hello, the document that needs to be answered is attached below. course: Change management please no plagiarism thank you

MNA 580. Change Management (Project 2)

Part 1

1. The basic phases of the intervention strategy model are: State!

1. Brian realizes that his sales managers work very well together and they seem very arrogant about their group and their accomplishments. He also realizes that they embrace some common habits and customs that he believes is adding to their level of arrogance. Brian feels that his team is very resistant to change. What could Brian do to help him determine why his sales managers are resistant to change and help bring about change to them?

1. Conduct a campaign for change

2. Review performance approvals

3. Conduct a field force analysis

4. Consult with human resources

1. Which is not an example of people change in an organization?

1. An impromptu party for a person leaving the company after many years of working there.

2. A team-building workshop that is supposed to increase the coordination of the top and lower levels of management.

3. A workshop that is supposed to show the workers the benefits of company loyalty.

4. A change in the person who leads several departments, and switching towards a matrix style system of organization.

1. Which of the following has the potential to significantly affect an organization’s growth, and long-term sustainability?

1. Internal environment

2. Financial struggles

3. Organizational Change

4. External Environment

1. When persuading others to go along with a proposed change, you should:

1. Explain how the change will benefit them

2. Tell them that there is a better way of doing things

3. Minimize the amount of information you give.

4. Reinforce your proposal with facts and statistics.

1. Often the motivation for change by one part of the client system may be hampered by other parts of the organization. (True) (False)

1. Change can create a level of disruption within the organization which, if not handled adequately, can lead to demoralization (True) (False)

1. What does process of change means?

1. Discuss some differences and similarities between Organization Development and Change Management.

1. What is the most common risk factor for a successful change implementation?

1. Uncertain implementation tine lines

2. Vague project plan

3. Stakeholder resistance

4. A change in sponsorship

1. What is meant by “What’s in for me with regard to a change management communication strategy?

1. The change manager should read the communication plan carefully

2. The project team members want to understand how many hours they should spend on communication

3. The Stakeholders want to be sure they are recognized in the change newsletter.

4. People want to know how the change will impact them individually.

1. Q. 12. What should happen after a successful change effort implementation.

1. Sustainment through strategic planning and regular goal review.

2. Sustainment through ongoing communication and metrics tracking,

3. Communication of change objectives being met and recognition of change sponsors.

4. Dissolve the change management team.

1. As a change leader, what is the first step you must ensure happens when executing the learning and development plan?

1. Sponsors are booked for the training.

2. Reservation or bookings are made for training rooms.

3. The curriculum is delivered according to plan

4. Learning materials have been developed

1. What is a key condition for change management closure?

1. Appropriate operational owners have approved the transfer of change outcomes to their areas

2. A comprehensive stakeholder satisfaction survey has been conducted and assessed.

3. The sponsor has completed an independent evaluation of the change management program.

4. The funds allocated to the project are spent, and no further allocation is anticipated.

Part 2

1. Which of the following terms would you find in Paton’s definition of Change Management?

1. Systematic process for developing communication and training

2. Structured process and tools for managing the people side of change in order to achieve the desired business results.

3. Methodology to develop change sponsorship and eliminate resistance during change

4. The overall process for designing and implementing a change including communications, training and project management

5. All of the above.

1. Identify the negative consequences of ineffective Change Management

1. Productivity

2. Employee turnover

3. Delayed project

4. Missed project objectives

5. All of the above

1. When talking to executives about Change Management, what “language” do executives generally, speak that will influence your discussion.

1. Technology upgrades

2. Finance and strategy

3. Employee morale and retention

1. You are brought in to support a project team that is just getting started. What actions must be completed before developing specific Change Management plans:

1. Assess the change and the group that would be affected by the change

2. Assess anticipated points of resistance and investigate unique organizational challenges.

3. Assess the level and strength of sponsors for change.

4. All of the above.

1. What are the three “people” factors that connect Change Management to the financial performance of a project?

1. Return on investment, Net Present Value and Interest Rates

2. Proficiency, Utilization rate and Speed of adoption

3. Employee adoption, Schedule adherence and Project Planning.

1. If the net cash flow analysis of a change shows a delay in how quickly benefits are being realized, the most likely factor contributing to this problem is?

1. Slow speed of adoption

2. Low employee morale

3. Poor proficiency

1. Once an employee supports a change, then:

1. They will always be support a change

2. They will soon become opposed to the change

3. They have the potential to oscillate back and forth between support and opposition

1. The number one success factor for Change Management is:

1. Engaged managers and supervisors

2. Active and visible executive sponsorship

3. Comprehensive communication and training plans

1. The primary reason employees resist change is because they:

1. Do not like the project team’s approach to the problem

2. Did not have the adequate training on the change

3. Lack awareness of why the change is happening

1. Identify the preferred senders of change messages:

1. An employee’s closest work colleague

2. The leader that employees view as “in charge” and their immediate supervisors

3. The project leader or Change Management team leader

1. Explaining why a change is being made and the how a change aligns with the overall vision and direction for the organization is best communicated by:

1. An employee’s best friend at work

2. An executive or senior manager

3. The Change Management team leader

1. A change has been in place for an extended period of time, yet the net cash flow and expected ROI remain below expectations. What factor would most likely contribute to this problem?

1. Employee adoption rate is too slow

2. Utilization rate is lower than expected

3. Communications were poorly implemented

1. The primary reason Change Management is applied to projects is to:

1. Mitigate resistance

2. Build engagement with employees around the change

3. Reduce the potential for productivity loss and negative employee morale

4. Achieve project objectives and associated business results.

1. The most critical role of the primary sponsor during a change project is:

1. Participate actively and visibly throughout the entire project.

2. Remove or terminate problem managers.

3. Make decisions on project resource assignments

1. Projects that utilize effective Change Management are ___ times more likely to achieve business results based on benchmarking data.

1. One or two

2. Nine to ten

3. Five to Six

1. If an employee states that they lack information about the nature of and reasons for a change, which element is the barrier point for this person.

1. Knowledge

2. Reinforcement

3. Awareness

1. What Change Management activities have the greatest contribution toward building Awareness of the need for change?

1. Communication and Training

2. Sponsorship and Resistance

3. Management Coaching and Sponsorship

1. If Change Management is applied effectively, employees move through the change Model:

1. More uniformly, with all employees moving through each phase together

2. At exactly the same time

3. Faster than with poorly managed change, but at their own phase.

1. The natural reaction to change is:

1. To ask why

2. To initially be resistant

3. To want to hear directly from business leaders

4. All of the above.

1. Early communications about a change to employees should include which of the following messages:

1. Details about the change and new process design

2. Discussions about the detailed organizational plans

3. What is changing and the dates for training

4. The overall nature of the change and the business nature of the change.
   

1. An organizational attribute that can have the most significant impact (of the three listed below) on your Change Management strategy is:

1. How many years the company has been in business

2. The history and success rate with past change

3. The average age of employees

1. Describe the three states of change (Current, Transition and Future) and why do they provide an important context for managing change?

1. What are the first three Change Management steps you would take if you were brought into a project late in the game (e.g., a few weeks before “go-live”)?

1. What is the purpose of assessing the organization and assessing the change prior to developing Change Management plans?

2. Why are managers and supervisors so critical in times of change?

3. From the perspective of managing change a system may be defined as: