Question 1

According to a study of Canadian bank employees,resistance is much more common thanresistance.

Accepted Answer

A) overt; subtle 
B) subtle; overt 
C) systemic; localized 
D) individual; organizational 
E) explicit; implied 
A) overt; subtle 
B) subtle; overt 
C) systemic; localized 
D) individual; organizational 
E) explicit; implied

Question 2

Communication should be applied to reduce resistance to change where the change must occur quickly with little financial cost.

Accepted Answer

A) True 
 B)False

Question 3

Many organizational change practices are built around Western cultural assumptions and values.

Accepted Answer

A) True 
 B)False

Question 4

According to force field analysis, organizational change is more likely to occur by:

Accepted Answer

A) increasing the driving forces and increasing the restraining forces. 
B) decreasing both the driving forces and the restraining forces. 
C) decreasing the process forces and increasing the driving forces. 
D) increasing the driving forces and decreasing the restraining forces. 
E) Force field analysis says that none of these will assist organizational change. 
A) increasing the driving forces and increasing the restraining forces. 
B) decreasing both the driving forces and the restraining forces. 
C) decreasing the process forces and increasing the driving forces. 
D) increasing the driving forces and decreasing the restraining forces. 
E) Force field analysis says that none of these will assist organizational change.

Question 5

A parallel learning structure is an organizational change intervention in which a social structure is constructed alongside the formal hierarchy to increase the organization's learning.

Accepted Answer

A) True 
 B)False

Question 6

Parallel learning structures are structures that primarily help employees learn on the job rather than in the classroom.

Accepted Answer

A) True 
 B)False

Question 7

To bring about effective change, leaders must create an urgency to change internally rather than rely on forces outside the organization to create that urgency.

Accepted Answer

A) True 
 B)False

Question 8

Negative valence of change, fear of the unknown, and incongruent organizational systems are all sources of resistance to change.

Accepted Answer

A) True 
 B)False

Question 9

A key element of leading change is a strategic vision.

Accepted Answer

A) True 
 B)False

Question 10

One of the main problems with employee resistance is that:

Accepted Answer

A) it wastes valuable time and other precious organizational resources. 
B) it undermines the authority of management. 
C) it decreases environmental stability. 
D) change agents sometimes interpret it as relationship conflict. 
E) All of these apply. 
A) it wastes valuable time and other precious organizational resources. 
B) it undermines the authority of management. 
C) it decreases environmental stability. 
D) change agents sometimes interpret it as relationship conflict. 
E) All of these apply.

Question 11

Action research is a highly participative process.

Accepted Answer

A) True 
 B)False

Question 12

Refreezing refers to:

Accepted Answer

A) aligning the organization's systems with the desired behaviours to support and reinforce the new role patterns. 
B) producing disequilibrium between the driving and restraining forces of change. 
C) repeating the change process a second time, because the first attempt to freeze the changes were unsuccessful. 
D) getting one's own way in organizational politics. 
E) a management practice used to discourage newcomers from staying with the organization. 
A) aligning the organization's systems with the desired behaviours to support and reinforce the new role patterns. 
B) producing disequilibrium between the driving and restraining forces of change. 
C) repeating the change process a second time, because the first attempt to freeze the changes were unsuccessful. 
D) getting one's own way in organizational politics. 
E) a management practice used to discourage newcomers from staying with the organization.

Question 13

In the organizational change process, a strategic vision

Accepted Answer

A) tends to confuse employees and increase resistance to change. 
B) minimizes fear of the unknown and clarifies which behaviours are required. 
C) represents the second stage of action research. 
D) should be applied only when all other change management approaches have failed. 
E) Strategic vision is not relevant to the change process. 
A) tends to confuse employees and increase resistance to change. 
B) minimizes fear of the unknown and clarifies which behaviours are required. 
C) represents the second stage of action research. 
D) should be applied only when all other change management approaches have failed. 
E) Strategic vision is not relevant to the change process.

Question 14

Describe why a strategic vision is a key element of leading change.

Accepted Answer

The following points are made in the tex

Question 15

The action research approach to organizational change states

Accepted Answer

A) that change is most effective when controlled and decided exclusively by top management. 
B) that change is a combination of luck and past experience. 
C) that change interventions should be well-established rather than experimental. 
D) that the change process should focus on the positive by ignoring the problems. 
E) The action research approach states none of these. 
A) that change is most effective when controlled and decided exclusively by top management. 
B) that change is a combination of luck and past experience. 
C) that change interventions should be well-established rather than experimental. 
D) that the change process should focus on the positive by ignoring the problems. 
E) The action research approach states none of these.

Question 16

Which of the following is NOT an effective strategy to unfreeze the status quo?

Accepted Answer

A) Providing formal stress management programs to help employees cope with change. 
B) Encouraging employees to participate in the change process. 
C) Negotiating alternative benefits for employees who will clearly lose out by the change. 
D) Educating employees about the change effort. 
E) Strengthening existing team norms and organizational systems. 
A) Providing formal stress management programs to help employees cope with change. 
B) Encouraging employees to participate in the change process. 
C) Negotiating alternative benefits for employees who will clearly lose out by the change. 
D) Educating employees about the change effort. 
E) Strengthening existing team norms and organizational systems.

Question 17

Appreciative inquiry begins with dreaming-identifying the positive elements of the observed events or organization.

Accepted Answer

A) True 
 B)False

Question 18

One ethical concern with some organizational change programs is that they may threaten the employee's self-esteem.

Accepted Answer

A) True 
 B)False

Question 19

Future search conferences are large group sessions, usually lasting a few days, in which participants identify the environmental trends and establish strategic solutions for those conditions.

Accepted Answer

A) True 
 B)False

Question 20

According to the force field analysis model, what is the best strategy to move the status quo to a desired state?

Accepted Answer

The best strategy is to reduce the restr

According to a study of Canadian bank employees,resistance is much more common thanresistance.

Communication should be applied to reduce resistance to change where the change must occur quickly with little financial cost.

Many organizational change practices are built around Western cultural assumptions and values.

According to force field analysis, organizational change is more likely to occur by:

A parallel learning structure is an organizational change intervention in which a social structure is constructed alongside the formal hierarchy to increase the organization's learning.

Parallel learning structures are structures that primarily help employees learn on the job rather than in the classroom.

To bring about effective change, leaders must create an urgency to change internally rather than rely on forces outside the organization to create that urgency.

Negative valence of change, fear of the unknown, and incongruent organizational systems are all sources of resistance to change.

A key element of leading change is a strategic vision.

One of the main problems with employee resistance is that:

Action research is a highly participative process.

Refreezing refers to:

In the organizational change process, a strategic vision

Describe why a strategic vision is a key element of leading change.

The action research approach to organizational change states

Which of the following is NOT an effective strategy to unfreeze the status quo?

Appreciative inquiry begins with dreaming-identifying the positive elements of the observed events or organization.

One ethical concern with some organizational change programs is that they may threaten the employee's self-esteem.

Future search conferences are large group sessions, usually lasting a few days, in which participants identify the environmental trends and establish strategic solutions for those conditions.

According to the force field analysis model, what is the best strategy to move the status quo to a desired state?

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Filters

Exam 15: Organizational Change

According to a study of Canadian bank employees,resistance is much more common thanresistance.

Communication should be applied to reduce resistance to change where the change must occur quickly with little financial cost.

Many organizational change practices are built around Western cultural assumptions and values.

According to force field analysis, organizational change is more likely to occur by:

A parallel learning structure is an organizational change intervention in which a social structure is constructed alongside the formal hierarchy to increase the organization's learning.

Parallel learning structures are structures that primarily help employees learn on the job rather than in the classroom.

To bring about effective change, leaders must create an urgency to change internally rather than rely on forces outside the organization to create that urgency.

Negative valence of change, fear of the unknown, and incongruent organizational systems are all sources of resistance to change.

A key element of leading change is a strategic vision.

One of the main problems with employee resistance is that:

Action research is a highly participative process.

Refreezing refers to:

In the organizational change process, a strategic vision

Describe why a strategic vision is a key element of leading change.

The action research approach to organizational change states

Which of the following is NOT an effective strategy to unfreeze the status quo?

Appreciative inquiry begins with dreaming-identifying the positive elements of the observed events or organization.

One ethical concern with some organizational change programs is that they may threaten the employee's self-esteem.

Future search conferences are large group sessions, usually lasting a few days, in which participants identify the environmental trends and establish strategic solutions for those conditions.

According to the force field analysis model, what is the best strategy to move the status quo to a desired state?

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Filters