Organisational Change Management Volume 1
Pre-test
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(Self-Identification of Attitudes to Organisational Transition)
(Insert A [agree] or D [disagree] at the side of each question)
NO. |
STATEMENTS |
A / D |
1 |
Your manager has decided on a change that you feel would be a mistake. You should go ahead and implement it without challenging it. |
|
2. |
Managers should constantly be looking for changes that will improve department efficiency and/or morale. |
|
3 |
If you are promoted to a management job, you should make the job different from how it was under your predecessor. |
|
4 |
You can't argue with success. |
|
5 |
People doing a particular job are one of the best sources of ideas on how to improve that job. |
|
6 |
Very few people in any department have any ideas on how to improve the effectiveness of the department or the organisation. |
|
7 |
In order to get a large number of suggestions from people, you must give money or prizes for ideas that are accepted and implemented. |
|
8 |
Managers should freely suggest changes to managers in other departments. |
|
9 |
Most managers would welcome ideas and suggestions from people in other departments. |
|
10 |
Managers should welcome ideas and suggestions from all sources. |
|
11 |
If you think a change should be made in your department, you should always ask your boss for approval before making the change. |
|
12 |
If changes do not have any impact on other departments, you should implement the changes without bothering to clear them with your manager. |
|
13 |
If a change doesn't cost any money, you should implement it without bothering to clear it with your manager. |
|
14 |
The style of leadership of the senior manager is the most important factor to consider when managers are trying to decide whether to recommend or initiate a change. |
|
15 |
Managers and staff should have an understanding regarding the kinds of changes that can be implemented by the staff without getting prior approval from the senior manager. |
|
16 |
You should encourage your staff to try out any changes that they feel should be made. |
|
17 |
If your manager says no to a change you've recommended, you should forget about it. |
|
18 |
The quality of a decision based on facts and logic is more important than the acceptance of those who must carry it out. |
|
19 |
Persons affected by change based on facts, logic, etc can sabotage that change, either intentionally or not |
|
20 |
If you are planning to make a radical change in your department, you should secretly gather facts, prepare your final plans, and then persuade those people affected on the basis of facts and logic. |
|
21 |
In order to save time and be seen as decisive, a manager should make decisions regarding change without seeking input from staff. |
|
22 |
Decisions about change should be based on opinions as well as facts. |
|
23 |
Managers should always maintain the authority to make the final decision when they ask for input from staff. |
|
24 |
If staff participate in the decision to make a change, they are usually more enthusiastic in implementing it. |
|
25 |
If a change has been implemented but isn't working out as expected, the change should be rescinded and the old way should be reinstated. |
|
26 |
You've decided on a change and announced it. You then receive more data and now know the decision is a mistake. You should retract the decision and apologise for the mistake. |
|
27 |
When you've decided on a change and announced it to your staff, you should never retract it - even if it is not well received. |
|
28 |
People with negative attitudes toward change should be encouraged to quit. |
|
29 |
If one employee energetically resists a change, you should clamp down hard on that person so the other staff won't do the same thing. |
|
30 |
People will automatically accept changes decided on by experts. |
|
31 |
You should tell your staff, as far in advance as practicable, about a change that will affect them. |
|
32 |
People should be informed in advance of unpleasant changes as well as pleasant changes. |
|
33 |
If a change is going to be resisted no matter what you do, there is no point in communicating the reasons for the change. |
|
34 |
If a change is going to result in the termination of one or more people, this should be made clear before the change is implemented. |
|
35 |
You should do everything you can to find other jobs for people whose jobs are eliminated by a change. |
|
36 |
It's a good idea to "sell" a change to the natural leader among your staff before trying to sell it to the others. |
|
37 |
It is usually better to communicate with a group concerning a change than to talk to each person individually. |
|
38 |
Explaining the reasons for a change will always turn resistance into acceptance. |
|
39 |
Logical explanation by a manager will not be accepted if the feelings of the staff are ignored. |
|
40 |
If the right person introduces a change at the right time, in the right manner, it will always be accepted. |
|
41 |
People who don't understand the reasons for a change will always resist it. |
|
42 |
People are always worried about moving from an old office to a new one. |
|
43 |
People are always worried about having new equipment to work with. |
|
44 |
Some people are not anxious to be promoted to a job with more responsibility. |
|
45 |
One of the most frequent reasons for employees' resentment of/resistance to change is the fear they might lose something. |
|
46 |
The timing of a change can be very significant to its acceptance. |
|
47 |
Before implementing a change, managers should evaluate to what extent staff will accept the change. |
|
48 |
Once you've decided on a change, you should implement it immediately. |
|
49 |
Most people will accept a change if managers explain that the change is necessary for the survival of the organisation. |
|
50 |
When a change has been decided on, it is a good idea to get staff involved in helping you to implement the change. |
(source: Donald Kirkpatrick, 1985)
(See Volume 5 for responses and comments)
Some comments on the pre-test
- Change is very circumstantial, ie situational and contextual with very few "blacks and whites" and with many "shades of grey"
- Change is not an "one-off event"; it is a continuous process
- It is like having 2 jobs, ie while making the change, the operations of the organisation needs to continue