Deck 16: Organisational Change and Stress Management

Question 1

Phrases such as "more cultural diversity","ageing population" and "increased immigration and outsourcing" are all examples of what force for change?

A)world politics
B)nature of the work force
C)technology
D)social trends

Answer 1

B

Question 2

In a global economy,business competition is no longer local but worldwide.

Answer 2

True

Question 3

Where there is organisational resistance,change managers often fail to make advancements.

Answer 3

True

Question 4

Rob works for a government department that has recently been merged with another department.As a result of this merger,policies and procedures within the two departments have to be integrated with one another.In anticipation of this,Rob was tasked with creating a 'transition' team that will plan and map the changes that are to take effect at different stages. This is considered:

A)planned change
B)managed change
C)ad-hoc change
D)integrative change

Question 5

Technology is considered a force that stimulates change.

Question 6

What is the goal of planned change?

A)to improve the ability of the organisation to adapt to changes in its environment
B)to change employee behaviour
C)both A + B
D)neither A or B

Question 7

The forces of change relevant here are:

A)competition and social trends
B)social trends and technology
C)technology and nature of the workforce
D)competition and technology

Question 8

An example of change in the nature of the work force is:

A)increase in college attendance
B)mergers and consolidations
C)increase in divorce rates
D)more cultural diversity

Question 9

A change agent can be a manager or non-manager.

Question 10

An example of change in the nature of competition is:

A)increased interest in urban living
B)more cultural diversity
C)increased government regulation of commerce
D)collapse of Enron Corporation

Question 11

The rallying cry of contemporary managers worldwide is,'Change or die!'

Question 12

Change agents see a future for the organisation that others have not identified,and they are able to motivate,invent and implement this vision.

Question 13

What are the goals of planned change?

Question 14

Of the forces for change cited in the textbook,which is continually changing jobs and organisations?

A)world politics
B)nature of the work force
C)technology
D)social trends

Question 15

All of the following are sources of organisational resistance to change except:

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

Question 16

According to the text,which of the following is NOT cited as a force for change?

A)economic shocks
B)technology
C)social trends
D)decreasing skill sets

Question 17

A(n)________ is someone who acts as a catalyst and assumes the responsibility for managing change activities.

A)manager
B)entrepreneur
C)innovator
D)change agent

Question 18

List the six specific forces for change.

Question 19

Change agents can be managers or non-managers,current or new employees,or outside consultants.

Question 20

Change activities that are intentional and goal oriented are termed:

A)first order change
B)second order change
C)planned change
D)change agents

Question 21

It is a great challenge to manage resistance that is implicit or deferred.

Question 22

Which of the following is NOT a source of individual resistance to change?

A)custom
B)a fear of the undiscovered
C)security
D)structural inertia

Question 23

If individuals resisting change are included in making change decisions not to find better solutions but to get their endorsement it is called:

A)manipulation
B)cooptation
C)participation
D)coercion

Question 24

Research demonstrates that all efforts to resist change are dysfunctional in terms of organisational effectiveness.

Question 25

Not all change is good.

Question 26

Human beings,when given a choice,will always choose change over the status quo.

Question 27

Using covert influence to overcome resistance to change is called:

A)participation
B)cooptation
C)coercion
D)manipulation

Question 28

Quick transformational change is risky.

Question 29

Resistance to change is positive when the change is treated as a threat.

Question 30

Resistance is easier to manage when it is:

A)hidden.
B)subtle.
C)passive.
D)overt.

Question 31

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

A)education
B)cooperation
C)participation
D)manipulation

Question 32

The built-in mechanisms that an organisation has to produce stability are termed:

A)habit
B)threat to expertise
C)structural inertia
D)selective information processing

Question 33

Which tactic for overcoming resistance to change basically assumes that the source of resistance lies in misinformation?

A)manipulation and cooptation
B)education and communication
C)participation
D)facilitation and support

Question 34

Seeking to 'buy off' the leaders of a resistance group by giving them a key role is best defined as:

A)cooptation
B)participation
C)facilitation
D)negotiation

Question 35

Change resistance can be a positive thing if it:

A)causes open discussion and debate.
B)is a temporary solution.
C)causes passive-aggressive behaviour amongst employees.
D)is treated only as a threat.

Question 36

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 that they are being tricked or used?

A)education
B)coercion
C)participation
D)manipulation

Question 37

Politics suggest that the impetus for change is more likely to come from:

A)employees who are new to the organisation
B)outside change agents
C)managers slightly removed from the main power structure
D)all of the above

Question 38

An individual maintains his or her worldview through:

A)programmed responses.
B)habit.
C)fear of the unknown.
D)selective information processing.

Question 39

Which of the following represents an individual's resistance to change?

A)structural inertia
B)habit
C)threat to expertise
D)team inertia

Question 40

The application of direct threats or force upon resisters is called:

A)coercion
B)manipulation
C)cooptation
D)power

Question 41

________ is change efforts to overcome the pressures of both individual resistance and group conformity.

A)Unfreezing
B)Freezing
C)Movement
D)Planned change

Question 42

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

Question 43

Johnson Farm Products has decided to expand its traditional business with farmers in order to include home gardeners.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 get their cooperation. 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)negotiation
B)manipulation and cooptation
C)participation
D)education and communication

Question 44

To move from equilibrium,Lewin suggests:

A)increasing restraining forces
B)decreasing driving forces
C)decreasing restraining forces
D)all of the above

Question 45

________ is a change process based on systematic collection of data and then selection of a change action based on what the analysed data indicate.

A)Sensitivity training
B)Action research
C)Organisational development
D)Process consultation

Question 46

Your supervisor has restructured the jobs within your division and some of your colleagues are not pleased.Don is concerned that he will not be able to perform the new tasks.Since he is paid by the amount he produces,his pay might be reduced.Tony is afraid that his job may be in jeopardy and he may be laid off.Doug dislikes uncertainty and has developed a negative attitude. The source of Tony's resistance is:

A)habit
B)security
C)fear of the unknown
D)economic

Question 47

The step in the action research process where information is gathered about problems,concerns,and needed changes from members of the organisation is:

A)evaluation
B)diagnosis
C)feedback
D)action

Question 48

To direct behaviour away from the status quo,one can increase the use of:

A)restraining forces
B)driving forces
C)refreezing
D)changing

Question 49

Johnson Farm Products has decided to expand its traditional business with farmers in order to include home gardeners.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 get their cooperation. You have decided to involve the sales personnel in planning for the change and in stocking appropriate new items.The method for overcoming resistance that you have chosen is:

A)manipulation and cooptation
B)participation
C)negotiation
D)education and communication

Question 50

Your supervisor has restructured the jobs within your division and some of your colleagues are not pleased.Don is concerned that he will not be able to perform the new tasks.Since he is paid by the amount he produces,his pay might be reduced.Tony is afraid that his job may be in jeopardy and he may be laid off.Doug dislikes uncertainty and has developed a negative attitude. The source of Doug's resistance is:

A)security
B)fear of the unknown
C)habit
D)economic

Question 51

Changes in organisational patterns seldom threaten the expertise of specialised groups.

Question 52

Discuss resistance to change in term of its organisational sources.

Question 53

Sarah is a consultant within a large organisation who is currently managing a cultural change within the organisation.As part of the process,Sarah has actively consulted with executives and employees across multiple levels of the organisation to determine the kind of culture they would like within the workplace,and to encourage their commitment to the change.She has also held several information sessions to note down and address the concerns employees have with this change. Which of the following values has Sarah displayed in her actions?

A)participation and cooptation
B)manipulation and coercion
C)education and participation
D)education and coercion

Question 54

Your supervisor has restructured the jobs within your division and some of your colleagues are not pleased.Don is concerned that he will not be able to perform the new tasks.Since he is paid by the amount he produces,his pay might be reduced.Tony is afraid that his job may be in jeopardy and he may be laid off.Doug dislikes uncertainty and has developed a negative attitude. The source of Don's resistance is:

A)habit
B)security
C)fear of the unknown
D)economic

Question 55

Cooptation is a form of both manipulation and participation.

Question 56

Fear of the unknown can be a source of resistance to change.

Question 57

A source of resistance to change includes the fact that group norms may act as a constraint.

Question 58

Discuss five reasons why individuals may resist change.

Question 59

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

A)Mary Parker Follett
B)David McClelland
C)Chester Barnard
D)Kurt Lewin

Question 60

Johnson Farm Products has decided to expand its traditional business with farmers in order to include home gardeners.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 get their cooperation. You have brought in a local 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)participation
B)manipulation and cooptation
C)education and communication
D)negotiation

Question 61

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

A)sensitivity analysis
B)team building
C)process consultation
D)appreciative inquiry

Question 62

________ encompasses a collection of planned-change interventions built on humanistic-democratic values that seek to improve organisational effectiveness and employee well-being.

A)Action research
B)Change management
C)Organisational development
D)Organisational behaviour

Question 63

___________ is a tool for assessing attitudes held by organisational members,identifying discrepancies among member perceptions,and solving these differences.

A)Survey feedback
B)Process consultation
C)Intergroup development
D)Sensitivity training

Question 64

Organisational development (OD)is a term used to encompass a collection of change methods.

Question 65

________ seeks to change groups' attitudes,stereotypes and perceptions about each other.

A)Process consultation
B)Intergroup development
C)Team building
D)Sensitivity analysis

Question 66

The purpose of ________ is for an outside consultant to assist a client,usually a manager,to perceive,understand,and act upon process events with which he or she must deal.

A)survey feedback
B)process consultation
C)intergroup development
D)sensitivity training

Question 67

The de-emphasis of hierarchical authority and control in organisational development (OD)is referred to as:

A)participation
B)respect for people
C)power equalisation
D)trust and support

Question 68

________ is a method of changing behaviour through unstructured group interaction.

A)Autonomous work teams
B)Team building groups
C)Sensitivity training
D)A structural intervention

Question 69

Which of the following is not true of organisational development (OD)?

A)People should be treated with dignity and respect.
B)Effective organisations are characterised by trust.
C)Effective organisations emphasise hierarchical authority.
D)Problems should be openly confronted.

Question 70

The action research process closely resembles:

A)political research
B)scientific method
C)a lesson plan
D)organisational development

Question 71

T-groups are also known as:

A)team building groups
B)trust groups
C)training groups
D)autonomous work teams

Question 72

Which of the following is not a step in the appreciative inquiry process?

A)destiny
B)mission
C)dreaming
D)discovery

Question 73

The diagnosis step of action research is analogous to the physician's search to find what specifically ails a patient.

Question 74

The activities included in team building include all of the following except:

A)goal setting
B)role analysis
C)team process analysis
D)individual development

Question 75

In the change process known as action research,the gathering of information about problems occurs in the analysis stage.

Question 76

'Organisational development' refers to an approach that seeks to identify the unique qualities and special strengths of an organisation,which can then be built on to improve performance.

Question 77

Which of the following is not considered an underlying value in organisational development?

A)participation
B)control
C)confrontation
D)power equalisation

Question 78

In the process of action research,diagnosis is followed by:

A)action
B)feedback
C)evaluation
D)analysis

Question 79

'Action research' refers to a change process based on systematic collection of data and then selection of a change action based on what the analysed data indicates.

Question 80

All of the following are steps in the process of action research except:

A)diagnosis
B)feedback
C)forming
D)action