week 8 MAN6071 quiz

Which of the following is a component of the cultural web of an organization?

• Financial reports

• Symbols

• Marketing strategies

• Customer feedback

What is at the center of the cultural web of an organization?

• Paradigm

• Leadership

• Vision statement

• Mission

Which component of the cultural web involves the formal and informal ways an organization is controlled?

• Control systems

• Symbols

• Stories

• Organisational structures

Is the following part of Organisational Structures, Story or Power Structure? PROVA Investments Ltd Nature of control Ownership of shares – 75% or more

• Story

• Power structures

• Organisational structures

Choose which parameter is NOT part of the Change Kaleidoscope

• Capacity (cash, time, people)

• Time (crisis, long term vs. short term)

• Diversity (uniformity vs. diversity)

• Routines and Rituals

Match the following styles of managing strategic change with benefits:

• Process is guided/controlled

• Coercion

• Increasing ownership of a decision

• Direction

• May be successful in crises

• Intervention

• Overcoming lack of (or mis) information

• Collaboration / participation

• Clarity and speed

• Education and Communication

Which of the following best describes the goal of conducting a Force Field Analysis?

• To create a comprehensive list of all factors involved in a project.

• To identify and quantify the forces that may impact the success of a proposed change.

• To prioritize financial resources for the project.

• To determine the roles and responsibilities of team members.

Suppose PROVA PR wants to position itself as a leader in integrated marketing for the automotive sector. Which of these would be an effective strategy to strengthen a driving force in Force Field Analysis?

• Reducing investment in digital marketing tools to cut costs

• Removing key automotive clients from the portfolio to focus on other industries

• Developing case studies that demonstrate successful PR campaigns in the automotive industry

• Increasing project timelines to allow for deeper industry research

What are some potential driving and restraining forces TG Consulting Ltd might encounter when implementing a new employability framework in universities?

• Driving forces: support from university leadership; Restraining forces: resistance to change from faculty.

• Driving forces: lack of student interest; Restraining forces: positive feedback from students.

• Driving forces: budget constraints; Restraining forces: collaboration with employers.

• Driving forces: existing curriculum limitations; Restraining forces: strong partnerships with employers.