Deck 18: Leading and Managing Change

Question 1

Which of the following statements about strategic competitiveness is NOT accurate?

A) Managers must continually adapt to new situations if they are to survive and prosper over the long run.
B) Organisations that survive and prosper the best those that extensively utilise complex information technology.
C) Organisations that survive and prosper the best are learning organisations.
D) Organisations must continually adapt to new situations if they are to survive and prosper over the long run.
E) Managers must stimulate and lead change in order to create learning organisations.

Answer 1

B

Question 2

Leadership responsibilities for the innovation process include all of the following EXCEPT:

A) recruiting motivated and competent people to market new products and services.
B) identifying strengths and weaknesses, potential costs and benefits, potential markets or applications, and making constructive changes.
C) testing ideas in concept; discussing them with peers, customers, clients, or technical experts; and building initial models, prototypes or samples.
D) examining practicality and financial value through experiments and feasibility studies.
E) thinking about new possibilities; making discoveries by ingenuity or communication with others; and extending existing ways.

Answer 2

A

Question 3

All of the following statements correctly describe the process innovations EXCEPT:

A) product innovations result in the creation of new or improved goods and services.
B) process and product innovations support invention.
C) process and product innovations support application.
D) process innovations result in better ways of doing things.
E) creativity is not essential for innovation.

Answer 3

E

Question 4

Highly innovative organisations have top managers who do all of the following EXCEPT:

A) maintain the pressure to succeed.
B) tolerate criticism and differences of opinion.
C) create conflict to stimulate creativity.
D) understand the innovation process.
E) take all possible steps to keep goals clear.

Question 5

__________ refers to change leadership that builds learning organisations and keeps them competitive even in the most difficult and uncertain of times.

A) Multidimensional management
B) Organisation development
C) Strategic leadership
D) Organisational leadership
E) Team leadership

Question 6

Which of the following is NOT one of the four steps in the product innovation process?

A) Idea creation
B) Feasibility planning
C) Final application
D) Feasibility determination
E) Initial experimentation

Question 7

Suppose an organisation has an organic structure that relies on lateral communications, cross-functional teams and task forces. This organisation would be one that is seeking to:

A) maintain the status quo.
B) innovate but doesn't know how to do it.
C) be highly innovative.
D) innovate very little.
E) innovate to a moderate degree.

Question 8

__________ is the process of creating new ideas and putting them into practice.

A) Entrepreneurship
B) Creativity
C) Innovation
D) Invention
E) Intrapreneurship

Question 9

In highly innovative organisations, different critical innovation roles need to be fulfilled. Which of the following is NOT one of these critical innovation roles?

A) Innovation followers
B) Project managers
C) Information gatekeepers
D) Product champions
E) Idea generators

Question 10

Which of the following is NOT a component of strategic leadership?

A) Developing the organisation's human capital
B) Determining the organisation's purpose or vision
C) Emphasising and displaying ethical practices
D) Sustaining an effective organisational culture
E) Establishing powerful reward systems

Question 11

The components of strategic leadership include all of the following EXCEPT:

A) exploiting and maintaining the organisation's core competencies.
B) shaping the organisation's environment.
C) establishing balanced organisational controls.
D) sustaining an effective organisational culture.
E) determining the organisation's purpose or vision.

Question 12

Which of the following is NOT a leadership responsibility for the innovation process?

A) Imagining
B) Scaling
C) Assessing
D) Building
E) Experimenting

Question 13

The __________ step of the product innovation process involves the commercialisation of a new product on the open market.

A) final application
B) idea creation
C) feasibility screening
D) initial experimentation
E) feasibility determination

Question 14

Which of the following statements about the possible interrelationships among creativity, innovation and organisational change is/are TRUE?

A) Change is intertwined with the processes of creativity and organisational innovation.
B) Creativity fosters innovation.
C) Purposeful innovation should result in changes of positive economic or social consequence.
D) All of the options listed
E) None of the options listed

Question 15

In highly innovative organisations, certain key roles must be fulfilled. These include all of the following roles EXCEPT:

A) those who perform technical functions on the innovation project.
B) those who advocate the status quo and some sense of stability.
C) those who serve as links between people and groups.
D) those who encourage, sponsor and coach others to keep innovation values and goals in place.
E) those who create new insights from internal discoveries or external awareness.

Question 16

Which of the following statements does NOT provide an accurate description of the nature and/or impact of change in contemporary businesses?

A) Most traditional organisations have realised that they must change to survive.
B) Intellectual capital, knowledge management and learning organisations are increasingly important in the modern business world.
C) Many organisations are slow in responding to change.
D) Increasingly, successful companies have cultures that thrive on change.
E) The new economy has created tremendous turmoil but few genuine opportunities.

Question 17

Which of the following is NOT one of the ways in which highly innovative organisations support creativity and entrepreneurship?

A) Top management
B) Organisational staffing
C) Corporate culture and strategy
D) Organisation structure
E) Job design

Question 18

Which of the following statements does NOT provide an accurate description of the nature and/or impact of change in today's organisations?

A) Most leaders are quick in responding to change.
B) Innovation is a primary source of competitive advantage in the modern business world.
C) Leading organisational change takes great understanding, discipline and leadership commitment to creativity and innovation.
D) Creating positive change in organisations is not an easy task.
E) Change involves complexity, uncertainty, anxiety and risk.

Question 19

_______________ are ones that mobilise people, values, and systems to achieve continuous change and performance improvements driven by the lessons of experience.

A) Learning organisations
B) Manufacturing organisations
C) Adaptive organisations
D) Organic organisations
E) Service organisations

Question 20

Consideration of the practicality and financial viability of a new product or service indicates that a company is in which stage of the product innovation process?

A) Initial experimentation
B) Idea creation
C) Feasibility screening
D) Final application
E) Feasibility determination

Question 21

__________ occurs when strategic and comprehensive changes are initiated with the goal of having a comprehensive impact on the organisation and its performance.

A) Top-down change
B) Inside-out change
C) Outside-in change
D) Bottom-up change
E) Theory O change

Question 22

Organisational targets for planned change include all of the following EXCEPT:

A) the conditions in the marketplace, including change in customer preferences and needs.
B) the operations and information technology used to support job designs, arrange workflows, and integrate people and machines in systems.
C) the attitudes and competencies of the employees and the human resource systems that support them.
D) the value system for the organisation as a whole and the norms guiding individual and group behaviour.
E) the nature of work as represented by organisational mission, objectives and strategy; and the job designs for individuals and groups.

Question 23

Which of the following statements does NOT accurately describe Theory O change?

A) Theory O change tries to inspire support through employee commitment.
B) Theory O change attempts to improve the firm's financial performance.
C) Theory O change values employee attitudes.
D) Theory O change progresses step by step through experimentation and evolution.
E) Theory O change encourages participation from the bottom up.

Question 24

Which of the following statements does NOT accurately describe Theory E change?

A) Theory E change progresses step by step through experimentation and evolution.
B) Theory E change emphasises changes in structures and systems.
C) Theory E change is driven from the top.
D) Theory E change attempts to improve the firm's financial performance.
E) Theory E change tries to gain employee support through economic incentives.

Question 25

__________ occurs as a result of the specific efforts of a change agent in direct response to a person's perception of a performance gap.

A) Planned change
B) Innovative change
C) Crisis-induced change
D) Unplanned change
E) Performance change

Question 26

Which of the following can be described as a performance gap?

A) The sale of an uncompleted plant to another company
B) Construction of a new plant
C) Overseas sales are lower than expected
D) An investment of 100 million dollars
E) A significant drop in the value of the dollar

Question 27

__________ is a version of top-down change that is based on activities to increase shareholder or economic value as soon as possible.

A) Theory J change
B) Theory Y change
C) Theory O change
D) Theory E change
E) Theory X change

Question 28

The appropriate goal of __________ is to act immediately once it is recognised in order to minimise negative consequences and maximise possible benefits.

A) human resource conflict
B) unplanned change
C) crisis management
D) organisational upheaval
E) unexpected trouble

Question 29

__________ change is a version of bottom-up change that is based on activities for increasing organisation performance capabilities by improving organisational culture and developing human capital.

A) Theory J change
B) Theory E change
C) Theory Y change
D) Theory X change
E) Theory O change

Question 30

Which of the following statements is TRUE with respect to internal forces for organisational change?

A) Once an internal force for change has been addressed, it will not have an impact on the organisation again.
B) Internal forces for change can only be identified after dealing effectively with the external forces.
C) A change in one part of the organisation can create the need for change in another part of the system.
D) Internal forces for change are not as significant to the organisation as external forces.
E) There are no internal forces for change, only external forces.

Question 31

A part of every manager's job is to act as a __________ in the workplace.

A) behavioural agent
B) social system manager
C) social change manager
D) managerial agent
E) change agent

Question 32

A __________ is a person or group who takes leadership responsibility for changing the existing pattern of behaviour of another person or social system.

A) social system manager
B) social worker
C) behavioural agent
D) managerial agent
E) change agent

Question 33

The decision to construct a new overseas plant can be considered to be a(n):

A) structural change.
B) planned change.
C) unplanned change.
D) performance gap.
E) refreezing phase.

Question 34

The organisational targets for planned change include all of the following EXCEPT:

A) tasks.
B) people.
C) structure and technology.
D) social forces.
E) culture.

Question 35

__________ is change that occurs spontaneously and randomly and without the benefit of a change agent's attention.

A) Disruptive change
B) Innovative change
C) Crisis-induced change
D) Unplanned change
E) Performance change

Question 36

The implications of bottom-up change include all of the following EXCEPT:

A) initiatives for change come from people throughout the organisation.
B) bottom-up change requires the approval and close oversight of top-level managers.
C) bottom-up change facilitates the adaptation of operations and technologies to the changing work environment.
D) middle-level and lower level managers act as change agents.
E) change is made possible through empowerment, involvement and participation.

Question 37

Suppose that unexpected conflicts occur among numerous people in several different departments of the organisation, and that these conflicts ultimately result in a new policy on interdepartmental relations. This situation and its outcome could be called a(n):

A) organisational upheaval.
B) unexpected trouble.
C) crisis management.
D) unplanned change.
E) human resource conflict.

Question 38

Technological change is most advantageous to organisations under which of the following conditions?

A) When the manager is unwilling to customise the new technology to the needs of the local situation
B) When there is a good fit with work needs, practices and people
C) When employees are inadequately prepared to use the technology
D) When unexpected events occur
E) When the manager is reluctant to gather new information relating to change

Question 39

External forces for change in contemporary organisations include all of the following EXCEPT:

A) technological developments and market trends.
B) organisational culture.
C) governmental laws and regulations.
D) the global economy and local economic conditions.
E) social forces.

Question 40

Which of the following statements does NOT accurately contrast change leadership with status quo management?

A) Change leaders are threatened by change; status quo managers are confident of their ability.
B) Change leaders make things happen; status quo managers wait for things to happen.
C) Change leaders expect surprise; status quo managers support the current state of affairs.
D) Change leaders are willing to take risks; status quo managers are bothered by uncertainty.
E) Change leaders seize opportunities; status quo managers prefer predictability.

Question 41

__________ is often viewed as something that must be overcome in order for change to be successful.

A) Political manoeuvring
B) Power sharing
C) Forced coercion
D) Rational persuasion
E) Resistance to change

Question 42

__________ can be viewed as feedback that an informed change agent can use constructively to modify a planned change to better fit situational needs and goals.

A) Political manoeuvring
B) Resistance to change
C) Forced coercion
D) Power sharing
E) Rational persuasion

Question 43

__________ is the phase of stabilising the change and creating the conditions for its long-term continuity.

A) Changing
B) Refreezing
C) Transforming
D) Unfreezing
E) Refocusing

Question 44

Which of the following characteristics does NOT accurately describe the behaviour of a change agent who uses a rational persuasion strategy?

A) The change agent relies on legitimate power.
B) The change agent believes that people are guided by reason in their actions and decision making.
C) The change agent uses information and facts to communicate the desirability of change.
D) The change agent must convince others of the cost-benefit value of the change.
E) The change agent assumes that people are guided by facts, reason and self-interest.

Question 45

Which of the following statements does NOT accurately describe the process of managing planned change?

A) Managers and change agents need to deal with people's tendencies to resist change.
B) People may not want to change even when conditions require it.
C) Human nature always stands at the heart of change being a complicated phenomenon.
D) People do not act habitually; more often than not, they act in random and erratic ways.
E) Change is a complicated phenomenon in any setting.

Question 46

Which of the following characteristics does NOT accurately describe the behaviour of a change agent who uses a shared power strategy?

A) The change agent believes that people behave as they do because of sociocultural norms and commitments to others' expectations.
B) The change agent relies on referent power.
C) The change agent understands change in the context of knowledge, information or intellectual rationales for action and practice.
D) The change agent is sensitive to the way group pressures can support or inhibit change.
E) The change agent recognises that people have varied needs and complex motivations.

Question 47

Which of the following characteristics does NOT accurately describe the behaviour of a change agent who uses a force-coercion strategy?

A) The change agent avoids political alliances.
B) The change agent uses formal authority along with rewards and punishments.
C) The change agent tries to identify people's vested interests and then apply pressure to those interests.
D) The change agent exploits any weakness that he/she discovers.
E) The change agent believes that people are basically motivated by self-interest and what the situation offers in terms of potential gains or losses.

Question 48

A force-coercion strategy for change involves the use of:

A) referent and expert power.
B) creativity and innovation.
C) shared power.
D) formal authority and/or rewards or punishments.
E) expertise and rational argument.

Question 49

Attempting covert influence by selectively providing information and structuring events in favour of the desired change is the __________ strategy of overcoming resistance to change.

A) facilitation and agreement
B) manipulation and cooption
C) explicit and implicit coercion
D) participation and involvement
E) facilitation and support

Question 50

A(n) __________ strategy engages people in a collaborative process of identifying values, assumptions, and goals from which support for change will naturally emerge.

A) rational persuasion
B) unfreezing-refreezing
C) shared power
D) force-coercion
E) facilitation-support

Question 51

Changing, the second phase of Lewin's planned organisational change model, can be implemented by:

A) taking action to put changes in tasks, people, culture, technology and/or structure into place.
B) choosing appropriate changes in tasks, people, culture, technology and/or structure.
C) identifying new, more effective ways of behaving.
D) All of the options listed
E) None of the options listed

Question 52

__________ is the phase in which something new takes place in the system, and change is actually implemented.

A) Changing
B) Transforming
C) Unfreezing
D) Refocusing
E) Refreezing

Question 53

A manager who uses participation and involvement in order to overcome employee resistance to change will:

A) threaten resistors with a variety of undesirable consequences.
B) try to covertly influence others by providing information selectively in favour of the desired change.
C) allow others to contribute ideas and help design and implement the change.
D) provide encouragement and training beforehand about the change.
E) use discussion, presentations and demonstrations to educate people beforehand about the change.

Question 54

The __________ approach for overcoming resistance to change involves providing encouragement and training, actively listening to problems and helping resistors to deal with performance pressures.

A) facilitation and agreement
B) participation and involvement
C) facilitation and support
D) education and communication
E) manipulation and cooption

Question 55

A manager uses education and communication in order to overcome employee resistance to change. This means that the manager will:

A) enlist the help of key personnel in planning the change.
B) use covert attempts to influence his/her employees.
C) make use of discussions, presentations or demonstrations to groups of employees in order to inform people of the proposed change.
D) offer incentives, trade-offs or provide special benefits.
E) allow employees to help design and implement the desired change.

Question 56

All of the following are reasons why people resist planned change EXCEPT:

A) not seeing any reason for the change.
B) feeling overwhelmed.
C) self-centred, narrow-minded thinking.
D) feeling incapable of performing well under the new system.
E) not understanding what is happening or what comes next.

Question 57

Refreezing can be accomplished by:

A) using performance-contingent rewards and positive reinforcement.
B) creating acceptance and continuity for the new behaviours.
C) providing necessary resource support.
D) All of the options listed
E) None of the options listed

Question 58

A change leader might work indirectly to gain special advantage over other persons in the attempt to make them change. This is a version of force-coercion known as:

A) power sharing.
B) direct forcing.
C) political manoeuvring.
D) informational manipulation.
E) rational persuasion.

Question 59

Which of the following does NOT accurately describe Lewin's model of planned organisational change?

A) The change agent is concerned with stabilising the change and creating conditions for long-term continuity in the refreezing phase of the planned-change process.
B) Unfreezing involves developing felt needs and preparing a system for change.
C) The change agent performs the same tasks during each phase of the change process.
D) Modifying the organisational targets of tasks, people, culture, technology and structure occurs during the changing phase of the planned-change process.
E) Planned change consists of three phases.

Question 60

A change agent may take direct and unilateral action to command that change occurs. The change agent is using what version of force-coercion?

A) Lateral manoeuvring
B) Power sharing
C) Indirect forcing
D) Direct forcing
E) Informational manipulation

Question 61

Which stage of the organisation development process corresponds to unfreezing an existing situation?

A) Achieving a terminal relationship
B) Evaluation
C) Diagnosis
D) Intervention
E) Establishing a change relationship

Question 62

Sensitivity training, management training, role negotiation, job redesign, and career planning are organisation development interventions designed to improve __________ effectiveness.

A) team
B) group
C) organisational
D) managerial
E) individual

Question 63

The first step in the organisational development process is:

A) intervention into the client system.
B) establishing a working relationship with the client system.
C) diagnosis of the situation in the client system.
D) evaluation of change within the client system.
E) changing the client system.

Question 64

In implementing new technology, the change agent should:

A) be alert to resistance.
B) continually gather and process information relating to the change.
C) be willing to customise the new technology to best meet the needs of the local situation.
D) All of the options listed
E) None of the options listed

Question 65

Which of the following is an INACCURATE statement about organisation development?

A) Organisation development is a comprehensive approach to planned organisational change that involves the application of behavioural science in a systematic and long-range effort to improve organisational effectiveness.
B) Organisation development helps organisations cope with environmental and other pressures for change.
C) Organisation development does not focus on improving internal problem-solving capabilities.
D) All managers should have the skills and commitment to utilise the various elements of organisation development.
E) Organisation development helps with continuous improvement of organisational performance, and does so in a supportive and action-oriented environment.

Question 66

The outcome goals of organisational development focus on:

A) how tasks are accomplished.
B) changing human resource policies and procedures.
C) improving individuals' job performance.
D) the way people work together.
E) improving employees' level of job satisfaction.

Question 67

Survey feedback, the confrontation meeting, structural redesign, and management by objectives are all organisation development interventions that are intended to improve ____________ effectiveness.

A) team
B) organisational
C) managerial
D) individual
E) employee

Question 68

Which stage of the organisation-development process corresponds to the consultant leaving the client?

A) Establishing a working relationship
B) Evaluation
C) Intervention
D) Achieving a terminal relationship
E) Reinforcement

Question 69

The unfreezing, changing and refreezing phases are all parts of what process?

A) Negotiation process
B) Organisation design process
C) Decision-making process
D) Conflict resolution process
E) Planned change process

Question 70

__________ involves offering incentives that appeal to actual or potential resistors or making trade-offs in exchange for assurance that some desired change would not be blocked.

A) Participation and involvement
B) Facilitation and support
C) Explicit and implicit coercion
D) Facilitation and agreement
E) Manipulation and co-optation

Question 71

Thinking of organisational development as 'planned change plus' means that change is accomplished in such a way that organisational members are:

A) influenced to change using force-coercion strategies of planned change.
B) provided with expert solutions to technical problems.
C) capable of self-renewal and continued development.
D) subject to having managers make all decisions for their work groups.
E) limited in their choice about matters affecting them.

Question 72

Which stage of the organisation development process corresponds to refreezing a new situation?

A) Evaluation
B) Diagnosis
C) Intervention
D) Establishing a change relationship
E) Achieving a terminal relationship

Question 73

__________ is a collaborative process of collecting data, using it for action planning, and evaluating the results.

A) Operations analysis
B) Organisational diagnosis
C) Business planning
D) Organisational research
E) Action research

Question 74

A(n) ___________ is an activity initiated by change agents or managers to directly facilitate the change process.

A) change activity chart
B) organisation development objective
C) project plan
D) organisation development intervention
E) strategic plan

Question 75

The process goals of organisational development focus on:

A) how tasks are accomplished.
B) the way people work together.
C) improving the design of work.
D) changing human resource policies and procedures.
E) improving individuals' job performance.

Question 76

Which perspective on 'resistance to change' is most appropriate for the contemporary manager?

A) Resistance must be stopped immediately because it can destroy the planned changed effort.
B) Persuading people to change is better than forcing them to change.
C) Once resistance occurs, the change will surely fail.
D) Resistance provides feedback that can be used to achieve a better fit between the planned change, the situation and the people involved.
E) Resistance is best ignored when making changes.

Question 77

Which of the following statements regarding organisation-wide interventions is FALSE?

A) Management by objectives involves formalising goal setting throughout the organisation to link individual, group and organisational objectives.
B) Process consultation uses third-party observation and advice on critical departmental and team processes.
C) Confrontation meetings are one-day intensive, structured meetings to gather data on workplace problems and plan for constructive actions.
D) Survey feedback is a comprehensive and systematic data collection method to identify attitudes and needs, analyse results and plan for constructive action.
E) Structural redesign involves realigning the organisation structure to meet the needs of environmental and contextual forces.

Question 78

Which stage of the organisation development process corresponds to changing a situation?

A) Establishing a change relationship
B) Achieving a terminal relationship
C) Evaluation
D) Diagnosis
E) Intervention

Question 79

Which of the following provides a correct description of team interventions in organisation development?

A) Team building utilises structured experiences to help team members set goals, improve interpersonal relations and become a better functioning team.
B) Process consultation uses third-party observation and advice on critical team processes.
C) Inter-group team building involves structured experiences to help two or more teams set shared goals, improve inter-group relations and become better coordinated.
D) All of these accurately describe team interventions
E) None of these accurately describes team interventions

Question 80

Team interventions are based upon which of the following premises?

A) Teams provide important means for helping people satisfy important needs.
B) Improved collaboration within teams can improve organisational performance.
C) Improved collaboration among teams can improve organisational performance.
D) All of the options listed
E) None of the options listed