Question 1

Change efforts are less complicated and relatively easier to manage when they are targeted at the organizational level.

Accepted Answer

A) True 
 B)False

Question 2

An external consultant conducts hosts of written interviews and surveys in an organization to know why the production quality has deteriorated in the recent years.This is the _____ step in the organization development process of change.

Accepted Answer

A)  unfreezing 
B)  diagnosis 
C)  strategic plans 
D)  benchmarking 
E)  evaluation 
A)  unfreezing 
B)  diagnosis 
C)  strategic plans 
D)  benchmarking 
E)  evaluation

Question 3

Which of the following is true of the organization development (OD)method of change?

Accepted Answer

A)  The OD techniques are very similar to those used in previous models of change. 
B)  It is used during the "unfreezing" stage in Lewin's model of change. 
C)  It is used during the eighth step in Kotter's model of change. 
D)  It possesses diagnostic focus associated with the systems model of change. 
E)  It entails a structured sequence in the implementation of change. 
A)  The OD techniques are very similar to those used in previous models of change. 
B)  It is used during the "unfreezing" stage in Lewin's model of change. 
C)  It is used during the eighth step in Kotter's model of change. 
D)  It possesses diagnostic focus associated with the systems model of change. 
E)  It entails a structured sequence in the implementation of change.

Question 4

Which of the following is NOT an element of change through the organization development process?

Accepted Answer

A)  Feedback 
B)  Strategic plan 
C)  Evaluation 
D)  Intervention 
E)  Diagnosis 
A)  Feedback 
B)  Strategic plan 
C)  Evaluation 
D)  Intervention 
E)  Diagnosis

Question 5

The feedback process in the organization development model requires the development of measures of effectiveness.

Accepted Answer

A) True 
 B)False

Question 6

How do managers begin the unfreezing process?

Accepted Answer

A)  By developing measures for organizational effectiveness 
B)  By encouraging the current state of organizational affairs 
C)  By establishing long-term goals of the organization 
D)  By being unsupportive of employees' current behavior 
E)  By reducing the levels of hierarchy in the organization 
A)  By developing measures for organizational effectiveness 
B)  By encouraging the current state of organizational affairs 
C)  By establishing long-term goals of the organization 
D)  By being unsupportive of employees' current behavior 
E)  By reducing the levels of hierarchy in the organization

Question 7

Describe three change agent characteristics that contribute to employees' resistance to organizational change.

Accepted Answer

The causes of resistance to change tend

Question 8

Which of the following is an internal force for change?

Accepted Answer

A)  Market changes 
B)  Turnover and conflict 
C)  Technological advancements 
D)  Social and political pressures 
E)  Demographic characteristics 
A)  Market changes 
B)  Turnover and conflict 
C)  Technological advancements 
D)  Social and political pressures 
E)  Demographic characteristics

Question 9

Jessy is not directly affected by the changes introduced in her company,but she is actively resisting it to protect the interests of her friends.What reason for change does this suggest?

Accepted Answer

A)  Fear of the unknown 
B)  Personality conflicts 
C)  Peer pressure 
D)  Lack of tact 
E)  Climate of mistrust 
A)  Fear of the unknown 
B)  Personality conflicts 
C)  Peer pressure 
D)  Lack of tact 
E)  Climate of mistrust

Question 10

Quick-fix solutions do not really solve underlying causes of organizational problems and they have little staying power.

Accepted Answer

A) True 
 B)False

Question 11

Organization development is put into practice by change agents.

Accepted Answer

A) True 
 B)False

Question 12

Organizational change experts criticize the tendency to treat participation as a cure-all for resistance to change.

Accepted Answer

A) True 
 B)False

Question 13

Change is stabilized during refreezing by helping employees integrate the changed behavior into their normal way of doing things.

Accepted Answer

A) True 
 B)False

Question 14

Explain any three strategies to overcome resistance to change.

Accepted Answer

Given below are three strategies to over

Question 15

L&M Corporation changes the way it markets its products.It also makes changes in the designs of its store layouts citing generational differences as the reason.L&M Corporation is responding to:

Accepted Answer

A)  technological advancements. 
B)  demographic characteristics. 
C)  high labor costs. 
D)  employee morale. 
E)  organizational culture. 
A)  technological advancements. 
B)  demographic characteristics. 
C)  high labor costs. 
D)  employee morale. 
E)  organizational culture.

Question 16

Ergo Incorporated loses its competitive edge as the management deems it unnecessary to invest in technology and innovations.Instead,it focuses more on unreliable ventures and ends up taking some risky decisions.What bias does the example indicate?

Accepted Answer

A)  Hindsight bias 
B)  Self-serving bias 
C)  Availability heuristic 
D)  Leniency error 
E)  Overconfidence 
A)  Hindsight bias 
B)  Self-serving bias 
C)  Availability heuristic 
D)  Leniency error 
E)  Overconfidence

Question 17

What does a learning organization mean?

Accepted Answer

Peter Senge,a professor at the Massachus

Question 18

A _____ model represents employees' shared,organized understanding and mental representation of knowledge about key elements of the relevant environment they share.

Accepted Answer

A)  structural 
B)  cognitive map 
C)  Six Sigma 
D)  systems thinking 
E)  team mental 
A)  structural 
B)  cognitive map 
C)  Six Sigma 
D)  systems thinking 
E)  team mental

Question 19

Organizational change is more likely to succeed when managers proactively consider the impact of change on its employees.

Accepted Answer

A) True 
 B)False

Question 20

A securities trading company regularly compares its performance with that of high-performing organizations in the industry.This process is described as:

Accepted Answer

A)  changing. 
B)  refreezing. 
C)  benchmarking. 
D)  strategic planning. 
E)  imitating. 
A)  changing. 
B)  refreezing. 
C)  benchmarking. 
D)  strategic planning. 
E)  imitating.

Change efforts are less complicated and relatively easier to manage when they are targeted at the organizational level.

An external consultant conducts hosts of written interviews and surveys in an organization to know why the production quality has deteriorated in the recent years.This is the _____ step in the organization development process of change.

Which of the following is true of the organization development (OD)method of change?

Which of the following is NOT an element of change through the organization development process?

The feedback process in the organization development model requires the development of measures of effectiveness.

How do managers begin the unfreezing process?

Describe three change agent characteristics that contribute to employees' resistance to organizational change.

Which of the following is an internal force for change?

Jessy is not directly affected by the changes introduced in her company,but she is actively resisting it to protect the interests of her friends.What reason for change does this suggest?

Quick-fix solutions do not really solve underlying causes of organizational problems and they have little staying power.

Organization development is put into practice by change agents.

Organizational change experts criticize the tendency to treat participation as a cure-all for resistance to change.

Change is stabilized during refreezing by helping employees integrate the changed behavior into their normal way of doing things.

Explain any three strategies to overcome resistance to change.

L&M Corporation changes the way it markets its products.It also makes changes in the designs of its store layouts citing generational differences as the reason.L&M Corporation is responding to:

Ergo Incorporated loses its competitive edge as the management deems it unnecessary to invest in technology and innovations.Instead,it focuses more on unreliable ventures and ends up taking some risky decisions.What bias does the example indicate?

What does a learning organization mean?

A _____ model represents employees' shared,organized understanding and mental representation of knowledge about key elements of the relevant environment they share.

Organizational change is more likely to succeed when managers proactively consider the impact of change on its employees.

A securities trading company regularly compares its performance with that of high-performing organizations in the industry.This process is described as:

Needed: People-Centered Managers and Workplaces

Organizational Culture, Socialization, and Mentoring

Developing Global Managers

Understanding Social Perception and Managing Diversity

Appreciating Individual Differences: Intelligence, ability, personality, core Self-Evaluations, attitudes, and Emotions

Motivation I: Needs, Job Design, and Satisfaction

Motivation Ii: Equity, Expectancy, and Goal Setting

Improving Performance With Feedback, Rewards, and Positive Reinforcement

Effective Groups and Teams

Making Decisions

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Power, and Politics: an Organizational Survival Kit

Leadership

Designing Effective Organizations

Filters

Exam 16: Managing Change and Organizational Learning

Change efforts are less complicated and relatively easier to manage when they are targeted at the organizational level.

An external consultant conducts hosts of written interviews and surveys in an organization to know why the production quality has deteriorated in the recent years.This is the _____ step in the organization development process of change.

Which of the following is true of the organization development (OD)method of change?

Which of the following is NOT an element of change through the organization development process?

The feedback process in the organization development model requires the development of measures of effectiveness.

How do managers begin the unfreezing process?

Describe three change agent characteristics that contribute to employees' resistance to organizational change.

Which of the following is an internal force for change?

Jessy is not directly affected by the changes introduced in her company,but she is actively resisting it to protect the interests of her friends.What reason for change does this suggest?

Quick-fix solutions do not really solve underlying causes of organizational problems and they have little staying power.

Organization development is put into practice by change agents.

Organizational change experts criticize the tendency to treat participation as a cure-all for resistance to change.

Change is stabilized during refreezing by helping employees integrate the changed behavior into their normal way of doing things.

Explain any three strategies to overcome resistance to change.

L&M Corporation changes the way it markets its products.It also makes changes in the designs of its store layouts citing generational differences as the reason.L&M Corporation is responding to:

Ergo Incorporated loses its competitive edge as the management deems it unnecessary to invest in technology and innovations.Instead,it focuses more on unreliable ventures and ends up taking some risky decisions.What bias does the example indicate?

What does a learning organization mean?

A _____ model represents employees' shared,organized understanding and mental representation of knowledge about key elements of the relevant environment they share.

Organizational change is more likely to succeed when managers proactively consider the impact of change on its employees.

A securities trading company regularly compares its performance with that of high-performing organizations in the industry.This process is described as:

Needed: People-Centered Managers and Workplaces

Organizational Culture, Socialization, and Mentoring

Developing Global Managers

Understanding Social Perception and Managing Diversity

Appreciating Individual Differences: Intelligence, ability, personality, core Self-Evaluations, attitudes, and Emotions

Motivation I: Needs, Job Design, and Satisfaction

Motivation Ii: Equity, Expectancy, and Goal Setting

Improving Performance With Feedback, Rewards, and Positive Reinforcement

Effective Groups and Teams

Making Decisions

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Power, and Politics: an Organizational Survival Kit

Leadership

Designing Effective Organizations

Filters