This document provides information and practice questions for an MGT 362T course on change management and implementation. It includes multiple choice questions covering topics like Lewin's change model, types of organizational change, resistance to change, and the organization development approach. The questions are from weekly quizzes and assignments in the course.

1. MGT/362T
CHANGE MANAGEMENT AND
IMPLEMENTATION
The Latest Version A+ Study Guide
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MGT 362T Entire Course Link
http://www.uopstudy.com/MGT-362
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MGT 362T Week1 Practice:Wk 1 - Quiz
Of the six images of managing change, the _____ and _____ images have their foundations in the
field of organization theory.
Multiple Choice
•
director; coach
•
navigator; interpreter
•
caretaker; nurturer
•
interpreter; caretaker
The _____ image of managing change assumes that change managers receive rather than initiate
change.
Multiple Choice
•
director
•

2. caretaker
•
navigator
•
interpreter
Underpinned by the _____ image, the organizational development (OD) approach is one where its
adherents present their developmental prescriptions for achieving change as being based, at least
traditionally, upon a core set of values, values that emphasize that change should benefit not just
organizations but the people who staff them.
Multiple Choice
•
director
•
navigator
•
caretaker
•
coach
Underpinned by the _____ image, the sense-making approach maintains that change emerges over
time and consists of a series of interpretive activities that help to create in people new meanings
about their organizations and about the ways in which they can operate differently in the future.
Multiple Choice
•
director
•
navigator
•
nurturer
•
interpreter
The primary background of Likert's organization development (OD) model is:
Multiple Choice
•
Productivity and quality of work-life
•
National Training Laboratories (NTL) and T-groups
•
Strategic change

3. •
Participative management
Which of the following is NOT a core set of values contained in the organization development
(OD) field?
Multiple Choice
•
Humanistic values
•
Democratic values
•
Economic values
•
Developmental values
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In the context of the core set of values of the organization development (OD) field, _____ values
relate to openness, honesty, and integrity.
Multiple Choice
•
humanistic
•
democratic
•
economic
•
developmental
In the context of the core set of values of the organization development (OD) field, _____ values
relate to social justice, freedom of choice, and involvement.
Multiple Choice
•
humanistic
•
democratic
•
economic
•

4. developmental
The introduction of and transition to new techniques and behaviors occur during the _________
phase of action research.
Multiple Choice
•
problem identification
•
joint problem diagnosis
•
joint action planning
•
change actions
According to Cummings and Worley, which of the following is NOT a skill needed by an
organization development (OD) practitioner?
Multiple Choice
•
Intrapersonal skills
•
Interpersonal skills
•
Technical skills
•
General consultation skills
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MGT 362T Week1 Apply: Wk 1 - Change Management:AFresh
New Idea
MGT 362T Week2 Practice:Wk 2 - Manager's Hot Seat:Change

5. Required information
Manager's Hot Seat: Change: More Pain than Gain
As some organizations are uncomfortable with change, so are their employees. Employees are
often threatened by change and offer resistance to it. Resistance to change is an
emotional/behavioral response to real or imagined threats to an established work routine. The
degree to which employees feel threatened depends on whether the change is adaptive, innovative,
or radically innovative. Lewin's Change Model helps to understand the stages of change so that
they can be best managed.
Employees experience varying levels of change depending on whether the change is adaptive,
innovative, or radically innovative. Adaptive change is the least threatening as the reintroduction
of a familiar practice. Innovative change is somewhat threatening and involves moderate
complexity, cost, and uncertainty. Radically innovative change is considered extremely threatening
and is the most complex, costly, and uncertain. Employees may be resistant to change for a
number of reasons including surprise and fear of the unknown, fear of failure, climate of mistrust,
and peer pressure. Kurt Lewin proposed a Change Model to explain how to initiate and manage
and stabilize planned change and includes the stages of "unfreezing," "changing," and
"refreezing." Each of these factors will be examined through this activity.
Click the ► button to watch the video. Then, answer the questions that follow.
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1. As Rita becomes increasingly frustrated, Carlos tries to offer ______ by telling her how
valuable her job is and how valuable she is.
2. As represented in this video case, the merger that occurred between these two companies
represents a(n) _____ force affecting the need for change.
3. Juan and Rita are having trouble with new employees Peters and Jackson, indicating which of
the four targeted areas of change is most needed?
4. Carlos wants Juan and Rita to handle the personality issues themselves. As the company did not
make any thought-out change in anticipation of expected problems, it most likely is being affected
by _______ change.
5.__________, a set of techniques for implementing planned change to make people and
organizations more effective, would have been useful for this organization.
6. Organizational development would be most usefulto this organization in terms of ________.

6. MGT 362T Week2 Apply: Wk. 2 - Vision StatementCase Study
1. Based on the vision statements expressed, what is the significance relating to organizational
structure?
2. In terms of developing an organizational structure accommodating change, which of the
following statements is false
3. Organizational redesign and restructuring accommodating change includes, but is not limited to,
the following considerations.
4. When change in organizational structure is being assessed, the change leader must consider
employees as its most important asset. What are some of the step(s) that should be taken when
reviewing the human factor of the change equation?
5. To what extent do stakeholders influence a plan and subsequent implementation of organization
restructuring that accommodates change?
6. As the need for organizational change and restructuring is considered by the change manager
7. Initial positioning for potential success of organizational change requires
8.The implementation of a successful organizational restructuring includes, but is not limited to,
the following actions.
9. Organizational structuring accommodating change may be due to the organization’s filing of
legal action for reorganization in order to remain viable, which presents significant challenges for
an assigned change leader. To what extent do the following considerations need to be included in
any plan for organizational structuring?
10 From a holistic perspective, organizational structuring accommodating change consists of a
number of elements that the change manager must assess using evidence-based tools such as
environmental scanning that reveals components of the organization’s strengths, weaknesses,
opportunities, and threats. Compartmentalization of each may indicate a partial restructuring
and/or changes in processes. What would be considered driving factors for in the determination of
wholesale restructuring versus partial restructuring?
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7. MGT 362T Week3 Practice:Wk 3 - Quiz
Beltip Corp. was forced to shut its operations in a country due to the outbreak of a
civil war in that country. The change in operations experienced by Beltip is most
accurately termed as a(n) _____.
HomeCare Corp. is a manufacturer of household utilities. A recent fire at one of its
production units caused HomeCare to reduce its production. This change in
production is known as a(n) _____.
_____ are those that are implemented in anticipation of, or in response to, known
trends and developments.
_____ are those that just happen, or have to happen, in response to unforeseen events,
such as the sudden opening of new market opportunities, or accidents and failures.
Incremental change differs from transformational change in that incremental change is:
Which of the following reasons is NOTcited in the text as a cause of resistance that a
change manager will have to diagnose before taking action?
People find it easier to support changes when:
Which of the following factors is most likely to make the people in an organization
lose conviction that a change is necessary?
Which of the following is the most likely negative consequence of excessive change
in an organization?
Which of the following statements is true of resistance to change?

8. MGT 362T Week3 Apply: Wk 3 - Manager's HotSeat:
Change-Innovationin Aisle 9
At the beginning of the video, Priya ends her presentation by asking her colleagues to
imagine “a world where you never have to wait in line for your groceries again!”
What stage of Lewin’s Change Model is Priya exhibiting?
Harry grants permission for Priya to start automated sales at one of Bergman’s
locations. What stage of Lewin’s Change Model is Harry exhibiting?
Aiden tells Harry that, “The heart of Bergman’s would still be intact. All Priya is
proposing here really is taking the idea of self-checkout a couple steps further…”
Based on this statement, Aiden most likely believes automation represents ______
change.
The need for change to automated sales at Bergman’s most likely arises from a(n)
______ force.
Aiden and Priya believe automation is necessary so Bergman’s can be ______, not
______.
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MGT 362T Week4 Practice:Wk 4 – Quiz
According to Warner Burke, which of the following is a way in which organizational models can
be useful?
Multiple Choice
•
By reducing the manageability of a complex situation
•
By helping to prioritize the issues that need most attention
•
By providing specific languages for different stakeholder groups to discuss organizational
properties

9. •
By minimizing the interconnectedness of various organizational properties
According to Warner Burke, which of the following is NOT a way in which organizational models
can be useful?
Multiple Choice
•
By identifying key organizational interdependencies
•
By offering guidance about the appropriate sequence of actions in a change process
•
By providing a common language with which different stakeholder groups can discuss
organizational properties
•
By predicting the magnitude of change
Which of the following is NOT one of the questions asked when performing gap analysis?
Multiple Choice
•
Where are we now?
•
How did we get here?
•
Where do we want to get to?
•
What do we need to do in order to get there?
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According to Rosabeth Moss Kanter, segmentalist organizations are characterized by _____.
Multiple Choice
•
the compartmentalization of problem-solving
•
the ability to overthrow history and precedent
•
a cooperative environment
•
a flat organizational structure

10. Unlike traditional organization designs, built-to-change organization designs _____.
Multiple Choice
•
include employment contracts based on expectations set out in the job description
•
hire people with the capabilities for the job for which they have applied
•
pay for the job and what it involves
•
include ongoing training in skills to support change
_____ change theorists and practitioners take an "it depends" approach in which the style of
change, especially the style of leadership, is dependent on the scale of the proposed change and
the readiness of the staff to receive it.
Multiple Choice
•
Compulsion
•
Contingency
•
Processual
•
None of these
The contingency change management approach is underpinned by the _____ image of managing
change.
Multiple Choice
•
director
•
follower
•
interpreter
•
caretaker
Process theories see change unfolding over time in a messy and iterative way and thus rely more
heavily on the image of a change manager as a(n)_____.
Multiple Choice

11. •
director
•
navigator
•
interpreter
•
caretaker
Which of the following is one of "the seven Cs of change" developed by the UK Chartered
Institute of Personnel and Development?
Multiple Choice
•
Capturing learning
•
Criticizing stakeholders
•
Canceling communication
•
Capitalizing on losses
Which of the following companies developed the awareness, desire, knowledge, ability, and
reinforcement (ADKAR) model of change?
Multiple Choice
•
Prosci
•
Apple
•
McKinsey
•
Gartner
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MGT 362T Week4 Apply: Wk 4 - Powerand Influence-Riding the
PolicyWave

12. Required information
Manager’s Hot Seat: Power & Influence—Riding the Policy Wave
To really understand leadership, we need to understand the concept of power and authority.
Authority is the right to perform or command; it comes with the job. In contrast, power is the
extent to which a person is able to influence others so they respond to orders. Managers need to be
able to influence those around them in order to gain their commitment. Influence tactics may be
hard or soft, and the tactic chosen may be contingent on the particular situation at hand.
It’s November and the holiday rush is upon a mid-size retail surf store. The store manager is
having a meeting with some of his staff. They are quite disgruntled about two new policies that
have been put in place. First, employees who are clocking out of their shift need to wait for a
manager to check them before leaving the premises. Second, employees cannot take any leave
during the holiday rush between Thanksgiving and Christmas Eve. Employees are not happy about
these policies. How is the leadership team handling the situation? How would you?
Click the ► button to watch the video. Then, answer the questions that follow.
Play Video
Mark responds to Brianna’s concerns about the new employee end-of-shift policy with “…This is
a policy straight from corporate. We have to follow it.” What type of influence tactic is Mark
utilizing?
Multiple Choice
•
coalition tactics
•
exchange
•
rational persuasion
•
legitimating tactic
•
consultation
Required information
Manager’s Hot Seat: Power & Influence—Riding the Policy Wave
To really understand leadership, we need to understand the concept of power and authority.
Authority is the right to perform or command; it comes with the job. In contrast, power is the
extent to which a person is able to influence others so they respond to orders. Managers need to be
able to influence those around them in order to gain their commitment. Influence tactics may be
hard or soft, and the tactic chosen may be contingent on the particular situation at hand.

13. It’s November and the holiday rush is upon a mid-size retail surf store. The store manager is
having a meeting with some of his staff. They are quite disgruntled about two new policies that
have been put in place. First, employees who are clocking out of their shift need to wait for a
manager to check them before leaving the premises. Second, employees cannot take any leave
during the holiday rush between Thanksgiving and Christmas Eve. Employees are not happy about
these policies. How is the leadership team handling the situation? How would you?
Click the ► button to watch the video. Then, answer the questions that follow.
Play Video
In response to the new employee end-of-shift policy Brianna proposes that Ollie pay its employees
on their breaks instead of making them clock out. Brianna is most likely utilizing the ______
influence tactic.
Multiple Choice
•
exchange
•
pressure
•
personal appeals
•
ingratiation
•
inspirational appeals
Required information
Manager’s Hot Seat: Power & Influence—Riding the Policy Wave
To really understand leadership, we need to understand the concept of power and authority.
Authority is the right to perform or command; it comes with the job. In contrast, power is the
extent to which a person is able to influence others so they respond to orders. Managers need to be
able to influence those around them in order to gain their commitment. Influence tactics may be
hard or soft, and the tactic chosen may be contingent on the particular situation at hand.
It’s November and the holiday rush is upon a mid-size retail surf store. The store manager is
having a meeting with some of his staff. They are quite disgruntled about two new policies that
have been put in place. First, employees who are clocking out of their shift need to wait for a
manager to check them before leaving the premises. Second, employees cannot take any leave
during the holiday rush between Thanksgiving and Christmas Eve. Employees are not happy about
these policies. How is the leadership team handling the situation? How would you?
Click the ► button to watch the video. Then, answer the questions that follow.

14. Play Video
Which of the following sources of power does Mark have in enforcing Ollie’s holiday scheduling
policy?
Multiple Choice
•
expert
•
referent
•
legitimate
•
exchange
•
consultation
Required information
Manager’s Hot Seat: Power & Influence—Riding the Policy Wave
To really understand leadership, we need to understand the concept of power and authority.
Authority is the right to perform or command; it comes with the job. In contrast, power is the
extent to which a person is able to influence others so they respond to orders. Managers need to be
able to influence those around them in order to gain their commitment. Influence tactics may be
hard or soft, and the tactic chosen may be contingent on the particular situation at hand.
It’s November and the holiday rush is upon a mid-size retail surf store. The store manager is
having a meeting with some of his staff. They are quite disgruntled about two new policies that
have been put in place. First, employees who are clocking out of their shift need to wait for a
manager to check them before leaving the premises. Second, employees cannot take any leave
during the holiday rush between Thanksgiving and Christmas Eve. Employees are not happy about
these policies. How is the leadership team handling the situation? How would you?
Click the ► button to watch the video. Then, answer the questions that follow.
Play Video
Based on the video, Mark seems to be a ______ leader while Sherry is more of a ______ leader.
Multiple Choice
•
transformational; transactional
•
passive; active
•
active; passive
•

15. situational; transactional
•
transactional; transformational
Required information
Manager’s Hot Seat: Power & Influence—Riding the Policy Wave
To really understand leadership, we need to understand the concept of power and authority.
Authority is the right to perform or command; it comes with the job. In contrast, power is the
extent to which a person is able to influence others so they respond to orders. Managers need to be
able to influence those around them in order to gain their commitment. Influence tactics may be
hard or soft, and the tactic chosen may be contingent on the particular situation at hand.
It’s November and the holiday rush is upon a mid-size retail surf store. The store manager is
having a meeting with some of his staff. They are quite disgruntled about two new policies that
have been put in place. First, employees who are clocking out of their shift need to wait for a
manager to check them before leaving the premises. Second, employees cannot take any leave
during the holiday rush between Thanksgiving and Christmas Eve. Employees are not happy about
these policies. How is the leadership team handling the situation? How would you?
Click the ► button to watch the video. Then, answer the questions that follow.
Play Video
Mark’s apparent favoritism towardAmir is representative of
Multiple Choice
•
leader-member exchange.
•
servant leadership.
•
charismatic leadership.
•
laissez-faire leadership.
•
transformational leadership.
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MGT 362T Week5 Practice:Wk 5 - Quiz

16. The _____ image of managing change argues that the purpose of communication is to ensure that
people understand what is going to happen and what is required of them.
Multiple Choice
•
director
•
navigator
•
caretaker
•
coach
The _____ image of managing change argues that the purpose of communication is to let people
know the "why" of changes, their inevitability, and how best to cope and survive them.
Multiple Choice
•
director
•
navigator
•
caretaker
•
interpreter
The _____ image of change views the purpose of communication as a way to ensure that people
share similar values and are aware of what actions are appropriate to those values.
Multiple Choice
•
director
•
navigator
•
caretaker
•
coach
_____ occurs when more new information is provided more quickly than recipients can process.
Multiple Choice
•
Message overload
•

17. Message distortion
•
Message ambiguity
•
Message perception
_____ occurs when meanings are misinterpreted due to intentional or unintentional problems
during the sending or receiving of the message.
Multiple Choice
•
Message overload
•
Message distortion
•
Message ambiguity
•
Message perception
According to the _____ image of managing change, with respect to sustaining change, it is the
responsibility of the change manager to design the change process and direct others to comply to
ensure that planned objectives are achieved.
Multiple Choice
•
director
•
navigator
•
caretaker
•
coach
According to the _____ image of managing change, with respect to sustaining change, the change
manager designs the change process to fit the context, recognizing that modifications will be
required and that the outcome may not be as intended.
Multiple Choice
•
director
•
navigator
•
caretaker

18. •
coach
According to the _____ image of managing change, with respect to sustaining change, change
outcomes will be determined primarily by contextual factors and not by management intervention.
Multiple Choice
•
caretaker
•
coach
•
interpreter
•
nurturer
According to the _____ image of managing change, with respect to sustaining change, the change
manager's main role is to help others to develop the capabilities necessary to achieve the intended
outcomes of the change.
Multiple Choice
•
caretaker
•
coach
•
interpreter
•
nurturer
According to the _____ image of managing change, with respect to sustaining change, the change
manager develops understanding of the meaning and significance of the changes and what will
count as successful outcomes.
Multiple Choice
•
caretaker
•
coach
•
interpreter
•
nurturer

19. MGT 362T Week5 Apply: Wk 5 - Evidence-BasedAnalytics and
DecisionMaking CaseStudy
The old adage “nothing is constant but change” implies that organizations are always in a state of
flux and business leaders cannot necessarily keep pace with the rate of change. Thus, which of the
following statements do you consider the most accurate.
Multiple Choice
•
This observation indicates that business leaders’ ability to make effective decisions is limited by
an uncertain future.
•
The use of evidence-based analytical tools is necessary to assess current situations and improve
the quality of strategic decision making.
•
Considering the accelerated rate of change in today’s business climate, a permanent title of change
manager should be adopted in organizations to scan the environment.
•
None of the above.
Refer to Highlight “Change Metrics”. Which of the following statements best describes why the
business leaders altered their approach to the organizational crisis.
Multiple Choice
•
Upon assessment of the competitive environment using evidence-based analytics, Continental’s
leaders recognized that the organization’s emphasis was misplaced, and changed its strategic
objectives.
•
The bankruptcy court appointed independent overseers to force change.
•
Continental leadership was attempting to raise stock prices in anticipation of a buyout.
•
Union leadership was ready to call for a national walkout during the Chapter 11 hearings.
Upon review of the effectiveness of a strategic business decision using evidence-based analytics,
business leaders may reverse course. Refer to Highlight, “Unanticipated Consequences at FedEx”.
What factor(s) led to reversal of the new scheduling system?
Multiple Choice
•
Restrictions on international air space were not accounted for in the decision making.
•
The cost of upgrading the technology infrastructure was cost prohibitive.

20. •
The new system contained assumptions that did not consider critical factors such as changes in
time zones, travel time across hemispheres, and pilot flying hours.
•
There was an inadequate number of aircraft to accommodate the new schedule.
Sustainability of change is associated with:
Check All ThatApply
• New working practicesNew working practices
• Reductions in time to marketReductions in time to market
• Adapting to circumstances to gain increasing benefits for organizational initiatives
Redesigning roles, staff selection, and redesign of reward systems is linked to
Multiple Choice
•
Changing societal requisites and regulatory policies
•
Attracting employees
•
“human sustainability” policies to address human and social sustainability
•
None of the above
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Walking the Talk” is a(n)
Multiple Choice
•
Euphemism
•
Theoretical term for employee / manager communication
•
Phrase that refers to a leader who encourages volunteer acts of initiatives, celebrates “smaller
wins” and “corrections” in progress
•
Outdated term for leadership in today’s cyber world
When using evidence-based analytics in decision making, measurement is an essential tool in

21. gauging progress. However, the leader needs to assess data based on the following
consideration(s).
Check All ThatApply
• To what extent is the measurement an accurate representation of the success of the change
initiative?To what extent is the measurement an accurate representation of the success of the
change initiative?
• What is the relationship between the time of the measurement being reported and the
timeframe over which the benefits of the change is expected to be delivered?What is the
relationship between the time of the measurement being reported and the timeframe over which
the benefits of the change is expected to be delivered?
• What are the components of the measurement being monitored e.g. internal and/or external
environmental factors and to what extent are they relevant to the organizational change?
Analytical tools and decision-making framework models are essential in the business leader
toolbox to move an organization forward in refreshing the vision and associated strategies to
achieve that vision. In order to sustain the change initiative, what are some actions necessary to
prevent initiative decay?
Check All ThatApply
• Ensure changes are sustainable, and are handed over to the operational environment of the
organization.Ensure changes are sustainable, and are handed over to the operational environment
of the organization.
• Develop capacity and capability for continuous improvement.Develop capacity and
capability for continuous improvement.
• None of the above.
In times of change, strong leadership is essential and cannot be overstated. While the use of
metrics may reinforce presentation of a persuasive argument for change to stakeholders, leaders
need to project certain qualities and values, which include, but not limited to the following.
Check All ThatApply
• Leaders should be “role models” of the desired changes, focusing on organizational culture
and developing a climate for continuous improvement.Leaders should be “role models” of the
desired changes, focusing on organizational culture and developing a climate for continuous
improvement.
• Leaders must possess the qualities of integrity and credibility in order to communicate
change and enlist the support for change among employees effectively.Leaders must possess the
qualities of integrity and credibility in order to communicate change and enlist the support for
change among employees effectively.
• Leaders should empower change teams to take risks, communicate decision making
authority clearly, and remove barriers to their progress accordingly.
As noted earlier, today’s business leaders are equipped with a “toolbox” to improve strategic

22. decision-making involving change. However, not all initiatives should be sustained, which was
referenced in the FedEx case. In distinguishing between “blameworthy” and “praiseworthy”
change initiatives, what guidelines are relevant in determining the difference?
Check All ThatApply
• "Blameworthy” failures include deliberate or inadvertent deviations from the prescribed
practice."Blameworthy” failures include deliberate or inadvertent deviations from the prescribed
practice.
• Experimental approaches designed to improve performance are considered “praiseworthy”,
because managers can learn from the failure.Experimental approaches designed to improve
performance are considered “praiseworthy”, because managers can learn from the failure.
• There are no failures that are considered acceptable, and differences don’t matter.