevant to your project this term, write an essay answer explaining how the change management you saw in one of your companies from your project this term followed or failed to follow the theory of success ingrained in the TCO you have selected. State the #1 thing you think that company’s change agent did which most contributed to the success or failure of the change and why that relates to the TCO you selected.

· Include in the answer the name of the company you are discussing.

· Explain/analyze why you think this way.

(Points : 35)

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. Evaluate ONE of your two companies’ change interventions through the lens of Rand’s Six Step Model. State first the steps. (10 points) Assess how well the company realized each of the steps and what areas were less than successful in their implementation. Speak to those failed steps and what the implications were for the success or failure of the implementation. (10 points) Do you feel that Rand’s model did assist (if it was used) or would have assisted (if you feel it wasn’t used) in this change? Why or why not? (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. You will assess the “sustainability” of the changes which occurred in the companies you studied. Select ONE of the company change programs for your answer to this question and state it here. Assess the change project. Was it successful or unsuccessful in your opinion? What will it take (what are some steps the company can, should, or DID take) to make it SUSTAINABLE? What theories did you consider in coming to this conclusion? Do you think this change will still be in place in one, five, or ten years? Why or why not? (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. Was the leader of this change project transactional or transformational? Define those two terms and explain why you feel your leader was mainly one or the other, or evenly divided between both. 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)

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Question 1. 1. (TCO 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 a company responding to identity pressures? (Points : 7)

McDonalds when they started selling coffee drinks and salads Domino’s pizza’s new crust and pizza recipe Dairy Queen when it invented “the Blizzard” The Wall Street Journal when it went online All of the above

Question 3. 3. (TCO B) Which of the following best defines the “Six Box” 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 Burke-Litwin model states that there are four transformational factors of change. Identify the answer below which contains at least three of those factors. (Points : 7)

Frames, lenses, angles, and hyperbole Mission and strategy, leadership, and organizational culture Hypotheses, problems, symptoms and inputs Vision, identification strategies, litigation, and execution None 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) The Emotional Intelligence domains and associated competencies are used to help us determine when a potential change agent, or person, is ready for leadership. When a person exhibits the competencies of integrity, initiative, and optimism, we know he or she has reached the stage of (Points : 7)

Self-Awareness. Social Awareness. Relationship Management. Self-Management. Personal and Social.

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 F, G, H) Review this scenario. Drug Company CRZ is notified that its new anti-depressant drug, “Interplay” is causing its patients to experience hallucinations and serious heart palpitations. The FDA issues a recall and investigation. Company CRZ reviews the formula and invests $95 million in new research and development. Five of the scientists go to the department head and state that they believe the new version of the drug will actually be worse than the older version, and that the drug needs to be scrapped entirely. The company has already announced to their shareholders they expect FDA approval in the next 6 months, so he orders them back to the drawing board, and gets authority for another $85 million in R&D. Interplay gets final approval from the FDA in 6 months, and the new medication releases to the public. The department head is promoted to Executive Vice President of the company. In 6 months, the drug is determined to have killed 6% of its users and is being called the “new LSD of the 21st Century.” In the debriefing stage, the Ex-Executive VP is heard to say, “We had put so much $$ into it, I just had to see this through to fruition.” Which of the following statements is most applicable and appropriate to use in this situation? (Points : 8)

Expect some unanticipated outcomes. Be alert to some measurement limitations. Don’t declare victory too soon. Beware escalation of commitment. Recognize “productive failures.”

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