Deck 13: Organisational Change and Development

Question 1

Which of the following is not a true statement about process reengineering?

A)Process reengineering requires management to reorganise around vertical processes.
B)Process reengineering is how you would do things if you could start all over from scratch.
C)Process reengineering has been popular since the early 1990s.
D)Employees who keep their jobs after process reengineering typically find that their jobs are no longer the same.

Answer 1

A

Question 2

is a method of changing behaviour through unstructured group interaction.

A)Autonomous work teams
B)A structural intervention
C)Team building groups
D)Sensitivity training

Answer 2

D

Question 3

involves correcting errors using past routines and present policies.

A)Single- loop learning
B)Strategy
C)Double- loop learning
D)Organisational redesign

Answer 3

A

Question 4

To move from the existing equilibrium,Lewin suggests:

A)decreasing restraining forces.
B)increasing restraining forces.
C)decreasing driving forces.
D)all of the above.

Question 5

Idea champions:

A)ensure ideas are implemented.
B)build support for innovative ideas.
C)actively promote ideas.
D)all of the above.

Question 6

is change efforts to overcome the pressures of both individual resistance and group conformity.

A)Freezing
B)Unfreezing
C)Movement
D)Planned change

Question 7

An example of change in the nature of the work force is:

A)increase in college attendance.
B)more cultural diversity.
C)mergers and consolidations.
D)increase in divorce rates.

Question 8

Which of the following is not considered an underlying value in organisational development?

A)confrontation
B)power equalisation
C)participation
D)control

Question 9

Mintz's Motor Repair is moving its location to a larger community 100 miles away.Mintz would like for its mechanics to move with the company but realises that there will be some hardships associated with the move.Mintz' managers have decided to use Lewin's three- step model in order to make the change. Mintz' managers are offering a $2,000 moving bonus to any employee who will go to the new location.In Lewin's terms,you are attempting to:

A)bribe them.
B)refreeze the change.
C)unfreeze the status quo.
D)move the process along.

Question 10

Which of the following is not cited as a force for change?

A)social trends
B)competition
C)decreasing skill sets
D)technology

Question 11

Process reengineering generally takes about years to implement.

A)10 years
B)6 months
C)3- 5 years
D)1- 2 years

Question 12

is a change process based on systematic collection of data and then selection of a change action based on what the analysed data indicate.

A)Organisational development
B)Process consultation
C)Sensitivity training
D)Action research

Question 13

The most relevant advantage of using outside consultants as change agents is:

A)they can offer an objective perspective.
B)they need to build trust with the internal members
C)they cannot offer an objective perspective.
D)the cost.

Question 14

Johnson Farm Products has decided to expand its traditional business with farmers in order to include home gardeners.This change is not met with enthusiasm by the sales personnel who have had good long- term relationships with area farmers.You know that the change will be difficult if you cannot overcome the resistance of the sales personnel and get their cooperation. You have threatened to eliminate positions and even to close down the company if your employees don't change their attitudes,even though you have no intention of carrying through with these threats.The method for overcoming resistance that you have chosen is:

A)manipulation.
B)education and communication.
C)negotiation.
D)participation.

Question 15

Resistance to change is positive when:

A)without some resistance,organisational behaviour may take on characteristics of chaotic randomness.
B)it provides a degree of stability to behaviour and productivity.
C)resistance is a source of functional conflict.
D)all of the above

Question 16

Exchanging something of value for a lessening of resistance to change is best defined by which of the following tactics?

A)manipulation and cooptation
B)facilitation and support
C)participation
D)negotiation

Question 17

is how you would do things if you could start all over from scratch.

A)Process improvement
B)Innovation
C)Continuous improvement
D)Process reengineering

Question 18

How does Kotter recommend reinforcing the changes?

A)demonstrate the relationship between new behaviours and organisational success
B)use unfreezing
C)use process reengineering
D)all of the above

Question 19

is a new idea applied to initiating or improving a product,process,or service.

A)A patent
B)A learning organisation
C)Innovation
D)Single- loop learning

Question 20

Which of the following is not a true statement about continuous improvement processes?

A)Quality management programs seek to achieve continuous process improvements so that variability is constantly reduced.
B)Process reengineering is the primary method to achieve continuous improvement processes.
C)The pressures from an unrelenting search for process improvements can create stress in some employees.
D)Continuous improvement recognises that that good isn't good enough.

Question 21

Who created a more detailed approach to implementing change that was built upon Lewin's three- step model?

A)John Kotter
B)Chester Barnard
C)David McClelland
D)Mary Parker Follett

Question 22

Change activities that are intentional and goal oriented are termed:

A)planned change.
B)first order change.
C)change agents.
D)second order change.

Question 23

Which of the following is not a true statement about innovation?

A)Long tenure in management is associated with innovation.
B)Organic structures positively influence innovation.
C)Innovative organisations tend to have similar cultures.
D)Innovative organisations tend to have very high employee turnover.

Question 24

In a recent employee survey several critical issues were brought to the attention of the managers.To address these issues,Kathy suggested that horizontal processes should be reorganised to create cross- functional and self- managed teams. Kathy's suggestion suggests that that she is an advocate of:

A)process reengineering.
B)innovative organisations.
C)learning organisations.
D)continuous improvement.

Question 25

Johnson Farm Products has decided to expand its traditional business with farmers in order to include home gardeners.This change is not met with enthusiasm by the sales personnel who have had good long- term relationships with area farmers.You know that the change will be difficult if you cannot overcome the resistance of the sales personnel and get their cooperation. You have brought in the chief executive to explain to sales personnel why there is the need to change organisational strategy.The method for overcoming resistance that you have chosen is:

A)participation.
B)negotiation.
C)manipulation and cooptation.
D)education and communication.

Question 26

The step in the action research process where information is gathered about problem,concerns,and needed changes from members of the organisation is:

A)diagnosis.
B)action.
C)feedback.
D)evaluation.

Question 27

You have decided to use action research to manage a planned change in your department.You have carefully mapped out the five steps of the process. You ask questions and interview your employees in which step of the process?

A)diagnosis
B)feedback
C)analysis
D)action

Question 28

The application of direct threats or force upon resisters is called:

A)political change.
B)coercion.
C)manipulation.
D)cooptation.

Question 29

Which of the following is not a characteristic of a learning organisation?

A)There is a shared vision upon which everyone agrees.
B)People openly communicate with each other.
C)People sublimate their personal self- interest to work together to achieve the organisation's shared vision.
D)Members think of all organisational functions as independent systems.

Question 30

An organisation that has developed the continuous capacity to adapt and change is termed a(n):

A)mechanistic organisation.
B)learning organisation.
C)operant organisation.
D)strategic organisation.

Question 31

More cultural diversity,the ageing population and many new entrants with inadequate skills are all examples of what force for change?

A)nature of the work force
B)world politics
C)social trends
D)technology

Question 32

Innovative organisations do all of the following except:

A)reward both successes.
B)encourage experimentation.
C)are quick to layoff employees who fail.
D)are high users of committees,taskforces and cross- functional teams.

Question 33

Innovation is a new idea applied to initiating or improving a:

A)product.
B)service.
C)process.
D)all of the above.

Question 34

Which of the following is not true of OD?

A)Effective organisations emphasise hierarchical authority.
B)Problems should be openly confronted.
C)People should be treated with dignity and respect.
D)Effective organisations are characterised by trust.

Question 35

Johnson Farm Products has decided to expand its traditional business with farmers in order to include home gardeners.This change is not met with enthusiasm by the sales personnel who have had good long- term relationships with area farmers.You know that the change will be difficult if you cannot overcome the resistance of the sales personnel and get their cooperation. You have decided to involve the sales personnel in planning for the change and in stocking appropriate new items.The method for overcoming resistance that you have chosen is:

A)education and communication.
B)negotiation.
C)participation.
D)manipulation and cooptation.

Question 36

You have decided to use action research to manage a planned change in your department.You have carefully mapped out the five steps of the process. In which stage of the process does the change agent synthesise the information into primary concerns,problem areas,and possible actions?

A)feedback
B)diagnosis
C)analysis
D)action

Question 37

In Anna's organisation,all the employees hold a shared vision of providing excellence in customer service.Employees frequently share their experiences with others to obtain feedback and to mentor new employees.They associate themselves with the organisation as a whole rather than the specific departments that they work for. Which characteristic of Anna's organisation suggests that it is a learning organisation?

A)Having a shared vision
B)Lack of departmental fragmentation
C)Open communication between employees
D)All of the above

Question 38

You have decided to use action research to manage a planned change in your department.You have carefully mapped out the five steps of the process. In which stage do you share with employees what you have found and develop action plans?

A)analysis
B)action
C)feedback
D)diagnosis

Question 39

Which tactic to overcome resistance to change is relatively easy to gain the support of adversaries,but may backfire if the targets become aware that they are being tricked or used?

A)coercion
B)manipulation
C)cooptation
D)participation

Question 40

If an organisation used an outside consultant as opposed to an insider as change agent,their perspective would probably be:

A)more objective.
B)reflective of the fact that change agents must live with the consequences of their actions.
C)more reflective of the organisation's history and culture.
D)that they know the organisational culture.

Question 41

All of the following are steps in the process of action research except:

A)action.
B)feedback.
C)diagnosis.
D)forming.

Question 42

Which of the following was not one of the steps in Kotter's eight- step plan for implementing change?

A)create a new vision to direct the change
B)form a coalition with enough power to lead the change
C)hire an outside change agent to lead the change process
D)establish a sense of urgency by creating a compelling reason for why change is needed

Question 43

Innovative organisations tend to have similar cultures.

Question 44

An example of change in the nature of competition is:

A)more cultural diversity.
B)record low interest rates.
C)growth of e- commerce.
D)increased interest in urban living.

Question 45

Rather than looking for problems,_ seeks to identify the unique qualities and special strengths of an organisation,which can then be built upon to improve performance.

A)team building
B)process consultation
C)appreciative inquiry
D)sensitivity analysis

Question 46

Cooptation is a form of both manipulation and participation.

Question 47

Rob works for a government department that has recently been merged with another department.As a result of this merger,policies and procedures within the two departments have to be integrated with one another.In anticipation this,Rob was tasked with creating a "transition" team that will plan and map the changes that are to take effect at different stages. This is considered as:

A)Planned change.
B)Ad- hoc change.
C)Integrative change.
D)Managed change.

Question 48

Who developed a three- step model for change that included unfreezing,movement,and refreezing?

A)Chester Barnard
B)David McClelland
C)Kurt Lewin
D)Mary Parker Follett

Question 49

Mintz's Motor Repair is moving its location to a larger community 100 miles away.Mintz would like for its mechanics to move with the company but realises that there will be some hardships associated with the move.Mintz' managers have decided to use Lewin's three- step model in order to make the change. Mintz' managers are counselling each employee individually and trying to lessen their fears.This is an example of:

A)removing restraining forces.
B)increasing driving forces.
C)brainwashing.
D)removing driving forces.

Question 50

Which of the following is a characteristic of a learning organisation?

A)People pursue self interests.
B)People think in terms of independent relationships.
C)People have standard ways of doing their jobs.
D)People communicate over vertical and horizontal boundaries without fear of criticism.

Question 51

Kotter argued that successful change in organisations should follow three steps; unfreezing,movement,refreezing.

Question 52

It is easiest for management to deal with resistance when it is:

A)subtle.
B)passive.
C)overt.
D)implicit.

Question 53

Ally works for a large multi- national company.In recent years communication between the different national branches of the company has become better integrated with the availability of different online chat options.Within particular branches,the use of the intranet has also become a highly popular tool for the communication of internal information. The forces of change relevant here are:

A)social trends and technology.
B)technology and nature of the workforce.
C)competition and social trends.
D)competition and technology.

Question 54

In Kotter's eight- step plan to implement change,which is the first step?

A)communicate the vision throughout the organisation
B)create a new vision to direct the change
C)establish a sense of urgency by creating a compelling reason for why change is needed
D)form a coalition with enough power to lead the change

Question 55

Errors that are corrected by modifying the organisation's objectives,policies,and standard routines are part of:

A)traditional learning.
B)triple- loop learning.
C)double- loop learning.
D)single- loop learning.

Question 56

If an organisation used an insider as a change agent as opposed to an outside consultant:

A)the change would probably be more drastic.
B)the change would probably be more cautious.
C)the change would probably be more objective.
D)the change would have superior results.

Question 57

The purpose of is for a consultant to assist client perceive,understand,and act upon process events with which they must deal.

A)sensitivity training
B)survey feedback
C)intergroup development
D)process consultation

Question 58

According to Lewin's model,refreezing is required if changes are to be permanent.

Question 59

In managers should start with a clean sheet of paper to rethink and redesign process.

A)process improvement
B)innovation
C)continuous improvement
D)process reengineering

Question 60

Which of the following was not one of the common mistakes that Kotter identified managers make when trying to initiate change?

A)failure to remove obstacles that could impede the achievement of the vision
B)firms creating a sense of urgency about the need for change
C)not anchoring the change to the organisation's culture
D)tendency to declare victory too soon

Question 61

Some organisations treat all change as an accidental occurrence.

Question 62

Organisational development (OD)is not a readily definable concept,but a convenient term used to encompass a variety of activities for managing change.

Question 63

Research demonstrates that all efforts to resist change are dysfunctional in terms of organisational effectiveness.

Question 64

Action research refers to a change process based on systematic collection of data and then selection of a change action based on what the analysed data indicate.

Question 65

Process consultants work with the clients in jointly diagnosing what processes need improvement.

Question 66

Restraining forces are those which hinder movement from the existing equilibrium.

Question 67

A learning organisation is an organisation that has developed the continuous capacity to adapt and change.

Question 68

The global economy means that competitors are as likely to come from across the ocean as from across town.

Question 69

Kotter's first four steps essentially extrapolate on the unfreezing stage of Lewin.

Question 70

"Change or die" is the rallying cry among today's managers worldwide.

Question 71

Many people have lost their jobs because of process reengineering

Question 72

Double- loop learning is an error correction process that relies on past routines and present policies.

Question 73

Sensitivity training emphasises changing behaviour through structured group interaction.

Question 74

Rather than looking for problems to fix,appreciative inquiry seeks to identify the unique qualities and special strengths of an organisation.

Question 75

In the process of action research,the gathering of information about problems occurs in the analysis stage.

Question 76

Process reengineering suggests that you should build on existing processes.

Question 77

Change agents are synonymous with managers.

Question 78

All innovations involve change.

Question 79

Driving forces direct behaviour away from the status quo.

Question 80

Idea champions have extremely high self confidence,persistence,energy,and a tendency to take risks.