Deck 17: Organizational Change and Stress Management

Question 1

Which of the following is an example of an individual source of resistance to change?

A) structural inertia
B) selective information processing
C) limited focus of change
D) threat to established power relationships
E) group inertia

Answer 1

B

Question 2

After restructuring, your division has had trouble filling the open positions with appropriate candidates. The selection processes used by human resources have not yet adjusted to the new criteria required for the restructured job positions. This problem is an example of which kind of resistance to change?

A) structural inertia
B) limited focus of change
C) group inertia
D) threat to expertise
E) threat to established power relationships

Answer 2

A

Question 3

Which of the following resistance to change is implicit?

A) strike
B) increased error
C) resignation
D) complaint
E) work slowdown

Answer 3

B

Question 4

Which of the following is an example of an organizational source of resistance to change?

A) limited focus of change
B) security
C) fear of the unknown
D) selective information processing
E) economic factors

Question 5

It is easiest for management to deal with resistance when it is ________.

A) covert
B) deferred
C) passive
D) implicit
E) overt

Question 6

Each of the following is most likely to result in the changing nature of the workforce except ________.

A) immigration
B) outsourcing
C) multicultural environment
D) demographic changes
E) changing literacy levels

Question 7

Rapid innovation and technological developments have forced companies to broaden their view of competition.

Question 8

Organizations are increasingly adjusting their processes and positioning their products as environment friendly and sustainable in order to increase their appeal to consumers. This is a response to changes in ________.

A) demographic trends
B) social trends
C) cultural trends
D) economic shocks
E) nature of the workforce

Question 9

Which of the following reactions from employees is preferable as a response to change?

A) silence
B) apathy
C) resignation
D) open discussion
E) increase in the use of sick time

Question 10

A(n) ________ resistance to change clouds the link between the change and the reaction to it and may surface weeks, months, or even years later.

A) overt
B) immediate
C) active
D) explicit
E) deferred

Question 11

Proactive situations call for which type of change?

A) planned
B) reactionary
C) scripted
D) both A and B
E) both A and C

Question 12

Inability to change in accordance with the market trends can cause organizations to go bankrupt.

Question 13

Consumers now meet and share information in chat rooms and blogs. This is an example of changes in the ________.

A) competition
B) nature of the workforce
C) social trends
D) world politics
E) economy

Question 14

Using covert influence to overcome resistance to change is called ________.

A) negotiation
B) cooptation
C) communication
D) coercion
E) manipulation

Question 15

Which one of the following is not listed as a tactic for dealing with resistance to change?

A) acceleration
B) manipulation
C) participation
D) cooptation
E) communication

Question 16

Which of the following is an example of a source of individual resistance?

A) limited focus of change
B) product orientation
C) fear of the unknown
D) structural inertia
E) employee orientation

Question 17

Limited focus of change is a major force for resistance to change that originates from an organizational source. It indicates that ________.

A) groups in the organization that control sizable resources often resist change
B) changes in organizational patterns may threaten the expertise of specialized groups so these groups tend to resist change
C) organizations have structural inertia that acts as a counterbalance to sustain stability
D) limited changes in subsystems tend to be nullified by the larger system
E) even if individuals want to change their behavior, group norms may act as a constraint

Question 18

Selective information processing is a major force for resistance to change. It indicates that ________.

A) changes in organizational patterns may threaten the expertise of specialized groups so these groups tend to resist change
B) individuals hear what they want to hear and they ignore information that challenges the world they've created
C) limited changes in subsystems tend to be nullified by the larger system
D) groups in the organization that control sizable resources often resist change
E) even if individuals want to change their behavior, group norms may act as a constraint

Question 19

What are the various forces that make it necessary for the organizations to change?

Question 20

Which of the following resistances to change is overt and immediate?

A) loss of loyalty
B) increased absenteeism
C) loss of motivation
D) increased error
E) complaint

Question 21

Higher-level managers will resist changes proposed by subordinates, especially if these leaders are focused on ________ performance.

A) immediate
B) long-term
C) goal statement
D) proactive
E) individual

Question 22

Which tactic to overcome resistance to change is a relatively inexpensive way to gain the support of adversaries, but may backfire if the targets become aware of the tactic?

A) negotiation
B) conciliation
C) manipulation
D) coercion
E) arbitration

Question 23

When an employee's fear and anxiety are high, which of the following are appropriate actions to help the employee adjust?

A) new-skills training
B) short paid leave of absence
C) counseling
D) therapy
E) job reassignment

Question 24

People are more willing to accept changes if they trust the managers implementing them.

Question 25

The application of direct threats or force upon resisters is called ________.

A) negotiation
B) cooptation
C) manipulation
D) coercion
E) arbitration

Question 26

Coercion can be a highly effective agent of change.

Question 27

If individuals resisting change are included in making change decisions in an attempt to gain their support, this approach is called ________.

A) cooptation
B) exploitation
C) manipulation
D) coercion
E) communication

Question 28

Research has shown that formal information sessions ________ employees' anxiety about the change, while providing high-quality information about the change ________ their commitment to it.

A) nullify; exemplify
B) exemplify; decrease
C) increase; decrease
D) decrease; increase
E) increase; nullify

Question 29

Procedural fairness while implementing changes is especially important when ________.

A) the organization is facing intense competition
B) the employees have participated in the decision making process
C) employees perceive the outcome as negative
D) the environment in which the business operates is dynamic
E) the employees are resisting the change due to group inertia

Question 30

Identify and define the various individual sources of resistance to change.

Question 31

Which of the following tactics for overcoming resistance to change is most likely to be beneficial when employees' fear and anxiety are high?

A) education
B) building support and commitment
C) participation
D) implementing changes fairly
E) coercion

Question 32

You have decided to involve the sales personnel in planning for the change and in stocking appropriate new items to sell to gardeners. The method for overcoming resistance that you have chosen is ________.

A) communication
B) participation
C) negotiation
D) manipulation and cooptation
E) coercion

Question 33

What is cooptation?

Question 34

Your company, Johnson Farm Products, has decided to expand its traditional business serving farm owners in order to include home gardeners in its customer base. This change is not met with enthusiasm by the sales personnel who have had good long-term relationships with area farmers. You know that the change will be difficult if you cannot overcome the resistance of the sales personnel and obtain their cooperation. You have brought in the local extension agent to explain demographics and the changing nature of the area in which you live. The method for overcoming resistance that you have chosen is ________.

A) communication
B) participation
C) negotiation
D) manipulation and cooptation
E) coercion

Question 35

The management of a firm threatens to close a manufacturing plant whose employees are resisting an across-the-board pay cut. If the threat is untrue, the management is using ________.

A) coercion
B) cooptation
C) communication
D) manipulation
E) procedural fairness

Question 36

What are the various organizational sources of resistance to change?

Question 37

You have threatened to eliminate positions and even to close down the company if your employees don't change their attitudes. The method for overcoming resistance that you have chosen is ________.

A) communication
B) participation
C) negotiation
D) coercion
E) cooptation

Question 38

Cooptation is a form of both manipulation and participation.

Question 39

What are the various ways in which employees express resistance to change?

Question 40

"Buying off" the leaders of a resistance group by giving them a key role and seeking their advice not to find a better solution but to get their endorsement is an example of ________.

A) coercion
B) cooptation
C) procedural fairness
D) distributive bargaining
E) operant conditioning

Question 41

Which of the following steps in the Kotter's eight-step plan for implementing change represents the "refreezing" stage in the Lewin's three-step model?

A) Plan for, create, and reward short-term "wins" that move the organization toward the new vision.
B) Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.
C) Create a new vision to direct the change and strategies for achieving the vision.
D) Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving.
E) Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

Question 42

Which of the following is not one of the four approaches to managing organizational change?

A) Lewin's three-step model
B) Kotter's eight-step plan
C) Taylor's classic theory
D) action research
E) organizational development

Question 43

Which of the following is a step in the appreciative inquiry process?

A) analysis
B) dreaming
C) inferring
D) classifying
E) collaboration

Question 44

During the "dreaming" step of appreciative inquiry, participants ________.

A) identify the organization's strengths
B) use information from the discovery phase to speculate on possible futures
C) find a common vision of how the organization will look in the future
D) write action plans and develop implementation strategies
E) recount times they felt the organization worked best

Question 45

Which of the following is an organizational development technique that involves an outsider assisting a manager to identify what to improve and how?

A) action research
B) intergroup development
C) appreciative inquiry
D) process consultation
E) social reinforcement

Question 46

Which of the following is the last step in the Kotter's eight-step plan for implementing change?

A) Form a coalition with enough power to lead the change.
B) Establish a sense of urgency by creating a compelling reason for why change is needed.
C) Communicate the vision throughout the organization.
D) Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.
E) Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.

Question 47

________ is a collection of change methods that seek to improve organizational effectiveness and employee well-being.

A) Organizational development
B) Appreciative inquiry
C) Groupthink
D) Action research
E) Economic validity

Question 48

Which of the following OD techniques involves changing groups' attitudes, stereotypes, and perceptions about each other?

A) survey feedback
B) process consultation
C) team building
D) intergroup development
E) appreciative inquiry

Question 49

Appreciative inquiry (AI) is an organizational development technique. Which of the following statements is true regarding appreciative inquiry?

A) It tries to identify discrepancies among member perceptions and solve these differences.
B) It uses high-interaction group activities to increase trust and openness among team members, improve coordinative efforts, and increase team performance.
C) It involves an outside consultant who helps the manager to analyze processes within his or her unit and identify what to improve and how.
D) It consists of four steps including discovery, dreaming, design, and destiny.
E) It seeks to change groups' attitudes, stereotypes, and perceptions about each other.

Question 50

Rather than looking for problems, ________ seeks to identify the unique qualities and special strengths of an organization, which can then be built upon to improve performance.

A) appreciative inquiry
B) action research
C) team building
D) process consultation
E) social reinforcement

Question 51

During the "design" step of appreciative inquiry, participants ________.

A) find a common vision of how the organization will look in the future
B) use information from the discovery phase to speculate on possible futures
C) identify the organization's strengths
D) recount times they felt the organization worked best
E) write action plans and develop implementation strategies

Question 52

Who built on Lewin's three-step model to create a more detailed approach for implementing change?

A) John Kotter
B) David McClelland
C) Douglas Surber
D) Lawrence Summers
E) Henry Mintzberg

Question 53

Which of the following is the first step in the Kotter's eight-step plan for implementing change?

A) Create a new vision to direct the change and strategies for achieving the vision.
B) Establish a sense of urgency by creating a compelling reason for why change is needed.
C) Plan for, create, and reward short-term "wins" that move the organization toward the new vision.
D) Form a coalition with enough power to lead the change.
E) Communicate the vision throughout the organization.

Question 54

Why would a board of directors which recognizes a need for a rapid or radical change turn to bringing in new leadership?

Question 55

John Kotter built on Lewin's three-step model to create a more detailed approach for implementing change. Which of the following steps in the Kotter's eight-step plan for implementing change represents the "unfreezing" stage in the Lewin's three-step model?

A) Plan for, create, and reward short-term "wins" that move the organization toward the new vision.
B) Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.
C) Create a new vision to direct the change and strategies for achieving the vision.
D) Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving.
E) Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

Question 56

Which of the following steps of the appreciative inquiry attempts to identify what people think are the organization's strengths?

A) dreaming
B) destiny
C) collaboration
D) inferring
E) discovery

Question 57

Team building typically includes ________.

A) team process analysis
B) confrontation
C) intergroup relations
D) power equalization
E) manipulation

Question 58

What are the various individual sources of resistance to change?

Question 59

Who developed a three-step model for change that included unfreezing, movement, and refreezing?

A) John Kotter
B) David McClelland
C) Douglas Surber
D) Lawrence Summers
E) Kurt Lewin

Question 60

How does process consultation help in organizational development?

A) It leads the group to commit to various remedies for the problems identified.
B) It assists the client in perceiving, understanding, and acting upon process events.
C) It identifies individuals who are willing to accept changes.
D) It focuses on an organization's success rather than its problems.
E) It helps form a coalition with enough power to lead the change.

Question 61

Describe the Lewin's three-step model used for managing change.

Question 62

During the "discovery" step of appreciative inquiry, participants write action plans and develop implementation strategies.

Question 63

Alex has a new idea for a way to cut costs in his department, but he is not willing to share his idea with his boss because the last department head that tried new cost cutting methods was recently fired because the new methods could not achieve expected results. Based on the example, how can Alex's company improve the culture to create innovation?

A) flatten the organizational structure
B) reward both successes and failures
C) increase the resources in Alex's department
D) encourage communication between various departments
E) conduct team building activities

Question 64

________ is a new idea applied to initiating or improving a product, process, or service.

A) A continuous improvement process
B) Double-loop learning
C) Innovation
D) Process reengineering
E) Organizational streaming

Question 65

Please list and discuss the two main benefits of action research.

Question 66

Which of the following is not a reason why organic structures promote innovation?

A) high formalization
B) low vertical differentiation
C) high flexibility
D) low centralization
E) cross-fertilization

Question 67

List the eight steps in the Kotter's eight-step plan for implementing change.

Question 68

Which of the following statements is true regarding innovative organization?

A) Organic structures negatively influence innovation.
B) Interunit communication is low in innovative organizations.
C) Short tenure in management is associated with innovation.
D) Innovation is nurtured when there is an abundance of resources.
E) Innovative organizations reward both successes and failures.

Question 69

Idea champions display characteristics associated with ________ leadership.

A) narcissistic
B) transformational
C) autocratic
D) transactional
E) laissez-faire

Question 70

What is the correct order within the action research process?

A) analysis, feedback, action, evaluation, and diagnosis
B) feedback, action, evaluation, diagnosis, and analysis
C) action, evaluation, diagnosis, analysis, and feedback
D) diagnosis, analysis, feedback, action, and evaluation
E) evaluation, diagnosis, analysis, feedback, and action

Question 71

Which of the following has been the most studied potential source of innovation?

A) psychological factors
B) structural variables
C) human resource factors
D) cultural variables
E) financial factors

Question 72

Companies with strong cultures excel at implementing radical change.

Question 73

Which of the following actions can extinguish risk taking and innovation?

A) long tenure in management
B) encouraging experimentation
C) rewarding for the absence of failures rather than for the presence of successes
D) using organic organizational structures
E) using an organizational structure that scores low on vertical differentiation, formalization, and centralization

Question 74

Passion for change among ________ is greatest when work roles and the social environment encourage them to put their creative identities forward.

A) mid-level managers
B) high-level managers
C) front-line managers
D) executives
E) entrepreneurs

Question 75

Managers who think ________ and recognize the importance of balancing paradoxical factors are more effective, especially in generating ________ in those they are managing.

A) holistically; proactive behaviors
B) holistically; adaptive and creative behaviors
C) holistically; resistance behaviors
D) atomistically; adaptive and creative behaviors
E) atomistically; proactive behaviors

Question 76

Which of the following statements is true regarding effects of culture on change effects?

A) People in high power distance cultures prefer champions to work closely with those in authority to approve innovative activities before work is begun.
B) In cultures in which people believe that they can dominate their environment, individuals will tend to take a passive approach toward change.
C) As compared to people from the United States, people from China are more likely to seek change programs that promise fast results.
D) People in the United States are more resistant to change efforts than their Italian counterparts.
E) People in the United States tend to see themselves as subjugated to their environment and thus will tend to take a passive approach toward change.

Question 77

Research on organizational change has shown that, to be effective, change should take place as slowly as possible.

Question 78

Darg's team just had a research breakthrough. They'll need several thousands of dollars to complete the project. Darg has called a series of meetings in which he's promoting the significance of the new discovery, explaining the economic benefits that will result from the final project, and answering questions. Darg is a(n) ________ within his company.

A) change agent
B) arbitrator
C) manipulator
D) idea champion
E) stress creator

Question 79

Increasing an employee's self-efficacy can improve an organization's change process.

Question 80

Which of the following characteristics is not attributed to idea champions?

A) high self-confidence
B) high persistence
C) high resistance
D) high energy
E) high risk-taking ability