Deck 18: Managing Change

Question 1

All of the following are planned corporate changes except:

A)installing a computer-controlled machine tool
B)responding to an increase in the excise tax on gasoline
C)preparing materials and making arrangements for a workforce diversity-training workshop
D)scheduling production runs for the peak vacation period of June through August

Answer 1

B

Question 2

Effective change leaders build strong relationships with all of the following except:

A)their leadership team
B)between the team and organizational members
C)between the team and key environmental players
D)between the team and key support staff

Answer 2

D

Question 3

Real World 18.1 discusses Coca-Cola's sustainability projects of making bottles out of sugar cane plants which reduces the carbon footprint of plastic bottles by 12-19%. This is an example of:

A)planned change
B)unplanned change
C)internal change
D)all the above

Answer 3

D

Question 4

Netflix reflects one of the most successful Web sites in the world with the goal of getting better through constant change. They make major changes to its Web interface every two weeks. The constant change and fast iterations model has provided many positives for Netflix which include all of the following Except:

A)It allows Netflix to fail fast which means they invest less time in the things that don't work.
B)It means you learn and hopefully improve quickly.
C)It means less experimentation.
D)It reduces risk.

Question 5

Most changes that encourage employees to become more ethical target what part of the organization?

A)top management
B)individuals in sales because that is where unethical behavior tends to be centered
C)culture
D)operations and the materials that may have environmental consequences

Question 6

All of the following are part of globalizing an organization except:

A)disseminating and gathering information
B)developing people
C)finding the most appropriate structure
D)focusing on behavior rather than attitudes

Question 7

Which of the following is NOT an external force that can stimulate the need for change?

A)labor market
B)competitor's pricing decisions
C)changes in employee's expectations
D)effective date of new federal employment law

Question 8

The most massive scope of change is known as:

A)transactional
B)strategic change
C)transitional
D)transformational

Question 9

A person who acts as the initiator and assumes responsibility for change management is called a/an:

A)consultant
B)change agent
C)arbitrator
D)liaison official

Question 10

An example of an internal force for change is:

A)an increased grievance rate
B)technology
C)shrinking applicant pool
D)government regulations

Question 11

Which of the following statements best reflects the scholarly position on the proper pace of change for organizations?

A)Rapid change is more likely to succeed since it creates momentum.
B)Short, sharp changes are actually rare and not experienced by most firms.
C)Change in a large organization may occur incrementally in parts of the firm and quickly in others.
D)Researchers can't agree on which pace of change is most beneficial.

Question 12

When an organization moves to a radically different, and sometimes unknown, future state, they have made what type of change?

A)strategic
B)transactional
C)transformational
D)incremental

Question 13

While downsizing can increase shareholder value by better aligning costs and revenues, the effective organizations are the ones that excel at:

A)reengineering and downsizing
B)outsourcing
C)identifying attractive joint ventures
D)systematic innovation

Question 14

Internal change agents have certain advantages in managing the change process.Which of the following is NOT considered one of those stronger advantages?

A)They bring a fresh and new perspective to the change process because of their unique role.
B)They know the organization's political system.
C)They understand the organization's culture.
D)They will be careful because they have to live with the outcomes.

Question 15

Outside change agents may be preferred by employees because they are viewed as:

A)being the outside expert
B)having the support of top management
C)impartial
D)having limited knowledge of the organization's history and won't be trapped by the past

Question 16

When the organization makes a large-scale change such as moving to a new structure, the change would be considered:

A)strategic
B)transactional
C)transformational
D)radical

Question 17

Which of the following is NOT a term to describe the organizations that will succeed in meeting the competitive challenges that businesses face?

A)adaptiveness
B)flexibility
C)responsiveness
D)mechanistic

Question 18

When the organization changes its mission, culture, goals, strategy, and structure it has:

A)attempted a turnaround
B)made strategic changes
C)made a transformational change
D)made a transactional change

Question 19

Change leaders within organizations tend to be all of the following except:

A)middle aged, between the ages of 35-45
B)able to operate in more than one leadership style and shift from a team mode to command and control
C)comfortable with uncertainty
D)balanced in both technical and interpersonal skills

Question 20

A price adjustment in gasoline by an oil company in response to an excise tax increase is a/an _____ change.

A)incremental
B)nonreversible
C)strategic
D)transactional

Question 21

The managerial intervention most appropriate for the disorientation reaction to change is:

A)confrontation and identification
B)explanation and planning
C)neutralize feelings and acknowledge emotional reactions
D)exploration of feelings and possibly a transfer

Question 22

Which of the following statements best reflects the recent research on neuroscience and resistance to change?

A)Implicit attitudes may be integral in the formation of both expressed and explicit attitudes
B)Permanent change in individual attitudes requires long term exposure to stimuli that are contradictory to existing implicit attitudes
C)Implicit attitudes only change if there is a permanent change to the pattern of neuronal connections
D)All the above

Question 23

An empathic and supportive approach to change would be most appropriate when:

A)the source of resistance is misinformation
B)there is significant goal conflict
C)change is accepted but implementation is difficult because of job loss
D)employees lack knowledge and skills for change

Question 24

Disidentified employees need to see that:

A)the organization is not abandoning them
B)work itself and emotion are separable
C)confrontation and an attempt to draw them out is in their own and the organizations best interest
D)managers will try to move them from a less negative perception to a more neutral state

Question 25

The phrase "that which we create, we support" reflects which key strategy for managing resistance to change?

A)support
B)communication
C)participation
D)creativity in problem solving

Question 26

Disengagement involves:

A)breaking the psychological contract
B)mass terminations
C)increasing performance standards
D)employee discipline

Question 27

In Lewin's force field analysis technique, the status quo can be viewed as a/an:

A)state of equilibrium
B)restraining force
C)non-moveable force
D)acceleration force

Question 28

The introduction of U.S.business practices after an acquisition where employees feel they are being forced to substitute corporate values for personal or national values is referred to as:

A)U.S.arrogance
B)economic imperialism
C)U.S.imperative for change
D)"change bullyism"

Question 29

An internally initiated change can frequently stall or even be rendered unsuccessful because of:

A)organizational politics
B)congruent values
C)a competitor's response
D)uncertainty reductions

Question 30

All of the following are key strategies for managing resistance to change except:

A)rewards
B)participation
C)empathy
D)support

Question 31

The management approach to dealing with disidentification involves:

A)confrontation and risk taking
B)counseling to assist in transfer of positive feelings from the old situation to the new situation
C)offering early retirement packages
D)doing nothing because employees eventually adjust

Question 32

The managerial approach (intervention) for dealing with disorientation is:

A)confrontation
B)employee termination
C)explanation
D)discipline

Question 33

If an employee appears to be lost, confused, or unsure of their feelings regarding change, they have provided what type of behavioral reaction to change?

A)disengagement
B)disidentification
C)disenchantment
D)disorientation

Question 34

A participative approach to overcoming resistance to change would be appropriate when:

A)skill deficiencies are evident
B)goals are compatible but several groups resist
C)rumors and non-factual information have upset employees
D)distrust and lack of credibility exist

Question 35

Lewin's model proposes that for change efforts to be successful:

A)there must be top management support
B)they must be introduced incrementally and receive the necessary resource allocation
C)effective communication will be essential
D)the three-stage process must be completed

Question 36

When employees become disenchanted with a major change, supervisors should:

A)confront them
B)neutralize their opposition and acknowledge their concerns
C)transfer them
D)ignore them

Question 37

Movement from the status quo is designated as _____ in Lewin's change process model.

A)changing
B)moving
C)unfreezing
D)refreezing

Question 38

Fear of loss and the unknown are:

A)reasons why individuals resist change
B)irrational responses to change
C)part of the reaction to the separation stage in a career
D)the steps proceeding the withdrawal stage in the career life cycle

Question 39

An employee's reaction to change as disidentification involves:

A)feelings of disloyalty
B)feelings of sadness and worry
C)withdrawal
D)anger

Question 40

In a situation of significant organizational change, uncertainty or _____ may be prevalent.

A)fear of failure
B)personality conflicts
C)fear of loss
D)fear of the unknown

Question 41

M5 Networks is a cloud enterprise telephone company started by five people in NEC. It has won awards as one of the 75 "coolest telecom providers" and "most engaged" workplace. The company hired School of Rock instructors to give music lessons to employees in order to:

A)improve their leadership
B)improve team building
C)better manage the organization wide technique MBO
D)improve employees role negotiation skills

Question 42

The establishment of new attitudes, values, and behaviors as the new status quo is consistent with what stage in Lewin's change model?

A)unfreezing
B)moving
C)refreezing
D)change

Question 43

All of the following are targets of diagnosis in organization development except:

A)job analysis
B)structure
C)leadership
D)support systems

Question 44

Unplanned change is incremental and results from a deliberate decision to alter the organization.

Question 45

All of the following are key questions to ask as a part of the diagnostic process for change except:

A)What are the forces preserving the status quo?
B)What are the goals to be accomplished by the change?
C)What are the most likely sources of resistance to change?
D)What are the most effective lead variables for change?

Question 46

When an outside consultant provides assistance to executives concerning their interpersonal skills, conflict resolution styles, decision approaches, and leadership styles, _____ is being used.

A)team building
B)survey feedback
C)process consultation
D)sensitivity training

Question 47

Action learning is an effective individual-focused intervention that enhances:

A)leadership training
B)executive coaching
C)role negotiation
D)team building

Question 48

For survey feedback to be an effective method, certain guidelines should be used.Which of the following is not a guideline presented in your textbook?

A)Feedback should be reported in a group format.
B)Employees must be able to trust that there will be no negative repercussions from their responses.
C)Employees should be informed of the purpose of the survey.
D)Follow-through should be completed by an external change agent.

Question 49

All of the following are group- or organization-based development techniques except:

A)role negotiation
B)management by objectives
C)team building
D)survey feedback

Question 50

Psychological contracting can be modified, improved, and clarified through:

A)career planning
B)role negotiation
C)team building
D)survey feedback

Question 51

The final step in Lewin's change model is:

A)moving
B)transition
C)change
D)refreezing

Question 52

A good organization development effort that can relieve role ambiguity and conflict is:

A)management by objectives
B)team building
C)survey feedback
D)process consultation

Question 53

Ethical considerations or concerns regarding the use of organization development include all of the following except:

A)selection of the OD method to be used
B)voluntary participation
C)potential for manipulation by the change agent
D)selection of members of the change team

Question 54

Which of the following is NOT an individually targeted organization development technique?

A)team building
B)job redesign
C)career planning
D)stress management programs

Question 55

Which of the following is NOT one of Levinson's areas for diagnostic analysis?

A)organization's history
B)data about attitudes, relationships, and other organizational attitudes
C)view of organization as a whole, especially focus on structure and processes
D)external stake holder groups and their views of the organization

Question 56

Change specific self-efficacy refers to:

A)an individual's belief that they can successfully cope with change
B)the belief that successful coping with change will lead to less stress in a person's lives
C)the tendency to attribute the results of change to external causes
D)the nature of the change in terms of whether the change is initiated due to internal or external forces

Question 57

Recent research in change management on the relationship between personality types and resistance to change supports which of the following?

A)There is a remarkable consistency in personality types and their reactions to three different kinds of change (structural, technological, office relocation)
B)The majority of respondents demonstrated inconsistency or reacted differently to various kinds of change (structural, technological, office relocation)
C)Reactions to change might be more situationally driven than was previously thought
D)B & C

Question 58

Organization development:

A)focuses primarily on the individual in bringing about change
B)emphasizes intervention at the lowest possible level of the organization
C)is goal oriented and utilizes an organization-wide problem solving approach to change
D)is unstructured problem solving in organizations

Question 59

While Lewin presents the steps to change as a progressive process, recent research indicates:

A)new behavior may refreeze before moving or unfreezing
B)that while unfreezing is critical, more positive results through freezing have actually been demonstrated after a lengthy period of equilibrium
C)leaders may hedge their bets and unfreeze and refreeze simultaneously
D)None of the above

Question 60

An appropriate organization development technique when the organization is large and the objective is to reach as many employees as possible is:

A)management by objectives
B)team building
C)process consultation
D)survey feedback

Question 61

The contemporary view of change makes an attempt to treat the resistance to change as something to overcome.

Question 62

People resist change for rational reasons.

Question 63

The contemporary view of change holds that resistance is simply a form of feedback and that feedback can be used productively to manage the change process.

Question 64

Survey feedback can be used to determine other organization development techniques that may be appropriate to improve the performance of the organization.

Question 65

A widely used intervention method whereby employee attitudes are solicited using a questionnaire is known as team building.

Question 66

Value consistency is critical to making a change stick.

Question 67

Current trends point towards an increasingly diverse workforce in terms of age, gender, and culture.

Question 68

The initial step in Levinson's diagnostic model is data analysis using force field techniques.

Question 69

Resistance to change may be a form of feedback or a request for additional information.

Question 70

Evidence suggests that successful coaching can result in increased self-awareness and more effective leadership competencies.

Question 71

Researchers tend to agree that rapid change is more likely to succeed since it creates momentum than other approaches to the pace of change.

Question 72

Modification of a business firm's mission is a transformational change.

Question 73

The protest of a work group to a change in compensation methods is an internal force for change.

Question 74

A survey of Fortune 500 companies indicated that human resource managers considered team building the most successful OD technique.

Question 75

Effective coaching relationships depend on a professional, experienced coach, an executive who is motivated to learn and change, and a good fit between the two.

Question 76

A recent survey of CEOs stated that they believed problems suddenly arrived 50% of the time.

Question 77

The individual or group who undertakes the task of introducing and managing a change in an organization is known as unfreezing.

Question 78

The problem of disorientation can be solved with additional information and counseling.

Question 79

The traditional view of "resistance to change" was to treat it as something to overcome.

Question 80

A key to managing the resistance to change is to plan for it and be ready with a variety of strategies for using the resistance as feedback.