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1.Check all of the following tangible benefits of well-crafted visions that are primarily cognitive components: Underline all that applyA. Great profits and dividendsb. Provide road maps, directionc.
1.Check all of the following tangible benefits of well-crafted visions that are primarily cognitive components: Underline all that applyA. Great profits and dividendsb. Provide road maps, directionc. Enable sounds strategic planningd. Recruit talent- provide feeling of engagemente. Develop distinctive competenciesf. Aspirationg. Inspiration2.Which of the following statements explains why a vision is more critical to change than a mission statement?A. a mission statement focuses on what an organization is and does. A vision focuses on the possible future scenario a change can bring.B. a mission statement imagines a new future the change will bring. Avision is a dream that will never be real.c. a mission statement explains who we are now. A vision focuses on where we are going.3.which of the statements below are Pendlebury’s three components of vision that are key to change management. Check all that apply. A. why the change is neededb. the mission of the organizationc. the aim of the changed. a stringent plan and budgete. the change actions that will be taken4. Match the approach for crafting a vision to when it is used. Tell 2. Co-create 3. Consult 4. Test 5. SellMatch each of the options above to the items below.Involvement is not seen as importantChief executive is attracted to the vision and wants others to adopt itChief executive wants to see which aspects of the vision find supportChief executive needs to help develop the visionChief executive wants to identify shared visions throughout the organization5. To what extent do stakeholders influence a plan and subsequent implementation of organization restructuring that accommodates change? Stakeholders are incidental to the change process. Stakeholders are not decision makers and cannot influence the potential outcome of organizational restructuring. Stakeholders expertise in managing change is very limited, and should not be considered by change leaders in the planning of adaptable organizational structures. None of these6. Barbara, a change manager, has good political skills. She has built a range of relationship across and outside the organization. These characteristics of Barbara are an example of ______________ dimensionof political skills. Networking ability Apparent sincerity Interpersonal influence Social astuteness7. Sam, a change manager, has many competencies. One particular strength is his ability to gather meaningful data through interviews, surveys, and observations. These characteristics of Sam are an example of the _______________ skill of a change manager.8. An important CMI change manager competency includes personal responsibility, prioritizations and time management, resilience, flexibility, and emotional intelligence. This competency is best described as: Strategic thinking Self-management Coaching for change Scouting9. Which of the following are the undesirable characteristics of a change manager? Check all that apply. Recognizes and deal with office politics Accepts risks and challenges Has high need for praise and recognition Impatient and lacking persistence10. When coaching for change, it is important to have a good grasp of (check all that apply) Adult learning principles Why the change is needed Role models Cost management Complex research models11. The ability to market your skills and persuade internal customers to use your services is an example of: Initiation skills Diagnostic skills Implementing skills
