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LCM HR Iii Internal QP

The document outlines the structure of an internal examination for MBA students at Pannala Ram Reddy College, focusing on Leadership and Change Management. It includes sections on syllogism with various statements and conclusions related to change management theories, as well as a management quiz with questions on change models and processes. The exam is designed to assess students' understanding of key concepts in leadership and change management.
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0% found this document useful (0 votes)
4 views3 pages

LCM HR Iii Internal QP

The document outlines the structure of an internal examination for MBA students at Pannala Ram Reddy College, focusing on Leadership and Change Management. It includes sections on syllogism with various statements and conclusions related to change management theories, as well as a management quiz with questions on change models and processes. The exam is designed to assess students' understanding of key concepts in leadership and change management.
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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PANNALA RAM REDDY COLLEGE OF BUSINESS MANAGEMENT

MBA IV SEMESTER – THIRD INTERNAL EXAMINATION- MAY' 2025


SUBJECT & CODE:LEADERSHIP AND CHANGE MANAHGEMENT MB -404 -HR - III

NAME: H.T.NO:
Max Marks:10

I. Syllogism 10*1/2=5 marks

1.Statement I: Weinberg’s change model emphasizes understanding resistance. ( )


Statement II: Resistance often stems from fear of the unknown.
Conclusions: I. Understanding fear is key to managing change.
II. Resistance can be ignored during the change process.
Options: A. Only Conclusion I follows B. Only Conclusion II follows
C. Conclusion I and II both follow D. Neither Conclusion I nor II follows
2: Statement I: Triggers are events that initiate change. ( )
Statement II: Drivers provide momentum to sustain change.
Conclusions: I. Sustained change requires more than just an initial event.
II. Drivers are unnecessary if triggers are strong.
Options: A. Only Conclusion I follows B. Only Conclusion II follows
C. Both I and II follow D. Neither I nor II follows
3: Statement I: The Gestalt cycle includes awareness and completion. ( )
Statement II: Incomplete cycles hinder personal or organizational development.
Conclusions: I. Awareness is necessary for meaningful change.
II. Completion is optional for successful change.
Options: A. Only Conclusion I follows B. Only Conclusion II follows
C. Both I and II follow D. Neither I nor II follows
4:Statement I: Individual change focuses on mindset and behavior. ( )
Statement II: Organizational change involves systems, structure, and culture.
Conclusions: I. Organizational change can occur independently of individuals.
II. Individual and organizational change are interconnected.
Options: A. Only Conclusion I follows B. Only Conclusion II follows
C. Both I and II follow D. Neither I nor II follows
5.Statement I: Buchanan and McCalman view change as a perpetual transit. ( )
Statement II: Change is not a one-time event but a continuous process.
Conclusions: I. Managers must constantly adapt.
II. Organizations can remain static indefinitely.
Options: A. Only Conclusion I follows B. Only Conclusion II follows
C. Both I and II follow D. Neither I nor II follows
6: Statement I: Stewart’s model analyzes managerial work based on demands, constraints, and
choices.
Statement II: The model helps clarify the discretionary space available to managers. (
)
Conclusions: I. The model explains why different managers behave differently in similar roles.
II. The model emphasizes strict control over all managerial behavior.
Options: A. Only Conclusion I follows B. Only Conclusion II follows
C. Both I and II follow D. Neither I nor II follows
7: Statement I: The Six Thinking Hats model encourages viewing problems from multiple
perspectives.
Statement II: Each "hat" represents a distinct type of thinking. ( )
Conclusions: I. The model fosters balanced and structured decision-making.
II. The model discourages emotional thinking.
Options: A. Only Conclusion I follows B. Only Conclusion II follows
C. Both I and II follow D. Neither I nor II follows
8: Statement I: Scenario analysis explores multiple future possibilities. ( )
Statement II: It supports long-term strategic decision-making under uncertainty.
Conclusions: I. Scenario analysis prepares organizations for unexpected events.
II. Scenario analysis eliminates uncertainty from the future.
Options: A. Only Conclusion I follows B. Only Conclusion II follows
C. Both I and II follow D. Neither I nor II follows
9: Statement I: Kotter’s model outlines a sequential approach to implementing organizational
change.
Statement II: Creating a sense of urgency is the first step in the model. ( )
Conclusions: I. Change should begin by motivating people to see the need for it.
II. The model discourages urgency at the beginning.
Options: A. Only Conclusion I follows B. Only Conclusion II follows
C. Both I and II follow D. Neither I nor II follows
10: Statement I: The Dunphy-Stace model proposes that change strategies depend on
environmental conditions.
Statement II: The model ranges from collaborative to coercive approaches.( )
Conclusions: I. Managers must adapt change strategies based on organizational context.
II. A single change approach suits all organizations.
Options: A. Only Conclusion I follows B. Only Conclusion II follows
C. Both I and II follow D. Neither I nor II follows

II. Management quiz: 10*1/2=5 marks


1. Which model emphasizes reducing resistance to enable change?
Answer:
2. What do you call measurable indicators of progress in a change process?
Answer:
3. Which cycle includes stages like sensation, awareness, energy, and closure?
Answer:
4. Which tool assesses an organization's readiness for change?
Answer:
5. Which type of change impacts an entire division or functional unit?
Answer:
6. Which approach to change focuses on unconscious conflict and emotional insight?
Answer:
7. Which approach emphasizes learning and mental processing?
Answer:
8. Which tool shows current vs desired state during a change initiative?
Answer:
9. What model helps classify types of change at individual, group, and organizational levels?
Answer:
10. What is the central goal of change mapping?
Answer:

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