SOLVED

11When attempting to change behaviours, readiness-driven change focuses on a.commitment and capabilities b.performance measures c.leadership d.organizational readiness 12To effect behavioural change in crisis strategic change situations, managers might be tempted to use a.consultation and delegation b.results-driven change techniques c.power and delegation d.responsibility-driven change techniques 13Evidence suggests that in multi-faceted change initiatives are a.unlikely to stall b.a source of competitive advantage c.too much to manage d.unlikely to experience scope creep 14The tactics of a directive leader include a.guiding and facilitating b.modeling and mentoring c.diagnosing and remediating d.instructing and expecting 15One of the risks of using a participative leadership style in a crisis strategic change situation is the issue of a.poor problem definition b.not enough time c.high after-the-fact costs d.inappropriate solution 16For the directive leadership style to be effective, managers must not only know what action is required but also have a.weak competitors b.time for consultation c.an organization that is performing well d.power to force compliance 17Behavioural changes effected under a directive leadership style are a.a form of employee empowerment b.in keeping with the needs of the organization c.foster commitment d.unlikely to be long-lasting 18A directive approach to effecting behavioural change does not work well in strategic change situations characterized as a.anticipatory b.reactionary c.transformative d.crisis 19A key assumption underlying the use of a participative leadership style in anticipatory strategic change situations is a.an appropriate change agenda will emerge from the process b.managerial competence in using the style c.a strong sense of urgency d.weak competitors 20The pace of change encompasses both scope and a.outlook b.vision c.mission d.significance 21In crisis strategic change situations, one of the first actions should be to a.target supporters b.develop change agents c.buy time d.institute organizational changes 22In crisis strategic change situations, obtaining external support for the change agenda will likely require a.attractive promotional material b.rigorous data collection c.extensive face-to-face contact d.serious self-evaluation 23One of the advantages of an incremental strategic change process is that it a.limits organizational involvement b.ensures survival c.reduces the need for behavioural changes d.builds organizational capacity for effective execution 24Pivotal change targets in the strategic change process are likely to be a.bystanders b.resistors c.supporters and resistors d.supporters 25The percentage of expected financial value delivered by most strategic change initiatives is roughly a.less than 20% b.35% c.50% d.60%