Question 1

Which of the following is not a characteristic of a change agent that would cause resistance to change?

Accepted Answer

A)  Transformational leadership style 
B)  Poor timing 
C)  Lack of tact 
D)  Disruption of cultural traditions 
E)  Failure to legitimize change 
A)  Transformational leadership style 
B)  Poor timing 
C)  Lack of tact 
D)  Disruption of cultural traditions 
E)  Failure to legitimize change

Question 2

A(n) ________ is useful in developing a strategic plan.

Accepted Answer

A)  Competing values analysis 
B)  SWOT analysis 
C)  Systems analysis 
D)  Force field analysis 
E)  Organization development analysis 
A)  Competing values analysis 
B)  SWOT analysis 
C)  Systems analysis 
D)  Force field analysis 
E)  Organization development analysis

Question 3

A(n) _____ is a compelling future state for an organization.

Accepted Answer

A)  Strategic plan 
B)  Vision 
C)  Mission statement 
D)  SWOT analysis 
E)  Organizational structure 
A)  Strategic plan 
B)  Vision 
C)  Mission statement 
D)  SWOT analysis 
E)  Organizational structure

Question 4

The focus of the unfreezing stage of Lewin's change model is:

Accepted Answer

A)  Reinforcement 
B)  Resistance 
C)  Motivation 
D)  Providing new information, models, processes, procedures, equipment, technology, or ways of getting the job done 
E)  Integration of the new behavior or attitude 
A)  Reinforcement 
B)  Resistance 
C)  Motivation 
D)  Providing new information, models, processes, procedures, equipment, technology, or ways of getting the job done 
E)  Integration of the new behavior or attitude

Question 5

Perceptions of whether a stressor is irrelevant, positive, or negative are called:

Accepted Answer

A)  Coping strategies 
B)  Primary appraisals 
C)  Secondary appraisals 
D)  Tertiary appraisals 
E)  Escape strategies 
A)  Coping strategies 
B)  Primary appraisals 
C)  Secondary appraisals 
D)  Tertiary appraisals 
E)  Escape strategies

Question 6

A coping strategy in which you avoid or ignore stressors is called:

Accepted Answer

A)  Escape 
B)  Symptom management 
C)  Primary 
D)  Secondary 
E)  Outcome control 
A)  Escape 
B)  Symptom management 
C)  Primary 
D)  Secondary 
E)  Outcome control

Question 7

One advantage of Kotter's eight-step process of implementing change is that it is relatively easy and simple to implement.

Accepted Answer

A) True 
 B)False

Question 8

People are more likely to resist change when the change agent adopts a transformational leadership style.

Accepted Answer

A) True 
 B)False

Question 9

John Kotter attributes the blame for the failure of most organizational change to poor planning.

Accepted Answer

A) True 
 B)False

Question 10

_________ is a stress-reduction technique that is inexpensive and easy to use.

Accepted Answer

A)  Muscle relaxation 
B)  Meditation 
C)  Cognitive restructuring 
D)  Holistic wellness 
E)  Biofeedback 
A)  Muscle relaxation 
B)  Meditation 
C)  Cognitive restructuring 
D)  Holistic wellness 
E)  Biofeedback

Question 11

Innovative change is introducing a practice new to the industry, and involves the highest potential for resistance to change.

Accepted Answer

A) True 
 B)False

Question 12

Organizational structure is one of the social factors that may be a target of change.

Accepted Answer

A) True 
 B)False

Question 13

Social and political pressures can cause organizations to need to change. Discuss some of these pressures that are affecting many organizations today, and explain how organizations can be ready for them.

Accepted Answer

Social and political pressures are creat

Question 14

The OD process works in similar ways to a medical diagnosis of a sick patient in that it goes through the phases of diagnosis, intervention, evaluation, and feedback.

Accepted Answer

A) True 
 B)False

Question 15

Which of the following is not an example of an internal force for change?

Accepted Answer

A)  Employee dissatisfaction 
B)  Change of CEO 
C)  High absenteeism 
D)  Excessive conflict between managers and the board of directors 
E)  Negative feedback from customers 
A)  Employee dissatisfaction 
B)  Change of CEO 
C)  High absenteeism 
D)  Excessive conflict between managers and the board of directors 
E)  Negative feedback from customers

Question 16

The last step of Lewin's model of change is:

Accepted Answer

A)  Changing 
B)  Refreezing 
C)  Motivation 
D)  Resistance 
E)  Unfreezing 
A)  Changing 
B)  Refreezing 
C)  Motivation 
D)  Resistance 
E)  Unfreezing

Question 17

Perceptions of how able you are to deal or cope with a given demand are called:

Accepted Answer

A)  Coping strategies 
B)  Primary appraisals 
C)  Secondary appraisals 
D)  Tertiary appraisals 
E)  Escape strategies 
A)  Coping strategies 
B)  Primary appraisals 
C)  Secondary appraisals 
D)  Tertiary appraisals 
E)  Escape strategies

Question 18

To effectively manage change, managers should provide only the necessary information to employees about the change.

Accepted Answer

A) True 
 B)False

Question 19

_________ imply nothing about change; _________ outline how organizations will get to the desired state.

Accepted Answer

A)  Missions; visions 
B)  Visions; strategic plans 
C)  Strategic plans; SWOT analyses 
D)  SWOT analyses; visions 
E)  Visions; missions 
A)  Missions; visions 
B)  Visions; strategic plans 
C)  Strategic plans; SWOT analyses 
D)  SWOT analyses; visions 
E)  Visions; missions

Question 20

The common types of change differ in the degree to which they are:

Accepted Answer

A)  Complex 
B)  Costly 
C)  Uncertain 
D)  Likely to engender resistance 
E)  All of the above 
A)  Complex 
B)  Costly 
C)  Uncertain 
D)  Likely to engender resistance 
E)  All of the above

Which of the following is not a characteristic of a change agent that would cause resistance to change?

A(n) ________ is useful in developing a strategic plan.

A(n) _____ is a compelling future state for an organization.

The focus of the unfreezing stage of Lewin's change model is:

Perceptions of whether a stressor is irrelevant, positive, or negative are called:

A coping strategy in which you avoid or ignore stressors is called:

One advantage of Kotter's eight-step process of implementing change is that it is relatively easy and simple to implement.

People are more likely to resist change when the change agent adopts a transformational leadership style.

John Kotter attributes the blame for the failure of most organizational change to poor planning.

_________ is a stress-reduction technique that is inexpensive and easy to use.

Innovative change is introducing a practice new to the industry, and involves the highest potential for resistance to change.

Organizational structure is one of the social factors that may be a target of change.

Social and political pressures can cause organizations to need to change. Discuss some of these pressures that are affecting many organizations today, and explain how organizations can be ready for them.

The OD process works in similar ways to a medical diagnosis of a sick patient in that it goes through the phases of diagnosis, intervention, evaluation, and feedback.

Which of the following is not an example of an internal force for change?

The last step of Lewin's model of change is:

Perceptions of how able you are to deal or cope with a given demand are called:

To effectively manage change, managers should provide only the necessary information to employees about the change.

_ imply nothing about change; _ outline how organizations will get to the desired state.

The common types of change differ in the degree to which they are:

Making Ob Work for Me

Values and Attitudes

Individual Differences and Emotions

Social Perception and Managing Diversity

Foundations of Employee Motivation

Performance Management

Positive Organizational Behavior

Groups and Teams

Communication in the Digital Age

Managing Conflict and Negotiation

Decision Making and Creativity

Power, Influence, and Politics

Leadership Effectiveness

Organizational Culture, Socialization, and Mentoring

Organizational Design, Effectiveness, and Innovation

Filters

Exam 16: Managing Change and Stress

Which of the following is not a characteristic of a change agent that would cause resistance to change?

A(n) ________ is useful in developing a strategic plan.

A(n) _____ is a compelling future state for an organization.

The focus of the unfreezing stage of Lewin's change model is:

Perceptions of whether a stressor is irrelevant, positive, or negative are called:

A coping strategy in which you avoid or ignore stressors is called:

One advantage of Kotter's eight-step process of implementing change is that it is relatively easy and simple to implement.

People are more likely to resist change when the change agent adopts a transformational leadership style.

John Kotter attributes the blame for the failure of most organizational change to poor planning.

_________ is a stress-reduction technique that is inexpensive and easy to use.

Innovative change is introducing a practice new to the industry, and involves the highest potential for resistance to change.

Organizational structure is one of the social factors that may be a target of change.

Social and political pressures can cause organizations to need to change. Discuss some of these pressures that are affecting many organizations today, and explain how organizations can be ready for them.

The OD process works in similar ways to a medical diagnosis of a sick patient in that it goes through the phases of diagnosis, intervention, evaluation, and feedback.

Which of the following is not an example of an internal force for change?

The last step of Lewin's model of change is:

Perceptions of how able you are to deal or cope with a given demand are called:

To effectively manage change, managers should provide only the necessary information to employees about the change.

_________ imply nothing about change; _________ outline how organizations will get to the desired state.

The common types of change differ in the degree to which they are:

Making Ob Work for Me

Values and Attitudes

Individual Differences and Emotions

Social Perception and Managing Diversity

Foundations of Employee Motivation

Performance Management

Positive Organizational Behavior

Groups and Teams

Communication in the Digital Age

Managing Conflict and Negotiation

Decision Making and Creativity

Power, Influence, and Politics

Leadership Effectiveness

Organizational Culture, Socialization, and Mentoring

Organizational Design, Effectiveness, and Innovation

Filters

_ imply nothing about change; _ outline how organizations will get to the desired state.