Question 1

In organizations where performance is deteriorating rapidly, ________ is MOST LIKELY to be used in order to turn things around.

Accepted Answer

A)  restructuring 
B)  quality circles 
C)  sensitivity training 
D)  total quality management 
A)  restructuring 
B)  quality circles 
C)  sensitivity training 
D)  total quality management

Question 2

Reengineering and total quality management are ________.

Accepted Answer

A)  contradictory concepts 
B)  interrelated and complementary 
C)  both ideas that the Japanese developed 
D)  both revolutionary methods of organization change 
A)  contradictory concepts 
B)  interrelated and complementary 
C)  both ideas that the Japanese developed 
D)  both revolutionary methods of organization change

Question 3

Individuals within an organization are LEAST LIKELY to resist change because of ________.

Accepted Answer

A)  uncertainty 
B)  force of habit 
C)  selective perception 
D)  profit motive 
A)  uncertainty 
B)  force of habit 
C)  selective perception 
D)  profit motive

Question 4

During an organizational confrontation meeting, all managers of an organization meet to deal with the issue of whether the organization is effectively meeting its goals.

Accepted Answer

A) True 
 B)False

Question 5

The goal of organization development is to improve organizational effectiveness and help people reach their potential and realize their goals.

Accepted Answer

A) True 
 B)False

Question 6

When revolutionary change must be implemented, which of the following should managers NOT do?

Accepted Answer

A)  co-opt employees to follow the change 
B)  control the changing environment 
C)  minimize obstacles to the change 
D)  disregard employee commitment to the change 
A)  co-opt employees to follow the change 
B)  control the changing environment 
C)  minimize obstacles to the change 
D)  disregard employee commitment to the change

Question 7

Which of the following is NOT an organization-level impediment to change?

Accepted Answer

A)  organic structure 
B)  power and conflict 
C)  organizational culture 
D)  differences in functional orientation 
A)  organic structure 
B)  power and conflict 
C)  organizational culture 
D)  differences in functional orientation

Question 8

Because change causes conflict, bargaining can counter resistance to change.

Accepted Answer

A) True 
 B)False

Question 9

________ structures are more resistant to change because the employees who work inside them are supposed to behave in predictable ways.

Accepted Answer

A)  Matrix 
B)  Organic 
C)  Mechanistic 
D)  Decentralized 
A)  Matrix 
B)  Organic 
C)  Mechanistic 
D)  Decentralized

Question 10

Action research is a strategy for generating and acquiring the knowledge needed to define an organization's desired future state and to plan a change program that will help it reach that state.

Accepted Answer

A) True 
 B)False

Question 11

Impediments to change that cause ________ are found at all levels of the organization.

Accepted Answer

A)  engagement 
B)  innovation 
C)  equalization 
D)  inertia 
A)  engagement 
B)  innovation 
C)  equalization 
D)  inertia

Question 12

A good reason for using ________ is that they have a detached view of the organization's problems.

Accepted Answer

A)  product champions 
B)  internal change agents 
C)  external change agents 
D)  restructuring representatives 
A)  product champions 
B)  internal change agents 
C)  external change agents 
D)  restructuring representatives

Question 13

Which of the following statements is TRUE regarding institutionalizing action research?

Accepted Answer

A)  Institutionalizing action research means making it a required habit or norm adopted by every member of the organization. 
B)  The institutionalization of action research is more necessary at the top of the organization than on the shop floor. 
C)  Quality circles should not be a part of the institutionalization of action research. 
D)  Lower-level members cannot be rewarded for being a part of successful change efforts. 
A)  Institutionalizing action research means making it a required habit or norm adopted by every member of the organization. 
B)  The institutionalization of action research is more necessary at the top of the organization than on the shop floor. 
C)  Quality circles should not be a part of the institutionalization of action research. 
D)  Lower-level members cannot be rewarded for being a part of successful change efforts.

Question 14

Escalation of commitment weakens groupthink.

Accepted Answer

A) True 
 B)False

Question 15

List OD tactics that managers can use to reduce resistance to change.

Accepted Answer

Tactics that managers can use

Question 16

________ is implemented by employees at low levels in the organization.

Accepted Answer

A)  Top-down change 
B)  Bottom-up change 
C)  Bilateral change 
D)  Unilateral change 
A)  Top-down change 
B)  Bottom-up change 
C)  Bilateral change 
D)  Unilateral change

Question 17

Most employees are excited when change occurs in an organization because they view the change as beneficial for the whole organization.

Accepted Answer

A) True 
 B)False

Question 18

When organizations rely on innovation as the source of their competitive advantage, they need to adopt mechanistic structures.

Accepted Answer

A) True 
 B)False

In organizations where performance is deteriorating rapidly, ________ is MOST LIKELY to be used in order to turn things around.

Reengineering and total quality management are ________.

Individuals within an organization are LEAST LIKELY to resist change because of ________.

During an organizational confrontation meeting, all managers of an organization meet to deal with the issue of whether the organization is effectively meeting its goals.

The goal of organization development is to improve organizational effectiveness and help people reach their potential and realize their goals.

When revolutionary change must be implemented, which of the following should managers NOT do?

Which of the following is NOT an organization-level impediment to change?

Because change causes conflict, bargaining can counter resistance to change.

________ structures are more resistant to change because the employees who work inside them are supposed to behave in predictable ways.

Action research is a strategy for generating and acquiring the knowledge needed to define an organization's desired future state and to plan a change program that will help it reach that state.

Impediments to change that cause ________ are found at all levels of the organization.

A good reason for using ________ is that they have a detached view of the organization's problems.

Which of the following statements is TRUE regarding institutionalizing action research?

Escalation of commitment weakens groupthink.

List OD tactics that managers can use to reduce resistance to change.

________ is implemented by employees at low levels in the organization.

Most employees are excited when change occurs in an organization because they view the change as beneficial for the whole organization.

When organizations rely on innovation as the source of their competitive advantage, they need to adopt mechanistic structures.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Power, Politics, Conflict, and Negotiation

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Design and Structure

Organizational Culture and Ethical Behavior

Filters

Exam 18: Organization Change and Development

In organizations where performance is deteriorating rapidly, ________ is MOST LIKELY to be used in order to turn things around.

Reengineering and total quality management are ________.

Individuals within an organization are LEAST LIKELY to resist change because of ________.

During an organizational confrontation meeting, all managers of an organization meet to deal with the issue of whether the organization is effectively meeting its goals.

The goal of organization development is to improve organizational effectiveness and help people reach their potential and realize their goals.

When revolutionary change must be implemented, which of the following should managers NOT do?

Which of the following is NOT an organization-level impediment to change?

Because change causes conflict, bargaining can counter resistance to change.

________ structures are more resistant to change because the employees who work inside them are supposed to behave in predictable ways.

Action research is a strategy for generating and acquiring the knowledge needed to define an organization's desired future state and to plan a change program that will help it reach that state.

Impediments to change that cause ________ are found at all levels of the organization.

A good reason for using ________ is that they have a detached view of the organization's problems.

Which of the following statements is TRUE regarding institutionalizing action research?

Escalation of commitment weakens groupthink.

List OD tactics that managers can use to reduce resistance to change.

________ is implemented by employees at low levels in the organization.

Most employees are excited when change occurs in an organization because they view the change as beneficial for the whole organization.

When organizations rely on innovation as the source of their competitive advantage, they need to adopt mechanistic structures.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Power, Politics, Conflict, and Negotiation

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Design and Structure

Organizational Culture and Ethical Behavior

Filters