Deck 18: Managing Change

Question 1

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

Answer 1

C

Question 2

The most massive scope of change is known as:

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

Answer 2

D

Question 3

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

Answer 3

A

Question 4

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 5

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 6

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

Question 7

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 8

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 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

Workout sessions at GE are designed to:

A)set the strategic direction of the organization
B)identify the success factors that will lead to better performance within markets
C)identify the competitive moves of competitors
D)make the organization faster, less complex, and able to respond effectively to change

Question 11

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 12

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 13

Technological changes bring about profound change because they are not just changes in the way work is performed, but also result in:

A)frustration
B)changes in work relationships and organizational structures
C)control being transferred to upper levels within the organizations because of the upper echelon's access to more and better information
D)richer forms of communication

Question 14

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 15

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 16

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 17

An example of an internal force for change is:

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

Question 18

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 19

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

Question 20

Most changes that encourage employees to become more ethical are targeted at:

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 21

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 22

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 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

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

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

Question 25

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 26

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

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

Question 27

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 28

Lewin's model proposes that successful change efforts require:

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 29

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 30

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

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

Question 31

The final step in Lewin's change model is:

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

Question 32

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 33

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 34

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 35

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

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

Question 36

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 37

The introduction of U.S. business practices into a foreign company is referred to as:

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

Question 38

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 39

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 40

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 41

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

Question 42

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 43

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

Question 44

Value consistency is critical to making a change stick.

Question 45

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

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

Question 46

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

Question 47

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

Question 48

For survey feedback to be effective, 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

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 50

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

Question 51

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

Question 52

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

Question 53

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

Question 54

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

Question 55

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

Question 56

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

Question 57

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

Question 58

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

Question 59

People resist change for rational reasons.

Question 60

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

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

Question 61

Match the following:
a.Radical changes in the organization.
b.Individuals meeting and clarifying their psychological contract.
c.The stage when new attitudes are substituted for old ones.
d.A method for identifying and studying opposing personal and organizational forces.
e.The final step in Lewin's change process model.
Force-Field Analysis

Question 62

Match the following:
a.Radical changes in the organization.
b.Individuals meeting and clarifying their psychological contract.
c.The stage when new attitudes are substituted for old ones.
d.A method for identifying and studying opposing personal and organizational forces.
e.The final step in Lewin's change process model.
Moving

Question 63

Match the following:
a.An external force for change.
b.Organizational restructuring.
c.Employee skill deficiencies.
d.Someone who facilitates significant change.
e.An often unseen imposition on an organization.
Change Agent

Question 64

Match the following:
a.An initial step in any organization development effort.
b.The change effort.
c.Data-gathering method.
d.A determination of employee skills and competencies that are required.
e.A systematic approach to organizational improvement that applies behavioral science knowledge.
Questionnaire

Question 65

Match the following:
a.An initial step in any organization development effort.
b.The change effort.
c.Data-gathering method.
d.A determination of employee skills and competencies that are required.
e.A systematic approach to organizational improvement that applies behavioral science knowledge.
Needs Analysis

Question 66

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

Question 67

Match the following:
a.Radical changes in the organization.
b.Individuals meeting and clarifying their psychological contract.
c.The stage when new attitudes are substituted for old ones.
d.A method for identifying and studying opposing personal and organizational forces.
e.The final step in Lewin's change process model.
Refreezing

Question 68

Match the following:
a.An initial step in any organization development effort.
b.The change effort.
c.Data-gathering method.
d.A determination of employee skills and competencies that are required.
e.A systematic approach to organizational improvement that applies behavioral science knowledge.
Diagnosis

Question 69

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

Question 70

Match the following:
a.An initial step in any organization development effort.
b.The change effort.
c.Data-gathering method.
d.A determination of employee skills and competencies that are required.
e.A systematic approach to organizational improvement that applies behavioral science knowledge.
Intervention

Question 71

Role negotiation can be used as a critical step in implementing a management by objectives programs.

Question 72

Match the following:
a.An external force for change.
b.Organizational restructuring.
c.Employee skill deficiencies.
d.Someone who facilitates significant change.
e.An often unseen imposition on an organization.
Strategic Change

Question 73

Match the following:
a.Radical changes in the organization.
b.Individuals meeting and clarifying their psychological contract.
c.The stage when new attitudes are substituted for old ones.
d.A method for identifying and studying opposing personal and organizational forces.
e.The final step in Lewin's change process model.
Transformational Change

Question 74

Match the following:
a.Radical changes in the organization.
b.Individuals meeting and clarifying their psychological contract.
c.The stage when new attitudes are substituted for old ones.
d.A method for identifying and studying opposing personal and organizational forces.
e.The final step in Lewin's change process model.
Role Negotiation

Question 75

Match the following:
a.An external force for change.
b.Organizational restructuring.
c.Employee skill deficiencies.
d.Someone who facilitates significant change.
e.An often unseen imposition on an organization.
Technological Change

Question 76

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 77

Match the following:
a.An external force for change.
b.Organizational restructuring.
c.Employee skill deficiencies.
d.Someone who facilitates significant change.
e.An often unseen imposition on an organization.
Unplanned Change

Question 78

Match the following:
a.An initial step in any organization development effort.
b.The change effort.
c.Data-gathering method.
d.A determination of employee skills and competencies that are required.
e.A systematic approach to organizational improvement that applies behavioral science knowledge.
Organizational Development

Question 79

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

Question 80

Match the following:
a.An external force for change.
b.Organizational restructuring.
c.Employee skill deficiencies.
d.Someone who facilitates significant change.
e.An often unseen imposition on an organization.
Internal Force for Change