Question 1

According to a recent study of employees at two Canadian banks ________ resistance is much more common than ________ resistance.

Accepted Answer

A)  explicit; implied 
B)  subtle; overt 
C)  systemic; localized 
D)  overt; subtle 
E)  individual; organizational 
A)  explicit; implied 
B)  subtle; overt 
C)  systemic; localized 
D)  overt; subtle 
E)  individual; organizational

Question 2

The force field analysis model states that stability is achieved only when the driving forces for change subside and are replaced by restraining forces acting in the same direction.

Accepted Answer

A) True 
 B)False

Question 3

Change experts recommend introducing quantum change when the organization wants to overhaul the system quickly and decisively.

Accepted Answer

A) True 
 B)False

Question 4

Which approach to organizational change explicitly embraces the dual philosophy that change is both applied change and theory testing?

Accepted Answer

A)  Appreciative inquiry 
B)  Search conferences 
C)  Parallel learning structures 
D)  All of these embrace this dual philosophy. 
E)  None of these embraces this dual philosophy. 
A)  Appreciative inquiry 
B)  Search conferences 
C)  Parallel learning structures 
D)  All of these embrace this dual philosophy. 
E)  None of these embraces this dual philosophy.

Question 5

The diffusion of change using a pilot project is more likely to succeed when:

Accepted Answer

A)  the pilot study was successful. 
B)  employees have the ability-required skills and knowledge to adopt the practices introduced in the pilot project. 
C)  pilot study managers are transferred to other areas of the organization. 
D)  all of these exist. 
E)  none of these exist. 
A)  the pilot study was successful. 
B)  employees have the ability-required skills and knowledge to adopt the practices introduced in the pilot project. 
C)  pilot study managers are transferred to other areas of the organization. 
D)  all of these exist. 
E)  none of these exist.

Question 6

The urgency for change must always be initiated from a problem-oriented perspective in order to be effective.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following statements about organizational change interventions is FALSE?

Accepted Answer

A)  Ethical issues are rarely a concern with organizational change interventions. 
B)  Organizational change activities that work well in North America may not work as well in Asia. 
C)  Organizational change techniques in North America view change as linear, punctuated by tension and conflict. 
D)  Organizational change interventions that encourage open dialogue and conflict tend to work better in cultures with low power distance and low collectivism. 
E)  Organizational change interventions that encourage open dialogue and conflict may threaten individual privacy rights. 
A)  Ethical issues are rarely a concern with organizational change interventions. 
B)  Organizational change activities that work well in North America may not work as well in Asia. 
C)  Organizational change techniques in North America view change as linear, punctuated by tension and conflict. 
D)  Organizational change interventions that encourage open dialogue and conflict tend to work better in cultures with low power distance and low collectivism. 
E)  Organizational change interventions that encourage open dialogue and conflict may threaten individual privacy rights.

Question 8

Describe the stages of appreciative inquiry and explain how it differs from traditional organizational change interventions.

Accepted Answer

Appreciative inquiry reframes relationsh

Question 9

A parallel learning structure is an organizational change intervention in which a social structure is constructed alongside the formal hierarchy to increase the organization's learning.

Accepted Answer

A) True 
 B)False

Question 10

One problem that communication,learning,and employee involvement have in minimizing resistance to change is that:

Accepted Answer

A)  they tend to change people too quickly. 
B)  they are rarely effective at minimizing resistance to change. 
C)  they create compliance but not commitment to the change process. 
D)  they are time-consuming. 
E)  they change people too quickly. 
A)  they tend to change people too quickly. 
B)  they are rarely effective at minimizing resistance to change. 
C)  they create compliance but not commitment to the change process. 
D)  they are time-consuming. 
E)  they change people too quickly.

Question 11

Which of the following is NOT a key principle of appreciative inquiry?

Accepted Answer

A)  Constructionist 
B)  Anticipatory 
C)  Poetic 
D)  Asynchronous 
E)  Positive 
A)  Constructionist 
B)  Anticipatory 
C)  Poetic 
D)  Asynchronous 
E)  Positive

Question 12

When managing change,learning interventions should be used:

Accepted Answer

A)  to break routines that cause resistance to change. 
B)  when incongruent organizational systems reinforce past behaviors and cause resistance to new behaviors. 
C)  when employees resist change due to direct costs. 
D)  in all change management activities. 
E)  only when all other strategies have failed. 
A)  to break routines that cause resistance to change. 
B)  when incongruent organizational systems reinforce past behaviors and cause resistance to new behaviors. 
C)  when employees resist change due to direct costs. 
D)  in all change management activities. 
E)  only when all other strategies have failed.

Question 13

What do parallel learning structure and future search events have in common?

Accepted Answer

A)  Both focus on opportunities, not problems. 
B)  Both are unethical practices. 
C)  Both encourage employee involvement in the change process. 
D)  Both rely on technology to facilitate change through an external consultant. 
E)  Action research and search conferences have nothing in common because they are opposite practices. 
A)  Both focus on opportunities, not problems. 
B)  Both are unethical practices. 
C)  Both encourage employee involvement in the change process. 
D)  Both rely on technology to facilitate change through an external consultant. 
E)  Action research and search conferences have nothing in common because they are opposite practices.

Question 14

One of the concerns with future search meetings is that they generate high expectations about an ideal future state that are difficult to satisfy in practice.

Accepted Answer

A) True 
 B)False

Question 15

ACME Building Supplies is about to introduce a new customer service program that will affect all of its 200 sales and service employees.Job duties will be changed and the employee reward system will be altered to fit this new customer focus.Moreover,the company wants to improve the efficiency of work processes,thereby removing some of the comfortable (and often leisurely)routines that employees have followed over the years.Describe three types of forces resisting change that the company will potentially experience during this change process.

Accepted Answer

Students may answer this by describing a

Question 16

Which of the following statements about the force field model is TRUE?

Accepted Answer

A)  It is equally applicable in any cultural setting. 
B)  It views change as linear. 
C)  It views change as continuous and cyclical by nature. 
D)  The model has no inherent cultural dimensions. 
E)  Both "A" and "D" are true. 
A)  It is equally applicable in any cultural setting. 
B)  It views change as linear. 
C)  It views change as continuous and cyclical by nature. 
D)  The model has no inherent cultural dimensions. 
E)  Both "A" and "D" are true.

Question 17

Comment on the accuracy of the following statement and explain your answer.
"Rewards,information technology,and other organizational systems can both assist and impede organizational change."

Accepted Answer

This statement is generally TRUE.Organiz

Question 18

Suppose that you are an external organizational change consultant who has just received an invitation to work with a medium-sized retail firm.Describe the issues that you need to consider regarding the client-consultant relationship.

Accepted Answer

This is somewhat difficult for students

Question 19

Creating an urgency to change is most closely associated with:

Accepted Answer

A)  the delivering stage of appreciative inquiry. 
B)  the final stage of a search conference. 
C)  the process of reducing the restraining forces. 
D)  the process of increasing the driving forces. 
E)  refreezing the desired conditions. 
A)  the delivering stage of appreciative inquiry. 
B)  the final stage of a search conference. 
C)  the process of reducing the restraining forces. 
D)  the process of increasing the driving forces. 
E)  refreezing the desired conditions.

Question 20

Negotiation is the highest priority and first strategy required for any organizational change.

Accepted Answer

A) True 
 B)False

According to a recent study of employees at two Canadian banks resistance is much more common than resistance.

The force field analysis model states that stability is achieved only when the driving forces for change subside and are replaced by restraining forces acting in the same direction.

Change experts recommend introducing quantum change when the organization wants to overhaul the system quickly and decisively.

Which approach to organizational change explicitly embraces the dual philosophy that change is both applied change and theory testing?

The diffusion of change using a pilot project is more likely to succeed when:

The urgency for change must always be initiated from a problem-oriented perspective in order to be effective.

Which of the following statements about organizational change interventions is FALSE?

Describe the stages of appreciative inquiry and explain how it differs from traditional organizational change interventions.

A parallel learning structure is an organizational change intervention in which a social structure is constructed alongside the formal hierarchy to increase the organization's learning.

One problem that communication,learning,and employee involvement have in minimizing resistance to change is that:

Which of the following is NOT a key principle of appreciative inquiry?

When managing change,learning interventions should be used:

What do parallel learning structure and future search events have in common?

One of the concerns with future search meetings is that they generate high expectations about an ideal future state that are difficult to satisfy in practice.

Which of the following statements about the force field model is TRUE?

Comment on the accuracy of the following statement and explain your answer. "Rewards,information technology,and other organizational systems can both assist and impede organizational change."

Suppose that you are an external organizational change consultant who has just received an invitation to work with a medium-sized retail firm.Describe the issues that you need to consider regarding the client-consultant relationship.

Creating an urgency to change is most closely associated with:

Negotiation is the highest priority and first strategy required for any organizational change.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Understanding and Managing Workplace Conflict

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Filters

Exam 15: Organizational Change Additional Cases

According to a recent study of employees at two Canadian banks ________ resistance is much more common than ________ resistance.

The force field analysis model states that stability is achieved only when the driving forces for change subside and are replaced by restraining forces acting in the same direction.

Change experts recommend introducing quantum change when the organization wants to overhaul the system quickly and decisively.

Which approach to organizational change explicitly embraces the dual philosophy that change is both applied change and theory testing?

The diffusion of change using a pilot project is more likely to succeed when:

The urgency for change must always be initiated from a problem-oriented perspective in order to be effective.

Which of the following statements about organizational change interventions is FALSE?

Describe the stages of appreciative inquiry and explain how it differs from traditional organizational change interventions.

A parallel learning structure is an organizational change intervention in which a social structure is constructed alongside the formal hierarchy to increase the organization's learning.

One problem that communication,learning,and employee involvement have in minimizing resistance to change is that:

Which of the following is NOT a key principle of appreciative inquiry?

When managing change,learning interventions should be used:

What do parallel learning structure and future search events have in common?

One of the concerns with future search meetings is that they generate high expectations about an ideal future state that are difficult to satisfy in practice.

Which of the following statements about the force field model is TRUE?

Comment on the accuracy of the following statement and explain your answer. "Rewards,information technology,and other organizational systems can both assist and impede organizational change."

Suppose that you are an external organizational change consultant who has just received an invitation to work with a medium-sized retail firm.Describe the issues that you need to consider regarding the client-consultant relationship.

Creating an urgency to change is most closely associated with:

Negotiation is the highest priority and first strategy required for any organizational change.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Understanding and Managing Workplace Conflict

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Filters

According to a recent study of employees at two Canadian banks resistance is much more common than resistance.