Question 1

Appreciative inquiry typically examines unsuccessful events, organizations, and work units, to determine what pitfalls to avoid.

Accepted Answer

A) True 
 B)False

Question 2

Appreciative inquiry begins by

Accepted Answer

A) creating a common image among participants of what should be in their own organization. 
B) involving employees in the process of refreezing. 
C) determining the cause of the problem. 
D) determining whether there is a problem that needs to be fixed. 
E) identifying the positive elements of an organization or work unit that is performing well. 
A) creating a common image among participants of what should be in their own organization. 
B) involving employees in the process of refreezing. 
C) determining the cause of the problem. 
D) determining whether there is a problem that needs to be fixed. 
E) identifying the positive elements of an organization or work unit that is performing well.

Question 3

The diffusion of change using a pilot project is more likely to succeed when

Accepted Answer

A) employees have the ability -required skills and knowledge to adopt the practices introduced in the pilot project. 
B) the pilot study was successful. 
C) employees are provided with adequate resources and time to adopt the practices demonstrated in the pilot project. 
D) All of these exist. 
E) None of these exist. 
A) employees have the ability -required skills and knowledge to adopt the practices introduced in the pilot project. 
B) the pilot study was successful. 
C) employees are provided with adequate resources and time to adopt the practices demonstrated in the pilot project. 
D) All of these exist. 
E) None of these exist.

Question 4

Western organizational change models assume that change is a cyclical phenomenon

Accepted Answer

A) True 
 B)False

Question 5

A low level of employee involvement may be necessary when organizational change must occur quickly.

Accepted Answer

A) True 
 B)False

Question 6

From a task conflict perspective, resistance to change is dysfunctional and irrational.

Accepted Answer

A) True 
 B)False

Question 7

ACME Building Supplies is about to introduce a new customer service program that will affect all of its 200 sales and service employees. Job duties will be changed and the employee reward system will be altered to fit this new customer focus. Moreover, the company wants to improve the efficiency of work processes, thereby removing some of the comfortable (and often leisurely) routines that employees have followed over the years. Describe three types of forces resisting change that the company will potentially experience during this change process.

Accepted Answer

Students may answer this by describing a

Question 8

Action research is a highly ________ process

Accepted Answer

A) participative 
B) appreciative 
C) dangerous 
D) coercive 
E) reflective 
A) participative 
B) appreciative 
C) dangerous 
D) coercive 
E) reflective

Question 9

Some change experts claim that rapid change is usually better than incremental change.

Accepted Answer

A) True 
 B)False

Question 10

The CEO of a small manufacturing company (120 employees) recently heard about a large group intervention called future search meetings that can bring about organizational change. The CEO says he wants to "put the entire system in the room" and use a future search meeting to convince employees that they need to reduce costs to remain competitive. The CEO has invited you, as a future search conference expert, to discuss what this large group intervention process is and how well it might work for the CEO.

Accepted Answer

The answer to this has two parts. First,

Question 11

An ethical problem with many organizational change programs is that management tends to lose power in the process.

Accepted Answer

A) True 
 B)False

Question 12

According to the action research model, what occurs before diagnosing the need for change?

Accepted Answer

A) Agree on a fee for the consultant's services. 
B) Apply the intervention. 
C) Stabilize the change effort so that employees do not revert to their old ways of working. 
D) Establish the client-consultant relationship. 
E) Evaluate the effectiveness of the change effort. 
A) Agree on a fee for the consultant's services. 
B) Apply the intervention. 
C) Stabilize the change effort so that employees do not revert to their old ways of working. 
D) Establish the client-consultant relationship. 
E) Evaluate the effectiveness of the change effort.

Question 13

The urgency for change must always be initiated from a problem-oriented perspective in order to be effective.

Accepted Answer

A) True 
 B)False

Question 14

Employees sometimes oppose or even discreetly undermine organizational change initiatives that originate elsewhere.

Accepted Answer

A) True 
 B)False

Question 15

What are some of the ethical issues associated with organizational change practices that are discussed in your text?

Accepted Answer

A) They could potentially increase management's power. 
B) They could be discriminatory. 
C) They run the risk of violating individual privacy rights. 
D) All of the choices are ethical issues associated with organizational change practices. 
E) They run the risk of violating individual privacy rights and they could potentially increase management's power. 
A) They could potentially increase management's power. 
B) They could be discriminatory. 
C) They run the risk of violating individual privacy rights. 
D) All of the choices are ethical issues associated with organizational change practices. 
E) They run the risk of violating individual privacy rights and they could potentially increase management's power.

Question 16

Creating an urgency to change is most closely associated with

Accepted Answer

A) the delivering stage of appreciative inquiry. 
B) the process of increasing the driving forces. 
C) the process of reducing the restraining forces. 
D) refreezing the desired conditions. 
E) the final stage of a search conference. 
A) the delivering stage of appreciative inquiry. 
B) the process of increasing the driving forces. 
C) the process of reducing the restraining forces. 
D) refreezing the desired conditions. 
E) the final stage of a search conference.

Question 17

An important feature of parallel learning structures is that they are social structures developed alongside the formal hierarchy with the purpose of increasing the organization's learning.

Accepted Answer

A) True 
 B)False

Question 18

In the appreciative inquiry approach, the principle states that organizations are open books, so we have choices in how they may be perceived, framed, and described.

Accepted Answer

A) simultaneity 
B) literal 
C) anticipatory 
D) constructionist 
E) poetic 
A) simultaneity 
B) literal 
C) anticipatory 
D) constructionist 
E) poetic

Question 19

BusCorp wants to introduce a new procedure for processing customer requests. If this change will require employees to break old routines and adopt new role patterns, the preferred strategy for dealing with resistance to this change is:

Accepted Answer

A) communication. 
B) coercion. 
C) stress management. 
D) negotiation. 
E) learning. 
A) communication. 
B) coercion. 
C) stress management. 
D) negotiation. 
E) learning.

Question 20

The first step in appreciative inquiry is dreaming, in which participants envision what might be possible in an ideal organization.

Accepted Answer

A) True 
 B)False

Appreciative inquiry typically examines unsuccessful events, organizations, and work units, to determine what pitfalls to avoid.

Appreciative inquiry begins by

The diffusion of change using a pilot project is more likely to succeed when

Western organizational change models assume that change is a cyclical phenomenon

A low level of employee involvement may be necessary when organizational change must occur quickly.

From a task conflict perspective, resistance to change is dysfunctional and irrational.

Action research is a highly ________ process

Some change experts claim that rapid change is usually better than incremental change.

An ethical problem with many organizational change programs is that management tends to lose power in the process.

According to the action research model, what occurs before diagnosing the need for change?

The urgency for change must always be initiated from a problem-oriented perspective in order to be effective.

Employees sometimes oppose or even discreetly undermine organizational change initiatives that originate elsewhere.

What are some of the ethical issues associated with organizational change practices that are discussed in your text?

Creating an urgency to change is most closely associated with

An important feature of parallel learning structures is that they are social structures developed alongside the formal hierarchy with the purpose of increasing the organization's learning.

In the appreciative inquiry approach, the principle states that organizations are open books, so we have choices in how they may be perceived, framed, and described.

BusCorp wants to introduce a new procedure for processing customer requests. If this change will require employees to break old routines and adopt new role patterns, the preferred strategy for dealing with resistance to this change is:

The first step in appreciative inquiry is dreaming, in which participants envision what might be possible in an ideal organization.

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

Appreciative inquiry typically examines unsuccessful events, organizations, and work units, to determine what pitfalls to avoid.

Appreciative inquiry begins by

The diffusion of change using a pilot project is more likely to succeed when

Western organizational change models assume that change is a cyclical phenomenon

A low level of employee involvement may be necessary when organizational change must occur quickly.

From a task conflict perspective, resistance to change is dysfunctional and irrational.

Action research is a highly ________ process

Some change experts claim that rapid change is usually better than incremental change.

An ethical problem with many organizational change programs is that management tends to lose power in the process.

According to the action research model, what occurs before diagnosing the need for change?

The urgency for change must always be initiated from a problem-oriented perspective in order to be effective.

Employees sometimes oppose or even discreetly undermine organizational change initiatives that originate elsewhere.

What are some of the ethical issues associated with organizational change practices that are discussed in your text?

Creating an urgency to change is most closely associated with

An important feature of parallel learning structures is that they are social structures developed alongside the formal hierarchy with the purpose of increasing the organization's learning.

In the appreciative inquiry approach, the principle states that organizations are open books, so we have choices in how they may be perceived, framed, and described.

BusCorp wants to introduce a new procedure for processing customer requests. If this change will require employees to break old routines and adopt new role patterns, the preferred strategy for dealing with resistance to this change is:

The first step in appreciative inquiry is dreaming, in which participants envision what might be possible in an ideal organization.

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