Hrm 587 entire course managing organizational change new ended feb 2015 keller

1. HRM 587 Entire Course
Managing Organizational
Change NEW Ended Feb-2015
Keller
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HRM 587 Entire Course Managing
Organizational Change NEW Ended
Feb-2015 Keller
HRM 587 Course Project Wal-Mart
and Target Managing Organizational
Change Keller

2. HRM 587 Course Project Wal-Mart
and Target Managing Organizational
Change Keller
This course project will help you utilize the concepts in this class, by
doing a thorough analytical and in depth review and comparison of
“change” in two companies. You will accomplish this project
through 5 deliverables in the course:
Proposing and having approved your project topic. (2 references)
(Week 1)
Researching two publicly traded companies, and comparing and
contrasting their methods of handling a significant change in their
organizations. Analyze and write about images of change in those
organizations. (4 new references) (Week 2)
Diagnosing the change in those companies and their barriers and
resistors. (4 new references) (Week 4)
Analyzing and creating applications for a change project
communication based on the change in one of your researched
companies. (2 new references) (Week 6)
Utilize multiple references using online research, Keller Graduate
School of Management’s live or online libraries, perhaps your public
library for print resources, and any other primary or secondary
research source you feel would be appropriate for this project. You
will complete an annotated bibliography at the end of the term of
strong references to support your findings. At least 12 total
references used in the project. (All term – bibliography due Week 7).

3. HRM 587 Proposal Week 1 Wal-Mart
and Target Keller
Wal-Mart and Target have been known as rivals in the US discount
retail market. Over the last decades both have experienced
tremendous growth. However, in the recent years, with the entry of
smaller discount stores and emergence of online shopping websites
where both are weak, these companies are finding themselves
challenged in sustaining their growth. In fact both…
HRM 587 Images of Change Part 2
Week 2 Keller
Grid Completed in Excel is Included
Wal-Mart’s more recent challenge is in venturing into e-Commerce.
Its establishment of e-Commerce began in 2000 to tackle online-
shopping companies which are eating up on its market share. Unlike
its brick and mortar stores however, this e-Commerce business
model has not gained the desired momentum. In addition, with the
emergence of…
HRM 587 Diagnosing the Change
Part 3 Week 4-20 Pages Keller
Review of Star Model as Basis of Diagnosing the Change in Wal-Mart
and Target
Several organizational design models or frameworks can be used as
basis for diagnosing change(s) in any company (Palmer, et.al.
2009). The most notable approach, however, that emphasizes on

4. strategy as the key determinant of how a business is to be
structured or how the organization should react to changes is the…
HRM 587 Communicating the
Change Part 4 Week 6–9 Pages
Keller
Grid Completed in Excel is Included
In spring of 2013, in its first attempt to expand internationally,
Target opened up stores in Canada with a big bang. Within a year, it
launched 130 stores across the country worth over $4-billion.
However, their shelves kept running out of stock and merchandise
being sold did not measure up to its U.S. brand reputation to “expect
more, pay less”. Shareholders and…
HRM 587 Annotated Bibliography
Part 5 Week 7 Keller
Evans, P. (Jan 2015). Target closes all 133 stores in Canada, gets
creditor protection. CBC News.
Retrieved from http://www.cbc.ca/news/business/target-closes-
all-133-stores-in-canada-gets-creditor-protection-1.2901618
This article in CBC news announces Target’s closure of its 133
stores in Canada to cut its losses after barely two years of lacklustre
operation in the country. The author highlights the…

5. HRM 587 Discussions Week 1-7 All
Students Posts NEW 406 Pages
Keller
HRM 587 Stories for Change Discussions 1 Week 1 All Students
Posts 29 Pages Keller
Chapter 1 of your textbook includes, on page 9, Table 1.1, “Managing
Change: Some Lessons from the Four Stories.” Review the four
“lessons” (bullet points) on the table, and think about what some of
the key “learning points” you gleaned about change from these
stories. Then, do one of two things:
Post the top three learning points you gleaned from the stories, and
include how the stories for change helped you learn these points, or
Research one of the four companies and see how or if that company
has since changed (yet more) since the time of the book’s
publication. How did that recent change fit with or not fit in with the
“lessons” that the textbook mentions the company “learned” from
their original set of changes? Explain what you find (bring the URL of
the research/article you used to help you).
Your instructor will follow up with you with additional questions
throughout the week to push the learning further. Feel free to
discuss your classmates’ findings and thoughts on these questions
with each other as well.
Hi class, and welcome to week one! Our TCO’s this week are A and B.
This thread will focus on TCO A, which has to do with understanding
the nature of change in an organizational setting. Be sure to read
chapter one (Stories of Change) before posting. Then choose either
option one or two from the discussion instructions: either post your

6. top three learning points, or research one of the four companies and
see what has changed….
HRM 587 Pressures for Change
Discussions 2 Week 1 All Students
Posts 28 Pages Keller
Organizations change due to many different pressures. In your
lecture for Week 1, as well as your reading in Chapter 3, you are
introduced to many of these pressures. Think about a time at work,
at school, or at home, when you have been subjected to similar
pressures (this is “your” example). Did that pressure make you
change or “dig in your heels” and refuse to change? What does that
say about pressures for change? Does it always lead to change?
Provide your example in your first post, and if you can, explain how
the theories on “pressures for change” help explain why you were or
weren’t actually pressured to change in your example. Please also
discuss your classmates’ examples with them. In follow-up posts,
talk about how these pressures did or didn’t cause a company to
change, to their benefit or detriment.
Class: In this thread, we will be talking about the driving forces for
change, or the environmental pressures that cause change. Later in
the week we will also discuss the forces that hold back change, or
act as barriers to change. Let’s start with your personal example, per
the discussion instructions. Think about a time at work, at school, or
at home, when you have been subjected to similar pressures (this is
“your” example). Did that pressure make you change or “dig in your
heels” and refuse to change? What does that say about pressures for
change? Does it always lead to change?….

7. HRM 587 What Change’s in
Companies? Discussions 1 Week 2
All Students Posts 30 Pages Keller
The textbook talks about many types of “change.” Here is a list of
many of the “types”: first order, second order, anticipatory, reactive,
adaptive, tuning, adaptation, reorientation, recreation, midroad,
tectonic, incremental, transformational, downsizing, technological,
mergers and acquisitions. It is all quite overwhelming, really. Our
goal this week is to gain clarity and understanding of the differences
among the types of changes.
Consider the company you have selected (or one of them you are
still choosing between) and discuss a recent change which has
occurred at that organization. Pick which “type” of change you
would say that change was, and why. Utilize the course textbook as
the start for analyzing the theory of the change. Explain the theory
of the change.
Do you agree with the change which the company has decided to
take? Let’s get started, and we will be addressing more questions
about this throughout the week. Further, feel free to debate/discuss
your classmates’ project/company findings with them as well…
HRM 587 Green Mountain Resort
Case Analysis Discussions 2 Week 2
All Students Posts 25 Pages Keller
The Green Mountain Resort case is a perfect one for us to work
together as a class on the different images for change and how they
are reflected (or could have been reflected) in that case. We will
cover multiple facets of this throughout the week but to start, let’s
talk about the role that Gunter plays in our case study this week. For
our opening posts, pick one or two of the following (or debate with
your classmates):

8. 1. Which image of leader do you see Gunter best fitting into? Why do
you think this?
2. How did Gunter use that image to “lead” the company through
this change?
3. Which image do you think YOU would have selected to lead the
company through the change, and how would this have been better
than how Gunter led the change?
Do you think it sometimes make sense to lead a change effort from
different perspectives, at different stages of the change? Perhaps
leading as a “Navigator” early on, but then shifting to mentor or
“Coach?…
HRM 587 The Diagnostic Model
Discussions 1 Week 3 All Students
Posts 31 Pages Keller
Chapter 5 identifies several diagnostic models. The first five speak of
the overall structure of the organization. Select one of these five and
research it on the Internet. Discuss why you chose this particular
model, with special emphasis on the components included and how
they (and the model) fit with your view of the organization you are
researching for your project. Speak also to what you see as the
model’s strengths and weaknesses….
HRM 587 Force Field Analysis
Discussions 2 Week 3 All Students
Posts 25 Pages Keller
The Force Field Analysis Model is one of the most famous in change
management. It was originally developed by Kurt Lewin and can be
found in Chapter 5 at the end of the chapter (printed page 151).
Review this model and relate it to an issue in your organization or

9. your associations outside of work. Define how understanding the
“forces for” and the “forces against” inter-relate. What insights did
you get from the analysis? Define how understanding the “forces
for” and the “forces against” inter-relate. What insights did you get
from the analysis?…
HRM 587 Emotional
Intelligence/Overcoming Resistance
Discussions 1 Week 4 All Students
Posts 34 Pages Keller
(Note: This case is a work of fiction.) Lefty’s BBQ is a U.S.
national restaurant chain which serves beef, pork, and
chicken barbecue along with Pepsi products, thin-cut French
fries or slaw as sides, and offers biscuits or garlic bread as
well. The restaurant operates as a drive-up only, with
parking lots available at most locations for people to sit and
eat in their cars, as well as picnic tables outside in some
southern locations. The “average” customer is white male
and about 35-45 years old. Many of the workers in the chain
are high school part-time, hourly workers who operate the
registers, clean-up, and cooking. Managers range from the
age of 18+. Lefty’s BBQ senior management has
implemented a change plan to introduce alcoholic beverages
to its menu (beer and wine only). This is going to impact
quite a bit of the operations, and certainly is going to impact
the employee base, as in most states, to serve alcohol will
require employees to be a minimum of 21 years of age. Due
to some licensing issues, Lefty’s is also going to switch from
Pepsi products to Coke products along with introducing the
beer and wine to its new menu. Unfortunately, the press got
a hold of this change in plan before senior management had

10. communicated the change to the rest of the employees
throughout the country. Identify, discuss, and begin to
address the many resistances, emotional intelligence issues,
and unintended consequences which the management will
face and need to overcome and handle throughout this
change.
HRM 587 Barriers to Change
Discussions 2 Week 4 All Students
Posts 34 Pages Keller
(Note: This case is a work of fiction.) Addition/Subtraction Company
(A/SC) is a textbook publisher for math education, including 1st
grade through graduate school levels. The company has been
supplying textbooks to public education schools (grade – university
level) for 55 years. The company has always prided itself on the
loyalty it shows to its employees in that almost all of its authors are
full-time employees, and very little of the work done in the
organization is farmed out to independent contractors. However,
over the last 10 years, the earnings of the company have taken a
huge hit, partly because of the No Child Left Behind Act, which
caused some of A/SC’s textbooks to fall out of print before they
made a profit, and partly because of the increase in costs due to the
company’s health insurance premiums when a large number of their
employee base (and their families) contracted serious illnesses
requiring lengthy and expensive treatments which has impacted the
bottom line of the company. The HR Vice President has reviewed the
business practices of their two main competitors, and realized that
they are making their profits because they rely mainly on
independent contractor authors, paying them only royalties on sales
versus the salary/benefits packages which A/CS employees make.
Further, because the other companies have a wide open subject
matter expert pool by using independent contractors, they are much
more nimble at reacting to changes in need of the market, and they
can offer more math areas in their textbooks, giving them a larger
market share. In fact, the last projection which was done by the

11. marketing team showed that A/CS was going to be out of business
in two years if they don’t change something quickly. The HR Vice
President is going to recommend to her CEO that the author group of
employees (numbering 510) be downsized out of the company and
replaced with independent contractors. Further, because of certain
employment laws, none of those who are downsized will be invited
back as independent contractors. The publishing team will be
expected to work with independent contractors and manage all book
writing projects using less human power as well. That team will be
downsized by 15% over the next year. Choices of “who” will be
downsized will be based on a review of the last two years of
performance evaluations, seniority, and roles.
This week, discuss the barriers that will exist to successful
implementation of this change. Along with discussing how the
change itself will be perceived by the employees, talk about risks to
the company, internal and external factors which will create
barriers, and challenges to overcome them.
HRM 587 Organizational
Development Theory and Practices
Discussions 1 Week 5 All Students
Posts 33 Pages Keller
JetBlue Airways is a company which has embraced the OD theory
and allowed OD’s vision of emotional intelligence, value proposition,
positive reinforcement, and change through improvement and
culture to drive much of its results over the past years. The airline
industry is one in which external influences have had an
unbelievable impact on the bottom line of all of the companies that
fly. Thus, it may defy imagination at first that in an industry of
barely controlled daily chaos, Jet Blue has found a way to make OD
work to control that chaos. Interestingly, in 2010, JetBlue was one
of only three domestic airlines to turn a profit, and their CEO, David
Barger, is the lowest-paid CEO among the 10 largest publicly traded

12. U.S. airlines in 2010. (Potkewitz) Doing research online, use a
Google™, Bing™, or other search-engine-style search, and find case
analyses or articles discussing JetBlue’s OD approach. Start the
week by reviewing this article, “An Extraordinary Stumble At
JetBlue,” found
athttp://www.businessweek.com/magazine/content/07_10/b4024004.htm.
After the crisis, CEO Neeleman was terminated and Barger was put
in his place. The company has grown since Barger’s implementation.
Their focus on organizational development, and company values and
culture, continues to this day, which is why it is not a surprise to see
that JetBlue Airways was one of the main case studies presented at
the 2011 Customer Experience Strategies Summit in Toronto, where
Vicky Stennes, VP of Inflight Experience presented on their inside-
out approach to motivating employees by creating a customer-
service-centric business model.
We’ll begin with these questions:
1. How does a company with an OD approach differ from one without
that approach?
2. Which company would you prefer to work for – one with an OD
approach or one without?
3. Do OD companies offer a higher value proposition to their
customers than non-OD companies? And if so, why don’t all
companies take this approach?…
HRM 587 nStep Practices
Discussions 2 Week 5 All Students
Posts 31 Pages Keller
Class, you will be the “change agents” for this change. Your
professor will be the CEO, issuing dictates, orders, suggestions,
support, ideas, and thoughts. However, you, as class members, will
need to take each new piece of information and determine how it
will fit into your plans for change, as change agents. Keep an eye on
the new information as well as how your colleagues are addressing

13. it. Innovation, creativity, and level headedness is key to making this
week’s solution succeed. Good luck!
Here’s the change: BubbleBath Inc. is a privately owned company
with approximately 2,000 employees whose make up is primarily
line workers. Management makes up about 20% of the company,
with the remaining 1,600 people working to produce the line of
bathtubs, hot tubs/spas, and designer fixtures for which the
company has become famous. The company started 10 years ago
working out of the initial founder’s garage, and quickly increased in
size when Jacuzzis became a standard fixture in many middle-class
remodels and new constructions. Due to excellent marketing
strategies, BubbleBath Inc. has not experienced a downturn in sales
despite the recent economic downturn in construction. Instead, they
have parlayed the middle-class flight from tourism to encourage the
“staycation” and the upgrade of the home as the new spa of the 21st
Century. Profits last year were up 15% and everyone is feeling
cautiously optimistic. Nevertheless, the CEO is concerned with
market analysis reports that despite the staycation mentality,
growth over the next two years is predicted to be stagnant to
declining. Last week, as per the original exit strategy of the founding
investors, the company will be restructured into a limited
partnership of three people from an incorporation model of 15
shareholders. 12 of the shareholders will be paid a return of 8% on
their investment, and the remaining 3 shareholders will form a
limited partnership. As a result, the CEO has received word from the
new partners that they want to change the operations model as
follows, effective in three months:
Discontinue the line of designer fixtures and focus solely on hot tubs
and bathtubs. (This will mean eliminating two lines of 30 employees
each.)
B. Move the entire operation from the city of Atlanta, GA to a town
25 miles south of Atlanta called McDonough, where all 3 of the
partners reside. No relocation packages will be offered, but those
employees who choose to “retire” at the time of the move will
receive a 4 weeks’ severance package. A new building which was
originally intended to be a “HottubsRUs” factory is sitting vacant and

14. the partners bought it for a steal. They already have a buyer for the
old factory in Atlanta.
C. For the first time, include a sales office right in the new
production building where a showcase with sales staff will be
located. Along with supplying retail stores, the company will now
also sell directly, both in the office and online. Initially, 5 sales
people and one sales manager will be hired.
Your CEO has asked you, the managers, to come up with a change
plan using Kotter’s 8-step model. What are the first things that you
will do in order to create a plan for change which will maximize
efficiencies, utilize current processes, and ensure that profits
continue? Who wants to start?…
HRM 587 Tyco Case Study
Discussions 1 Week 6 All Students
Posts 24 Pages Keller
Review the Case Study on the Tyco company which appears in your
textbook at the end of Chapter 11, pp. 345-346. After reading the
case, let’s start the discussions with these questions.
1. How did the turnaround team use Gerard and Teurf’s
transformation skills (discussed earlier in Chapter 11) to overcome
the frustrations of employees?
2. What were some of the examples given in the case which led you
to think those transformational skills were used?
3. Of the three types of cultural transformation (behavioral,
experiential, and attitudinal), which of these types occurred in the
Tyco case, and why do you think so?…

15. HRM 587 Types of Communication
Methods Discussions 2 Week 6 All
Students Posts 24 Pages Keller
Throughout the term, you have been researching two companies and
the change plans each underwent. This week, you will be working on
the communication plan which you feel one of the companies most
likely used (or you will create one you would have recommended it
use). This plan will include types/methods of communication, a
timeline for that communication, etc. (See the project for more
details.) This week, we want to work together and look at types of
communication. Also, you will be given an opportunity to share a
draft of the “sample” communication you are going to provide for
your project, and receive feedback from your classmates.
First, let’s talk about the different types of communication methods
and when each may be used and why. Take a look at the examples of
types of communication methods listed (in this week’s lecture). Pick
ONE of the types, and describe that type of communication, explain
who would use it, provide a potential audience for that particular
type of communication and the pros/cons of using that particular
type of communication. Or respond to a colleague who has already
posted.
For example, a conversation is a type of communication. Two
managers may use it, they might discuss with each other their roles
in a change, their concerns about the change, and how they plan to
discuss the change with their teams. A pro of this style of
communication is that it is cheap, immediate, has an instant
feedback mechanism, and is relatively easy and low-key; a con is
that it can be overheard and repeated by others who aren’t to hear it
yet, it is difficult to memorialize or “prove”, and/or it can be twisted
later by others….

16. HRM 587 Chapter 12 NASA Case
Study Discussions 1 Week 7 All
Students Posts 31 Pages Keller
Read the end-of-chapter case in Chapter 12 of your text and do
Internet research on NASA during both disasters, with particular
emphasis on the disasters’ effects on the culture. Why do you feel it
is so difficult to “sustain” cultural change in a large organization
AFTER the immediate effects of a major event like Challenger or
Columbia? What role should leadership play in working to
“institutionalize” such cultural changes? Why do you feel it is so
difficult to “sustain” cultural change in a large organization AFTER
the immediate effects of a major event like Challenger or
Columbia?…
HRM 587 Cracking the Code of
Change: HBR Article Discussions 2
Week 7 All Students Posts 27 Pages
Keller
Locate and read the HBR article, “Cracking the Code of Change,” in
the Online Library. It can be found through a general search in
EBSCOhost, in the Harvard Business Review collection, May-June
2000 issue.
The article identifies two primary types of change that are most
prevalent in today’s organizational world. Which type (E Change or O
Change) do you think is most prevalent and what factors in our
society influence that predominance? How can a leader best work
toward a synthesis of both types to maximize the effectiveness of
each for a successful change initiative? What are the benefits of
each approach? What are the risks and costs associated with each?…

17. HRM 587 Final Exam NEW Managing
Organizational Change Keller
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

18. 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)
I selected TCO E because it helped me to understand why
organizations change, and how models can be used to design change
management to help ensure their success.
In analyzing Target Corporation’s case, their decision to expand to
Canada was driven by their own…
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

19. 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)
In applying Rand’s Six Step Model to Wal-Mart’s pursuit of e-
Commerce, the following are some points in its change
implementation where it may have missed to keep this…
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)

20. Wal-Mart’s remarkable growth throughout the years, both
domestically and globally is an excellent example of sustainable
change management. The company was able to replicate its big box
stores effectively and efficiently as it moved and…
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)

21. In leading this project (i.e., serving as “director” image) to change
the performance system and appraisal method across the company
using OD approach, the major disadvantage would be the…
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:
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.
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)
For this question, I choose Wal-Mart under its founder/CEO Sam
Walton’s. Under his leadership, the company went through…
Question 1.1. (TCO A) When JetBlue left their customers sitting on
the tarmac for hours on Valentine’s Day, and their CEO was
ultimately terminated as a result, the company was responding to
(pick the best group) (Points : 7)
External, reputation, and credibility pressures.
hyper competition, market decline, and internal pressures.

22. Mandated, fashion, and force field pressures.
Growth, identity, and new broom pressures.
All of the above
Question 2.2. (TCO A) At times, organizations do not change in the
face of external pressures. This has been explained as follows:
(Points : 7)
This is a paradox which occurs often when change is discontinuous.
This occurred when newspapers learned about the Titanic sinking.
This is a dichotomy of multiple organizational flexibilities and
transformational organizations.
An example occurred when IBM continued building mainframes for
20 years beyond their maximized potential.
Both B and C
Both A and D
(TCO A) Which of the following best shows forces for change vs.
forces for stability? (Points : 7)
Change forces are: adapting, sustaining, and predicting; whereas
stability forces are: bureaucracy, trust, and control.
Change forces include: lay-offs, IPOs, and inventing new products;
whereas stability forces are: hiring, stock buy-backs, and regular
yearly dividends.
Change forces include: lay-offs, stock buy-backs, and bi-annual new
models of iPhones; whereas stability forces are hiring freezes,
bureaucracy, and regular yearly dividends.
Change forces include: Harry Potter Park at Universal Studios, Walt
Disney Cruise Lines, and McDonald’s lattes; and stability forces are

23. Cruise ship sinking at Giglio Island, bridging and buffering
strategies, and JetBlue’s public apology after the Valentine’s Day
fiasco.
Both A and C
Question 3.3. (TCO B) Which of the following best defines the “7-S”
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.
3. (TCO B) Which of the following best defines the “congruence” 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.

24. Systems thinking.
Transformational lenses.
The Black Box model.
4. (TCO B) During the diagnosis for change period, it is important to analyze the stakeholders
for their readiness to change. Using the power-interest matrix, you review the level of
interest and amount of power of stakeholders and determine the following: (Points : 7)
Your key players are those with the highest level of interest, but a lower level of power
Your key players are those with the lowest level of interest, but the highest level of power
Your most unimportant players are those with low levels of power but high interest
Your stakeholders who need to be “kept informed only” are those with high levels of interest
but lower levels of power
Your stakeholders who need to be “kept informed only” are those with low levels of interest
but higher levels of power
Question 5.5. (TCO C) The Burke-Litwin model differentiates between what two factors,
better than other models? (Points : 7)
Transformational change and environmental change
Transactional change and transformational change
Environmental change and structure
Motivation and leadership
Performance and motivation
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

25. 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) “This organization is running like clockwork!” This statement by a
company leader is likely to result in “no change” because (Points : 7)
The leader is blinded by the light.
The leader believes his vision and mission of the company will align when the change is
over.
The leader has diagnosed by image that the company needs no change.
The PESTEL framework has been unchallenged for too long.
Brainstorming for change was uneventful.
Question 7.7. (TCO D) When leaders enact a vision through exemplification of required
behaviors, thereby promoting themselves and their vision, they are (Points : 7)
Scripting.
Performing.
Staging.
Norming.
Framing.
7. (TCO D) The art of a leader managing the meaning of a vision for followers and aligning
it with his or her values is called (Points : 7)

26. Scripting
Performing
Staging
Norming
Framing.
Question 8.8. (TCO F) The ability to either exhibit or compartmentalize feelings and
emotions in social and business settings is often described as a person’s (Points : 7)
Mental acuity.
Psychosis.
Emotional intelligence.
Level of change agent status.
Competence.
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

27. 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.
9. (TCO G) One day, while on the company elevator, the head of HR is talking to the CEO
and doesn’t realize his speaker phone is on when the CEO asks, “Do you think that we can
afford to keep the downtown branch of the company open? Or is it time to think about
across-the-board layoffs?” The HR head frowns, turns off the speaker and replies, “I’ll call
you later” and hangs up. Four employees from the downtown branch are on the elevator
and hear this comment. The HR head tells the four employees (whose names he does not
know), “Say nothing about this. You heard nothing.” They immediately rush to their
cubicles and begin spreading the word. The gossip has hit the entire department and local
news agencies by the 6:00 news that night. The CEO is featured saying, “This is nothing
but a rumor at this point. We have no current plan to lay off anyone.” This is an example
of what type of communication plan on the part of the CEO? (Points : 7)
Spray and pray
Tell and sell
Underscore and explore
Identify and reply

28. Withhold and uphold
Question 10.10. (TCO G) The change agent image of “interpreter” will most likely use
which of the following key communication skills? (Points : 7)
Therapeutic listening skills
Appreciative listening skills
Appeal through deals
Storytelling, connecting the dots
Emotional breakdowns
10. (TCO G) Toxic handlers, as related to change management communication, do the
following: (Points : 7)
handle all calls with the Environmental Protection Agency
talk in stages using assertions, requests, and declarations
listen empathetically, and help cool angry people down, act like sponges, and often burn
out quickly.
All of the above
None of the above
Question 11.11. (TCO H) A sign that a change is “sustained” could be seen as (Points : 7)
A significant and abrupt drop in the stock price of the company.
Receiving an offer from a competitor to buy the company.
Sending out WARN act notices.
Finding that the change has become baked into the culture.

29. a reward system which is outdated.
Question 12.12. (TCOs G,H) Review this story and pick the best answer based on your
understanding of change management practices:
Company X,Y,Z establishes a vision for change where “cutting costs is critical to our
survival” and establishes a reward system to the department which cuts costs the most
in one quarter, and states it will be a “department-based reward” system for the next
four quarters. By the “most” the management establishes, the cuts will be valued by a
somewhat complicated algorithm % and $$ of cut in the total expense budget. The sales
team goes for the gold and cuts their travel budget by 50%, which is by far the biggest
department cut in both $ and %. They win the 1st quarter reward. In quarter 2, the IT
team cuts expenses the most by ending the purchase of all new software or PCs. In
quarter 3, the production line cuts their expenses the most by laying off 60% of the
workers (sales have dropped significantly and technology problems have slowed
production, so this was needed anyway.) (Points : 8)
The company did a good job establishing urgency and aligning metrics with the vision for
change, and this change appears to be successful.
The company aligned metrics with the vision for change, and created its own nStep
method of change.
The company culture is dysfunctional and could have learned from CEO Bethune and the
Continental Airline’s own culture of “cost is everything.”
The company will probably win the J.D. Power and Associates award for customer
satisfaction this year.
The reward system is a “spray and pray” system.