Question 1

Organizations that do not change often are likely candidates for revolutionary, top-down change.

Accepted Answer

A) True 
 B)False

Question 2

Research has shown that personal habits are relatively easy to change.

Accepted Answer

A) True 
 B)False

Question 3

Poor quality often originates at crossover points or handoffs, that is, when people turn over the work they are doing to people in different functions.

Accepted Answer

A) True 
 B)False

Question 4

A ________ is an expert manager appointed to head a new product team and see a new product from its inception to sale.

Accepted Answer

A)  product advocate 
B)  product manager 
C)  product champion 
D)  product facilitator 
A)  product advocate 
B)  product manager 
C)  product champion 
D)  product facilitator

Question 5

What are the most powerful organization-level impediments to change?

Accepted Answer

The most powerful organization

Question 6

Explain the difference between evolutionary change and revolutionary change.

Accepted Answer

Evolutionary change is gradual

Question 7

Socio-technical systems theory asserts that organizations should choose specific kinds of control systems that match the technical nature of the work process.

Accepted Answer

A) True 
 B)False

Question 8

The goal of intergroup training is to improve organizational performance by focusing on the joint activities and outputs of a function or a division.

Accepted Answer

A) True 
 B)False

Question 9

________ is the first step in action research.

Accepted Answer

A)  Determining the desired future state 
B)  Institutionalizing action research 
C)  Diagnosing the organization 
D)  Implementing the action 
A)  Determining the desired future state 
B)  Institutionalizing action research 
C)  Diagnosing the organization 
D)  Implementing the action

Question 10

A direct goal of organization development is NOT to ________.

Accepted Answer

A)  help people realize their goals 
B)  help people reach their potential 
C)  improve organizational effectiveness 
D)  expand the organization's sales channels 
A)  help people realize their goals 
B)  help people reach their potential 
C)  improve organizational effectiveness 
D)  expand the organization's sales channels

Question 11

In Lewin's view, implementing change is a three-step process: unfreezing the organization from its present state, making the change, and refreezing the organization in the new desired state so that its members do not revert to their previous work attitudes and role behaviors.

Accepted Answer

A) True 
 B)False

Question 12

Force field theory asserts that organizational change occurs when forces for change strengthen, resistance to change lessens, or both happen simultaneously.

Accepted Answer

A) True 
 B)False

Question 13

________ is the successful use of skills and resources to create new technologies or goods and services that respond to customer needs.

Accepted Answer

A)  Innovation 
B)  Management 
C)  Synchronization 
D)  Institutionalization 
A)  Innovation 
B)  Management 
C)  Synchronization 
D)  Institutionalization

Question 14

Many organizations have created the role of ethics officer, a person to whom employees can report ethical lapses on the part of the organization's managers or turn to for advice when faced with ethical business dilemmas.

Accepted Answer

A) True 
 B)False

Question 15

An organization that resorts to restructuring usually increases the complexity of its organizational structure by adding divisions, departments, or levels in the hierarchy.

Accepted Answer

A) True 
 B)False

Question 16

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

Accepted Answer

A)  group norms 
B)  group cohesiveness 
C)  groupthink 
D)  group habit 
A)  group norms 
B)  group cohesiveness 
C)  groupthink 
D)  group habit

Question 17

Which of the following is LEAST LIKELY to support the successful implementation of TQM?

Accepted Answer

A)  empowering employees to make decisions 
B)  managers acting as facilitators 
C)  decentralizing decision making 
D)  supporting command and control model 
A)  empowering employees to make decisions 
B)  managers acting as facilitators 
C)  decentralizing decision making 
D)  supporting command and control model

Question 18

Revolutionary change is gradual, incremental, and narrowly focused.

Accepted Answer

A) True 
 B)False

Question 19

When change causes power struggles and organizational conflict, there is less likelihood of resistance to the change.

Accepted Answer

A) True 
 B)False

Question 20

Which of the following is NOT a step in action research?

Accepted Answer

A)  diagnosing the organization 
B)  determining the desired future state 
C)  institutionalizing action research 
D)  evaluating alternative methods of analysis 
A)  diagnosing the organization 
B)  determining the desired future state 
C)  institutionalizing action research 
D)  evaluating alternative methods of analysis

Organizations that do not change often are likely candidates for revolutionary, top-down change.

Research has shown that personal habits are relatively easy to change.

Poor quality often originates at crossover points or handoffs, that is, when people turn over the work they are doing to people in different functions.

A ________ is an expert manager appointed to head a new product team and see a new product from its inception to sale.

What are the most powerful organization-level impediments to change?

Explain the difference between evolutionary change and revolutionary change.

Socio-technical systems theory asserts that organizations should choose specific kinds of control systems that match the technical nature of the work process.

The goal of intergroup training is to improve organizational performance by focusing on the joint activities and outputs of a function or a division.

________ is the first step in action research.

A direct goal of organization development is NOT to ________.

In Lewin's view, implementing change is a three-step process: unfreezing the organization from its present state, making the change, and refreezing the organization in the new desired state so that its members do not revert to their previous work attitudes and role behaviors.

Force field theory asserts that organizational change occurs when forces for change strengthen, resistance to change lessens, or both happen simultaneously.

________ is the successful use of skills and resources to create new technologies or goods and services that respond to customer needs.

Many organizations have created the role of ethics officer, a person to whom employees can report ethical lapses on the part of the organization's managers or turn to for advice when faced with ethical business dilemmas.

An organization that resorts to restructuring usually increases the complexity of its organizational structure by adding divisions, departments, or levels in the hierarchy.

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

Which of the following is LEAST LIKELY to support the successful implementation of TQM?

Revolutionary change is gradual, incremental, and narrowly focused.

When change causes power struggles and organizational conflict, there is less likelihood of resistance to the change.

Which of the following is NOT a step in action research?

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

Organizations that do not change often are likely candidates for revolutionary, top-down change.

Research has shown that personal habits are relatively easy to change.

Poor quality often originates at crossover points or handoffs, that is, when people turn over the work they are doing to people in different functions.

A ________ is an expert manager appointed to head a new product team and see a new product from its inception to sale.

What are the most powerful organization-level impediments to change?

Explain the difference between evolutionary change and revolutionary change.

Socio-technical systems theory asserts that organizations should choose specific kinds of control systems that match the technical nature of the work process.

The goal of intergroup training is to improve organizational performance by focusing on the joint activities and outputs of a function or a division.

________ is the first step in action research.

A direct goal of organization development is NOT to ________.

In Lewin's view, implementing change is a three-step process: unfreezing the organization from its present state, making the change, and refreezing the organization in the new desired state so that its members do not revert to their previous work attitudes and role behaviors.

Force field theory asserts that organizational change occurs when forces for change strengthen, resistance to change lessens, or both happen simultaneously.

________ is the successful use of skills and resources to create new technologies or goods and services that respond to customer needs.

Many organizations have created the role of ethics officer, a person to whom employees can report ethical lapses on the part of the organization's managers or turn to for advice when faced with ethical business dilemmas.

An organization that resorts to restructuring usually increases the complexity of its organizational structure by adding divisions, departments, or levels in the hierarchy.

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

Which of the following is LEAST LIKELY to support the successful implementation of TQM?

Revolutionary change is gradual, incremental, and narrowly focused.

When change causes power struggles and organizational conflict, there is less likelihood of resistance to the change.

Which of the following is NOT a step in action research?

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