Question 1

Organizations hire lobbyists in an attempt to gain control over which of the following forces for change?

Accepted Answer

A)  technological advances 
B)  societal values 
C)  demographics 
D)  international interdependence 
E)  political dynamics 
A)  technological advances 
B)  societal values 
C)  demographics 
D)  international interdependence 
E)  political dynamics

Question 2

In the MBO process, who determines the objectives for middle managers?

Accepted Answer

A)  senior managers 
B)  a team of senior and middle managers 
C)  a team of middle managers and lower level managers 
D)  a team of lower level managers and associates 
E)  a team of senior managers and lower level managers 
A)  senior managers 
B)  a team of senior and middle managers 
C)  a team of middle managers and lower level managers 
D)  a team of lower level managers and associates 
E)  a team of senior managers and lower level managers

Question 3

Organizations experience both internal and external pressure to change.

Accepted Answer

A) True 
 B)False

Question 4

Managers in multinational organizations, who attempt to implement OD programs in cultures other than their own, are more likely to be successful if they:

Accepted Answer

A)  remain open to new approaches and ideas. 
B)  understand the beliefs and behavior patterns of different cultures. 
C)  have the ability to listen to and understand different points of view. 
D)  have an awareness of ethnocentrism and work to eliminate it in their personal attitudes. 
E)  all of the above. 
A)  remain open to new approaches and ideas. 
B)  understand the beliefs and behavior patterns of different cultures. 
C)  have the ability to listen to and understand different points of view. 
D)  have an awareness of ethnocentrism and work to eliminate it in their personal attitudes. 
E)  all of the above.

Question 5

Planned change involves deliberate efforts to move an organization
to a new state.

Accepted Answer

A) True 
 B)False

Question 6

By successfully meeting organization development objectives, an organization improves its ability to recognize the need for change and to implement change more easily.

Accepted Answer

A) True 
 B)False

Question 7

Life-cycle forces and aspiration-performance discrepancies are ____________ pressures for change.

Accepted Answer

The answer of Life-cycle forces and aspiration-performance discrepancies are ____________...

Question 8

During Jack Welch's tenure as CEO, General Electric created more value for shareholders than any other company in the world. The successful outcomes were created because of Welch's implementation of innovative organization development interventions.

Accepted Answer

A) True 
 B)False

Question 9

__________________ is a process involving deliberate efforts to move an organization or a unit from its current undesirable state to a new, more desirable state.

Accepted Answer

The answer of __________________ is a process involving deliberate efforts...

Question 10

When CEOs and other members of the top management team have been in their positions for some time, the organization can experience inertia.

Accepted Answer

A) True 
 B)False

Question 11

Firms are likely to create competitive disadvantages by trying to keep up with technological advances.

Accepted Answer

A) True 
 B)False

Question 12

Organizational leaders at Corporation X realize the importance of bringing about significant changes within the organization. They also recognize that because of the strong corporate culture, they are likely to encounter substantial resistance to change. The leaders can best decrease the potential for resistance to change by:

Accepted Answer

A)  giving special attention to the unfreezing phase. 
B)  making changes without informing the associates. 
C)  entering quickly into the moving phase. 
D)  explaining the effects of failure to change on future promotions. 
E)  presenting a timeline for implementing the three phases of change. 
A)  giving special attention to the unfreezing phase. 
B)  making changes without informing the associates. 
C)  entering quickly into the moving phase. 
D)  explaining the effects of failure to change on future promotions. 
E)  presenting a timeline for implementing the three phases of change.

Question 13

The time and attention change leaders spend on the unfreezing phase can
be significant in order to be successful.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following is the most important reason for including individuals who have informal credibility on the team of change leaders?

Accepted Answer

A)  They are likely to have the best understanding of the change process. 
B)  They are less likely to embrace change than other associates. 
C)  They can influence associates and managers to accept change. 
D)  They want to maintain their power in the organization. 
E)  They are more likely to bring diverse viewpoints to the change process. 
A)  They are likely to have the best understanding of the change process. 
B)  They are less likely to embrace change than other associates. 
C)  They can influence associates and managers to accept change. 
D)  They want to maintain their power in the organization. 
E)  They are more likely to bring diverse viewpoints to the change process.

Question 15

Based on Lewin's model, organizational leaders can increase managers and associates' level of motivation for change by:

Accepted Answer

A)  inducing feelings of guilt or anxiety related to not changing. 
B)  promising rewards for attempts to change. 
C)  administering mild punishments for refusal to change. 
D)  providing a step-by-step process for implementing change. 
E)  calling upon managers and associate's loyalty to the organization. 
A)  inducing feelings of guilt or anxiety related to not changing. 
B)  promising rewards for attempts to change. 
C)  administering mild punishments for refusal to change. 
D)  providing a step-by-step process for implementing change. 
E)  calling upon managers and associate's loyalty to the organization.

Question 16

Senior managers should be included as members of the team of change leaders because:

Accepted Answer

A)  they are likely to bring diverse viewpoints to the change process. 
B)  they are in the best position to understand the need for change. 
C)  they have the highest level of concern for the welfare of the company. 
D)  they are the most highly respected members of the organization. 
E)  they have the power to support change and the power to block change. 
A)  they are likely to bring diverse viewpoints to the change process. 
B)  they are in the best position to understand the need for change. 
C)  they have the highest level of concern for the welfare of the company. 
D)  they are the most highly respected members of the organization. 
E)  they have the power to support change and the power to block change.

Question 17

The unfreezing stage of change involves three key activities.

Accepted Answer

A) True 
 B)False

Question 18

Resistance to change can be traced to:

Accepted Answer

A)  lack of understanding 
B)  different assessment 
C)  self-interests 
D)  low tolerance for change 
E)  All of the above 
A)  lack of understanding 
B)  different assessment 
C)  self-interests 
D)  low tolerance for change 
E)  All of the above

Question 19

Learning how to more effectively use current knowledge is referred to as
exploitative learning.

Accepted Answer

A) True 
 B)False

Question 20

Individuals facing unwanted change may move through all of the following stages EXCEPT:

Accepted Answer

A)  denial 
B)  anxiety 
C)  anger 
D)  depression 
E)  acceptance 
A)  denial 
B)  anxiety 
C)  anger 
D)  depression 
E)  acceptance

Organizations hire lobbyists in an attempt to gain control over which of the following forces for change?

In the MBO process, who determines the objectives for middle managers?

Organizations experience both internal and external pressure to change.

Managers in multinational organizations, who attempt to implement OD programs in cultures other than their own, are more likely to be successful if they:

Planned change involves deliberate efforts to move an organization to a new state.

By successfully meeting organization development objectives, an organization improves its ability to recognize the need for change and to implement change more easily.

Life-cycle forces and aspiration-performance discrepancies are ____________ pressures for change.

During Jack Welch's tenure as CEO, General Electric created more value for shareholders than any other company in the world. The successful outcomes were created because of Welch's implementation of innovative organization development interventions.

__________________ is a process involving deliberate efforts to move an organization or a unit from its current undesirable state to a new, more desirable state.

When CEOs and other members of the top management team have been in their positions for some time, the organization can experience inertia.

Firms are likely to create competitive disadvantages by trying to keep up with technological advances.

The time and attention change leaders spend on the unfreezing phase can be significant in order to be successful.

Which of the following is the most important reason for including individuals who have informal credibility on the team of change leaders?

Based on Lewin's model, organizational leaders can increase managers and associates' level of motivation for change by:

Senior managers should be included as members of the team of change leaders because:

The unfreezing stage of change involves three key activities.

Resistance to change can be traced to:

Learning how to more effectively use current knowledge is referred to as exploitative learning.

Individuals facing unwanted change may move through all of the following stages EXCEPT:

A Strategic Approach to Organizational Behavior

Organizational Diversity

Organizational Behavior in a Global Context

Learning and Perception

Personality, Intelligence, Attitudes, and Emotions

Work Motivation

Stress and Well-Being

Leadership

Communication

Decision Making by Individuals and Groups

Groups and Teams

Conflict, Negotiation, Power, and Politics

Organizational Structure and Culture

Filters

Exam 14: Organizational Change and Development

Organizations hire lobbyists in an attempt to gain control over which of the following forces for change?

In the MBO process, who determines the objectives for middle managers?

Organizations experience both internal and external pressure to change.

Managers in multinational organizations, who attempt to implement OD programs in cultures other than their own, are more likely to be successful if they:

Planned change involves deliberate efforts to move an organization to a new state.

By successfully meeting organization development objectives, an organization improves its ability to recognize the need for change and to implement change more easily.

Life-cycle forces and aspiration-performance discrepancies are ____________ pressures for change.

During Jack Welch's tenure as CEO, General Electric created more value for shareholders than any other company in the world. The successful outcomes were created because of Welch's implementation of innovative organization development interventions.

__________________ is a process involving deliberate efforts to move an organization or a unit from its current undesirable state to a new, more desirable state.

When CEOs and other members of the top management team have been in their positions for some time, the organization can experience inertia.

Firms are likely to create competitive disadvantages by trying to keep up with technological advances.

The time and attention change leaders spend on the unfreezing phase can be significant in order to be successful.

Which of the following is the most important reason for including individuals who have informal credibility on the team of change leaders?

Based on Lewin's model, organizational leaders can increase managers and associates' level of motivation for change by:

Senior managers should be included as members of the team of change leaders because:

The unfreezing stage of change involves three key activities.

Resistance to change can be traced to:

Learning how to more effectively use current knowledge is referred to as exploitative learning.

Individuals facing unwanted change may move through all of the following stages EXCEPT:

A Strategic Approach to Organizational Behavior

Organizational Diversity

Organizational Behavior in a Global Context

Learning and Perception

Personality, Intelligence, Attitudes, and Emotions

Work Motivation

Stress and Well-Being

Leadership

Communication

Decision Making by Individuals and Groups

Groups and Teams

Conflict, Negotiation, Power, and Politics

Organizational Structure and Culture

Filters