Question 1

Which of the following organizational change activities is identified with "bringing the entire system into the room"?

Accepted Answer

A)  Future search conferences 
B)  Action research 
C)  Appreciative inquiry 
D)  Force field analysis 
E)  Parallel learning structures 
A)  Future search conferences 
B)  Action research 
C)  Appreciative inquiry 
D)  Force field analysis 
E)  Parallel learning structures

Question 2

ABC Corp.selected employees from across the organization to find new ways to serve customers.The team operated independently of the main organization and experimented with new service delivery approaches.This team is most similar to:

Accepted Answer

A)  the action research approach to organizational change. 
B)  a parallel learning structure. 
C)  the appreciative inquiry approach to organizational change. 
D)  the process of diffusing organizational change. 
E)  the process of creating an urgency to change. 
A)  the action research approach to organizational change. 
B)  a parallel learning structure. 
C)  the appreciative inquiry approach to organizational change. 
D)  the process of diffusing organizational change. 
E)  the process of creating an urgency to change.

Question 3

Coercion should never be used to manage change in organizations.

Accepted Answer

A) True 
 B)False

Question 4

Decreasing the driving forces and increasing the restraining forces:

Accepted Answer

A)  are the main recommendations of appreciative inquiry. 
B)  makes the change process easier to implement. 
C)  represents the first step in the change process. 
D)  give the change agent more power in the change process. 
E)  are related to none of these statements. 
A)  are the main recommendations of appreciative inquiry. 
B)  makes the change process easier to implement. 
C)  represents the first step in the change process. 
D)  give the change agent more power in the change process. 
E)  are related to none of these statements.

Question 5

Increasing the restraining forces and reducing or removing the driving forces would:

Accepted Answer

A)  remove any resistance to change. 
B)  make the change process more difficult to implement. 
C)  have no effect on the change process. 
D)  give the change agent more power in the change process. 
E)  make the change process easier to implement. 
A)  remove any resistance to change. 
B)  make the change process more difficult to implement. 
C)  have no effect on the change process. 
D)  give the change agent more power in the change process. 
E)  make the change process easier to implement.

Question 6

In some situations,resistance to change occurs when employees are worried about the consequences of change.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following types of resistance to change is often a deliberate strategy to 'prove' that the decision is wrong or that the change agent is incompetent?

Accepted Answer

A)  Direct costs 
B)  Saving face 
C)  Fear of the unknown 
D)  Breaking routines 
E)  Incongruent organizational systems 
A)  Direct costs 
B)  Saving face 
C)  Fear of the unknown 
D)  Breaking routines 
E)  Incongruent organizational systems

Question 8

Describe three ethical problems that may arise from organizational change activities.

Accepted Answer

The textbook identifies four ethical pro

Question 9

Which of these statements about driving forces is FALSE?

Accepted Answer

A)  Many driving forces are unknown to employees beyond the top ranks of the organization. 
B)  Some driving forces, such as the existence of a competitor, are well known to employees. 
C)  Driving forces should be created by leaders if there are no reasons for change. 
D)  Customer expectations represent a powerful driver for change. 
E)  Organizational change is more likely to occur if employees experience reasonably strong driving forces. 
A)  Many driving forces are unknown to employees beyond the top ranks of the organization. 
B)  Some driving forces, such as the existence of a competitor, are well known to employees. 
C)  Driving forces should be created by leaders if there are no reasons for change. 
D)  Customer expectations represent a powerful driver for change. 
E)  Organizational change is more likely to occur if employees experience reasonably strong driving forces.

Question 10

According to force field analysis,organizational change is more likely to occur by:

Accepted Answer

A)  increasing the driving forces and decreasing the restraining forces 
B)  decreasing the process forces and increasing the driving forces. 
C)  increasing the driving forces and increasing the restraining forces. 
D)  increasing both the driving forces and the restraining forces. 
E)  Force field analysis says that none of these will assist organizational change. 
A)  increasing the driving forces and decreasing the restraining forces 
B)  decreasing the process forces and increasing the driving forces. 
C)  increasing the driving forces and increasing the restraining forces. 
D)  increasing both the driving forces and the restraining forces. 
E)  Force field analysis says that none of these will assist organizational change.

Question 11

One ethical concern with some organizational change programs is that they may threaten the employee's self-esteem.

Accepted Answer

A) True 
 B)False

Question 12

Information systems and reward systems can help to refreeze the desired conditions in organizational change.

Accepted Answer

A) True 
 B)False

Question 13

An important feature of parallel learning structures is that they are social structures developed alongside the formal hierarchy with the purpose of increasing the organization's learning.

Accepted Answer

A) True 
 B)False

Question 14

Resistance to change is a form of dysfunctional conflict that must be nullified.

Accepted Answer

A) True 
 B)False

Question 15

Action research is a highly participative process.

Accepted Answer

A) True 
 B)False

Which of the following organizational change activities is identified with "bringing the entire system into the room"?

ABC Corp.selected employees from across the organization to find new ways to serve customers.The team operated independently of the main organization and experimented with new service delivery approaches.This team is most similar to:

Coercion should never be used to manage change in organizations.

Decreasing the driving forces and increasing the restraining forces:

Increasing the restraining forces and reducing or removing the driving forces would:

In some situations,resistance to change occurs when employees are worried about the consequences of change.

Which of the following types of resistance to change is often a deliberate strategy to 'prove' that the decision is wrong or that the change agent is incompetent?

Describe three ethical problems that may arise from organizational change activities.

Which of these statements about driving forces is FALSE?

According to force field analysis,organizational change is more likely to occur by:

One ethical concern with some organizational change programs is that they may threaten the employee's self-esteem.

Information systems and reward systems can help to refreeze the desired conditions in organizational change.

An important feature of parallel learning structures is that they are social structures developed alongside the formal hierarchy with the purpose of increasing the organization's learning.

Resistance to change is a form of dysfunctional conflict that must be nullified.

Action research is a highly participative process.

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

Which of the following organizational change activities is identified with "bringing the entire system into the room"?

ABC Corp.selected employees from across the organization to find new ways to serve customers.The team operated independently of the main organization and experimented with new service delivery approaches.This team is most similar to:

Coercion should never be used to manage change in organizations.

Decreasing the driving forces and increasing the restraining forces:

Increasing the restraining forces and reducing or removing the driving forces would:

In some situations,resistance to change occurs when employees are worried about the consequences of change.

Which of the following types of resistance to change is often a deliberate strategy to 'prove' that the decision is wrong or that the change agent is incompetent?

Describe three ethical problems that may arise from organizational change activities.

Which of these statements about driving forces is FALSE?

According to force field analysis,organizational change is more likely to occur by:

One ethical concern with some organizational change programs is that they may threaten the employee's self-esteem.

Information systems and reward systems can help to refreeze the desired conditions in organizational change.

An important feature of parallel learning structures is that they are social structures developed alongside the formal hierarchy with the purpose of increasing the organization's learning.

Resistance to change is a form of dysfunctional conflict that must be nullified.

Action research is a highly participative process.

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