Question 1

Which method of overcoming resistance to change is likely to be too time-consuming if too many people are involved?

Accepted Answer

A)  Negotiation and agreement. 
B)  Participation and involvement. 
C)  Education and communication. 
D)  None of the given answers. 
A)  Negotiation and agreement. 
B)  Participation and involvement. 
C)  Education and communication. 
D)  None of the given answers. C

Question 2

Unfreezing, changing and refreezing are the:

Accepted Answer

A)  first three of six steps in implementing planned change. 
B)  three stages in innovation monitoring. 
C)  steps in Lewin's model to overcome resistance to change. 
D)  basic ingredients in the negotiation and agreement phase of resistance modification. 
A)  first three of six steps in implementing planned change. 
B)  three stages in innovation monitoring. 
C)  steps in Lewin's model to overcome resistance to change. 
D)  basic ingredients in the negotiation and agreement phase of resistance modification. C

Question 3

How can force-field analysis be used to overcome resistance and manage change?

Accepted Answer

The question has two parts, each of which needs to be answered. Overcoming resistance may be achieved by supporting driving forces and, at the same time, reducing restraining forces. Managing change involves overcoming potential resistance, then monitoring and evaluating the implementation of the change.

Question 4

Which of the following is least likely to be a loss from conflict?

Accepted Answer

A)  Energy is diverted from achievement of organisation goals. 
B)  Poor judgements and perceptions. 
C)  Increase in cohesion levels in a group 
D)  Decrease in coordination in the organisation. 
A)  Energy is diverted from achievement of organisation goals. 
B)  Poor judgements and perceptions. 
C)  Increase in cohesion levels in a group 
D)  Decrease in coordination in the organisation.

Question 5

Calling conflicting individuals or groups together for a meeting is the ___________ technique of resolving conflict.

Accepted Answer

A)  limited communication 
B)  problem-solving 
C)  expansion of resources 
D)  smoothing 
A)  limited communication 
B)  problem-solving 
C)  expansion of resources 
D)  smoothing

Question 6

Individuals in organisations deal with conflict in many different ways. Among these choices is:

Accepted Answer

A)  quitting their job. 
B)  sabotaging the work. 
C)  striving for higher pay. 
D)  All of the given answers is correct 
A)  quitting their job. 
B)  sabotaging the work. 
C)  striving for higher pay. 
D)  All of the given answers is correct

Question 7

Factors causing the need for change are internally and externally driven. Which factors are not included in the internal and external environment?

Accepted Answer

A)  Structure, employees - politics, regulations 
B)  Culture, jobs - imports, competition 
C)  Technology, internal changes - external factors, technical development 
D)  None of the given answers is correct 
A)  Structure, employees - politics, regulations 
B)  Culture, jobs - imports, competition 
C)  Technology, internal changes - external factors, technical development 
D)  None of the given answers is correct

Question 8

Which statement below is not a consequence of organisational standardisation?

Accepted Answer

A)  Individuals have little control over their work. 
B)  Individuals will be passive and dependent. 
C)  Individuals are given repetitive jobs, needing minimum skill. 
D)  Individuals have long term work horizons. 
A)  Individuals have little control over their work. 
B)  Individuals will be passive and dependent. 
C)  Individuals are given repetitive jobs, needing minimum skill. 
D)  Individuals have long term work horizons.

Question 9

Participation or education would be preferred strategies for overcoming resistance to change according to Lewin's force-field model because:

Accepted Answer

A)  reactive forces would be decreased. 
B)  restraining forces would be decreased. 
C)  driving forces would be increased. 
D)  all forces would be increased. 
A)  reactive forces would be decreased. 
B)  restraining forces would be decreased. 
C)  driving forces would be increased. 
D)  all forces would be increased.

Question 10

What three conflict management ideas can managers use to encourage resolution of conflict? Suggest five strategies that a manager might implement.

Accepted Answer

Overall management ideas are to change s

Question 11

A very popular conflict management style that involves withdrawing from the conflict is called:

Accepted Answer

A)  smoothing accommodation. 
B)  compromise. 
C)  problem solving. 
D)  avoidance. 
A)  smoothing accommodation. 
B)  compromise. 
C)  problem solving. 
D)  avoidance.

Question 12

Describe how views on conflict have changed in recent decades. Why is the concept of stimulating conflict so important for managers?

Accepted Answer

Historically, conflict was seen as a neg

Question 13

Using a force-field analysis how would you map the benefits and losses associated with conflict? Use the thickness of arrows to show the relative strength of each factor.

Accepted Answer

The text lists four benefits a

Question 14

A successful, but often under-utilised, strategy for overcoming resistance is:

Accepted Answer

A)  explicit and implicit coercion. 
B)  education and communication. 
C)  participation and involvement. 
D)  facilitation and support. 
A)  explicit and implicit coercion. 
B)  education and communication. 
C)  participation and involvement. 
D)  facilitation and support.

Question 15

Ethical questions arise with the use of which of Kotter and Schlesinger's strategies for overcoming resistance to change?

Accepted Answer

A)  Facilitation and support. 
B)  Negotiation and agreement. 
C)  Education and communication. 
D)  Manipulation and co-optation. 
A)  Facilitation and support. 
B)  Negotiation and agreement. 
C)  Education and communication. 
D)  Manipulation and co-optation.

Question 16

The results of Gibbs Springer's study indicate that conflict has a place and purpose in an organisation. Which is not one of the positive outcomes?

Accepted Answer

A)  Enhanced decision quality. 
B)  Support collegiality. 
C)  Building critical consensus. 
D)  Encouraging debate. 
A)  Enhanced decision quality. 
B)  Support collegiality. 
C)  Building critical consensus. 
D)  Encouraging debate.

Question 17

Kurt Lewin suggests a relatively simplified three-step model for overcoming resistance to change in organisations. The first of his steps is:

Accepted Answer

A)  perceiving an opportunity or a problem. 
B)  unfreezing. 
C)  education and communication. 
D)  participation. 
A)  perceiving an opportunity or a problem. 
B)  unfreezing. 
C)  education and communication. 
D)  participation.

Question 18

An understanding of the causes of conflict is important for managers because they need to know how to reduce or resolve conflict and also how to:

Accepted Answer

A)  recognise troublemakers and deal with them. 
B)  ensure problems are not being hidden. 
C)  stimulate conflict positively when appropriate. 
D)  encourage dissension to promote change. 
A)  recognise troublemakers and deal with them. 
B)  ensure problems are not being hidden. 
C)  stimulate conflict positively when appropriate. 
D)  encourage dissension to promote change.

Question 19

As people mature, interests, abilities and behaviours change. Which statement below is not correct?

Accepted Answer

A)  A state of infant passivity changes to become increasingly adult. 
B)  The repertoire of behaviour becomes more diverse. 
C)  Short-time perspectives develop into longer time perspectives. 
D)  Deep interests are increasingly replaced by shallow or casual interests. 
A)  A state of infant passivity changes to become increasingly adult. 
B)  The repertoire of behaviour becomes more diverse. 
C)  Short-time perspectives develop into longer time perspectives. 
D)  Deep interests are increasingly replaced by shallow or casual interests.

Question 20

Internal factors causing the need for change in organisations include:

Accepted Answer

A)  employees. 
B)  culture. 
C)  industrial relations regulation. 
D)  All of the given answers are correct 
A)  employees. 
B)  culture. 
C)  industrial relations regulation. 
D)  All of the given answers are correct

Which method of overcoming resistance to change is likely to be too time-consuming if too many people are involved?

Unfreezing, changing and refreezing are the:

How can force-field analysis be used to overcome resistance and manage change?

Which of the following is least likely to be a loss from conflict?

Calling conflicting individuals or groups together for a meeting is the ___________ technique of resolving conflict.

Individuals in organisations deal with conflict in many different ways. Among these choices is:

Factors causing the need for change are internally and externally driven. Which factors are not included in the internal and external environment?

Which statement below is not a consequence of organisational standardisation?

Participation or education would be preferred strategies for overcoming resistance to change according to Lewin's force-field model because:

What three conflict management ideas can managers use to encourage resolution of conflict? Suggest five strategies that a manager might implement.

A very popular conflict management style that involves withdrawing from the conflict is called:

Describe how views on conflict have changed in recent decades. Why is the concept of stimulating conflict so important for managers?

Using a force-field analysis how would you map the benefits and losses associated with conflict? Use the thickness of arrows to show the relative strength of each factor.

A successful, but often under-utilised, strategy for overcoming resistance is:

Ethical questions arise with the use of which of Kotter and Schlesinger's strategies for overcoming resistance to change?

The results of Gibbs Springer's study indicate that conflict has a place and purpose in an organisation. Which is not one of the positive outcomes?

Kurt Lewin suggests a relatively simplified three-step model for overcoming resistance to change in organisations. The first of his steps is:

An understanding of the causes of conflict is important for managers because they need to know how to reduce or resolve conflict and also how to:

As people mature, interests, abilities and behaviours change. Which statement below is not correct?

Internal factors causing the need for change in organisations include:

The Challenge of Management

Pioneering Ideas in Management

Internal External Environments

Social Responsibility and Ethics

Managerial Decision Making

Establishing Goals, Plans and Strategies

Fostering Innovation

Strategic Organisation Structure and Design

Human Resource Management

Motivation

Leadership

Communication

Groups and Teams

Controlling the Organisation

Operations Management

International Management

The Regional Context

Filters

Exam 7: Managing Change and Conflict

Which method of overcoming resistance to change is likely to be too time-consuming if too many people are involved?

Unfreezing, changing and refreezing are the:

How can force-field analysis be used to overcome resistance and manage change?

Which of the following is least likely to be a loss from conflict?

Calling conflicting individuals or groups together for a meeting is the ___________ technique of resolving conflict.

Individuals in organisations deal with conflict in many different ways. Among these choices is:

Factors causing the need for change are internally and externally driven. Which factors are not included in the internal and external environment?

Which statement below is not a consequence of organisational standardisation?

Participation or education would be preferred strategies for overcoming resistance to change according to Lewin's force-field model because:

What three conflict management ideas can managers use to encourage resolution of conflict? Suggest five strategies that a manager might implement.

A very popular conflict management style that involves withdrawing from the conflict is called:

Describe how views on conflict have changed in recent decades. Why is the concept of stimulating conflict so important for managers?

Using a force-field analysis how would you map the benefits and losses associated with conflict? Use the thickness of arrows to show the relative strength of each factor.

A successful, but often under-utilised, strategy for overcoming resistance is:

Ethical questions arise with the use of which of Kotter and Schlesinger's strategies for overcoming resistance to change?

The results of Gibbs Springer's study indicate that conflict has a place and purpose in an organisation. Which is not one of the positive outcomes?

Kurt Lewin suggests a relatively simplified three-step model for overcoming resistance to change in organisations. The first of his steps is:

An understanding of the causes of conflict is important for managers because they need to know how to reduce or resolve conflict and also how to:

As people mature, interests, abilities and behaviours change. Which statement below is not correct?

Internal factors causing the need for change in organisations include:

The Challenge of Management

Pioneering Ideas in Management

Internal External Environments

Social Responsibility and Ethics

Managerial Decision Making

Establishing Goals, Plans and Strategies

Fostering Innovation

Strategic Organisation Structure and Design

Human Resource Management

Motivation

Leadership

Communication

Groups and Teams

Controlling the Organisation

Operations Management

International Management

The Regional Context

Filters