When organizations undergo change, the final stage employees go through is called:

· Question 1

1 out of 1 points

An organization undergoing change should try to get the change completed no later than:

· Question 2

1 out of 1 points

At what level of input and control should a new employee be placed?

· Question 3

1 out of 1 points

Which of the following services is NOT needed by layoff victims?

· Question 4

1 out of 1 points

When organizations undergo change, the first stage employees go through is called:

· Question 5

1 out of 1 points

Which of the following would most likely say If it’s broke, I’ll help fix it?

· Question 6

1 out of 1 points

Which of the following is good advice for handling organizational change?

· Question 7

1 out of 1 points

A company gets a huge, one-time order. It needs an additional 40 employees to complete the job but will not need them once the job is done. The best strategy is for the company to:

· Question 8

1 out of 1 points

Research on compressed work weeks indicates that compressed schedules are associated with:

· Question 9

1 out of 1 points

An employee who works only the morning shift each day has what kind of shift schedule?

· Question 10

1 out of 1 points

An employee who ____ might be vulnerable to being downsized.

· Question 11

0 out of 1 points

If an empowered employee makes a wrong decision, a manager should:

· Question 12

1 out of 1 points

An employee sews garments for her company at home. Once a week she brings in the finished goods and gets paid. Her work situation would be called:

· Question 13

1 out of 1 points

Which of the following is the main difference between job sharing and part-time employees?

· Question 14

1 out of 1 points

An example of a compressed work week involves:

· Question 15

0 out of 1 points

Some people claim to be “night people” and others claim to be “morning people.” This is an issue most related to:

· Question 16

0 out of 1 points

A problem with offering early retirement is that:

· Question 17

1 out of 1 points

A manager who asks such questions as “Why are we doing this?” and “How and when did we start doing this?” is:

· Question 18

1 out of 1 points

Organizational change can be encouraged by all of the following except:

· Question 19

1 out of 1 points

To create a good atmosphere for change, it is important for an organization to create:

· Question 20

1 out of 1 points

The first step in an outplacement program should probably be:

CHHAPTER 14 TAKE 2

· Question 1

1 out of 1 points

A manager is about to make a decision regarding work schedules. He has been with the company for 20 years and has all of the information needed to make the decision. Though work schedules are a touchy issue, the manager is well thought of by his employees. How should he make the decision?

· Question 2

1 out of 1 points

An organization undergoing change should try to get the change completed no later than:

· Question 3

1 out of 1 points

Which of the following levels of employee input and control is the first to remove “redundant system?”

· Question 4

1 out of 1 points

The most flexible work schedule is:

· Question 5

1 out of 1 points

Which of the following is true about the relationship between economics and downsizing? Prior to downsizing:

· Question 6

1 out of 1 points

The first step in an outplacement program should probably be:

· Question 7

1 out of 1 points

What is the lowest level of employee input and control?

· Question 8

1 out of 1 points

A manager asks an employee to study an issue and report back with recommendations on how the issue can be resolved. In this example, the employee is at the ____ level of input and control.

· Question 9

0 out of 1 points

Raja has been working for Shahidi Enterprises for five years. She works by herself in a building sorting mail. She is allowed two 20-minutes breaks each day and can take them whenever she wants. In an empowerment chart, at what level would she be at regarding her authority to make decisions about when these two breaks should occur?

· Question 10

1 out of 1 points

With ____, certain employees are encouraged to work only part-time for a higher rate of pay than employees working full-time in the same positions.

· Question 11

1 out of 1 points

Which of the following is NOT an alternative to layoffs?

· Question 12

1 out of 1 points

To create a good atmosphere for change, it is important for an organization to create:

· Question 13

1 out of 1 points

An example of a compressed work week involves:

· Question 14

0 out of 1 points

After organizational change has occurred, what is the first step in assessing the new culture?

· Question 15

1 out of 1 points

Which of the following can be used to help make decisions?

· Question 16

1 out of 1 points

Henri is the president of a company with 10 employees. Each employee has full medical benefits and Henri doesn’t have the time or knowledge to administer the benefits program. His best bet would be to:

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Virtually every organization will, at some point, undergo a transition or change in order to remain viable and scale. Whether onboarding new employees, growing a department, or merging with another company, these changes can have a significant impact on the trajectory of your business.

Unfortunately, organizational change isn’t always easy to adapt to and can be intimidating for all team members who find themselves impacted by it.

As a manager tasked with overseeing organizational change or guiding your employees through it, it’s important to know what the process looks like and what to expect. Change, although challenging, can be a major opportunity for growth and career advancement, so long as you know how to approach it.

Here’s a look at what organizational change management is and some tips for navigating it.

What is Organizational Change Management?

Organizational change refers to the actions in which a company or business alters a major component of its organization, such as its culture, the underlying technologies or infrastructure it uses to operate, or its internal processes. Organizational change management is the process of guiding organizational change to a successful resolution, and it typically includes three major phases: preparation, implementation, and follow-through.

What Causes Organizational Change?

Many factors make organizational change necessary. Some of the most common faced by managers include:

• New leadership at the helm of the company or within its departments
• Shifts in the organizational team structure
• The implementation of new technology
• The adoption of new business models

Types of Organizational Change

Organizational change is a broad term. Some change is sweeping: A substantial evolution in the direction of a company. Other shifts are less dramatic, focusing instead on a small aspect of a firm.

It can be helpful to think of change as a spectrum. On one end, you’ll find adaptive change, which speaks to those modest iterations. On the other, there’s transformational change, in which vast change is pursued.

Adaptive changes are small, incremental changes organizations adopt to address needs that evolve over time. Typically, these changes are minor modifications and adjustments that managers fine-tune and implement to execute upon business strategies. Throughout the process, leadership may add, subtract, or refine processes.

One example of an adaptive change is an organization that upgrades their computer operating systems from Windows 8 to Windows 10.

Transformational changes have a larger scale and scope than adaptive changes. They can often involve a simultaneous shift in mission and strategy, company or team structure, people and organizational performance, or business processes. Because of their scale, these changes often take a substantial amount of time and energy to enact. Though it's not always the case, transformational changes are often pursued in response to external forces, such as the emergence of a disruptive new competitor or issues impacting a company’s supply chain.

An example of a transformational change is the adoption of a customer relationship management software (CRM), which all departments are expected to learn and employ.

Many changes will fall somewhere between adaptive and transformational on the spectrum. For this reason, managers need to understand that the change process must be tailored to the unique challenges and demands of each situation.

Why Is Organizational Change Management Important?

Organizational change is necessary for companies to succeed and grow. Change management drives the successful adoption and usage of change within the business. It allows employees to understand and commit to the shift and work effectively during it.

Without effective organizational change management, company transitions can be rocky and expensive in terms of both time and resources. They can also result in lower employee morale and competent skill development. Ultimately, a lack of effective change management can lead the organization to fail.

A Manager’s Role in Organizational Change

Within an organization, every employee has a different role in assisting with change. While many staff members may complete heavily detailed work, senior-level executives with longer tenure might have different goals. Even within management, leaders and managers perform different tasks.

Leaders, for example, have to be courageous by taking on risks. They need to look at the big picture and articulate high-level change to the company, explain why it’s occurring, and motivate people to support the transition. To be successful as a leader, you must be insightful and know who to put in charge of carrying out change processes.

Managers are more concentrated on making business transitions successful. They focus on implementing change by determining the discrete steps that need to happen and their sequence. Managers are also typically responsible for allocating resources, such as personnel, and determining how success is measured. Ideally, leaders will also be managers, but it’s the primary responsibility of a manager to know how to design, direct, and shape change processes.

To achieve this, managers must have a wide array of skills, such as:

Preparing for Organizational Change

To prepare for organizational change, it’s essential to first define the organizational change, understand why it’s critical, and garner support from your colleagues.

Then, create a roadmap that clearly articulates and measures success, and explains how the business—and its employees, customers, and constituencies—will be affected.

Ensure the process plan aligns with business goals and outlines the implementation and sustainability of the organizational change. Note what challenges may arise and be flexible enough to adjust accordingly. Be sure to celebrate small victories along the way.

Change management doesn’t stop once you’ve successfully executed the transition. Both throughout and following the process, you need to continuously assess outcomes, measure data, train employees on new methodologies and business practices, and readjust goals as necessary.

Developing the Skills You Need to Manage Organizational Change

Many managers experience organizational change throughout their careers. By learning how to preempt and address the challenges associated with change, you can ensure you’re equipped with the skills and knowledge needed to manage it.

If you’re looking for opportunities to improve your organizational change management abilities, enrolling in an online management course, like Management Essentials, is one option that can provide you with real-world skills, teach you common business strategies, and prepare you to handle any transitional challenge that comes your way.

Do you want to become a more effective leader and manager? Download our free leadership and management e-book to find out how. Also, explore our online leadership and management courses to learn how you can take charge of your professional development and accelerate your career.