HRM 590 All Discussion Questions Week 1 - 7

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HRM 587 Week 1 Project Part 1 (Topic Selection) HRM 587 Week 2 Project Part 2 (Images of
Change)
HRM 587 Week 4 Project Part 3 (Diagnosing the Change)
HRM 587 Week 6 Project Part 4 (Communicating the Change)
HRM 587 Week 7 Project Part 5 (Annotated Bibliography)
generous OR relocate to another state, where the business climate is much better (but the cost of
living is higher and the style of living is lower).......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 would you recommend for this if you use
one? Of the two methods (nStep or OD), which would you recommend we use for this particular
change program? Why? (Points : 35)
5. (TCOs C,D) Your project this term asked you to compare and contrast two companies change
projects or programs for change........Consider ONE of your companys 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:A. Would you characterize your leader as the change sponsor or the change
implementer of this change? Or was this leader in fact both? Describe the difference between a
sponsor of change and an implementer of change, why they are both important, and why you feel
your leader was one or the other.B. Evaluate the leaders implementation of the change as it
compared to the companys 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? (Points :
35)
1. (TCO A) When JetBlue left their customers sitting on the tarmac for hours on Valentines Day,
and their CEO was ultimately terminated as a result, the company was responding to (pick the
best group) (Points : 7)
2. (TCO A) Which of the following best shows forces for change vs. forces for
stability? (Points : 7)
3. (TCO B) Which of the following best defines the congruence model of diagnosing
change? (Points : 7)
4. (TCO C) The Burke-Litwin model states that there are four transformational factors of
change. Identify the answer below which contains at least three of those factors. (Points : 7)
4. (TCO B) During the diagnosis for change period, it is important to analyze the stakeholders
for their readiness to change. Using the power-interest matrix, you review the level of interest
and amount of power of stakeholders and determine the following: (Points : 7)
5. (TCO C) This organization is running like clockwork! This statement by a company leader
is likely to result in no change because(Points : 7)
6. (TCO D) The art of a leader managing the meaning of a vision for followers and aligning it
with his or her values is called (Points : 7)
7. (TCO F) The Emotional Intelligence domains and associated competencies are used to help us
determine when a potential change agent, or person, is ready for leadership. When a person
exhibits the competencies of integrity, initiative, and optimism, we know he or she has reached
the stage of (Points : 7)
8. (TCO G) One day, while on the company elevator, the head of HR is talking to the CEO and
doesnt realize his speaker phone is on when the CEO asks, Do you think that we can afford to
keep the downtown branch of the company open? Or is it time to think about across-the-board
layoffs? The HR head frowns, turns off the speaker and replies, Ill call you later and hangs
up. Four employees from the downtown branch are on the elevator and hear this comment. The
HR head tells the four employees (whose names he does not know), Say nothing about this. You
heard nothing. They immediately rush to their cubicles and begin spreading the word. The
gossip has hit the entire department and local news agencies by the 6:00 news that night. The
CEO is featured saying, This is nothing but a rumor at this point. We have no current plan to lay
off anyone. This is an example of what type of communication plan on the part of the
CEO? (Points : 7)
9. (TCO G) Toxic handlers, as related to change management communication, do the
following: (Points : 7)
10. (TCO H) A sign that a change is sustained could be seen as (Points : 7)
11. (TCOs G,H) Review this story and pick the best answer based on your understanding of
change management practices: Company X,Y,Z establishes a vision for change where cutting
costs is critical to our survival and establishes a reward system to the department which cuts
costs the most in one quarter, and states it will be a department-based reward system for the
next four quarters. By the most the management establishes, the cuts will be valued by a
somewhat complicated algorithm % and $$ of cut in the total expense budget. The sales team
goes for the gold and cuts their travel budget by 50%, which is by far the biggest department cut
in both $ and %. They win the 1st quarter reward. In quarter 2, the IT team cuts expenses the
most by ending the purchase of all new software or PCs. In quarter 3, the production line cuts

their expenses the most by laying off 60% of the workers (sales have dropped significantly and
technology problems have slowed production, so this was needed anyway.) (Points : 8)

HRM 587 Week 8 Final Exam (Version 2 -Essay Type)

TCO A

Compile the change management imperatives that will go into making this a successful
change project.
Construct a set of strategies that managers can use to help employees cope with complex
change.

Persuade the managers involved in this change that the imperatives that you identified
and the strategies to help employees cope with change will help them manage the
complex realities of this change project. (Points: 30)
TCO B

Construct a model of change that reflects the reality of change in modern organizations
and reflects your beliefs about change.
Think of an organizational change that you believe should be implemented in an
organization where you work now, or one you worked for in the past. Create a plan to
implement change by integrating your change model.

Plan a system to measure how your model will impact the organization.
TCO C

Evaluate the various types of change pressure that might impact the organization in terms
of: (a) staffing levels, and (b) corporate branding.

You are further asked to compile a list that compares each potential force for change to
the stability of the organization.

Speculate as to why some of these potential pressures on organizations to change do not

impact all organizations in the same way. (Points: 30)
TCO D

Appraise the cultural impact of this change on the employees who will move from
government to private sector employment.

Speculate on the changes that will come to the strategic behaviors of the new privatized
organization compared to the government organization.
Propose a plan that will help bring alignment between former government employees and
the new strategy that they will have to work within. (Points: 30)
TCO E

Compose a likely set of reasons why people will resist this change.

Appraise the most effective and least effective strategies for overcoming the resistance to
the change identified in the scenario.

Devise a plan to implement the most effective approaches to reducing change resistance.
(Points: 30)
TCO F

Appraise two approaches to diagnosing organizational change, pointing out what works
and what does not work in effective organizational diagnosis.

Construct your own version of an effective diagnostic model using the best elements of
other models. Be specific about the components of the model you create.

Create a strategy that will measure the effectiveness of your diagnostic model. (Points:
30)
TCO G

Help yourself by generating a checklist of key attributes of a good change

communication plan.

Then, compose an example change communication using an appropriate scenario.

Finally, formulate a methodology to measure the success of your communication plan.
(Points: 30)