HRM 587 Final Exam

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HRM 587 Final Exam 
For the next set of questions, you will first select ONE of the TCOs of the course

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HRM 587 Final Exam

HRM 587 Final Exam

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(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:

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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.

Top of Form

TCO A – Given that progressive and successful companies require their employees to embrace change, examine how changing work conditions impact the employees.
The change in Microsoft, particularly when Satya Nadella became the company’s CEO, was successful largely because…

HRM 587 Final Exam

(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.

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Recall that external and internal pressures often impact implementation of change in companies. For this question, please write an essay answering these questions:
A. Define specific (at least 2 each) external and internal pressures that will (or did) affect the implementation of the changes in your two companies.  (10 points)

For Microsoft, one of the internal pressures came from the Board of Directors who expected to see quick changes and developments in the company, which…

  1. Name two strategies of handling these pressures that you would (have) suggested to the company leaders as being the most effective in managing those pressures during the implementation phase. (10 points)
  2. Defend your positions with details about why you feel your strategies would assist with handling these pressures.  (15 points)

One strategy to handle the pressure to come out with new innovations from the Microsoft Board of Directors is to empower the employees to come out with their own innovations, as…

(TCO 3) 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 discuss some of the “unanticipated outcomes” which occurred during the change process in ONE of the two companies you studied this term. First state the company and the change process. Then, state at least two unanticipated outcomes from the change process, and whether they were negative or positive. If negative, what could have been done to avoid these outcomes? If positive, what could have been done (or what was done) to accentuate these (and why were they unintended?) Do you feel the unintended consequences were greater or less than the intended ones? Why do you think so? Explain in depth.

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The change in Yahoo! involved the appointment of Marissa Mayer as the company’s new CEO. Given her great talent and experience in Google, she was expected to…

HRM 587 Final Exam

(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 are a department head and you just learned that your small, start-up, privately-owned company has been bought out by another publicly held company.  You are told that everyone in the small private company will need to go back through interviewing with the new company, and that everyone will need to compete for and rejustify their employment in their current position. You have been told that YOUR job will remain intact if you are able to smoothly guide your flock through the change, help your people in creating resumes and preparing for interviews, and also in creating job descriptions for each of the positions in your department,  justifying while doing so the existence of those positions. You will need to bring on board immediately all of your direct reports to assist you in this project. You are not to let anyone under that level know about this situation for at least a month, at which time you will be setting things in place for the new structure. You will be judged on the smoothness of the implementation of these new processes, meeting timelines and deadlines, ensuring confidentiality until the time stated, and also on the number of employees (%) who remain as viable candidates for their old jobs.
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 use for this change scenario and why? Of the two methods (nStep and OD), which would you recommend we use for this particular change program? Why?

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The pros of using the OD theory for this change are that it banks on the change leader’s relationship with the….

(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:

Company: Microsoft

Leader of the Change: Satya Nadella, CEO

Change Project: Enhance the company’s development of new innovations through the implementation of a new culture

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  1. What skill competencies related to change management did you feel the change leader of your change exhibited well? (Consider the images of change in your answer but don’t focus entirely on those images – discuss competencies in change managers in this question.) Which important competencies did you feel that leader did NOT exhibit?

Some of Nadella’s competencies as a change leader include trustworthiness, conflict management, coaching, communication…

  1. 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?

Microsoft’s mission is “to empower every person and every organization on the planet to…

HRM 587 Final Exam

(TCO A) Which of the following options properly identifies external and internal forces which drive change?

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

(TCO A) At times, organizations do not change in the face of external pressures. This has been explained as follows:

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 B) Which of the following best defines the “congruence” model of diagnosing change?

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.

(TCO B) Peter Senge’s The Fifth Discipline created a powerful lens for empowering change in organizations called

inputs/outputs/throughputs

logical reasoning from deduction

systems thinking

transformational lenses

the Black Box model

HRM 587 Final Exam

(TCO C) The “nurturer” image of change agent will change focus when she moves from “change sponsor” to “change implementer” in the following way(s):

A nurturer will be the planner, the instigator, and the decision maker for change so when she changes focus, she will ensure everyone follows the plan without determining or considering the results on people.

A nurturer will accept her role as sponsor and implementer and ensure her direct reports do the same.

A nurturer, like a caretaker, assumes that change managers receive rather than initiate change, and therefore has little role in implementation other than protection.

A nurturer, like Kotter’s theoretical manager Jim Kirk, will accept the change plan, initiate the change boldly, and ensure a new structure is determined through the project.

All of the above

(TCO C) A very broad-ranging diagnostic tool for change agents which should be used as a starting point when an organization has ignored the impact of trends on the business is

diagnosis by image

diagnosis by scenario analysis

diagnosis using the PESTEL framework

diagnosis by gap analysis

diagnosis by transubstantiation

(TCO D) When leaders enact a vision through exemplification of required behaviors, thereby promoting themselves and their vision, they are

Scripting

Performing

Staging

Norming

Framing

(TCO F) The ability to either exhibit or compartmentalize feelings and emotions in social and business settings is often described as a person’s

mental acuity

psychosis

emotional intelligence

level of change agent status

competence

(TCO G) The “media richness” approach to communicating change states that

Routine changes should be explained in “media rich” communication like simulations or “video game” style communication pieces whereas nonroutine changes should be in a leaner and more impersonal form of communication piece like an e-mail or bulletin board announcement.

The use of an e-mail to explain a routine change is fine, but when nonroutine difficult management problems/changes need to be communicated, “media rich” communication like a face-to-face meeting should be considered.

Media richness scales start with the lowest on the scale being the most impersonal of communication methods (flyers, computer reports) and the highest on the scale being a physical presence (face-to-face communication).

Media richness scales start with the highest on the scale being the most impersonal of communication methods (flyers, computer reports) and the lowest on the scale being a physical presence (face-to-face communication).

Both A and D are correct and B and C are incorrect

Both B and C are correct, and A and D are incorrect

HRM 587 Final Exam

(TCO G) Toxic handlers, as related to change management communication, do the following:

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

(TCO H) According to Peter Senge and other change management experts, it is important to understand the limitations of measuring change because

Long-term wins almost never happen.

Recognizing that traditional measures may also need to be changed will allow celebration of short-term wins.

Most changes occur in a straight-line fashion.

When things get worse before they get better, it is time to halt the change and return to the old ways.

All of the above

(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?

Expect some unanticipated outcomes.

Be alert to some measurement limitations.

Don’t declare victory too soon.

Beware escalation of commitment.

Recognize “productive failures.”

HRM 587 Final Exam