Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Laboratory Management > Change Management > Flashcards

Change Management Flashcards

1
Q

Four Types of Change:

A

Operational Changes
Strategic Changes
Cultural Changes
Political Changes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Can influence the way dynamic business tasks are led, including the computerization of a particular business segment.

A

Operational Changes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Occur when the business direction, in relation to its vision, mission, and philosophy, is altered.

A

Strategic Changes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Influence the internal organizational culture.

A

Cultural Changes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

In human resources occur primarily due to political reasons of varying types.

A

Political Change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What are the Targets of Change?

A

Human Resources
Functional Resources
Technological Capabilities
Organizational Capabilities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

The nature of work, strategies used, and the different job designs for individuals and groups.

A

Tasks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Attitudes and skills of the employees along with the human resource management of the organization.

A

People

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Norms of the organization, the values of the organization.

A

Culture

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Operations and information technology to support job designs and machines in systems.

A

Technology

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

System of the organization, design features and communication systems.

A

Structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Unfreeze-Change-Refreeze Model is proposed by _____ on what year?

A

Kurt Lewin
1950s

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Used as a basis for many Change Management strategies.

A

Kurt Lewin’s three-step “Unfreeze-Change-Refreeze” model

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Founder of Social Physiology

A

Kurt Lewin

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Friction causes changes

A

Unfreezing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Reduction of forces that support the status quo

A

Unfreezing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Creation of new behavior

A

Change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Creation of culture that supports the change

A

Change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Developing new methods to get the change to “stick”

A

Refreezing

20
Q

Creation of support mechanisms to enhance change

A

Refreezing

21
Q

Proski’s ADKAR Model:

A

Awarenessof the business reasons for change
Desire to engage and participate in the change
Knowledge about how to change
Ability to implement change
Reinforcement to ensure change sticks

22
Q

First “A” in Proski’s ADKAR Model

A

Awarenessof the business reasons for change

23
Q

D in Proski’s ADKAR Model

A

Desire to engage and participate in the change

24
Q

K in Proski’s ADKAR Model

A

Knowledge about how to change

25
Q

Second “A” in Proski’s ADKAR Model

A

Ability to implement change

26
Q

R in Proski’s ADKAR Model

A

Reinforcement to ensure change sticks

27
Q

Developed by Harvard Business School’s John Kotter

A

Kotter’s 8-Step Model of Change

28
Q

Focuses on efficient and effective change management in a competitive world.

A

Kotter’s 8-Step Model of Change

29
Q

Step 1 in Kotter’s 8-Step Model of Change:

A

Increase Urgency

30
Q

Step 2 in Kotter’s 8-Step Model of Change:

A

Build Guiding Team

31
Q

Step 3 in Kotter’s 8-Step Model of Change:

A

Develop the Vision

32
Q

Step 4 in Kotter’s 8-Step Model of Change:

A

Communicate for Buy-in

33
Q

Step 5 in Kotter’s 8-Step Model of Change:

A

Empower Action

34
Q

Step 6 in Kotter’s 8-Step Model of Change:

A

Create Short Term Win

35
Q

Step 7 in Kotter’s 8-Step Model of Change:

A

Don’t Let Up

36
Q

Step 8 in Kotter’s 8-Step Model of Change:

A

Make Change Stick

37
Q

A series of tools, techniques and processes aimed at successfully effecting change.

A

Change Management

38
Q

The tools and techniques in a Change Management can be implemented in a variety of contexts, but often they support the application of other initiatives such as:

A

Six Sigma
CRM
Total Quality Management
Enterprise Application such as SAP

39
Q

A set of methodologies and tools used to improve business processes by reducing defects and errors, minimizing variation, and increasing quality and efficiency.

A

Six Sigma

40
Q

A technology for managing all your company’s relationships and interactions.

A

Customer Relationship Management (CRM)

41
Q

The combination of practices, strategies and technologies that companies use to manage and analyze customer interactions and data throughout the customer lifecycle.

A

Customer Relationship Management (CRM)

42
Q

What is the goal in Customer Relationship Management (CRM)?

A

The goal is to improve customer service relationships and assist in customer retention and drive sales growth.

43
Q

An approach to success through continuous communications.

A

Total Quality Management (TQM)

44
Q

The continual process of detecting and eliminating manufacturing errors, streamlining supply chains, improving the customer experience, and ensuring employees are fully trained.

A

Total Quality Management (TQM)

45
Q

An example of enterprise resource planning that is used to assist companies with the management of business areas, such as finances, logistics and human resources.

A

SAP Software

46
Q

Who described the common tools and techniques that a change management practitioner might use during a change initiative?

A

Downey

47
Q

Downey describes common tools and techniques that a change management practitioner might use during a change initiative, which include:

A
  1. Questioning skills to gather information about the ‘as is’ and ‘to be’ status of the business process 2. Process mapping for both ‘as is’ and ‘to be’ processes
  2. Gap analysis
  3. Business case development
  4. Project management
  5. Problem solving

Laboratory Management (7 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions