Question 1

The action research approach to organizational change states:

Accepted Answer

A)  that change interventions should be well-established rather than experimental. 
B)  that change is a combination of luck and past experience. 
C)  that the change process should focus on the positive by ignoring the problems. 
D)  that change is most effective when controlled and decided exclusively by top management. 
E)  The action research approach states none of these. 
A)  that change interventions should be well-established rather than experimental. 
B)  that change is a combination of luck and past experience. 
C)  that the change process should focus on the positive by ignoring the problems. 
D)  that change is most effective when controlled and decided exclusively by top management. 
E)  The action research approach states none of these.

Question 2

Customer feedback provides a human element that energizes employees to change their current behaviour patterns.

Accepted Answer

A) True 
 B)False

Question 3

In the organizational change process,a strategic vision:

Accepted Answer

A)  tends to confuse employees and increase resistance to change. 
B)  should be applied only when all other change management approaches have failed. 
C)  minimizes fear of the unknown and clarifies which behaviours are required. 
D)  represents the second stage of action research. 
E)  Strategic vision is not relevant to the change process. 
A)  tends to confuse employees and increase resistance to change. 
B)  should be applied only when all other change management approaches have failed. 
C)  minimizes fear of the unknown and clarifies which behaviours are required. 
D)  represents the second stage of action research. 
E)  Strategic vision is not relevant to the change process.

Question 4

In the context of organizational change,transformational leaders:

Accepted Answer

A)  prefer using coercion to reduce resistance to change. 
B)  rely on appreciative inquiry rather than action research as the blueprint for change. 
C)  are usually ineffective change agents. 
D)  are all of these. 
E)  are none of these. 
A)  prefer using coercion to reduce resistance to change. 
B)  rely on appreciative inquiry rather than action research as the blueprint for change. 
C)  are usually ineffective change agents. 
D)  are all of these. 
E)  are none of these.

Question 5

If change agents adopted the view that resistance is a resource and harnessed its motivational force,they could strengthen commitment to change initiatives.

Accepted Answer

A) True 
 B)False

Question 6

In force field analysis,stability occurs when the driving forces and restraining forces are roughly of equal strength in opposite directions.

Accepted Answer

A) True 
 B)False

Question 7

One problem with negotiation is that it tends to produce compliance rather than commitment to the change process.

Accepted Answer

A) True 
 B)False

Question 8

Future search conferences are meetings among a small task force of senior executives who have been given the mandate to look for a change agent on a particular corporate strategy.

Accepted Answer

A) True 
 B)False

Question 9

The best way to manage resistance to change among those who will clearly lose out from the change is to introduce coercion practices.

Accepted Answer

A) True 
 B)False

Question 10

In organizational change,future search events mainly:

Accepted Answer

A)  coerce employees to accept the change. 
B)  involve employees and build commitment to the change process. 
C)  give executives the opportunity to negotiate with employees to accept the changes. 
D)  train employees in the skills required for the change process. 
E)  refreeze the desired conditions. 
A)  coerce employees to accept the change. 
B)  involve employees and build commitment to the change process. 
C)  give executives the opportunity to negotiate with employees to accept the changes. 
D)  train employees in the skills required for the change process. 
E)  refreeze the desired conditions.

Question 11

BusCorp wants to introduce a new procedure for processing customer requests.If this change will require employees to break old routines and adopt new role patterns,the preferred strategy for dealing with resistance to this change is:

Accepted Answer

A)  communication. 
B)  learning. 
C)  stress management. 
D)  negotiation. 
E)  coercion. 
A)  communication. 
B)  learning. 
C)  stress management. 
D)  negotiation. 
E)  coercion.

Question 12

In organizational change,unfreezing may occur by:

Accepted Answer

A)  increasing the restraining forces. 
B)  increasing the driving forces. 
C)  reducing the urgency to change. 
D)  reducing the restraining forces. 
E)  both increasing the driving forces AND reducing the restraining forces. 
A)  increasing the restraining forces. 
B)  increasing the driving forces. 
C)  reducing the urgency to change. 
D)  reducing the restraining forces. 
E)  both increasing the driving forces AND reducing the restraining forces.

Question 13

The four stages of appreciative inquiry,in order,are:

Accepted Answer

A)  problem identification, envisioning, choosing the best solution, appreciating. 
B)  dialoguing, innovating, creating, appreciating. 
C)  problem identification, causal analysis, recommended solutions, choosing the best solution. 
D)  discovery, dreaming, designing, delivering. 
E)  None of these states the four stages in order. 
A)  problem identification, envisioning, choosing the best solution, appreciating. 
B)  dialoguing, innovating, creating, appreciating. 
C)  problem identification, causal analysis, recommended solutions, choosing the best solution. 
D)  discovery, dreaming, designing, delivering. 
E)  None of these states the four stages in order.

Question 14

The simultaneity principle in appreciative inquiry states that inquiry and change are simultaneous.

Accepted Answer

A) True 
 B)False

Question 15

Until recently,employees at a regional building of a large telephone company were throwing out nearly two tons of rubbish every day.To reduce the amount of waste at the 12-storey building,a special task force was set up consisting of respected employees representing most areas within the building.The task force reviewed practices in other organizations and developed action plans to implement the changes.Employees received weekly information via email during the two months before the program started about what changes they should expect.Employees attended special sessions that showed them how to reduce paper waste by using both sides of paper,using scrap paper as memo pads,reusing office envelopes and relying more on email and voice mail than written memos.A special telephone hotline was set up so that employees could get answers to questions about recycling and ease their concerns about the change.The program also created barriers to wasteful behavior.Paper towels were replaced with electric hand dryers in the washrooms.Styrofoam cups were replaced with reusable mugs at each employee's desk.Wastepaper baskets in each cubicle were removed.In their place,employees were given tiny reusable bags to carry non-recyclables to specially marked trash cans located elsewhere in the building.The task force monitored waste every week and displayed the results on a large graph in the building entrance.What strategies did this company use to minimize resistance to change?

Accepted Answer

This true incident at a telephone compan

Question 16

One drawback with increased communication during the change process is that it also increases the level and sources of resistance.

Accepted Answer

A) True 
 B)False

Question 17

One reason why employees resist change is that they dislike predictable role patterns.

Accepted Answer

A) True 
 B)False

Question 18

Suppose that a coalition of employees will clearly lose out from the change and they have enough power to scuttle the change effort.Assuming that the change effort can proceed slowly,the preferred strategy for dealing with this type of resistance to change is:

Accepted Answer

A)  communication 
B)  employee involvement 
C)  stress management 
D)  negotiation 
E)  coercion 
A)  communication 
B)  employee involvement 
C)  stress management 
D)  negotiation 
E)  coercion

Question 19

Fear of the unknown usually motivates employees to support organizational change,because maintaining the status quo would be worse.

Accepted Answer

A) True 
 B)False

Question 20

Which of the following practices tend to make it more difficult to bring about organizational change?

Accepted Answer

A)  Appreciative inquiry 
B)  Large group interventions 
C)  Action research 
D)  All of these make organizational change more difficult. 
E)  None of these makes organizational change more difficult. 
A)  Appreciative inquiry 
B)  Large group interventions 
C)  Action research 
D)  All of these make organizational change more difficult. 
E)  None of these makes organizational change more difficult.

The action research approach to organizational change states:

Customer feedback provides a human element that energizes employees to change their current behaviour patterns.

In the organizational change process,a strategic vision:

In the context of organizational change,transformational leaders:

If change agents adopted the view that resistance is a resource and harnessed its motivational force,they could strengthen commitment to change initiatives.

In force field analysis,stability occurs when the driving forces and restraining forces are roughly of equal strength in opposite directions.

One problem with negotiation is that it tends to produce compliance rather than commitment to the change process.

Future search conferences are meetings among a small task force of senior executives who have been given the mandate to look for a change agent on a particular corporate strategy.

The best way to manage resistance to change among those who will clearly lose out from the change is to introduce coercion practices.

In organizational change,future search events mainly:

BusCorp wants to introduce a new procedure for processing customer requests.If this change will require employees to break old routines and adopt new role patterns,the preferred strategy for dealing with resistance to this change is:

In organizational change,unfreezing may occur by:

The four stages of appreciative inquiry,in order,are:

The simultaneity principle in appreciative inquiry states that inquiry and change are simultaneous.

One drawback with increased communication during the change process is that it also increases the level and sources of resistance.

One reason why employees resist change is that they dislike predictable role patterns.

Suppose that a coalition of employees will clearly lose out from the change and they have enough power to scuttle the change effort.Assuming that the change effort can proceed slowly,the preferred strategy for dealing with this type of resistance to change is:

Fear of the unknown usually motivates employees to support organizational change,because maintaining the status quo would be worse.

Which of the following practices tend to make it more difficult to bring about 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

The action research approach to organizational change states:

Customer feedback provides a human element that energizes employees to change their current behaviour patterns.

In the organizational change process,a strategic vision:

In the context of organizational change,transformational leaders:

If change agents adopted the view that resistance is a resource and harnessed its motivational force,they could strengthen commitment to change initiatives.

In force field analysis,stability occurs when the driving forces and restraining forces are roughly of equal strength in opposite directions.

One problem with negotiation is that it tends to produce compliance rather than commitment to the change process.

Future search conferences are meetings among a small task force of senior executives who have been given the mandate to look for a change agent on a particular corporate strategy.

The best way to manage resistance to change among those who will clearly lose out from the change is to introduce coercion practices.

In organizational change,future search events mainly:

BusCorp wants to introduce a new procedure for processing customer requests.If this change will require employees to break old routines and adopt new role patterns,the preferred strategy for dealing with resistance to this change is:

In organizational change,unfreezing may occur by:

The four stages of appreciative inquiry,in order,are:

The simultaneity principle in appreciative inquiry states that inquiry and change are simultaneous.

One drawback with increased communication during the change process is that it also increases the level and sources of resistance.

One reason why employees resist change is that they dislike predictable role patterns.

Suppose that a coalition of employees will clearly lose out from the change and they have enough power to scuttle the change effort.Assuming that the change effort can proceed slowly,the preferred strategy for dealing with this type of resistance to change is:

Fear of the unknown usually motivates employees to support organizational change,because maintaining the status quo would be worse.

Which of the following practices tend to make it more difficult to bring about 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