ARE 112 Midterm 2 Exam Questions & Answers 100% Accurate!!Coercive power - ANSWER-→ the power to punish Legitimate power - ANSWER-→ the power granted by some authority Expert power - ANSWER-→ the power of have some specific skill or knowledge not found in others Referent power - ANSWER-→ the power from admiration or respect Reward power - ANSWER-→ the power from being able to provide a reward to others Change Management - ANSWER-examples are phase method and cross over method.Why change occurs (this is more related to incremental changes than transformational changes) - ANSWER-1) Dissatisfaction with the present situation 2) External pressures toward change 3) Momentum toward change
Threats to the Change Process - be able to recognize these terms: - ANSWER-1)
Degree of change 2) Time frame 3) Impact of culture 4) Loss of existing benefits 5) Threat to position power 6) Threat to security 7) Redistribution of power 8) Disturb existing social networks 9) Uncertainty regarding change 10) Disruption of routine
Method of change management: Phases - ANSWER-1) Unfreezing - prepare for change
2) Changes 3) Refreezing - change is stabilize Method of change management: Crossover - ANSWER-cross over the line, fast lane to the slow lane. dont straddle. PC-Apple, no training (ex. paper class schedule --> Class Search Tool. ) Change strategies - ANSWER-1) Force-Coercion 1 / 2
2) Rational Persuasion 3) Shared Power 4) Headcount 5) Dashboard Force-Coercion - ANSWER-Use of formal authority to create change
Power Bases: Legitimate, Reward, Coercive
Managerial Behavior: Direct forcing, Political maneuvering
Likely Results: Faster but may only be temporary
Rational Persuasion - ANSWER-Creating change thru rational and empirical arguments
Power Bases: Expertise
Managerial Behavior: Informational efforts
Likely Results: Highly variable depending on acceptance of change
Shared Power - ANSWER-Developing support thru personal values, beliefs, and commitments
Power bases: Referent
Managerial Behavior: Participative efforts
Likely Results: Slower, but able to internalize the changes
Job design and position management - ANSWER-Head count: as a critical success
factor - CSF (how many people work for the company an example of what we see on the dashboard.Dashboard: display electronically/terminal...the important parts of the company see image on notes 8 SKA's for job design - ANSWER-a. Skills
- Knowledge
- Abilities
Business process reengineering - ANSWER-Ing's change business process. Generic term about what we are going to do.Not a transformational process but an operational process of identifying the "business processes" from a clean slate and determining how the processes can be made more efficient and effective. Usually focused on the supply chain and enabling information technology.
a. Examples: Enterprise resource planning (ERP) and customer relationship
management (CRM).
- Assumes the processes are the limiting factor and not the markets or the
- Has a focus on the status quo and not open to "change" - only reengineering current
- Not holistic in looking at process-to-process interaction - just the individual process
- / 2
products/services
processes
Example of ERP system and Example of CRM system in Class notes 6 page 2