Question 1

Performance management processes and job design may be obstacles to change.

Accepted Answer

A) True 
 B)False

Question 2

An example of a stressor at the individual level is:

Accepted Answer

A)  Excessive job demands 
B)  A manager providing inadequate direction 
C)  A high-pressure environment 
D)  Life-work imbalance 
E)  An unreliable team member 
A)  Excessive job demands 
B)  A manager providing inadequate direction 
C)  A high-pressure environment 
D)  Life-work imbalance 
E)  An unreliable team member

Question 3

Someone who is a catalyst in helping organizations to deal with old problems in new ways is called a(n):

Accepted Answer

A)  Recipient 
B)  Mentor 
C)  Initiator 
D)  Change agent 
E)  Dynamo 
A)  Recipient 
B)  Mentor 
C)  Initiator 
D)  Change agent 
E)  Dynamo

Question 4

An example of external forces for change is:

Accepted Answer

A)  Information technology 
B)  Employee absenteeism 
C)  Reward systems 
D)  Structural reorganization 
E)  Productivity 
A)  Information technology 
B)  Employee absenteeism 
C)  Reward systems 
D)  Structural reorganization 
E)  Productivity

Question 5

Excessive interpersonal conflict between an organization's top managers and its board of directors is a sign from an internal source that change is needed.

Accepted Answer

A) True 
 B)False

Question 6

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

Accepted Answer

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

Question 7

Peer pressure may cause someone to be resistant to change.

Accepted Answer

A) True 
 B)False

Question 8

Organization development differs from the models proposed by Lewin and Kotter in that it does not entail a structured sequence.

Accepted Answer

A) True 
 B)False

Question 9

A method for stress reduction that involves identifying and replacing irrational and maladaptive thoughts with those that are rational or logical is:

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 10

When new CEOs arrive at their new organizations, what advice should executives take?

Accepted Answer

It is common for new executives to "clea

Question 11

The negotiation and communication approach to overcoming resistance to change should be used when:

Accepted Answer

A)  There is a lack of information 
B)  The initiators do not have all the information they need to make the change 
C)  People are resisting because of adjustment problems 
D)  Someone will clearly lose out in the change, and that person has considerable power to resist 
E)  Speed is essential and the initiators have considerable power 
A)  There is a lack of information 
B)  The initiators do not have all the information they need to make the change 
C)  People are resisting because of adjustment problems 
D)  Someone will clearly lose out in the change, and that person has considerable power to resist 
E)  Speed is essential and the initiators have considerable power

Question 12

Changes in technology such as automation of manufacturing processes are considered external changes.

Accepted Answer

A) True 
 B)False

Question 13

The last step of Kotter's change model is to anchor the new approaches into the organizational culture.

Accepted Answer

A) True 
 B)False

Question 14

External changes either can present new opportunities for an organization or can cause its ultimate failure.

Accepted Answer

A) True 
 B)False

Question 15

The last step of the ABCDE method of cognitive restructuring is:

Accepted Answer

A)  Identify the consequences of your beliefs 
B)  List your beliefs about the event or problem 
C)  Describe how energized and empowered you feel at the moment 
D)  Formulate a counterargument for your initial thoughts and beliefs 
E)  Name the event or problem 
A)  Identify the consequences of your beliefs 
B)  List your beliefs about the event or problem 
C)  Describe how energized and empowered you feel at the moment 
D)  Formulate a counterargument for your initial thoughts and beliefs 
E)  Name the event or problem

Question 16

Describe the dynamic view of resistance to change, listing factors in each of the portions of the model.

Accepted Answer

Dynamic perspectives of resistance descr

Question 17

The first step of Lewin's change model is:

Accepted Answer

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

Question 18

A method for stress reduction that involves slow, deep breathing is:

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 19

Which of the following is not an underlying assumption of Lewin's model?

Accepted Answer

A)  People never change 
B)  Resistance is found even when the goals of change are highly desirable 
C)  Change involves both learning and unlearning 
D)  Effective change requires reinforcement 
E)  There must be motivation to change 
A)  People never change 
B)  Resistance is found even when the goals of change are highly desirable 
C)  Change involves both learning and unlearning 
D)  Effective change requires reinforcement 
E)  There must be motivation to change

Question 20

Change efforts may be directed at the individual, group, or organizational level, but they are most complex when targeted at an organizational level.

Accepted Answer

A) True 
 B)False

Performance management processes and job design may be obstacles to change.

An example of a stressor at the individual level is:

Someone who is a catalyst in helping organizations to deal with old problems in new ways is called a(n):

An example of external forces for change is:

Excessive interpersonal conflict between an organization's top managers and its board of directors is a sign from an internal source that change is needed.

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

Peer pressure may cause someone to be resistant to change.

Organization development differs from the models proposed by Lewin and Kotter in that it does not entail a structured sequence.

A method for stress reduction that involves identifying and replacing irrational and maladaptive thoughts with those that are rational or logical is:

When new CEOs arrive at their new organizations, what advice should executives take?

The negotiation and communication approach to overcoming resistance to change should be used when:

Changes in technology such as automation of manufacturing processes are considered external changes.

The last step of Kotter's change model is to anchor the new approaches into the organizational culture.

External changes either can present new opportunities for an organization or can cause its ultimate failure.

The last step of the ABCDE method of cognitive restructuring is:

Describe the dynamic view of resistance to change, listing factors in each of the portions of the model.

The first step of Lewin's change model is:

A method for stress reduction that involves slow, deep breathing is:

Which of the following is not an underlying assumption of Lewin's model?

Change efforts may be directed at the individual, group, or organizational level, but they are most complex when targeted at an organizational level.

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

Performance management processes and job design may be obstacles to change.

An example of a stressor at the individual level is:

Someone who is a catalyst in helping organizations to deal with old problems in new ways is called a(n):

An example of external forces for change is:

Excessive interpersonal conflict between an organization's top managers and its board of directors is a sign from an internal source that change is needed.

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

Peer pressure may cause someone to be resistant to change.

Organization development differs from the models proposed by Lewin and Kotter in that it does not entail a structured sequence.

A method for stress reduction that involves identifying and replacing irrational and maladaptive thoughts with those that are rational or logical is:

When new CEOs arrive at their new organizations, what advice should executives take?

The negotiation and communication approach to overcoming resistance to change should be used when:

Changes in technology such as automation of manufacturing processes are considered external changes.

The last step of Kotter's change model is to anchor the new approaches into the organizational culture.

External changes either can present new opportunities for an organization or can cause its ultimate failure.

The last step of the ABCDE method of cognitive restructuring is:

Describe the dynamic view of resistance to change, listing factors in each of the portions of the model.

The first step of Lewin's change model is:

A method for stress reduction that involves slow, deep breathing is:

Which of the following is not an underlying assumption of Lewin's model?

Change efforts may be directed at the individual, group, or organizational level, but they are most complex when targeted at an organizational level.

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