Question 1

Which of the following is a reason why employees sometimes resist change?

Accepted Answer

A) Feelings of uncertainty and insecurity 
B) Selective perception and retention 
C) Misunderstanding 
D) All of the above 
A) Feelings of uncertainty and insecurity 
B) Selective perception and retention 
C) Misunderstanding 
D) All of the above D

Question 2

________ is a cultural value that emphasizes the importance of organizations promoting businessactivities that bring simultaneous economic, social and environmental benefits.

Accepted Answer

A) Customer service 
B) Corporate social responsibility 
C) Organizational culture 
D) None of the above 
A) Customer service 
B) Corporate social responsibility 
C) Organizational culture 
D) None of the above B

Question 3

According to the Goffee and Jones model, what sort of organization is characterized by highsociability and high solidarity?

Accepted Answer

A) Networked organization 
B) Mercenary organization 
C) Fragmented organization 
D) Communal organization 
A) Networked organization 
B) Mercenary organization 
C) Fragmented organization 
D) Communal organization D

Question 4

Which of the following is a domain specific climate type?

Accepted Answer

A) Climate for safety 
B) Climate for service 
C) Climate for innovation 
D) All of the above 
A) Climate for safety 
B) Climate for service 
C) Climate for innovation 
D) All of the above

Question 5

What sort of organizations work to create, acquire and transfer knowledge in order that they adaptcontinually on the basis of new knowledge and insight?

Accepted Answer

A) Organic organizations 
B) Learning organizations 
C) Training organizations 
D) Strategic organizations 
A) Organic organizations 
B) Learning organizations 
C) Training organizations 
D) Strategic organizations

Question 6

Ways of overcoming resistance to change include all except which of the following?

Accepted Answer

A) Communication 
B) Participation 
C) Advisory workshops 
D) Education 
A) Communication 
B) Participation 
C) Advisory workshops 
D) Education

Question 7

How can leaders in organizations shape the culture of an organization?

Accepted Answer

A) By what they say. 
B) By what they do. 
C) By the decisions they make. 
D) All of the above. 
A) By what they say. 
B) By what they do. 
C) By the decisions they make. 
D) All of the above.

Question 8

___________ is the set of shared, taken-for-granted implicit assumptions that members of anorganization hold and that determines how they perceive, think about and react to their various environments.

Accepted Answer

A) Organizational grapevine 
B) Organizational values 
C) Organizational climate 
D) Organizational culture 
A) Organizational grapevine 
B) Organizational values 
C) Organizational climate 
D) Organizational culture

Question 9

According to the Burke-Litwin model, the ________ is the most powerful driver of organizationalchange.

Accepted Answer

A) organizational strategy 
B) organizational culture 
C) external environment 
D) staff morale 
A) organizational strategy 
B) organizational culture 
C) external environment 
D) staff morale

Question 10

Which one of the following culture perspectives is not amongst those suggested by Martin (1992)?

Accepted Answer

A) Marginalization perspective 
B) Integration perspective 
C) Differentiation perspective 
D) Fragmentation perspective 
A) Marginalization perspective 
B) Integration perspective 
C) Differentiation perspective 
D) Fragmentation perspective

Question 11

Weick and Quinn (1999)believe that there are two types of change namely ______ and ______.

Accepted Answer

A) Continuous and emergent 
B) Planned and episodic 
C) Episodic and continuous 
D) None of the above 
A) Continuous and emergent 
B) Planned and episodic 
C) Episodic and continuous 
D) None of the above

Question 12

The following are examples of items proposed by Richard Daft (1992)which can be used as anintegrative strategy for implementing _______.
• Diagnose a true need
• Find an idea that fits the need
• Get top management support.

Accepted Answer

A) work engagement 
B) organizational change 
C) organizational strategy 
D) work enhancement 
A) work engagement 
B) organizational change 
C) organizational strategy 
D) work enhancement

Question 13

Organizational climate can be described as:

Accepted Answer

A) What makes the organization distinctive. 
B) What it looks like working here. 
C) What it feels like to work here. 
D) None of the above. 
A) What makes the organization distinctive. 
B) What it looks like working here. 
C) What it feels like to work here. 
D) None of the above.

Question 14

Which one of these is not a key dimension of climate/culture linked to high-performingorganizations?

Accepted Answer

A) Customer service 
B) Quality 
C) Training 
D) Advisory workshops 
A) Customer service 
B) Quality 
C) Training 
D) Advisory workshops

Question 15

Which one of the following is not a level of culture as proposed by Schein?

Accepted Answer

A) Espoused values 
B) Artefacts 
C) Basic hidden assumptions 
D) Hierarchy 
A) Espoused values 
B) Artefacts 
C) Basic hidden assumptions 
D) Hierarchy

Question 16

Which model of organizational culture is represented by a framework of four quadrants thatpresents a set of valued outcomes and a managerial ideology about the means through whichorganizational effectiveness may be achieved?

Accepted Answer

A) Goffee and Jones model 
B) Schein's model 
C) Competing Values model 
D) None of the above 
A) Goffee and Jones model 
B) Schein's model 
C) Competing Values model 
D) None of the above

Question 17

One process by which organizations resist change is called ________ .

Accepted Answer

A) Forcefield analysis 
B) Change management 
C) Defensive routines 
D) None of the above 
A) Forcefield analysis 
B) Change management 
C) Defensive routines 
D) None of the above

Question 18

Which of the following is not a core factor in the success or failure of organizational change asidentified by John Kotter (1995)?

Accepted Answer

A) Ignore the problem 
B) Establish a sense of urgency 
C) Communicate the vision 
D) Empower others to act on change 
A) Ignore the problem 
B) Establish a sense of urgency 
C) Communicate the vision 
D) Empower others to act on change

Question 19

Which one of the following factors is a cause of organizational change?

Accepted Answer

A) Economic factors 
B) Government legislation 
C) Demographic factors 
D) All of the above 
A) Economic factors 
B) Government legislation 
C) Demographic factors 
D) All of the above

Question 20

_________ proposes that organizations should continuously review their functioning, diagnosinggaps between current and desired performance, identifying objectives for change, implementing change, evaluating the outcomes and institutionalizing the whole approach.

Accepted Answer

A) Action learning 
B) Schein 
C) The McKinsey 7S model 
D) All of the above 
A) Action learning 
B) Schein 
C) The McKinsey 7S model 
D) All of the above

Which of the following is a reason why employees sometimes resist change?

________ is a cultural value that emphasizes the importance of organizations promoting businessactivities that bring simultaneous economic, social and environmental benefits.

According to the Goffee and Jones model, what sort of organization is characterized by highsociability and high solidarity?

Which of the following is a domain specific climate type?

What sort of organizations work to create, acquire and transfer knowledge in order that they adaptcontinually on the basis of new knowledge and insight?

Ways of overcoming resistance to change include all except which of the following?

How can leaders in organizations shape the culture of an organization?

___________ is the set of shared, taken-for-granted implicit assumptions that members of anorganization hold and that determines how they perceive, think about and react to their various environments.

According to the Burke-Litwin model, the ________ is the most powerful driver of organizationalchange.

Which one of the following culture perspectives is not amongst those suggested by Martin (1992)?

Weick and Quinn (1999)believe that there are two types of change namely and .

The following are examples of items proposed by Richard Daft (1992)which can be used as anintegrative strategy for implementing _______. • Diagnose a true need • Find an idea that fits the need • Get top management support.

Organizational climate can be described as:

Which one of these is not a key dimension of climate/culture linked to high-performingorganizations?

Which one of the following is not a level of culture as proposed by Schein?

Which model of organizational culture is represented by a framework of four quadrants thatpresents a set of valued outcomes and a managerial ideology about the means through whichorganizational effectiveness may be achieved?

One process by which organizations resist change is called ________ .

Which of the following is not a core factor in the success or failure of organizational change asidentified by John Kotter (1995)?

Which one of the following factors is a cause of organizational change?

_________ proposes that organizations should continuously review their functioning, diagnosinggaps between current and desired performance, identifying objectives for change, implementing change, evaluating the outcomes and institutionalizing the whole approach.

Introduction

Individual Differences at Work

Attitudes and Behaviour in Organizations

Motivation at Work

Recruitment and Selection

Learning, Training and Development

Performance Management

Careers and Career Management

Safety, Stress and Health at Work

Organizations: Strategy and Structure

Leadership in Organizations

Teams and Teamwork

Filters

Exam 13: Organizational Culture, Climate and Change

Which of the following is a reason why employees sometimes resist change?

________ is a cultural value that emphasizes the importance of organizations promoting businessactivities that bring simultaneous economic, social and environmental benefits.

According to the Goffee and Jones model, what sort of organization is characterized by highsociability and high solidarity?

Which of the following is a domain specific climate type?

What sort of organizations work to create, acquire and transfer knowledge in order that they adaptcontinually on the basis of new knowledge and insight?

Ways of overcoming resistance to change include all except which of the following?

How can leaders in organizations shape the culture of an organization?

___________ is the set of shared, taken-for-granted implicit assumptions that members of anorganization hold and that determines how they perceive, think about and react to their various environments.

According to the Burke-Litwin model, the ________ is the most powerful driver of organizationalchange.

Which one of the following culture perspectives is not amongst those suggested by Martin (1992)?

Weick and Quinn (1999)believe that there are two types of change namely ______ and ______.

The following are examples of items proposed by Richard Daft (1992)which can be used as anintegrative strategy for implementing _______. • Diagnose a true need • Find an idea that fits the need • Get top management support.

Organizational climate can be described as:

Which one of these is not a key dimension of climate/culture linked to high-performingorganizations?

Which one of the following is not a level of culture as proposed by Schein?

Which model of organizational culture is represented by a framework of four quadrants thatpresents a set of valued outcomes and a managerial ideology about the means through whichorganizational effectiveness may be achieved?

One process by which organizations resist change is called ________ .

Which of the following is not a core factor in the success or failure of organizational change asidentified by John Kotter (1995)?

Which one of the following factors is a cause of organizational change?

_________ proposes that organizations should continuously review their functioning, diagnosinggaps between current and desired performance, identifying objectives for change, implementing change, evaluating the outcomes and institutionalizing the whole approach.

Introduction

Individual Differences at Work

Attitudes and Behaviour in Organizations

Motivation at Work

Recruitment and Selection

Learning, Training and Development

Performance Management

Careers and Career Management

Safety, Stress and Health at Work

Organizations: Strategy and Structure

Leadership in Organizations

Teams and Teamwork

Filters

Weick and Quinn (1999)believe that there are two types of change namely and .