Question 1

When structural change occurs early in a change process, employees are likely to be:

Accepted Answer

A)  confused by the purpose of the change. 
B)  unsure about the new competencies that are required. 
C)  unwilling or unable to make changes in their behavior. 
D)  A and B only 
E)  A, B, and C 
A)  confused by the purpose of the change. 
B)  unsure about the new competencies that are required. 
C)  unwilling or unable to make changes in their behavior. 
D)  A and B only 
E)  A, B, and C

Question 2

Functional silos are characteristic features of functional structures but do not exist in divisional structures.

Accepted Answer

A) True 
 B)False

Question 3

In the U.S., most pay-for-performance plans use a(n) _______level of aggregation.

Accepted Answer

A)  individual 
B)  group 
C)  team 
D)  organization 
E)  high 
A)  individual 
B)  group 
C)  team 
D)  organization 
E)  high

Question 4

_______raise(s) base salary based on performance.

Accepted Answer

A)  Salary raise 
B)  Bonus 
C)  Incentives 
D)  Merit pay 
E)  both B and C 
A)  Salary raise 
B)  Bonus 
C)  Incentives 
D)  Merit pay 
E)  both B and C

Question 5

When structural change occurs early in a change process, employees can be confused by its purpose, unsure of what new competencies are being required, and unwilling-or unable-to make appropriate alterations in behavioral patterns.

Accepted Answer

A) True 
 B)False

Question 6

______refer(s) to an organizational pay system that offers regular but one- time payouts on the basis of performance.

Accepted Answer

A)  Commission 
B)  Wages 
C)  Incentive bonuses 
D)  Merit pay 
E)  none of the above 
A)  Commission 
B)  Wages 
C)  Incentive bonuses 
D)  Merit pay 
E)  none of the above

Question 7

Another divisional option, particularly for multinationals, is to adopt a geographically focused structure.

Accepted Answer

A) True 
 B)False

Question 8

__________is designed to surface any misalignment that may exist between patterns of internal behavior and a desired new strategy.

Accepted Answer

A)  People alignment 
B)  Diagnosis 
C)  Structural design 
D)  Technology change 
E)  none of the above 
A)  People alignment 
B)  Diagnosis 
C)  Structural design 
D)  Technology change 
E)  none of the above

Question 9

Bonuses based on the overall performance of the organization make a symbolic statement recognizing the shared purpose and responsibility of all employees and organizational units.

Accepted Answer

A) True 
 B)False

Question 10

Organizational structures are a way to focus the activities of employees.

Accepted Answer

A) True 
 B)False

Question 11

Introducing a new incentive plan early in the change implementation:

Accepted Answer

A)  risks negative consequences. 
B)  can create an immediate, long-lasting effect on behavior. 
C)  effectively combines intrinsic and extrinsic motivation. 
D)  creates involvement in the change effort. 
E)  all of the above 
A)  risks negative consequences. 
B)  can create an immediate, long-lasting effect on behavior. 
C)  effectively combines intrinsic and extrinsic motivation. 
D)  creates involvement in the change effort. 
E)  all of the above

Question 12

The object of the divisional structure, whether it is focused on products, customer groups, or geographic locations, is to reinforce a market-focused strategy.

Accepted Answer

A) True 
 B)False

Question 13

Structural change should be part of which stage in Lewin's change theory?

Accepted Answer

A)  unfreezing 
B)  change 
C)  refreezing 
D)  implementation 
E)  none of the above 
A)  unfreezing 
B)  change 
C)  refreezing 
D)  implementation 
E)  none of the above

Question 14

____________is when all activities associated with a particular product or family of products is brought together in a divisional unit.

Accepted Answer

A)  Functional structure 
B)  Divisional structure 
C)  Dynamic structure 
D)  Vertical structure 
E)  Horizontal structure 
A)  Functional structure 
B)  Divisional structure 
C)  Dynamic structure 
D)  Vertical structure 
E)  Horizontal structure

Question 15

_________refers to the manner in which employees are subdivided into units and divisions as a way of focusing their efforts on the required activities of the company.

Accepted Answer

A)  Organization redesign 
B)  People alignment 
C)  Functional structure 
D)  Horizontal structure 
E)  Organizational structure 
A)  Organization redesign 
B)  People alignment 
C)  Functional structure 
D)  Horizontal structure 
E)  Organizational structure

Question 16

Organizations call upon __________performance bonuses to enhance the effectiveness of teams, but the bonus may undermine collaboration between teams.

Accepted Answer

A)  individual 
B)  unit 
C)  team-based 
D)  divisional 
E)  company's overall 
A)  individual 
B)  unit 
C)  team-based 
D)  divisional 
E)  company's overall

Question 17

___________enhance coordinated focus on the marketplace but make integration across highly autonomous divisional units difficult to achieve.

Accepted Answer

A)  Functional structures 
B)  Divisional structures 
C)  Dynamic structures 
D)  Vertical structures 
E)  Geographical structures 
A)  Functional structures 
B)  Divisional structures 
C)  Dynamic structures 
D)  Vertical structures 
E)  Geographical structures

Question 18

Matrix structures help support dual focus-on technical expertise and marketplace responsiveness-but will only be successful in organizations that can manage ambiguity, tension and conflict effectively.

Accepted Answer

A) True 
 B)False

Question 19

Leaders opt for a divisional structure in order to reinforce a strategy that emphasizes efficiencies and depth of technical know-how and experience.

Accepted Answer

A) True 
 B)False

Question 20

Leaders must choose between a functional orientation on technical efficiencies or a focus on marketplace responsiveness.

Accepted Answer

A) True 
 B)False

When structural change occurs early in a change process, employees are likely to be:

Functional silos are characteristic features of functional structures but do not exist in divisional structures.

In the U.S., most pay-for-performance plans use a(n) _______level of aggregation.

_______raise(s) base salary based on performance.

When structural change occurs early in a change process, employees can be confused by its purpose, unsure of what new competencies are being required, and unwilling-or unable-to make appropriate alterations in behavioral patterns.

______refer(s) to an organizational pay system that offers regular but one- time payouts on the basis of performance.

Another divisional option, particularly for multinationals, is to adopt a geographically focused structure.

__________is designed to surface any misalignment that may exist between patterns of internal behavior and a desired new strategy.

Bonuses based on the overall performance of the organization make a symbolic statement recognizing the shared purpose and responsibility of all employees and organizational units.

Organizational structures are a way to focus the activities of employees.

Introducing a new incentive plan early in the change implementation:

The object of the divisional structure, whether it is focused on products, customer groups, or geographic locations, is to reinforce a market-focused strategy.

Structural change should be part of which stage in Lewin's change theory?

____________is when all activities associated with a particular product or family of products is brought together in a divisional unit.

_________refers to the manner in which employees are subdivided into units and divisions as a way of focusing their efforts on the required activities of the company.

Organizations call upon __________performance bonuses to enhance the effectiveness of teams, but the bonus may undermine collaboration between teams.

___________enhance coordinated focus on the marketplace but make integration across highly autonomous divisional units difficult to achieve.

Matrix structures help support dual focus-on technical expertise and marketplace responsiveness-but will only be successful in organizations that can manage ambiguity, tension and conflict effectively.

Leaders opt for a divisional structure in order to reinforce a strategy that emphasizes efficiencies and depth of technical know-how and experience.

Leaders must choose between a functional orientation on technical efficiencies or a focus on marketplace responsiveness.

Organizational Change

Theories of Effective Change Implementation

Mutual Engagement and Shared Diagnosis

Organizational Redesign

People Alignment

Leading Change

Going Green

Filters

Exam 6: Reinforcing New Behaviors

When structural change occurs early in a change process, employees are likely to be:

Functional silos are characteristic features of functional structures but do not exist in divisional structures.

In the U.S., most pay-for-performance plans use a(n) _______level of aggregation.

_______raise(s) base salary based on performance.

When structural change occurs early in a change process, employees can be confused by its purpose, unsure of what new competencies are being required, and unwilling-or unable-to make appropriate alterations in behavioral patterns.

______refer(s) to an organizational pay system that offers regular but one- time payouts on the basis of performance.

Another divisional option, particularly for multinationals, is to adopt a geographically focused structure.

__________is designed to surface any misalignment that may exist between patterns of internal behavior and a desired new strategy.

Bonuses based on the overall performance of the organization make a symbolic statement recognizing the shared purpose and responsibility of all employees and organizational units.

Organizational structures are a way to focus the activities of employees.

Introducing a new incentive plan early in the change implementation:

The object of the divisional structure, whether it is focused on products, customer groups, or geographic locations, is to reinforce a market-focused strategy.

Structural change should be part of which stage in Lewin's change theory?

____________is when all activities associated with a particular product or family of products is brought together in a divisional unit.

_________refers to the manner in which employees are subdivided into units and divisions as a way of focusing their efforts on the required activities of the company.

Organizations call upon __________performance bonuses to enhance the effectiveness of teams, but the bonus may undermine collaboration between teams.

___________enhance coordinated focus on the marketplace but make integration across highly autonomous divisional units difficult to achieve.

Matrix structures help support dual focus-on technical expertise and marketplace responsiveness-but will only be successful in organizations that can manage ambiguity, tension and conflict effectively.

Leaders opt for a divisional structure in order to reinforce a strategy that emphasizes efficiencies and depth of technical know-how and experience.

Leaders must choose between a functional orientation on technical efficiencies or a focus on marketplace responsiveness.

Organizational Change

Theories of Effective Change Implementation

Mutual Engagement and Shared Diagnosis

Organizational Redesign

People Alignment

Leading Change

Going Green

Filters