Question 1

________ defines a strategy for generating and acquiring knowledge that managers can use to define an organization's future state.

Accepted Answer

A)  Action research 
B)  Revolutionary change 
C)  Benchmarking 
D)  Organizational Development 
A)  Action research 
B)  Revolutionary change 
C)  Benchmarking 
D)  Organizational Development A

Question 2

Organizational strategy is a force for change.

Accepted Answer

A) True 
 B)False  False

Question 3

The coal mining industry replaced its inefficient "hand got method" with a mass production type of system called the "long wall method." The results were disappointing. Why? What did they do to solve it?

Accepted Answer

Although the system itself was effective on paper, the implementation disrupted the task and role relationships and destroyed the informal teams that had evolved over the years. This shows the power of the "people" in change situations. To solve this, they linked the new technology to the old social system bey recreating the old system of relationships, and decentralizing authority to the workgroups

Question 4

Flexible work teams can increase efficiency only when they use reengineering.

Accepted Answer

A) True 
 B)False

Question 5

According to Lewin's force field theory, change will occur when:

Accepted Answer

A)  pressures for change are increased. 
B)  subunit orientations are increased. 
C)  resistance to change is increased. 
D)  ethical forces are promoted. 
A)  pressures for change are increased. 
B)  subunit orientations are increased. 
C)  resistance to change is increased. 
D)  ethical forces are promoted.

Question 6

According to Lewin, the state of inertia is when the forces for change and the resistances to change are in perfect opposition to each other.

Accepted Answer

A) True 
 B)False

Question 7

Anheuser-Busch has been very proactive in changing its practices to meet the needs of the environment.

Accepted Answer

A) True 
 B)False

Question 8

Action research should be institutionalized throughout the organization in order to be effective.

Accepted Answer

A) True 
 B)False

Question 9

Organic structures tend to resist change more than mechanistic structures.

Accepted Answer

A) True 
 B)False

Question 10

Why did Hallmark undergo reengineering and TQM?

Accepted Answer

A)  It was taking too long to go from design to production. 
B)  Customers saw a noticeable drop in product quality. 
C)  Artists were getting frustrated with the mechanistic structure. 
D)  Product quality was deteriorating. 
A)  It was taking too long to go from design to production. 
B)  Customers saw a noticeable drop in product quality. 
C)  Artists were getting frustrated with the mechanistic structure. 
D)  Product quality was deteriorating.

Question 11

In Lewin's force-field theory, what occurs when the forces for change are greater than the resistance to change?

Accepted Answer

A)  Top management must use coercion in order to stabilize the organization. 
B)  Inertia will prevent the organization from leaving. 
C)  Change will occur. 
D)  The organization will experience a strategic shift. 
A)  Top management must use coercion in order to stabilize the organization. 
B)  Inertia will prevent the organization from leaving. 
C)  Change will occur. 
D)  The organization will experience a strategic shift.

Question 12

When all other methods fail, managers should bargain with employees to facilitate change.

Accepted Answer

A) True 
 B)False

Question 13

The European Union is a ________ force for change.

Accepted Answer

A)  demographic 
B)  social 
C)  competitive 
D)  political 
A)  demographic 
B)  social 
C)  competitive 
D)  political

Question 14

TQM is highly interrelated to ________.

Accepted Answer

A)  restructuring 
B)  innovation 
C)  quantum technological change 
D)  reengineering 
A)  restructuring 
B)  innovation 
C)  quantum technological change 
D)  reengineering

Question 15

Group members unite to preserve the status quo. This resistance to change results from ________.

Accepted Answer

A)  power and conflict 
B)  group cohesiveness 
C)  cognitive biases 
D)  group norms 
A)  power and conflict 
B)  group cohesiveness 
C)  cognitive biases 
D)  group norms

Question 16

Mechanistic structures are likely to decrease organizational inertia.

Accepted Answer

A) True 
 B)False

Question 17

To capitalize on technology, organizations change ________.

Accepted Answer

A)  employees 
B)  structure 
C)  managers 
D)  stakeholders 
A)  employees 
B)  structure 
C)  managers 
D)  stakeholders

Question 18

The primary difference between process consultation and team building is:

Accepted Answer

A)  teambuilding uses outside consultants as opposed to internal change agents. 
B)  process consultation looks at systems and processes, as opposed to workgroups. 
C)  teambuilding focuses on relationships between the entire team as opposed to a single member. 
D)  process consultation is not designed to improve relationships. 
A)  teambuilding uses outside consultants as opposed to internal change agents. 
B)  process consultation looks at systems and processes, as opposed to workgroups. 
C)  teambuilding focuses on relationships between the entire team as opposed to a single member. 
D)  process consultation is not designed to improve relationships.

Question 19

The overall goal of total quality management (TQM) is/are ________.

Accepted Answer

A)  economies of scale 
B)  pooled interdependence 
C)  continuous improvement 
D)  radical innovation 
A)  economies of scale 
B)  pooled interdependence 
C)  continuous improvement 
D)  radical innovation

Question 20

A consultant determines that the main issue is that there are teams that have little appreciation for the goals and objectives of a department that they have to work with. The consultant would most likely recommend ________.

Accepted Answer

A)  action research to determine the root cause 
B)  organizational mirroring 
C)  an organizational confrontation meeting 
D)  process consultation 
A)  action research to determine the root cause 
B)  organizational mirroring 
C)  an organizational confrontation meeting 
D)  process consultation

________ defines a strategy for generating and acquiring knowledge that managers can use to define an organization's future state.

Organizational strategy is a force for change.

The coal mining industry replaced its inefficient "hand got method" with a mass production type of system called the "long wall method." The results were disappointing. Why? What did they do to solve it?

Flexible work teams can increase efficiency only when they use reengineering.

According to Lewin's force field theory, change will occur when:

According to Lewin, the state of inertia is when the forces for change and the resistances to change are in perfect opposition to each other.

Anheuser-Busch has been very proactive in changing its practices to meet the needs of the environment.

Action research should be institutionalized throughout the organization in order to be effective.

Organic structures tend to resist change more than mechanistic structures.

Why did Hallmark undergo reengineering and TQM?

In Lewin's force-field theory, what occurs when the forces for change are greater than the resistance to change?

When all other methods fail, managers should bargain with employees to facilitate change.

The European Union is a ________ force for change.

TQM is highly interrelated to ________.

Group members unite to preserve the status quo. This resistance to change results from ________.

Mechanistic structures are likely to decrease organizational inertia.

To capitalize on technology, organizations change ________.

The primary difference between process consultation and team building is:

The overall goal of total quality management (TQM) is/are ________.

A consultant determines that the main issue is that there are teams that have little appreciation for the goals and objectives of a department that they have to work with. The consultant would most likely recommend ________.

Organizations and Organizational Effectiveness

Stakeholders, Managers, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture Environment

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competences, and Technology

Organizational Birth, Growth, Decline, and Death

Decision Making and Organizational Learning

Managing Innovation, Intrapreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters

Exam 10: Managing Innovation and Change

________ defines a strategy for generating and acquiring knowledge that managers can use to define an organization's future state.

Organizational strategy is a force for change.

The coal mining industry replaced its inefficient "hand got method" with a mass production type of system called the "long wall method." The results were disappointing. Why? What did they do to solve it?

Flexible work teams can increase efficiency only when they use reengineering.

According to Lewin's force field theory, change will occur when:

According to Lewin, the state of inertia is when the forces for change and the resistances to change are in perfect opposition to each other.

Anheuser-Busch has been very proactive in changing its practices to meet the needs of the environment.

Action research should be institutionalized throughout the organization in order to be effective.

Organic structures tend to resist change more than mechanistic structures.

Why did Hallmark undergo reengineering and TQM?

In Lewin's force-field theory, what occurs when the forces for change are greater than the resistance to change?

When all other methods fail, managers should bargain with employees to facilitate change.

The European Union is a ________ force for change.

TQM is highly interrelated to ________.

Group members unite to preserve the status quo. This resistance to change results from ________.

Mechanistic structures are likely to decrease organizational inertia.

To capitalize on technology, organizations change ________.

The primary difference between process consultation and team building is:

The overall goal of total quality management (TQM) is/are ________.

A consultant determines that the main issue is that there are teams that have little appreciation for the goals and objectives of a department that they have to work with. The consultant would most likely recommend ________.

Organizations and Organizational Effectiveness

Stakeholders, Managers, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture Environment

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competences, and Technology

Organizational Birth, Growth, Decline, and Death

Decision Making and Organizational Learning

Managing Innovation, Intrapreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters