Question 1

During an organizational confrontation meeting, ________ meet to confront the issue of whether the organization is effectively meeting its goals.

Accepted Answer

A)  members of the top management team 
B)  employees from all organizational levels 
C)  all of the managers of the organization 
D)  external and internal change agents 
A)  members of the top management team 
B)  employees from all organizational levels 
C)  all of the managers of the organization 
D)  external and internal change agents

Question 2

Which of the following will NOT increase the resistance to organizational change?

Accepted Answer

A)  groupthink 
B)  escalation of commitment 
C)  weak organizational norms 
D)  group cohesiveness 
A)  groupthink 
B)  escalation of commitment 
C)  weak organizational norms 
D)  group cohesiveness

Question 3

The term ________ has been coined to refer to companies' attempts to use all kinds of information systems to improve their performance.

Accepted Answer

A)  reengineering 
B)  e-engineering 
C)  restructuring 
D)  downsizing 
A)  reengineering 
B)  e-engineering 
C)  restructuring 
D)  downsizing

Question 4

Organizational culture is a primary force for change within an organization.

Accepted Answer

A) True 
 B)False

Question 5

Participation as an OD technique complements ________ by increasing employees' involvement in decision making.

Accepted Answer

A)  facilitation 
B)  empowerment 
C)  team building 
D)  cooptation 
A)  facilitation 
B)  empowerment 
C)  team building 
D)  cooptation

Question 6

________ is a series of techniques and methods that managers can use in the action research program to increase the adaptability of their organization.

Accepted Answer

A)  Deconstruction 
B)  Reengineering 
C)  Organization development 
D)  Institutional enhancement 
A)  Deconstruction 
B)  Reengineering 
C)  Organization development 
D)  Institutional enhancement

Question 7

According to Lewin, when the forces within an organization are evenly balanced, the organization is ________.

Accepted Answer

A)  ready to change 
B)  at its optimum operating level 
C)  in a state of inertia and does not change 
D)  to accept organizational change with little or no resistance 
A)  ready to change 
B)  at its optimum operating level 
C)  in a state of inertia and does not change 
D)  to accept organizational change with little or no resistance

Question 8

If a manager is using the business process, what question is he MOST LIKELY to ask?

Accepted Answer

A)  How can I better motivate my employees? 
B)  What are our clients' needs and wants? 
C)  What techniques are most effective to ensure smooth relationships amongst co-workers? 
D)  How can we increase profits while selling a lower-quality product? 
A)  How can I better motivate my employees? 
B)  What are our clients' needs and wants? 
C)  What techniques are most effective to ensure smooth relationships amongst co-workers? 
D)  How can we increase profits while selling a lower-quality product?

Question 9

The first step in action research involves managers' determining the future state of the organization.

Accepted Answer

A) True 
 B)False

Question 10

Process consultation bears little resemblance to either counseling or sensitivity training.

Accepted Answer

A) True 
 B)False

Question 11

Discuss Lewin's force-field theory of change.

Accepted Answer

Lewin's force-field theory of change ass

Question 12

All of the following are organizational impediments to change EXCEPT ________.

Accepted Answer

A)  mechanistic structure 
B)  power and conflict 
C)  uncertainty and insecurity 
D)  differences in functional orientation 
A)  mechanistic structure 
B)  power and conflict 
C)  uncertainty and insecurity 
D)  differences in functional orientation

Question 13

Internal or external change agents MOST OFTEN use ________ to provide information on how a change will personally affect organizational members.

Accepted Answer

A)  education and communication 
B)  manipulation and cooptation 
C)  coercion and facilitation 
D)  participation and negotiation 
A)  education and communication 
B)  manipulation and cooptation 
C)  coercion and facilitation 
D)  participation and negotiation

Question 14

Impediments to organizational change are found at the organization, group, and individual levels.

Accepted Answer

A) True 
 B)False

Question 15

Many companies have found that implementing a TQM program is not always easy because it requires workers and managers to ________.

Accepted Answer

A)  focus exclusively on quality 
B)  switch to a different cultural value 
C)  share in the profits that quality efforts provide 
D)  adopt a different way of viewing their roles 
A)  focus exclusively on quality 
B)  switch to a different cultural value 
C)  share in the profits that quality efforts provide 
D)  adopt a different way of viewing their roles

Question 16

During ________, members who have problems dealing with others meet in a group with a trained facilitator to learn more about how they and other group members view the world.

Accepted Answer

A)  cooptation sessions 
B)  sensitivity training 
C)  team-building exercises 
D)  facilitation and reconciliation 
A)  cooptation sessions 
B)  sensitivity training 
C)  team-building exercises 
D)  facilitation and reconciliation

Question 17

It is difficult to assess the impact of change using the action research process MOST OFTEN because it ________.

Accepted Answer

A)  moves too quickly to be monitored 
B)  may take several years to complete 
C)  ignores the impact of organizational culture 
D)  assumes the environment has no impact 
A)  moves too quickly to be monitored 
B)  may take several years to complete 
C)  ignores the impact of organizational culture 
D)  assumes the environment has no impact

Question 18

A "product champion" is an expert manager who heads a new product team working on an innovative product from the beginning of its development to when it is commercially introduced.

Accepted Answer

A) True 
 B)False

Question 19

Organizations can use ________ to help their employees deal with the stress of organizational change by providing additional training, time off to recover from organizational change, and sabbaticals to allow time to plan future work activities.

Accepted Answer

A)  coercion 
B)  cooptation 
C)  manipulation 
D)  facilitation 
A)  coercion 
B)  cooptation 
C)  manipulation 
D)  facilitation

Question 20

As more women have entered the work force, companies have had to accommodate the needs of dual-career and single-parent families.

Accepted Answer

A) True 
 B)False

During an organizational confrontation meeting, ________ meet to confront the issue of whether the organization is effectively meeting its goals.

Which of the following will NOT increase the resistance to organizational change?

The term ________ has been coined to refer to companies' attempts to use all kinds of information systems to improve their performance.

Organizational culture is a primary force for change within an organization.

Participation as an OD technique complements ________ by increasing employees' involvement in decision making.

________ is a series of techniques and methods that managers can use in the action research program to increase the adaptability of their organization.

According to Lewin, when the forces within an organization are evenly balanced, the organization is ________.

If a manager is using the business process, what question is he MOST LIKELY to ask?

The first step in action research involves managers' determining the future state of the organization.

Process consultation bears little resemblance to either counseling or sensitivity training.

Discuss Lewin's force-field theory of change.

All of the following are organizational impediments to change EXCEPT ________.

Internal or external change agents MOST OFTEN use ________ to provide information on how a change will personally affect organizational members.

Impediments to organizational change are found at the organization, group, and individual levels.

Many companies have found that implementing a TQM program is not always easy because it requires workers and managers to ________.

During ________, members who have problems dealing with others meet in a group with a trained facilitator to learn more about how they and other group members view the world.

It is difficult to assess the impact of change using the action research process MOST OFTEN because it ________.

A "product champion" is an expert manager who heads a new product team working on an innovative product from the beginning of its development to when it is commercially introduced.

Organizations can use ________ to help their employees deal with the stress of organizational change by providing additional training, time off to recover from organizational change, and sabbaticals to allow time to plan future work activities.

As more women have entered the work force, companies have had to accommodate the needs of dual-career and single-parent families.

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

During an organizational confrontation meeting, ________ meet to confront the issue of whether the organization is effectively meeting its goals.

Which of the following will NOT increase the resistance to organizational change?

The term ________ has been coined to refer to companies' attempts to use all kinds of information systems to improve their performance.

Organizational culture is a primary force for change within an organization.

Participation as an OD technique complements ________ by increasing employees' involvement in decision making.

________ is a series of techniques and methods that managers can use in the action research program to increase the adaptability of their organization.

According to Lewin, when the forces within an organization are evenly balanced, the organization is ________.

If a manager is using the business process, what question is he MOST LIKELY to ask?

The first step in action research involves managers' determining the future state of the organization.

Process consultation bears little resemblance to either counseling or sensitivity training.

Discuss Lewin's force-field theory of change.

All of the following are organizational impediments to change EXCEPT ________.

Internal or external change agents MOST OFTEN use ________ to provide information on how a change will personally affect organizational members.

Impediments to organizational change are found at the organization, group, and individual levels.

Many companies have found that implementing a TQM program is not always easy because it requires workers and managers to ________.

During ________, members who have problems dealing with others meet in a group with a trained facilitator to learn more about how they and other group members view the world.

It is difficult to assess the impact of change using the action research process MOST OFTEN because it ________.

A "product champion" is an expert manager who heads a new product team working on an innovative product from the beginning of its development to when it is commercially introduced.

Organizations can use ________ to help their employees deal with the stress of organizational change by providing additional training, time off to recover from organizational change, and sabbaticals to allow time to plan future work activities.

As more women have entered the work force, companies have had to accommodate the needs of dual-career and single-parent families.

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