Consultation Competency Flashcards
(151 cards)
1
Q
True or False: The first step in the consulting model is to “Design and Implement Solution.”
A
False. The first step is to Define the Problem. Solutions should not be developed until the issue is clearly understood.
2
Q
True or False: HR’s responsibility includes managing stakeholder communication throughout the consulting process.
A
True. One of HR’s key responsibilities in the consulting model is clear and ongoing communication with stakeholders affected by the change.
3
Q
True or False: Measuring effectiveness should occur before designing and implementing a solution.
A
False. Measurement happens after implementation to evaluate if the solution achieved the desired impact.
4
Q
True or False: Sustaining improvement is a continuous process that follows measuring effectiveness.
A
True. After measuring success, sustaining improvement ensures long-term adoption and refinement of changes.
5
Q
True or False: Change management is a separate process from the consulting model.
A
False. Change management is embedded throughout the consulting model to ensure readiness and buy-in at each stage
6
Q
What is the first step in the consulting model?
A. Design and Implement Solution
B. Measure Effectiveness
C. Define Problem
D. Sustain Improvement
A
C. Define Problem
7
Q
Which of the following is the final step in the consulting model?
A. Define Problem
B. Measure Effectiveness
C. Sustain Improvement
D. Implement Change
A
C. Sustain Improvement
8
Q
Why is measuring effectiveness important in the consulting model?
A. To evaluate if the implemented solution worked
B. To justify the initial problem definition
C. To avoid communicating with stakeholders
D. To skip sustaining improvement
A
A) To evaluate if the implemented solution worked
9
Q
What is a key HR responsibility throughout the consulting model process?
A. Conducting exit interviews
B. Managing and communicating with stakeholders
C. Developing financial reports
D. Writing employee handbooks
A
B. Managing and communicating with stakeholders
10
Q
Which of the following best describes the purpose of change management within the consulting model?
A. To delay implementation until everyone agrees
B. To ensure readiness, buy-in, and emotional support for change
C. To reduce the number of stakeholders
D. To increase organizational hierarchy
A
B. To ensure readiness, buy-in, and emotional support for change
11
Q
True or False: HR should only collect data from internal stakeholders during the discovery phase.
A
False. Data should be collected from both internal and external stakeholders, such as managers, partners, and even customers, to ensure a well-rounded understanding of the issue.
12
Q
True or False: Involving stakeholders in solution design can improve the success of implementation.
A
True. People are more likely to support what they help create, and their input helps manage expectations and address fears of change.
13
Q
True or False: It is recommended to present all possible issues found during analysis so stakeholders can address them all at once.
A
False. Prioritizing a few key areas based on frequency and impact is best. Presenting too many issues may lead to client paralysis.
14
Q
True or False: Consultation findings must be neutral and based on sufficient, specific evidence.
A
True. Objective, well-supported findings improve credibility and help stakeholders take informed action.
15
Q
True or False: The purpose of the discovery phase is only to identify what is not working, not to influence the eventual plan.
A
False. The discovery phase also gathers information that will shape the final plan, making it more efficient and effective.
16
Q
What is the main purpose of the discovery phase in the consulting model?
A. To immediately design solutions
B. To reduce the workforce
C. To define performance gaps and identify root causes
D. To promote organizational hierarchy
A
C. To define performance gaps and identify root causes
17
Q
Why is it important to involve stakeholders in the solution design?
A. It delays the implementation process
B. It helps create additional HR positions
C. It improves buy-in and aligns with stakeholder expectations
D. It ensures legal compliance
A
C. It improves buy-in and aligns with stakeholder expectations
18
Q
What can happen if too many action points are presented in the findings?
A. Stakeholders become more engaged
B. Implementation becomes easier
C. All problems will be solved faster
D. The organization may experience client paralysis
A
D) The organization may experience client paralysis
19
Q
What type of conditions should consultation findings focus on?
A. Highly aspirational and long-term goals only
B. Issues that are unrealistic but important
C. Conditions that can realistically be changed
D. Legal cases and regulatory fines
A
C. Conditions that can realistically be changed
20
Q
Which competency is primarily involved in analyzing and reporting data in the discovery phase?
A. Global Perspective
B. Relationship Management
C. Analytical Aptitude
D. Talent Acquisition
A
C. Analytical Aptitude
21
Q
True or False: Defining criteria for an effective solution is unnecessary if the problem is already well understood.
A
False. Even when the problem is clear, specific criteria must be defined to ensure that the solution is effective and aligned with the organization’s objectives.
22
Q
True or False: Motivation and support for employees are key to successful implementation.
A
True. Employees may struggle with change, so providing motivation, training, time, and tools is essential for successful adoption of new practices.
23
Q
True or False: Communication during implementation should focus only on written instructions and formal reports.
A
False. Effective communication includes verbal, nonverbal, and timely feedback—not just formal documentation.
24
Q
True or False: The implementation phase can benefit from traditional project management practices.
A
True. Managing the implementation as a project helps ensure it meets objectives, stays on budget, and uses resources effectively.
25
True or False: Evaluating the quality of the decision-making process is just as important as evaluating the outcome.
True. Reviewing the process helps improve future decisions—by checking if criteria were right, options sufficient, and stakeholder involvement adequate.
26
What is the first step in a problem-solving approach with teams?
A. Implement the chosen solution
B. Generate multiple options
C. Explore the decision to be made
D. Evaluate the process
C. Explore the decision to be made
27
Which of the following is critical to motivating employees during implementation?
A. Posting rules in common areas
B. Providing support, training, and time to adapt
C. Ignoring resistance to change
D. Outsourcing all communication tasks
B. Providing support, training, and time to adapt
28
What is one benefit of managing implementation as a project?
A. It avoids HR involvement
B. It ensures results are hidden from stakeholders
C. It helps meet goals within budget and allocated resources
D. It delays the process intentionally
C. It helps meet goals within budget and allocated resources
29
Which action is not part of a typical group decision-making process?
A. Analyze each option
B. Select a solution before defining the problem
C. Generate multiple options
D. Evaluate the process after implementation
B. Select a solution before defining the problem
30
Which communication skill is most important during the implementation phase?
A. Sending mass emails only
B. Reading only verbal messages
C. Active listening and timely feedback
D. Avoiding difficult conversations
C. Active listening and timely feedback
31
True or False: The goal of measuring effectiveness is only to verify HR’s performance, not the strategic outcomes.
False. Measuring effectiveness involves evaluating both the success of the initiative’s objectives and HR’s performance as a consultant.
32
True or False: Documenting experiences and identifying implementation issues are part of the effectiveness review process.
True. Monitoring experiences, documenting lessons, and addressing issues help refine future initiatives.
33
True or False: Sustaining improvement means continuing to monitor and institutionalize new behaviors or processes.
True. Ongoing monitoring and integration into culture are key to sustaining change over time.
34
True or False: Once improvement is measured, no further stakeholder management is necessary.
False. Stakeholder management should continue during the sustain phase to reinforce change and maintain engagement.
35
True or False: HR plays a role in helping leaders embed new values and practices into everyday operations.
True. HR provides guidance and support to leaders to make changes stick and become part of the organizational culture.
36
Which of the following is a key reason for measuring effectiveness after a solution is implemented?
A. To eliminate the need for future evaluations
B. To determine if the desired strategic impact was achieved
C. To reduce HR’s visibility in the organization
D. To delay decision-making processes
B. To determine if the desired strategic impact was achieved
37
What is one way HR helps sustain improvement?
A. Ignoring leader feedback
B. Repeating the original problem definition
C. Advising leaders on how to institutionalize new practices
D. Removing training resources
C. Advising leaders on how to institutionalize new practices
38
Which of the following best supports sustaining organizational change?
A. Promoting stakeholder management within HR
B. Reducing communication with teams
C. Avoiding cultural change discussions
D. Limiting the spread of improvements
A. Promoting stakeholder management within HR
39
During the effectiveness review, what should HR also evaluate?
A. Employee vacation schedules
B. Project delays from unrelated departments
C. HR’s own performance as a consultant
D. The CEO’s leadership style
C. HR’s own performance as a consultant
40
Why is documenting implementation experiences important?
A. To file them for legal purposes only
B. To share them only with customers
C. To inform future consultations and address problems
D. To end the change process early
C. To inform future consultations and address problems
41
True or False: The purpose of group decision-making tools is to avoid consensus and speed up executive decisions.
False. These tools are used to engage participants and build consensus through structured, logical analysis.
42
True or False: SWOT and SOAR analyses both start with identifying strengths and opportunities.
True. Both SWOT and SOAR begin with strengths and opportunities, but SOAR focuses more on aspirations and results, aligning with organizational goals.
43
True or False: A cost-benefit analysis (CBA) is best conducted individually to ensure objectivity.
False. CBA should involve group discussion to identify all relevant costs and benefits comprehensively.
44
True or False: Multi-criteria decision analysis (MCDA) uses a scoring matrix to evaluate and compare alternatives.
True. MCDA involves using a matrix to score options based on predetermined success criteria.
45
True or False: Force-field analysis helps a group weigh positive and negative influences on a decision.
True. Force-field analysis identifies factors supporting or resisting change, assigning them weight to guide decision-making.
46
Which group decision-making tool includes “aspirations” and “results” in its framework?
A. SWOT analysis
B. Force-field analysis
C. SOAR analysis
D. Cost-benefit analysis
C. SOAR analysis
47
What does a multi-criteria decision analysis (MCDA) primarily use to compare options?
A. A group voting system
B. A weighted scoring matrix
C. Financial statements
D. Verbal debate
B. A weighted scoring matrix
48
What is the main focus of a cost-benefit analysis (CBA)?
A. Identifying cultural risks
B. Ranking employee performance
C. Discussing and weighing all associated costs and benefits
D. Analyzing training needs
C. Discussing and weighing all associated costs and benefits
49
Which tool is specifically designed to evaluate forces that support or resist a proposed change?
A. SWOT analysis
B. MCDA
C. SOAR analysis
D. Force-field analysis
D. Force-field analysis
50
Which of the following is true about SWOT analysis?
A. It measures employee satisfaction only
B. It avoids group input to save time
C. It evaluates strengths, weaknesses, opportunities, and threats
D. It focuses solely on future aspirations
C. It evaluates strengths, weaknesses, opportunities, and threats
51
True or False: Organizational change only affects processes, not people.
False. Organizational change affects both systems and people, often triggering complex emotional and behavioral responses from employees.
52
True or False: HR’s role in change initiatives is limited to designing new organizational structures.
False. HR must also manage stakeholder responses and support successful implementation—not just design solutions.
53
True or False: HR professionals must possess communication and problem-solving skills to lead through change.
True. Effective change leadership requires tactful communication, clarity, creative problem solving, and courage.
54
True or False: Change initiatives are always large in scale, such as mergers or company-wide restructuring.
False. Change can be broad or focused, such as reorganizing an entire company or reengineering a single process.
55
True or False: Stakeholder management is an essential HR responsibility during change.
True. HR plays a key role in managing stakeholders to ensure engagement and support for the change initiative.
56
Which of the following best describes the range of organizational change?
A. Only strategic-level changes
B. Only minor team restructures
C. Both broad changes like mergers and focused changes like process reengineering
D. Only policy revisions
C. Both broad changes like mergers and focused changes like process reengineering
57
What is a key HR responsibility during a change initiative?
A. Managing stakeholder expectations and reactions
B. Developing unrelated policies
C. Conducting exit interviews
D. Avoiding involvement in strategy
A) Managing stakeholder expectations and reactions
58
Which of the following is not a required skill for leading change?
A. Creative problem solving
B. Tactful communication
C. Budget forecasting
D. Clarity of vision
D. Clarity of vision
59
Why must HR professionals go beyond solution design in change management?
A. Because they must train executives
B. Because they are expected to handle IT systems
C. Because they must also manage human responses to change
D. Because design is handled by consultants only
C. Because they must also manage human responses to change
60
Which quality is essential for HR professionals leading change?
A. Aggressiveness
B. Isolation from leadership
C. Courage
D. Focus on the status quo
C. Courage
61
True or False: HR should wait until after change plans are finalized to get involved.
False. HR should be involved early in the planning stages to contribute its knowledge of policies, people, and communication strategies.
62
True or False: Effective communication during change can increase employee trust and satisfaction.
True. Clear, consistent communication helps reduce fear, build trust, and increase buy-in from employees and managers.
63
True or False: HR's role in change is limited to administrative tasks and compliance.
False. HR plays a strategic role by assessing impact, managing stakeholders, aligning leadership behaviors, and supporting cultural and procedural transitions.
64
True or False: Tracking issues during a change initiative is part of HR’s responsibility to ensure continuous improvement.
True. HR should monitor, follow up, and resolve issues to deliver ongoing support and ensure the initiative stays on track.
65
True or False: HR may need to help leaders recognize how their own behaviors must change to support organizational transformation.
True. HR helps leaders align their actions with change goals, such as relinquishing control or engaging in collaborative decision-making.
66
Why is early HR involvement important in managing change initiatives?
A. It helps HR issue final decisions
B. It prevents communication with stakeholders
C. It allows HR to contribute insights and manage stakeholder engagement
D. It helps reduce HR’s visibility
C. It allows HR to contribute insights and manage stakeholder engagement
67
What does HR assess during change initiatives?
A. Only job descriptions
B. The impact of change on people, processes, and external stakeholders
C. The performance of legal teams
D. Employee birthdays
B. The impact of change on people, processes, and external stakeholders
68
Which of the following is a communication benefit HR can produce during change?
A. Decreased morale
B. Increased ambiguity
C. Identification and mitigation of risks
D. Isolation of leadership
C. Identification and mitigation of risks
69
How can HR support leaders during change?
A. By encouraging more micromanagement
B. By helping them understand where they must change to support new goals
C. By ignoring union concerns
D. By eliminating feedback loops
B. By helping them understand where they must change to support new goals
70
Which of the following is not a role of HR in managing change?
A. Consulting on new cultural values
B. Coordinating stakeholder communication
C. Avoiding employee training initiatives
D. Measuring the effectiveness of change
C. Avoiding employee training initiatives
71
True or False: Change initiatives always lead to immediate increases in productivity.
False. Change typically causes an initial dip in performance, as shown by the J Curve, before recovery and eventual improvement.
72
True or False: Poorly managed change may result in long-term performance stagnation.
True. Without effective management, change can cause performance to flatten at a lower level, leading to lasting underperformance.
73
True or False: HR should explain the benefits of change only at the organizational level.
False. HR should help stakeholders understand both organizational and individual-level benefits, such as increased efficiency.
74
True or False: All employees react to change in the same way and require the same level of support.
False. Employees respond differently—some resist, some embrace, and others wait for more information.
75
True or False: HR plays a key role in managing the emotional and performance impact of change on employees.
True. HR is responsible for helping employees navigate the J Curve and supporting them through transitions.
76
What does the “J Curve” represent in a change initiative?
A. The increase in turnover during change
B. The drop and potential recovery in performance during change
C. The rise in employee disengagement
D. The increase in training needs
B. The drop and potential recovery in performance during change
77
What can cause performance to remain low after a change initiative?
A. Frequent employee recognition
B. Well-managed communication
C. Poorly chosen intervention or poor change management
D. An increase in engagement efforts
C. Poorly chosen intervention or poor change management
78
How can HR help manage the J Curve?
A. By avoiding communication during change
B. By explaining benefits only to executives
C. By tailoring support based on how different employees react to change
D. By forcing all employees into immediate compliance
C. By tailoring support based on how different employees react to change
79
Which of the following reactions might an employee have toward change?
A. Immediate resistance due to fear or discomfort
B. Complete ignorance of the process
C. Inability to change job roles permanently
D. Legal action against new policies
A. Immediate resistance due to fear or discomfort
80
Which employee reaction could signal openness to change but hesitation?
A. Outright refusal to participate
B. Waiting for more information before forming an opinion
C. Demanding compensation for change
D. Submitting a complaint
B. Waiting for more information before forming an opinion
81
True or False: All employees will react to change in the same way, so a uniform strategy is best.
False. Employees fall into resistant, neutral, or welcoming groups and require different strategies to effectively manage their reactions.
82
True or False: Managers should use empathetic communication and support to help shift resistant employees.
True. Empathy, communication, and support are key tactics for moving employees out of resistance and into engagement.
83
True or False: Neutral employees should be left alone since they aren’t resisting the change.
False. Neutral employees represent a large portion (40–60%) and should be actively influenced through benefit-selling and involvement opportunities.
84
True or False: Welcoming employees can be leveraged as champions for change.
True. Welcoming employees can help influence peers through their enthusiasm and support of the initiative.
85
True or False: Ignoring resistant employees is a good strategy to avoid conflict.
False. Ignoring resistance can allow negative attitudes to spread, potentially derailing the entire change effort.
86
A. Desire for a pay raise
B. Excitement about new processes
C. Fear of the unknown and comfort in the status quo
D. Lack of supervision
C. Fear of the unknown and comfort in the status quo
87
What is an effective way to shift neutral employees toward accepting change?
A. Ignoring them until they decide
B. Selling the benefits and creating involvement opportunities
C. Assigning them unrelated work
D. Removing them from meetings
B. Selling the benefits and creating involvement opportunities
88
How should managers support welcoming employees?
A. Through recognition, delegation, and continued support
B. By increasing restrictions
C. By limiting communication
D. By reducing responsibilities
A. Through recognition, delegation, and continued support
89
What might a manager need to do if a resistant employee’s attitude harms the team?
A. Ignore the issue
B. Move the employee to a different team
C. Emphasize new expectations and the obligation to meet them
D. Cancel the change initiative
C. Emphasize new expectations and the obligation to meet them
90
Which group typically makes up the largest percentage of employees during change?
A. Resistant (20–30%)
B. Neutral (40–60%)
C. Welcoming (20–30%)
D. None—they are all equal
B. Neutral (40–60%)
91
True or False: All employees across global organizations react to change in the same way.
False. While general reactions to change are universal, individual responses vary depending on competencies, culture, and personal situations.
92
True or False: In some cultures, employees may hesitate to express concerns to someone in authority.
True. Cultural norms around hierarchy can lead employees to withhold personal feelings or doubts from higher-status individuals.
93
True or False: Relying on a trusted cultural insider can help managers better understand and communicate with local employees.
True. Cultural insiders or cross-cultural liaisons help bridge understanding between management and employees.
94
True or False: The Ghanaian case study showed that resistance to change was mostly due to technical issues, not culture.
False. The resistance was largely cultural, stemming from poor communication, lack of involvement, and autocratic leadership.
95
True or False: Organizational culture has no impact on the success of change initiatives.
False. Organizational culture is a key factor in whether change succeeds or fails, especially in diverse settings.
96
What is one reason managing change in a global organization can be more challenging?
A. Higher operating costs
B. Differences in national cultures and communication norms
C. Language barriers alone
D. A lack of financial resources
B. Differences in national cultures and communication norms
97
In cultures with strong respect for authority, how might employees respond to change communication?
A. They openly voice concerns during meetings
B. They remain silent and avoid expressing doubts
C. They call HR anonymously
D. They form workplace committees
B. They remain silent and avoid expressing doubts
98
Why did employees at the Ghanaian firm resist the organizational change?
A. They wanted higher salaries
B. They preferred plywood production
C. They feared job loss and were not included in decision-making
D. They had already accepted the change
C. They feared job loss and were not included in decision-making
99
What was one leadership flaw at the Ghanaian firm during the change process?
A. Over-communicating every step
B. Collaborative culture with strong employee involvement
C. Autocratic management and threats of job loss
D. Excessive training investments
C. Autocratic management and threats of job loss
100
How can managers in unfamiliar cultures best understand local employee perspectives?
A. Require daily status reports
B. Use only written surveys
C. Consult with trusted cultural insiders
D. Avoid direct communication
C. Consult with trusted cultural insiders
101
True or False: Assessing change readiness is optional if the change has already been approved.
False. Assessing readiness is crucial even after approval to ensure smooth implementation and to anticipate resistance and risks.
102
True or False: HR should assess fears, resistance, and cultural factors before recommending or implementing change.
True. Understanding emotional and cultural reactions helps HR proactively manage resistance and tailor communication.
103
True or False: The organization’s current position in the change process is not relevant when assessing readiness.
False. Knowing where the organization stands in the change journey is essential for aligning support and communication.
104
True or False: Anticipating a temporary drop in productivity is a key part of readiness assessment.
True. Change often triggers a short-term decline in performance, and planning for it helps manage expectations.
105
True or False: Only internal milestones matter when assessing change readiness.
False. Milestones, responsibilities, external interests, and local needs must all be factored into readiness planning.
106
Which of the following is NOT a factor HR should consider when assessing change readiness?
A. The organization’s financial history
B. The expected duration of the change
C. Anticipated resistance and its sources
D. Cultural or language factors
A. The organization’s financial history
107
Why is it important to assess fears about change before implementation?
A. To minimize delays in leadership hiring
B. To ignore complaints early
C. To proactively address concerns and reduce resistance
D. To avoid changing communication channels
C. To proactively address concerns and reduce resistance
108
What should HR do if high resistance is expected from a specific department?
A. Proceed without engaging them
B. Delay the change until leadership changes
C. Anticipate and plan targeted interventions for that group
D. Remove the department from the change scope
C. Anticipate and plan targeted interventions for that group
109
Which of the following is a critical readiness question?
A. Who will have primary responsibility for implementing the change?
B. Who will report the change to local news media?
C. What will the final salary budget be?
D. When will the next product launch occur?
A. Who will have primary responsibility for implementing the change?
110
How should HR incorporate local interests into change planning?
A. By reviewing global data only
B. By assuming consistency across locations
C. By gathering and considering local needs during planning
D. By delegating all decisions to executives
C. By gathering and considering local needs during planning
111
True or False: People are more likely to support a change initiative if they understand and believe in its purpose.
True. A shared purpose builds legitimacy and motivation for individuals to commit to the change.
112
True or False: Trial and error is the most effective way to help employees develop new skills for change.
False. Training is more efficient and effective than trial and error for building necessary knowledge and skills.
113
True or False: Reinforcement systems like processes, communication, and measurement tools must align with the desired change.
True. These systems must be congruent with the change initiative to support its success.
114
True or False: Role models have little influence on whether change is sustained across an organization.
False. Consistent role models help reinforce that change is real, possible, and expected throughout the organization.
115
True or False: Managers alone are sufficient as role models for organizational change.
False. Multiple role models—not just managers—are needed to maintain momentum and visibility of the change.
116
What is a key reason shared purpose is important during change?
A. It helps eliminate training costs
B. It ensures legal compliance
C. It motivates people to commit to and legitimize the change
D. It allows managers to avoid difficult conversations
C. It motivates people to commit to and legitimize the change
117
Which of the following best supports reinforcement systems during a change initiative?
A. Isolated leadership meetings
B. Structures, processes, and communication aligned with the change
C. Independent work with no feedback
D. Ignoring resistance and focusing only on outcomes
B. Structures, processes, and communication aligned with the change
118
Why is training important during organizational change?
A. It delays the need for action
B. It ensures trial and error can be avoided
C. It helps employees acquire knowledge and skills efficiently
D. It guarantees quick promotions
C. It helps employees acquire knowledge and skills efficiently
119
What is the role of consistent role models in a change initiative?
A. To create resistance to senior leadership
B. To demonstrate in real time that change is possible
C. To avoid enforcing new rules
D. To monitor coworkers
B. To demonstrate in real time that change is possible
120
Who should act as role models for organizational change?
A. Only top executives
B. Only HR professionals
C. Managers, employees, and others across all levels
D. Consultants from outside the organization
C. Managers, employees, and others across all levels
121
True or False: The “Unfreezing” stage involves reinforcing the new behaviors and making them permanent.
False. Unfreezing is about reducing resistance and preparing people for change, not reinforcing it.
122
True or False: The goal of the “Moving” stage is to help people transition to and accept the new, desired state.
True. During Moving, the focus is on actively supporting the shift toward the new state.
123
True or False: The “Refreezing” stage helps institutionalize the change so it becomes part of the organization’s routine.
True. Refreezing ensures the new behaviors are sustained and embedded in the organizational culture.
124
True or False: Lewin’s model discourages any effort to reduce resistance in the early stages.
False. Reducing resistance is a key purpose of the Unfreezing stage.
125
True or False: The Lewin model helps HR professionals understand how to lead people through change effectively.
True. It provides a simple, structured framework for managing change in organizations.
126
What is the primary purpose of the “Unfreezing” stage in Lewin’s model?
A. Refreeze the new behaviors
B. Increase resistance to change
C. Prepare people and reduce resistance to change
D. Avoid discussing the change
C. Prepare people and reduce resistance to change
127
During which stage is the organization actively moving toward a new state?
A. Refreezing
B. Moving
C. Unfreezing
D. Resetting
B. Moving
128
Which of the following best describes the “Refreezing” stage?
A. Reinforcing the new behaviors so they become routine
B. Undoing the changes and returning to the old system
C. Preparing employees to resist further change
D. Evaluating employee salaries
A. Reinforcing the new behaviors so they become routine
129
What happens if the “Refreezing” stage is skipped?
A. Change becomes more permanent
B. Change is automatically embraced
C. People may revert to old behaviors
D. Productivity dramatically increases
C. People may revert to old behaviors
130
Which of the following is NOT part of Lewin’s model?
A. Unfreezing
B. Adapting
C. Moving
D. Refreezing
B. Adapting
131
True or False: The McKinsey 7-S Framework suggests that only strategy and structure matter when managing organizational change.
False. The framework emphasizes that all seven elements must be aligned and mutually reinforce each other.
132
True or False: “Shared values” represent the core beliefs and goals that should be reflected throughout the organization.
True. Shared values (also called superordinate goals) are the central element that guides behavior and decision-making across all areas.
133
True or False: Changes to one element in the 7-S model may require adjustments to the others.
True. Because all seven elements are interconnected, change in one affects the balance of the others.
134
True or False: “Style” in the 7-S model refers to an organization's brand colors and logos.
False. “Style” refers to the culture and informal norms that shape how work gets done.
135
True or False: The “Systems” element includes processes like HR practices and operational workflows.
True. “Systems” encompasses formal and informal procedures, including HR systems and day-to-day operations.
136
Which of the following is not one of the seven elements in the McKinsey 7-S Framework?
A. Staff
B. Software
C. Skills
D. Strategy
B. Software
137
What does the “Structure” element of the 7-S model focus on?
A. The organization's long-term goals
B. Company dress codes
C. Authority levels and decision-making relationships
D. Hardware and equipment
C. Authority levels and decision-making relationships
138
In the 7-S Framework, which element describes the organization’s competitive game plan?
A. Style
B. Shared Values
C. Strategy
D. Systems
C. Strategy
139
Which element in the McKinsey model represents the organization's culture and leadership behaviors?
A. Staff
B. Style
C. Skills
D. Structure
B. Style
140
Why is alignment across all 7 elements important in the McKinsey 7-S model?
A. To reduce the need for training
B. To make restructuring faster
C. Because changes in one area affect the others
D. To lower employee turnover
C. Because changes in one area affect the others
141
True or False: HR’s role in change is limited to enforcing policies, not recommending creative solutions.
False. HR acts as an internal consultant, diagnosing issues and recommending creative, tailored solutions that serve both the organization and its people.
142
True or False: An internal “service culture” in HR helps support the organization’s external service delivery.
True. When HR delivers high-quality service internally, it enhances the organization’s ability to serve external customers.
143
True or False: In the cascade approach, change begins at the top and happens simultaneously across all levels.
False. Cascade change is top-down and sequential, transforming each level progressively from top to bottom.
144
True or False: The organic approach allows change to originate from multiple points within the organization.
True. The organic model is decentralized, with change emerging from various levels and accelerating with leadership support.
145
True or False: In the progressive approach, individuals change gradually as more information is provided across the organization.
True. The progressive model starts from the top, is broadcast broadly, and depends on gradual individual adaptation.
146
Which of the following best describes HR’s role in facilitating change?
A. Enforcing compliance only
B. Acting as in-house consultants to support both organizational and individual needs
C. Monitoring customer satisfaction surveys
D. Managing payroll processes only
B. Acting as in-house consultants to support both organizational and individual needs
147
What is a key benefit of HR developing an internal service culture?
A. It improves external advertising campaigns
B. It reduces HR’s involvement with employees
C. It enhances the organization’s ability to serve external customers
D. It eliminates the need for organizational interventions
C. It enhances the organization’s ability to serve external customers
148
Which change approach relies on a top-down, sequential process?
A. Organic
B. Progressive
C. Cascade
D. Collaborative
C. Cascade
149
In which change approach does transformation radiate from multiple levels with uneven pace?
A. Cascade
B. Organic
C. Progressive
D. Hierarchicay
B. Organic
150
What distinguishes the progressive model of change?
A. Change is limited to local departments
B. Change is simultaneous across global units
C. Change is gradually adopted across the organization after being broadcast from the top
D. Change originates entirely from external stakeholders
C. Change is gradually adopted across the organization after being broadcast from the top
151
