Question 1

Organizations are constantly striving to ________.

Accepted Answer

A)  increase environmental dynamism 
B)  achieve a competitive advantage 
C)  decrease environmental richness 
D)  increase bargaining power of suppliers 
A)  increase environmental dynamism 
B)  achieve a competitive advantage 
C)  decrease environmental richness 
D)  increase bargaining power of suppliers

Question 2

TQM is a quick fix that can turn an organization around overnight.

Accepted Answer

A) True 
 B)False

Question 3

Sociotechnical systems theory, total quality management, and the creation of empowered, flexible work groups are three instruments of revolutionary change.

Accepted Answer

A) True 
 B)False

Question 4

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

Accepted Answer

The various forces that make it necessar

Question 5

Human resources are an organization's most important asset.

Accepted Answer

A) True 
 B)False

Question 6

Competition is a force that resists change.

Accepted Answer

A) True 
 B)False

Question 7

The force-field theory of organizational change is developed by ________.

Accepted Answer

A)  Frederick Herzberg 
B)  Kurt Lewin 
C)  Abraham Maslow 
D)  Douglas McGregor 
A)  Frederick Herzberg 
B)  Kurt Lewin 
C)  Abraham Maslow 
D)  Douglas McGregor

Question 8

Even thriving and high-performing organizations need to continuously change the way they operate over time.

Accepted Answer

A) True 
 B)False

Question 9

Change usually benefits some people, functions, or divisions at the expense of others.

Accepted Answer

A) True 
 B)False

Question 10

The term "framing effect" refers to a pattern of faulty decision-making that occurs when members of a group discount negative information in order to arrive at a unanimous agreement.

Accepted Answer

A) True 
 B)False

Question 11

The force-field theory states that organizations have a tendency to overestimate their degree of influence over other external events.

Accepted Answer

A) True 
 B)False

Question 12

A team in an organization resists attempts by management to change its functions or its members. This resistance to change results from ________.

Accepted Answer

A)  differences in functional orientation 
B)  omission bias 
C)  group cohesiveness 
D)  groupthink 
A)  differences in functional orientation 
B)  omission bias 
C)  group cohesiveness 
D)  groupthink

Question 13

________ refers to the process by which managers change task and authority relationships and redesign organizational structure and culture to improve organizational effectiveness.

Accepted Answer

A)  Restructuring 
B)  Innovation 
C)  Total quality management 
D)  Reengineering 
A)  Restructuring 
B)  Innovation 
C)  Total quality management 
D)  Reengineering

Question 14

For effective implementation of TQM, managers must assume the role of supervisor rather than facilitator.

Accepted Answer

A) True 
 B)False

Question 15

Which of the following is the overall goal of total quality management (TQM)?

Accepted Answer

A)  achieving radical innovation 
B)  increasing environmental richness 
C)  decreasing bargaining power of suppliers 
D)  achieving continuous improvement 
A)  achieving radical innovation 
B)  increasing environmental richness 
C)  decreasing bargaining power of suppliers 
D)  achieving continuous improvement

Question 16

The move from a functional structure to some form of divisional structure, and the move from one divisional structure to another, represents one of the most common kinds of ________ effort.

Accepted Answer

A)  restructuring 
B)  innovation 
C)  TQM 
D)  reengineering 
A)  restructuring 
B)  innovation 
C)  TQM 
D)  reengineering

Question 17

A typical characteristic of an organic structure is standardization of behavior through rules and procedures.

Accepted Answer

A) True 
 B)False

Question 18

Revolutionary change is gradual and incremental.

Accepted Answer

A) True 
 B)False

Question 19

Reengineering, restructuring, and innovation are three important instruments of evolutionary change.

Accepted Answer

A) True 
 B)False

Question 20

Team building does not focus on what the group is trying to achieve.

Accepted Answer

A) True 
 B)False

Organizations are constantly striving to ________.

TQM is a quick fix that can turn an organization around overnight.

Sociotechnical systems theory, total quality management, and the creation of empowered, flexible work groups are three instruments of revolutionary change.

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

Human resources are an organization's most important asset.

Competition is a force that resists change.

The force-field theory of organizational change is developed by ________.

Even thriving and high-performing organizations need to continuously change the way they operate over time.

Change usually benefits some people, functions, or divisions at the expense of others.

The term "framing effect" refers to a pattern of faulty decision-making that occurs when members of a group discount negative information in order to arrive at a unanimous agreement.

The force-field theory states that organizations have a tendency to overestimate their degree of influence over other external events.

A team in an organization resists attempts by management to change its functions or its members. This resistance to change results from ________.

________ refers to the process by which managers change task and authority relationships and redesign organizational structure and culture to improve organizational effectiveness.

For effective implementation of TQM, managers must assume the role of supervisor rather than facilitator.

Which of the following is the overall goal of total quality management (TQM)?

The move from a functional structure to some form of divisional structure, and the move from one divisional structure to another, represents one of the most common kinds of ________ effort.

A typical characteristic of an organic structure is standardization of behavior through rules and procedures.

Revolutionary change is gradual and incremental.

Reengineering, restructuring, and innovation are three important instruments of evolutionary change.

Team building does not focus on what the group is trying to achieve.

Organizations and Organizational Effectiveness

Stakeholders, Managers, and Ethics

Organizing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competences, and Technology

Organizational Transformations: Birth, Growth, Decline, and Death

Decision Making, Learning, Knowledge Management, and Information Technology

Innovation, Intrapreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters

Exam 10: Types and Forms of Organizational Change

Organizations are constantly striving to ________.

TQM is a quick fix that can turn an organization around overnight.

Sociotechnical systems theory, total quality management, and the creation of empowered, flexible work groups are three instruments of revolutionary change.

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

Human resources are an organization's most important asset.

Competition is a force that resists change.

The force-field theory of organizational change is developed by ________.

Even thriving and high-performing organizations need to continuously change the way they operate over time.

Change usually benefits some people, functions, or divisions at the expense of others.

The term "framing effect" refers to a pattern of faulty decision-making that occurs when members of a group discount negative information in order to arrive at a unanimous agreement.

The force-field theory states that organizations have a tendency to overestimate their degree of influence over other external events.

A team in an organization resists attempts by management to change its functions or its members. This resistance to change results from ________.

________ refers to the process by which managers change task and authority relationships and redesign organizational structure and culture to improve organizational effectiveness.

For effective implementation of TQM, managers must assume the role of supervisor rather than facilitator.

Which of the following is the overall goal of total quality management (TQM)?

The move from a functional structure to some form of divisional structure, and the move from one divisional structure to another, represents one of the most common kinds of ________ effort.

A typical characteristic of an organic structure is standardization of behavior through rules and procedures.

Revolutionary change is gradual and incremental.

Reengineering, restructuring, and innovation are three important instruments of evolutionary change.

Team building does not focus on what the group is trying to achieve.

Organizations and Organizational Effectiveness

Stakeholders, Managers, and Ethics

Organizing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competences, and Technology

Organizational Transformations: Birth, Growth, Decline, and Death

Decision Making, Learning, Knowledge Management, and Information Technology

Innovation, Intrapreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters