Deck 18: Managing Change

Question 1

Effective change leaders build strong relationships with all of the following except:

A) within their leadership team.
B) between the team and organizational members.
C) between the team and key environmental players.
D) between the team and support staff.

Answer 1

D

Question 2

Change leaders within organizations tend to be all of the following except:

A) being more task-oriented than general managers.
B) being able to operate in more than one leadership style.
C) being comfortable with uncertainty.
D) being balanced in both technical and interpersonal skills.

Answer 2

A

Question 3

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.
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.

Answer 3

A

Question 4

The most massive scope of change is known as:

A) regulatory change.
B) strategic change.
C) transitional change.
D) transformational change.

Question 5

A price adjustment in gasoline by an oil company in response to an excise tax increase is a(n) change.

A) incremental
B) nonreversible
C) strategic
D) transactional

Question 6

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 some parts of a firm and quickly in others.
D) Researchers can't agree on which pace of change is most beneficial.

Question 7

An employee's resistance to change that introduces ambiguity into what was once a comfortable situation is the result of:

A) fear of failure.
B) fear of conflict.
C) fear of loss.
D) fear of the unknown.

Question 8

Though downsizing can increase shareholder value by better aligning costs and revenues, American Airlines has increased organizational effectiveness by:

A) reengineering and restructuring.
B) outsourcing and delegating.
C) identifying attractive joint ventures.
D) reevaluating and changing operating methods.

Question 9

All of the following are planned corporate changes except:

A) installing a computer-controlled machine tool.
B) responding to an increase in 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 10

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

A) organizational politics.
B) congruent values.
C) competitors' response.
D) uncertainty reductions.

Question 11

When the organization makes a large-scale change, such as organizational restructuring, the change would be considered:

A) strategic.
B) technological.
C) transformational.
D) radical.

Question 12

Outside change agents may be preferred by employees because they are viewed as:

A) being different from them.
B) having the support of top management.
C) impartial and not prone to favoritism.
D) indifferent to past mistakes due to limited knowledge of an organization's history.

Question 13

Which of the following types of changes is made when an organization moves to a radically different, and sometimes unknown, future state?

A) Strategic
B) Regulatory
C) Transformational
D) Incremental

Question 14

A person who acts as the initiator and assumes responsibility for transitioning individuals, teams, and organizations to a desired future state is called a(n):

A) consultant.
B) change agent.
C) arbitrator.
D) liaison official.

Question 15

Which of the following is NOT a term used to describe organizations that will succeed in meeting the competitive challenges that businesses face?

A) Adaptive
B) Flexible
C) Responsive
D) Mechanistic

Question 16

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 17

An example of an internal force for change is:

A) increased grievance rate.
B) technological advancement.
C) shrinking applicant pool.
D) government regulations.

Question 18

Which of the following is NOT an external force that can stimulate the need for change?

A) Diversity in labor force
B) Competitor's pricing decisions
C) Changes in employees' expectations
D) Effective date of new federal employment law

Question 19

Which of the following is an example of an external force for change?

A) Replacement of top-level managers
B) A company's third quarterly loss
C) Increased female participation in workforce
D) Lack of co-ordination between departments

Question 20

When an organization fine-tunes its operations, it is going through a(n):

A) incremental change.
B) strategic change.
C) transformational change.
D) transactional change.

Question 21

The introduction of U.S. business practices after an acquisition where employees feel they are being forced to substitute corporate values for personal or national values is referred to as:

A) political economy.
B) economic imperialism.
C) hegemony.
D) state capitalism.

Question 22

The contemporary view of managing resistance to change by establishing a feeling of ownership among employees is:

A) delegation.
B) empathy.
C) communication.
D) participation.

Question 23

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

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

Question 24

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 25

All of the following are key questions to ask as 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 26

Lewin's change model proposes that for change efforts to be successful:

A) there must be top management support.
B) resources should be allocated appropriately.
C) rigid hierarchical organizational structure is essential.
D) the three-stage process must be completed.

Question 27

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 28

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

A) rewards.
B) participation.
C) empathy.
D) communication.

Question 29

Which of the following is NOT one of Levinson's areas for diagnostic analysis?

A) Data about organization's history
B) Data about attitudes and relationships
C) Data about structure and processes
D) Data about external stake holder groups

Question 30

Organization development:

A) focuses primarily on the individual in bringing about change.
B) emphasizes intervention at the lowest possible level of the organization.
C) utilizes behavioral science theory and research to increase effectiveness.
D) uses unstructured, task-oriented problem solving in organizations.

Question 31

The final step in Lewin's change model is:

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

Question 32

Reducing forces for status quo is designated as in Lewin's change model.

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

Question 33

A measures the skills and competencies that employees must have to achieve the goals of the change.

A) force field analysis
B) process consultation
C) needs analysis
D) systematic survey

Question 34

Fear of loss and the unknown are:

A) the reasons why individuals resist change.
B) a person's irrational responses to change.
C) a part of the reaction to the separation stage in a career.
D) the steps proceeding the withdrawal stage in the career life cycle.

Question 35

In Lewin's force field analysis technique, the maintenance of status quo can be viewed as a(n):

A) state of equilibrium.
B) restraining force.
C) immovable object.
D) potential for agitation.

Question 36

An empathetic 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 resisted due to fear of loss and the unknown.
D) employees lack knowledge and skills to take ownership in the process.

Question 37

Continuous improvement focused on innovation and respect for people is the primary objective of:

A) quality programs.
B) role negotiation.
C) career planning.
D) management by objectives.

Question 38

Which of the following key strategies for managing resistance to change does the phrase "that which we create, we support" reflect?

A) Support
B) Communication
C) Participation
D) Lateral thought

Question 39

The establishment of new attitudes, values, and behaviors as the new status quo is consistent with the in Lewin's change model.

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

Question 40

is a widely used intervention method whereby employee attitudes are solicited using a questionnaire.

A) Management by objectives
B) Team building
C) Process consultation
D) Survey feedback

Question 41

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

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

Question 42

The outcome of is a better understanding between two parties in a work-relationship.

A) process consultation
B) executive coaching
C) quality programs
D) role negotiation

Question 43

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

Question 44

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

Question 45

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

Question 46

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

Question 47

In transformational change, the organization's mission, culture, goals, structure, and leadership may all change
dramatically.

Question 48

A recent survey of CEO who were facing crises found that 50 percent of them said they believed problems arrived
"suddenly."

Question 49

All of the following are group-focused development techniques except:

A) role negotiation.
B) management by objectives.
C) team building.
D) survey feedback.

Question 50

When external assistance is provided 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 51

M5 Networks is a cloud enterprise telephone company started by five people. It has won awards as one of the 75 "coolest telecom providers" and "most engaged" workplace. The company hired School of Rock instructors to give music lessons to employees in order to focus on trust. In the context of organization development, this is an example to:

A) improve their leadership.
B) improve team building.
C) better manage the organization wide technique MBO.
D) improve employees role negotiation skills.

Question 52

Which of the following is NOT an individually targeted organization development technique?

A) Quality programs
B) Job redesign
C) Career planning
D) Stress management programs

Question 53

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 54

People often resist change for rational reasons.

Question 55

For survey feedback to be an effective method, certain guidelines should be used. Which of the following is not a guideline?

A) Feedback should be reported in a group format.
B) Employees should not suffer negative repercussions for 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 56

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

Question 57

Resistance to change may be a form of feedback.

Question 58

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

A) leadership training.
B) process consultation.
C) role negotiation.
D) team building.

Question 59

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

Question 60

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

Question 61

Value consistency is critical to making a change stick.

Question 62

Match the following:
a. An external force for change
b. Organizational restructuring
c. Employee skill deficiencies
d. Someone who facilitates significant change in an organization
e. Organization's movement to a radically different future state
Technological change

Question 63

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

Question 64

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 65

What are some of the reasons for resisting organizational change?

Question 66

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

Question 67

What is organization development and what areas of an organization may require change and development if performance has significantly suffered?

Question 68

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

Question 69

Briefly explain Lewin's change model.

Question 70

Job redesign is one of the group-focused techniques for OD intervention.

Question 71

The best leadership training and development program is to send future leaders to off-site training classes.

Question 72

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

Question 73

Match the following:
a. An external force for change
b. Organizational restructuring
c. Employee skill deficiencies
d. Someone who facilitates significant change in an organization
e. Organization's movement to a radically different future state
Change agent

Question 74

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

Question 75

What are the differences and similarities between process consultation and leadership training and development?

Question 76

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

Question 77

Identify the external and internal forces for organizational change.

Question 78

A survey of Fortune 500 companies indicated that human resource managers considered team building the most successful organization development technique.

Question 79

Distinguish between incremental, strategic, and transformational changes and provide an example of each.

Question 80

Match the following:
a. An external force for change
b. Organizational restructuring
c. Employee skill deficiencies
d. Someone who facilitates significant change in an organization
e. Organization's movement to a radically different future state
Transformational change