Deck 3: Why Organizations Change

Question 1

____ pressures include commitment to certain types of organizational changes, such as empowerment, in order to get the support of other organizations also committed to such programs.

A) Formal coercive
B) Informal coercive
C) Semi-formal coercive
D) Voluntary coercive

Answer 1

B

Question 2

According to the ____ perspective of organizational change, it is assumed that organizations and human systems of all sorts are deemed to be complex and evolving and therefore cannot be reduced to a single, linear objective of maximizing shareholder value.

A) Economic
B) Organizational learning
C) Alternative
D) Control

Answer 2

B

Question 3

The view that the outside world is brought into existence through an individual's perception of it is known as:

A) The constructivists view
B) The behaviorist view
C) The cognitivist view
D) The rehabilitative view

Answer 3

A

Question 4

Where organizations are forced to take on activities similar to those of other organizations because of outside demands placed on them to do so, it is known as:

A) Mimetic isomorphism
B) Dichotic isomorphism
C) Coercive isomorphism
D) Regulated isomorphism

Question 5

In effect, Chevron Texaco and Coca-Cola were under court orders to improve their record of diversity management. This is an example of which type of pressure?

A) Fashion pressure
B) Mandated pressure
C) Geopolitical pressure
D) Social pressure

Question 6

When the environment is (objectively) stable, but managers perceive it as turbulent and take (unnecessary) actions, this is knows as:

A) A type 1 error
B) A type 2 error
C) Institutional error
D) Transactional error

Question 7

Which of the following is NOT one of the global environmental forces for change as identified by Kotter?

A) Greater economic integration of currencies and international capital flows
B) Maturation and slowdown of domestic markets, leading to greater emphasis on exports and deregulation
C) The fall of socialist countries and their reorientation toward capitalist economies
D) Sino-Soviet progress in economic development and space exploration

Question 8

In 2002, AOL Time Warner's decline in subscriptions due to the growth of broadband internet services is an example of _____ pressures.

A) Fashion
B) Geopolitical
C) Market Decline
D) Hyper-competitive

Question 9

Which of the following would be considered components of the model Forces for Change?

A) Institutionalism
B) Transaction costs
C) Adaptability
D) Sustained advantage

Question 10

When managers threaten the survival of their firms by failing to take actions as they perceive their environment as stable when it is (objectively) turbulent, this is known as:

A) A type 1 error
B) A type 2 error
C) A type 3 error
D) Non-judicious decision-making

Question 11

September 11, 2001 and SARS were two examples of _____ pressures impacting organizations.

A) Mandated Pressures
B) Social Pressures
C) Market Decline Pressures
D) Geopolitical Pressures

Question 12

Which of the following is NOT one of the types of environmental pressures for change that managers face:

A) Fashion Pressures
B) Mandated Pressures
C) Geopolitical Pressures
D) Cyclical Pressures

Question 13

When managers respond to the latest management fad in an attempt to be seen as professional and modern or progressive mangers change the organization in line with the latest innovation in management practices, it is known as change due to:

A) Fashion pressures
B) Mandated pressures
C) Geopolitical pressures
D) Cyclical pressure

Question 14

According to the ____ perspective of organizational change, firm survival depends on satisfying shareholders.

A) Economic
B) Organizational learning
C) Alternative
D) Shaping

Question 15

Which of the following is NOT an example of geopolitical pressures that have impacted organizations?

A) September 11, 2001
B) SARS
C) Escalating violence from Aceh rebel soldiers in Indonesia
D) Increased regulation trends of local governments

Question 16

Which of the following would be considered components of the model of Forces for Stability?

A) Institutionalism
B) Control
C) Competitive advantage
D) Adaptability

Question 17

When organizations imitate the structures and practices of other organizations in their field or industry, usually ones that they consider as legitimate or successful, it is known as:

A) Mimetic isomorphism
B) Me too management
C) Simulated change
D) Chronic adhesion

Question 18

During the 1990s, problems cited with the Walt Disney Company's board of directors included all of the following EXCEPT:

A) Excessive ownership of company stock
B) Close ties between the CEO and directors
C) Lack of management experience
D) Minimal oversight of the company

Question 19

____ pressures include government mandates, such as new laws and policies.

A) Formal coercive
B) Informal coercive
C) Semi-formal coercive
D) Voluntary coercive

Question 20

Which of the following is NOT a component of the model Forces of Change?

A) Competitive advantage
B) Cost containment
C) Impatient capital markets
D) Transaction costs

Question 21

Internal organizational pressures for change include all of the following, EXCEPT:

A) Growth pressures
B) Identity pressures
C) New Broom pressures
D) Geopolitical pressures

Question 22

Reputation and credibility pressures must develop slowly over time.

Question 23

According to the text, the company cited as having one of the worst corporate boards in the 1990's was:

A) AOL Time Warner
B) Walt Disney Co
C) Verizon Corp
D) Delphi Corp

Question 24

Organizational change can occur as a simple result of the latest management fad or fashion?

Question 25

The U.S. Mint's dilemma regarding whether it should produce coins as a passive organization following the dictates of the Federal Reserve and Congress or act like a market-based organization is an example of a(n):

A) Growth crisis
B) Political crisis
C) Identity crisis
D) Management crisis

Question 26

A Type 1 error occurs when managers threaten the survival of their firms by failing to take actions as they perceive their environment as stable when it is turbulent.

Question 27

According to Kotter, the fall of socialist countries and their reorientation toward capitalist economies has created new opportunities, but has also been associated with more competition and a demand for increased speed.

Question 28

Which of the following is NOT an advantage that a new CEO has over a predecessor?

A) They can create energy for change within the organization
B) They can focus on problems that may have been ignored in the past because hey involve organizational "sacred cows"
C) They are unhampered by adherence to past organizational practices
D) Employees are often receptive to change

Question 29

What is an advantage that a new CEO has over a predecessor?

A) They can create energy for change within the organization
B) They are hampered by adherence to past organizational practices
C) They can tackle customer problems with a lack of credibility since they are not associated with previous problems
D) They are often paid more than the previous CEO, so there is a perception that he/she is a better leader

Question 30

____ strategies are designed to keep the organization effective by adapting parts of it to changes happening in the outside environment.

A) Buffering
B) Bridging
C) Binding
D) Bureaucratic

Question 31

After being accused of having one of the worst corporate boards in the United States during the 1990s, the Walt Disney Company remains reluctant to incorporate any forms of change into the board structure or practices.

Question 32

Some organizations may fail to respond to pressures to change due to being trapped by previous organizational success.

Question 33

____ strategies are designed to keep the organization efficient by avoiding change through shielding parts of it from the effects of the environment.

A) Buffering
B) Bridging
C) Binding
D) Bureaucratic

Question 34

Managers generally all respond to external pressures the same way, but vary in responses to internal pressures.

Question 35

Which of the following is NOT a component of the model of Forces of Stability?

A) Predictability and uncertainty reduction
B) Organizational social capital
C) Sustained advantage
D) Competitive advantage

Question 36

Hyper-competition pressures force companies to:

A) Deliver goods and services more quickly, more customized and more flexibly
B) Take on activities similar to other organizations due to government mandate
C) Rectify poor or negative images of the organization
D) Commit to organizational changes, including employee empowerment

Question 37

Formal coercive pressure occurs when organizations are forced to change to meet legal or legislative requirements such as pollution requirements, tax laws or affirmative action programs.

Question 38

Geopolitical pressures for change do NOT occur as a result of escalating mergers and acquisitions impacting an industry.

Question 39

The tussle between Philip Purcell and John Mack for the CEO position at Morgan Stanley after the company was bought by Dean Witter & Discover Financial Services Inc in 1997 is an example of:

A) Geopolitical pressures
B) Economic pressures
C) Power and political pressures
D) Management pressures

Question 40

Adaptability, impatient capital markets and competitive advantage are all forces for organizational change.