Deck 16: Managing Change and Culture

Question 1

Fashion trends are an example of environmental changes.

Answer 1

True

Question 2

New raw materials are an example of environmental changes.

Answer 2

False

Question 3

The survey questionnaire method for gathering data takes more time than the personal interview method but can result in better information.

Answer 3

False

Question 4

The force field analysis approach states that change is a function of the forces that support or promote the change and those forces that oppose or resist the change.

Question 5

A thorough analysis in the evaluation phase of an organizational development effort often results in the identification of the most appropriate intervention method to use.

Question 6

Innovation is the final phase of an organizational development effort.

Question 7

Process management seeks to change attitudes,values,and management practices in an effort to improve organizational performance.

Question 8

The purpose of the intervention phase of an organizational development effort is to share the information obtained in the diagnostic phase with the affected employees and help them understand the need for change.

Question 9

Two frequently used principles for creating a learning organization are focused learning and sensitivity training.

Question 10

Objectives of an organizational development effort should be process oriented.

Question 11

The end result of the evaluation phase of an organizational development effort is to identify specific problem areas and outline steps for resolving the problems.

Question 12

The first step of Kurt Lewin's three-step model for change involves offering a clear and attractive option that represents new patterns of behavior.

Question 13

The first decision to be made in the organizational development (OD)process is whether the organization has the talent and time necessary to conduct the diagnosis.

Question 14

An organizational development effort starts with intervention.

Question 15

Cutting costs through downsizing is an organization's best sustainable source of growth,competitive advantage,and new wealth.

Question 16

Culture in an organization compares to behavior in a person.

Question 17

If employees see that the change is inevitable,they will be motivated to make the change work.

Question 18

The most popular way of gathering data for the organizational development (OD)process is through personal interviews.

Question 19

Lack of management visibility and support is a major barrier to managing change.

Question 20

Systems thinking and mental models are two popular methods used in the intervention phase of an organizational development effort.

Question 21

Support,identification,and risk tolerance are few of the characteristics that capture the essence of an organization's culture.

Question 22

Which of the following statements about employees' reaction to change is true?

A) If employees cannot foresee how the change will affect them, they will resign themselves to the change.
B) If employees perceive that the change does not fit their needs and hopes, they will accept the change without any resistance.
C) If employees see that the change cannot be avoided and is imminent, they will resist it and never accept it.
D) If employees see that the change is inevitable, they may first resist and then resign themselves to the change.
E) If employees are convinced that the change will make things worse, they will be motivated to make the change work.

Question 23

Entry socialization is an adaptation process by which new employees are indoctrinated into the organization.

Question 24

_____ proposed the force field analysis approach for understanding the change process.

A) Robert House
B) Douglas McGregor
C) Fred Fiedler
D) Kurt Lewin
E) Jane Mouton

Question 25

The tough-person,macho culture is characterized by individualists who regularly take high risks and get slow feedback.

Question 26

The environment plays a role in shaping the cultures of organizations.

Question 27

According to Lewin's three-step model for change,which of the following deals with breaking down the forces supporting or maintaining the old behavior?

A) Unfreezing
B) Facilitation
C) Molding
D) Co-optation
E) Revolutionizing

Question 28

Majority of a new company's values reflect the values of the founder or chief executive.

Question 29

Pine and Acorn Consultancy has decided to introduce a new performance analysis system for its consultants.Mark,a senior manager,has been assigned the task to ensure that all the employees eventually upgrade to the new system.He informs employees about the drawbacks of using the current system and also informs them that henceforth the incentives associated with the data entry in the older system would be discontinued.However,most consultants are comfortable using the old system and refuse to accept any change.This represents a failure in the _____ step of Lewin's three-step model for change.

A) adjourning
B) facilitating
C) destabilizing
D) co-optation
E) unfreezing

Question 30

Which of the following types of changes applicable to organizations include restructuring of jobs,policies,and personnel changes?

A) Technological changes
B) Environmental changes
C) Internal changes
D) Social changes
E) Economic changes

Question 31

The component of culture that refers to the practices,whereby meanings are expressed,affirmed,and communicated to members is known as forms.

Question 32

Which of the following is an example of a technological change applicable to organizations?

A) Budget adjustments
B) New government regulations
C) Policy changes
D) New processes
E) New social trends

Question 33

Which of the following steps,of Lewin's three-step model for change,requires a changed behavior to be reinforced by the formal and informal reward systems and by the work group?

A) Bolstering
B) Facilitating
C) Molding
D) Moving
E) Refreezing

Question 34

The learning organization is in essence a type of organization culture.

Question 35

Which of the following is an example of an environmental change applicable to organizations?

A) Budget adjustments
B) Diversity adjustments
C) Policy changes
D) New processes
E) Economic changes

Question 36

An organization's culture is usually transmitted through several ways,including long-standing and unwritten rules and prejudices.

Question 37

Pine and Acorn,a financial consultancy,had introduced a new performance analysis system for its consultants.This system required that consultants update details about their work on the system,failing which their incentives would be withheld.Initially,the consultants were enthusiastic about updating the system; currently however,it is being noticed that many of them are not performing this task regularly.This represents a failure in the _____ step of Lewin's three-step model for change.

A) bolstering
B) facilitating
C) molding
D) co-optation
E) refreezing

Question 38

Work-hard/play-hard culture requires big-stakes decisions,with considerable time passing before the results are known.

Question 39

Which of the following is an example of a change that is internal to an organization?

A) Budget adjustments
B) New government regulations
C) Economic trends
D) Political trends
E) Consumer trends

Question 40

The easiest way to change an organization's culture is to change its people.

Question 41

Which of the following intervention/education methods involves a T-group that meets and has no agenda or particular focus?

A) Sensitivity training
B) Change implementation training
C) Team building
D) EQ training
E) Management by objectives method

Question 42

Harry is a senior manager at Pine and Acorn Consultancy.He has been given the responsibility of introducing and implementing a new performance analysis system for Pine and Acorn's consultants.According to John Kotter's eight-step method for leading change,which of the following would be the first step taken by Harry to implement the change successfully?

A) Develop a vision and strategy
B) Establish a sense of urgency
C) Communicate the change vision
D) Anchor new approaches in the culture
E) Create a guiding coalition

Question 43

According to Robert Tucker,which of the following is a principle that organizations must embrace to successfully innovate in the future?

A) Innovations must be confined to a few departments in the organization.
B) Organizations must exclude the lower levels of management from the innovation process.
C) Organizations must work constantly to improve its climate for innovation.
D) Participation in the decision making processes for innovation should be limited to the top management.
E) Organizations must emphasize on preserving the existing organizational culture and resist any form of change.

Question 44

Harry is a senior manager at Pine and Acorn Consultancy.He has been given the responsibility of introducing and implementing a new performance analysis system for Pine and Acorn's consultants.He has already communicated the change vision to the consultants through various channels,such as the organization's newsletter and Web site,through team meetings and so on.According to John Kotter's eight-step method for leading change,which of the following would be the next step taken by Harry in order to implement the change successfully.

A) Develop a vision and strategy
B) Empower broad-based action
C) Create a guiding coalition
D) Anchor new approaches in the culture
E) Generate short-term wins

Question 45

In the context of various intervention/education methods,with the _____ method,the change agent communicates the information gathered in the diagnostic and change-planning phases to the involved parties.

A) sensitivity training
B) smoothing over the conflict
C) groupthink
D) direct feedback
E) appraisal

Question 46

In which of the following phases of an organizational development effort are methods like sensitivity training and team building frequently used?

A) Evaluation
B) Diagnosis
C) Change planning
D) Intervention
E) Initiation

Question 47

Which among the following communicate(s)how people in the organization should behave by establishing a value system?

A) Corporate culture
B) Structural hierarchy
C) Groupthink
D) Orientation programs
E) Social facilitation

Question 48

According to Peter Senge's principles for creating a learning organization,_____ is the process of aligning a team so as to avoid wasted energy and to get the desired results.

A) Team learning
B) Groupshift
C) Group polarization
D) Sensitivity training
E) T-group training

Question 49

The most difficult phase in the organizational development (OD)process is the _____ phase.

A) outcome
B) evaluation
C) agreement
D) diagnosis
E) transition

Question 50

A_____ has been defined as an organization skilled at creating,acquiring,and transferring knowledge,and in modifying behavior to reflect the new knowledge.

A) boundaryless organization
B) formal organization
C) learning organization
D) paper organization
E) hierarchical organization

Question 51

In the context of various intervention/education methods,_____ is designed to make one more aware of oneself and one's impact on others.

A) sensitivity training
B) cross-training
C) brainstorming
D) synectics
E) groupthink

Question 52

Who among the following is/are responsible for initiating most major changes in an organization?

A) Employees
B) Research and development departments
C) Top management
D) Government officials
E) Salespeople

Question 53

Which of the following types of organization cultures is characterized by individualists who regularly take high risks and get quick feedback on whether their decisions are right or wrong?

A) The performance-reward culture
B) The high uncertainty avoidance culture
C) The work-hard/play-hard culture
D) The bet-your-company culture
E) The tough-person, macho culture

Question 54

Harry is a senior manager at Pine and Acorn Consultancy.He has been given the responsibility of introducing and implementing a new performance analysis system for Pine and Acorn's consultants.He has established a sense of urgency for the change among the consultants.He has also formed a group of managers and employees to lead the change.According to John Kotter's eight-step method for leading change,which of the following would be the next step taken by Harry?

A) Develop a vision and strategy
B) Empower broad-based action
C) Communicate the change vision
D) Anchor new approaches in the culture
E) Generate short-term wins

Question 55

Pine and Acorn Consultancy has decided to undertake an organizational development program in order to improve organizational performance.The top management at the consultancy has collected data through survey questionnaires.Which of the following should be the next step of the OD effort?

A) Evaluation
B) Education
C) Change planning
D) Intervention
E) Initiation

Question 56

According to Peter Senge,which of the following is a principle for creating a learning organization?

A) Developing learning models
B) Developing structural models
C) Developing mental models
D) Developing systems tools
E) Developing teaching tools

Question 57

Pine and Acorn Consultancy has decided to undertake an organizational development program to improve the organizational performance.Which of the following should be the first phase of this effort?

A) Evaluation
B) Education
C) Change planning
D) Intervention
E) Diagnosis

Question 58

_____ refers to an organizationwide,planned effort managed from the top,with a goal of increasing performance through planned interventions.

A) Organizational climate
B) Organizational culture
C) Organizational socialization
D) Organizational structure
E) Organizational development

Question 59

Which of the following characteristics of an organization's culture refers to the number of rules and regulations and the amount of direct supervision that is used to oversee and control employee behavior?

A) Learning
B) Structure
C) Orientation
D) Identification
E) Support

Question 60

Which of the following characteristics of an organization's culture refers to the degree to which members relate with the organization as a whole rather than with their particular work group?

A) Relatedness
B) Power distance
C) Identification
D) Support
E) Masculinity

Question 61

Pine and Acorn Designs is an automobile manufacturing firm that designs and manufactures sports cars.The employees take considerable amount of time to design,create a prototype,and finally manufacture and assemble the sports cars.The results of the projects are never known immediately.The employees are also trained to take high risks.Which of the following organizational cultures does Pine and Acorn Designs display?

A) High uncertainty avoidance culture
B) Process culture
C) Work-hard/play-hard culture
D) Bet-your-company culture
E) Tough-person, macho culture

Question 62

Pine and Acorn Communications develops large-scale advertising campaigns for its major clients in high tech industries like telecommunications and electronic equipments.These advertising campaigns are high-budget with rapid acceptance or failure.The company emphasizes on individualism and very low uncertainty avoidance.Pine and Acorn Communications most likely has a _____ culture.

A) performance-reward
B) high achiever
C) work-hard/play-hard
D) bet-your-company
E) tough-person, macho

Question 63

What are the characteristics of a weak corporate culture?

Question 64

Outline the eight-step method for leading change that was developed by John Kotter.

Question 65

Cautious,protective,orderly,punctual,and detail-oriented employees thrive in an organization with a _____ culture.

A) low uncertainty avoidance
B) tough-person, macho
C) work-hard/play-hard
D) bet-your-company
E) process

Question 66

Outline the steps that a manager can use before issuing a change directive to determine how the employees will react to the change.

Question 67

An organization with a _____ culture is characterized by a constant presence of pressure to make the right decision because the employees make high risk decisions but do not get rapid feedback.

A) high uncertainty avoidance
B) process
C) work-hard/play-hard
D) bet-your-company
E) tough-person, macho

Question 68

In what ways can the perceived impact of change affect the reaction of employees to the change?

Question 69

In which of the following types of organization cultures do people who need to gamble and who can tolerate all-or-nothing risks,because they need instant feedback,do well?

A) The performance-reward culture
B) The high achiever culture
C) The work-hard/play-hard culture
D) The bet-your-company culture
E) The tough-person, macho culture

Question 70

Describe in detail the methods used in the diagnosis phase of organizational development.

Question 71

Describe sensitivity training.

Question 72

According to organization culture expert Allan Kennedy,when is a large-scale change in an organization's culture justified?

Question 73

Pine and Acorn Inc.sells pre-owned cars.The company emphasizes on high uncertainty avoidance and encourages its employees to expect rapid feedback.Employees who are persistent and have the ability to find a need and fill it are rewarded.Pine and Acorn most likely demonstrates a _____ culture.

A) process
B) coercive
C) work-hard/play-hard
D) bet-your-company
E) tough-person, macho

Question 74

According to Allan Kennedy,which of the following reasons justify a large-scale cultural change in an organization?

A) The organization is a pioneer in its industry.
B) The organization's values are concurrent with the environment.
C) The organization is about to join the ranks of the very large companies.
D) The industry is in the embryonic stage and is not very competitive.
E) The organization is small and is growing slowly but steadily.

Question 75

Outline how threats to power and the fear of skills and expertise losing value play a role in resisting change.

Question 76

The _____ culture involves low risk coupled with little feedback.

A) performance-reward
B) process
C) work-hard/play-hard
D) bet-your-company
E) tough-person, macho

Question 77

What steps can be taken to reduce resistance of employees to change?

Question 78

Outline the advantages and criticisms of sensitivity training.

Question 79

The employees at Pine and Acorn Power Company are not encouraged to take many risks and they get little feedback for their performances.Consequently,employees who are orderly,punctual,and detail oriented thrive best in that work environment.Pine and Acorn Power Company displays a _____ culture.

A) low uncertainty avoidance
B) tough-person, macho
C) work-hard/play-hard
D) bet-your-company
E) process

Question 80

The _____ culture encourages employees to take few risks and to expect rapid feedback.

A) low uncertainty avoidance
B) process
C) work-hard/play-hard
D) bet-your-company
E) tough-person, macho