Question 1

Which of the following organizations is LEAST LIKELY resistant to change?

Accepted Answer

A)  a toilet paper producer with a centralized structure 
B)  a large automaker with many powerful divisions 
C)  a retail store that has many long-time employees 
D)  a small consulting firm with an equal power distribution 
A)  a toilet paper producer with a centralized structure 
B)  a large automaker with many powerful divisions 
C)  a retail store that has many long-time employees 
D)  a small consulting firm with an equal power distribution D

Question 2

Managers should avoid analyzing their business processes too often because it is time consuming and costly.

Accepted Answer

A) True 
 B)False  False

Question 3

Organizational mirroring is an OD technique designed to improve the effectiveness of interdependent groups.

Accepted Answer

A) True 
 B)False  True

Question 4

Revolutionary change causes repercussions at all levels in an organization.

Accepted Answer

A) True 
 B)False

Question 5

Many plans to introduce change, such as restructuring, are quick and easy to implement and, ultimately, are successful.

Accepted Answer

A) True 
 B)False

Question 6

Organizations are realizing that the ultimate source of competitive advantage and organizational effectiveness lies in fully utilizing technology.

Accepted Answer

A) True 
 B)False

Question 7

According to Lewin's model, ________ the organization in the new desired state is required so that its members do not revert to previous work attitudes and role behaviors.

Accepted Answer

A)  gelling 
B)  freezing 
C)  molding 
D)  refreezing 
A)  gelling 
B)  freezing 
C)  molding 
D)  refreezing

Question 8

Competition is a force for change because unless an organization matches or surpasses its competitors in at least one competitive area, it will not survive.

Accepted Answer

A) True 
 B)False

Question 9

A(n) ________ typically develops as an organization grows and is a principal source of inertia, especially in large organizations.

Accepted Answer

A)  matrix structure 
B)  organic structure 
C)  mechanistic structure 
D)  hyperbolic structure 
A)  matrix structure 
B)  organic structure 
C)  mechanistic structure 
D)  hyperbolic structure

Question 10

Tunnel vision increases organizational inertia because the organization must spend time and effort to secure agreement about the source of a problem before it can even consider how the organization should respond to the problem.

Accepted Answer

A) True 
 B)False

Question 11

________ involves the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.

Accepted Answer

A)  Rightsizing 
B)  Reengineering 
C)  Employee empowerment 
D)  Total quality management 
A)  Rightsizing 
B)  Reengineering 
C)  Employee empowerment 
D)  Total quality management

Question 12

When an organization wants to engage in bottom-up change, ________ becomes pivotal in determining the success of the change.

Accepted Answer

A)  implementing the action 
B)  diagnosing the organization 
C)  institutionalizing action research 
D)  determining the desired future state 
A)  implementing the action 
B)  diagnosing the organization 
C)  institutionalizing action research 
D)  determining the desired future state

Question 13

The term "E-engineering" refers to companies' attempts to use all kinds of information systems to improve their performance.

Accepted Answer

A) True 
 B)False

Question 14

________ uses team building to improve the ways different functions or divisions work together.

Accepted Answer

A)  Negotiation 
B)  Intergroup training 
C)  Sensitivity training 
D)  Bilateral bargaining 
A)  Negotiation 
B)  Intergroup training 
C)  Sensitivity training 
D)  Bilateral bargaining

Question 15

Outside consultants who are experts in managing change are known as external change agents.

Accepted Answer

A) True 
 B)False

Question 16

What is an organizational confrontation meeting?

Accepted Answer

The organizational confrontation meeting

Question 17

Central to the ability to capture and sustain a competitive advantage is the ability to excel in the most important area of all - responsiveness to customers.

Accepted Answer

A) True 
 B)False

Question 18

Total quality management (TQM) promotes revolutionary organizational change.

Accepted Answer

A) True 
 B)False

Question 19

Total quality management is an intensive, one-time effort by all of an organization's functions to find new ways to improve the quality of its goods and services.

Accepted Answer

A) True 
 B)False

Question 20

While managers should worry about communication during the change process, they need not worry about educating their employees.

Accepted Answer

A) True 
 B)False

Which of the following organizations is LEAST LIKELY resistant to change?

Managers should avoid analyzing their business processes too often because it is time consuming and costly.

Organizational mirroring is an OD technique designed to improve the effectiveness of interdependent groups.

Revolutionary change causes repercussions at all levels in an organization.

Many plans to introduce change, such as restructuring, are quick and easy to implement and, ultimately, are successful.

Organizations are realizing that the ultimate source of competitive advantage and organizational effectiveness lies in fully utilizing technology.

According to Lewin's model, ________ the organization in the new desired state is required so that its members do not revert to previous work attitudes and role behaviors.

Competition is a force for change because unless an organization matches or surpasses its competitors in at least one competitive area, it will not survive.

A(n) ________ typically develops as an organization grows and is a principal source of inertia, especially in large organizations.

Tunnel vision increases organizational inertia because the organization must spend time and effort to secure agreement about the source of a problem before it can even consider how the organization should respond to the problem.

________ involves the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.

When an organization wants to engage in bottom-up change, ________ becomes pivotal in determining the success of the change.

The term "E-engineering" refers to companies' attempts to use all kinds of information systems to improve their performance.

________ uses team building to improve the ways different functions or divisions work together.

Outside consultants who are experts in managing change are known as external change agents.

What is an organizational confrontation meeting?

Central to the ability to capture and sustain a competitive advantage is the ability to excel in the most important area of all - responsiveness to customers.

Total quality management (TQM) promotes revolutionary organizational change.

Total quality management is an intensive, one-time effort by all of an organization's functions to find new ways to improve the quality of its goods and services.

While managers should worry about communication during the change process, they need not worry about educating their employees.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Power, Politics, Conflict, and Negotiation

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Design and Structure

Organizational Culture and Ethical Behavior

Filters

Exam 18: Organization Change and Development

Which of the following organizations is LEAST LIKELY resistant to change?

Managers should avoid analyzing their business processes too often because it is time consuming and costly.

Organizational mirroring is an OD technique designed to improve the effectiveness of interdependent groups.

Revolutionary change causes repercussions at all levels in an organization.

Many plans to introduce change, such as restructuring, are quick and easy to implement and, ultimately, are successful.

Organizations are realizing that the ultimate source of competitive advantage and organizational effectiveness lies in fully utilizing technology.

According to Lewin's model, ________ the organization in the new desired state is required so that its members do not revert to previous work attitudes and role behaviors.

Competition is a force for change because unless an organization matches or surpasses its competitors in at least one competitive area, it will not survive.

A(n) ________ typically develops as an organization grows and is a principal source of inertia, especially in large organizations.

Tunnel vision increases organizational inertia because the organization must spend time and effort to secure agreement about the source of a problem before it can even consider how the organization should respond to the problem.

________ involves the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.

When an organization wants to engage in bottom-up change, ________ becomes pivotal in determining the success of the change.

The term "E-engineering" refers to companies' attempts to use all kinds of information systems to improve their performance.

________ uses team building to improve the ways different functions or divisions work together.

Outside consultants who are experts in managing change are known as external change agents.

What is an organizational confrontation meeting?

Central to the ability to capture and sustain a competitive advantage is the ability to excel in the most important area of all - responsiveness to customers.

Total quality management (TQM) promotes revolutionary organizational change.

Total quality management is an intensive, one-time effort by all of an organization's functions to find new ways to improve the quality of its goods and services.

While managers should worry about communication during the change process, they need not worry about educating their employees.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Power, Politics, Conflict, and Negotiation

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Design and Structure

Organizational Culture and Ethical Behavior

Filters