5. Huy et al. (2014)

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Questions and Answers

What is the main character of Planned Radical Organizational Change (PROC)?

It is gradual and requires employee consensus.

It relies on established routines and processes.

It can be initiated by employees at any level.

It is a sudden and intense disruption of existing structures. (correct)

Which role do middle managers play during the implementation of radical change?

They serve as mediators between frontline employees and top managers. (correct)

Their primary role is to oppose change initiatives.

They are solely responsible for decision-making in change processes.

They act as change creators without top management influence.

How is legitimacy defined in the context of middle managers during radical change?

As middle managers' belief in the authority of top managers. (correct)

As the historical success of past managerial practices.

As a measure of financial performance by top managers.

As the approval from frontline employees for change.

What factor can intensify resistance from middle managers during change?

Failure to meet goals by top managers. Signup and view all the answers

Which type of legitimacy assesses top managers based on their ability to achieve defined goals?

Instrumental Legitimacy Signup and view all the answers

What emotional reactions might middle managers experience during the change process?

Hope, frustration, or anger. Signup and view all the answers

What initiates the initial support from middle managers during radical change?

Top managers' distinct outsider status and qualifications. Signup and view all the answers

What happens to middle managers' legitimacy judgments as radical changes are implemented?

They may decrease due to unmet goals and perceived unfairness. Signup and view all the answers

What is the potential outcome of negative emotional responses from middle managers?

Resistance to the change process. Signup and view all the answers

Which of the following best describes the process of resistance development?

It develops as legitimacy judgments decline and negativity escalates. Signup and view all the answers

Planned Radical Organizational Change (PROC) involves sudden, intense actions that disturb power structures, culture, and ______ within an organization.

routines Signup and view all the answers

Middle managers serve as intermediaries between top managers and ______ employees.

frontline Signup and view all the answers

Legitimacy in the context of middle managers refers to their judgment of top managers’ ______ as change agents.

appropriateness Signup and view all the answers

Emotional reactions can either strengthen commitment or lead to ______ during the change process.

resistance Signup and view all the answers

Resistance develops as middle managers’ legitimacy judgments decline and negative ______ intensify.

emotions Signup and view all the answers

Match the following concepts with their definitions:

Planned Radical Organizational Change (PROC) = Sudden actions that disturb power structures Middle Managers = Pivotal intermediaries in change implementation Legitimacy Judgments = Assessments of top managers by middle managers Emotional Reactions = Emotions that impact behavior during change Signup and view all the answers

Match the types of legitimacy with their descriptions:

Instrumental Legitimacy = Judged by ability to achieve goals Relational Legitimacy = Judged on fairness in treatment of employees Moral Legitimacy = Judged based on alignment with values Emotional Commitment = Strengthens as positive emotions increase Signup and view all the answers

Match the stages of middle managers' reactions during radical change:

Initial Support = Positive reactions due to top managers' qualifications Shifting Legitimacy Judgments = Views of top managers decline in legitimacy Resistance Development = Emerges from loss of trust in top managers Negative Emotions = Lead to increased resistance against changes Signup and view all the answers

Match the consequences of emotional reactions with possible outcomes:

Hope = Can strengthen commitment to change Frustration = May lead to resistance Anger = Can negatively impact support for initiatives Positive Feedback = Encourages further engagement and support Signup and view all the answers

Match the framework concepts with their focus:

Legitimacy Judgments Framework = How managers are perceived by middle managers Process of Resistance Development = How resistance intensifies over time Emotional Responses = Link between feelings and change behavior Managerial Trust = Affects middle managers' support and resistance Signup and view all the answers

How do middle managers' emotional reactions influence their role during PROC?

Middle managers' emotional reactions can either enhance their commitment to the change or contribute to their resistance, depending on how they perceive the legitimacy of top managers. Signup and view all the answers

What is the relationship between legitimacy judgments and resistance to change?

As middle managers' legitimacy judgments of top managers decrease, their resistance to the change process increases, often fueled by negative emotions. Signup and view all the answers

Describe the process through which middle managers transition from support to resistance during radical change.

Initially, middle managers support top managers due to their outsider status, but as failures in meeting goals occur and perceived unfairness rises, their support wanes, leading to resistance. Signup and view all the answers

What models assess the legitimacy of top managers and how do they differ?

The three models include instrumental legitimacy, relational legitimacy, and moral legitimacy, focusing on goal achievement, fairness, and alignment with values, respectively. Signup and view all the answers

In what ways can initial support from middle managers shift over the course of radical change implementation?

Initial support tends to decline as middle managers perceive top managers as less legitimate due to unmet goals and feelings of unfair treatment. Signup and view all the answers

Study Notes

Introduction

Summary of the research focuses on the dynamics between legitimacy judgments and emotional responses in radical organizational change.
Authors: Quy Nguyen Huy, Kevin G. Corley, and Matthew S. Kraatz (2014).

Key Concepts and Definitions

Planned Radical Organizational Change (PROC): Sudden and intense shifts that disrupt existing power structures, cultures, and routines, often initiated by top management during crises.
Middle Managers as Key Agents: Act as crucial intermediaries enabling communication and implementation of changes between upper management and frontline employees.
Legitimacy: Refers to middle managers’ perceptions of top managers’ appropriateness as change agents, affecting their willingness to support or resist changes.
Emotional Reactions: Emotional states of middle managers, including hope, frustration, or anger, significantly influence their actions during the change process.
Resistance to Change: Emerges when middle managers feel a loss of trust towards upper management or view the change efforts as unjust.

Key Frameworks

Legitimacy Judgments Framework:
- Instrumental Legitimacy: Assessment based on top managers’ ability to achieve organizational goals.
- Relational Legitimacy: Evaluation of the fairness and respect shown by managers towards employees.
- Moral Legitimacy: Judgment based on how well actions align with the organization's core values.
Emotional Reactions: Emotional responses can either foster commitment or provoke resistance.
Process of Resistance Development: Resistance intensifies as middle managers’ legitimacy perceptions diminish and negative emotional responses grow stronger.

Research Findings

Initial Support: At the beginning of the change process, middle managers rated top managers highly, thanks to their qualifications and outsider perspectives, leading to favorable emotional reactions.
Shifting Legitimacy Judgments: Over time, perceptions of top managers diminished due to unmet goals and a sense of unfairness in the change process, contributing to decreased legitimacy and support from middle managers.

Introduction

Summary of the research focuses on the dynamics between legitimacy judgments and emotional responses in radical organizational change.
Authors: Quy Nguyen Huy, Kevin G. Corley, and Matthew S. Kraatz (2014).

Key Concepts and Definitions

Planned Radical Organizational Change (PROC): Sudden and intense shifts that disrupt existing power structures, cultures, and routines, often initiated by top management during crises.
Middle Managers as Key Agents: Act as crucial intermediaries enabling communication and implementation of changes between upper management and frontline employees.
Legitimacy: Refers to middle managers’ perceptions of top managers’ appropriateness as change agents, affecting their willingness to support or resist changes.
Emotional Reactions: Emotional states of middle managers, including hope, frustration, or anger, significantly influence their actions during the change process.
Resistance to Change: Emerges when middle managers feel a loss of trust towards upper management or view the change efforts as unjust.

Key Frameworks

Legitimacy Judgments Framework:
- Instrumental Legitimacy: Assessment based on top managers’ ability to achieve organizational goals.
- Relational Legitimacy: Evaluation of the fairness and respect shown by managers towards employees.
- Moral Legitimacy: Judgment based on how well actions align with the organization's core values.
Emotional Reactions: Emotional responses can either foster commitment or provoke resistance.
Process of Resistance Development: Resistance intensifies as middle managers’ legitimacy perceptions diminish and negative emotional responses grow stronger.

Research Findings

Initial Support: At the beginning of the change process, middle managers rated top managers highly, thanks to their qualifications and outsider perspectives, leading to favorable emotional reactions.
Shifting Legitimacy Judgments: Over time, perceptions of top managers diminished due to unmet goals and a sense of unfairness in the change process, contributing to decreased legitimacy and support from middle managers.

Introduction

Summary of the research focuses on the dynamics between legitimacy judgments and emotional responses in radical organizational change.
Authors: Quy Nguyen Huy, Kevin G. Corley, and Matthew S. Kraatz (2014).

Key Concepts and Definitions

Planned Radical Organizational Change (PROC): Sudden and intense shifts that disrupt existing power structures, cultures, and routines, often initiated by top management during crises.
Middle Managers as Key Agents: Act as crucial intermediaries enabling communication and implementation of changes between upper management and frontline employees.
Legitimacy: Refers to middle managers’ perceptions of top managers’ appropriateness as change agents, affecting their willingness to support or resist changes.
Emotional Reactions: Emotional states of middle managers, including hope, frustration, or anger, significantly influence their actions during the change process.
Resistance to Change: Emerges when middle managers feel a loss of trust towards upper management or view the change efforts as unjust.

Key Frameworks

Legitimacy Judgments Framework:
- Instrumental Legitimacy: Assessment based on top managers’ ability to achieve organizational goals.
- Relational Legitimacy: Evaluation of the fairness and respect shown by managers towards employees.
- Moral Legitimacy: Judgment based on how well actions align with the organization's core values.
Emotional Reactions: Emotional responses can either foster commitment or provoke resistance.
Process of Resistance Development: Resistance intensifies as middle managers’ legitimacy perceptions diminish and negative emotional responses grow stronger.

Research Findings

Initial Support: At the beginning of the change process, middle managers rated top managers highly, thanks to their qualifications and outsider perspectives, leading to favorable emotional reactions.
Shifting Legitimacy Judgments: Over time, perceptions of top managers diminished due to unmet goals and a sense of unfairness in the change process, contributing to decreased legitimacy and support from middle managers.

Introduction

Summary of the research focuses on the dynamics between legitimacy judgments and emotional responses in radical organizational change.
Authors: Quy Nguyen Huy, Kevin G. Corley, and Matthew S. Kraatz (2014).

Key Concepts and Definitions

Planned Radical Organizational Change (PROC): Sudden and intense shifts that disrupt existing power structures, cultures, and routines, often initiated by top management during crises.
Middle Managers as Key Agents: Act as crucial intermediaries enabling communication and implementation of changes between upper management and frontline employees.
Legitimacy: Refers to middle managers’ perceptions of top managers’ appropriateness as change agents, affecting their willingness to support or resist changes.
Emotional Reactions: Emotional states of middle managers, including hope, frustration, or anger, significantly influence their actions during the change process.
Resistance to Change: Emerges when middle managers feel a loss of trust towards upper management or view the change efforts as unjust.

Key Frameworks

Legitimacy Judgments Framework:
- Instrumental Legitimacy: Assessment based on top managers’ ability to achieve organizational goals.
- Relational Legitimacy: Evaluation of the fairness and respect shown by managers towards employees.
- Moral Legitimacy: Judgment based on how well actions align with the organization's core values.
Emotional Reactions: Emotional responses can either foster commitment or provoke resistance.
Process of Resistance Development: Resistance intensifies as middle managers’ legitimacy perceptions diminish and negative emotional responses grow stronger.

Research Findings

Initial Support: At the beginning of the change process, middle managers rated top managers highly, thanks to their qualifications and outsider perspectives, leading to favorable emotional reactions.
Shifting Legitimacy Judgments: Over time, perceptions of top managers diminished due to unmet goals and a sense of unfairness in the change process, contributing to decreased legitimacy and support from middle managers.

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Description

Explore the intricate relationship between legitimacy judgments and emotional responses during radical organizational changes. This quiz focuses on the role of middle managers as key agents in implementing changes and their emotional reactions that impact their actions and resistance to change.

5. Huy et al. (2014)

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Questions and Answers

What is the main character of Planned Radical Organizational Change (PROC)?

Which role do middle managers play during the implementation of radical change?

How is legitimacy defined in the context of middle managers during radical change?

What factor can intensify resistance from middle managers during change?

Which type of legitimacy assesses top managers based on their ability to achieve defined goals?

What emotional reactions might middle managers experience during the change process?

What initiates the initial support from middle managers during radical change?

What happens to middle managers' legitimacy judgments as radical changes are implemented?

What is the potential outcome of negative emotional responses from middle managers?

Which of the following best describes the process of resistance development?

Planned Radical Organizational Change (PROC) involves sudden, intense actions that disturb power structures, culture, and ______ within an organization.

Middle managers serve as intermediaries between top managers and ______ employees.

Legitimacy in the context of middle managers refers to their judgment of top managers’ ______ as change agents.

Emotional reactions can either strengthen commitment or lead to ______ during the change process.

Resistance develops as middle managers’ legitimacy judgments decline and negative ______ intensify.

Match the following concepts with their definitions:

Match the types of legitimacy with their descriptions:

Match the stages of middle managers' reactions during radical change:

Match the consequences of emotional reactions with possible outcomes:

Match the framework concepts with their focus:

How do middle managers' emotional reactions influence their role during PROC?

What is the relationship between legitimacy judgments and resistance to change?

Describe the process through which middle managers transition from support to resistance during radical change.

What models assess the legitimacy of top managers and how do they differ?

In what ways can initial support from middle managers shift over the course of radical change implementation?

Study Notes

Introduction

Key Concepts and Definitions

Key Frameworks

Research Findings

Introduction

Key Concepts and Definitions

Key Frameworks

Research Findings

Introduction

Key Concepts and Definitions

Key Frameworks

Research Findings

Introduction

Key Concepts and Definitions

Key Frameworks

Research Findings

Studying That Suits You

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