Question 1

What is the main drawback of trying to overcome resistance to change through a strategy of education and communication?

Accepted Answer

A)  Suspicion 
B)  Time-consuming 
C)  Too expensive 
D)  Resented by union members 
E)  Called propaganda 
A)  Suspicion 
B)  Time-consuming 
C)  Too expensive 
D)  Resented by union members 
E)  Called propaganda

Question 2

Relative to the 5P checklist for change agents, measurable objectives, milestones, and deadlines are specified in which P?

Accepted Answer

A)  Purpose 
B)  Persistence 
C)  Participation 
D)  Publication 
E)  Preparation 
A)  Purpose 
B)  Persistence 
C)  Participation 
D)  Publication 
E)  Preparation

Question 3

Cooperative conflict generally serves the best interests of both parties.

Accepted Answer

A) True 
 B)False

Question 4

Smoothing and superordinate goals are the only approaches that solve the underlying sources of conflict.

Accepted Answer

A) True 
 B)False

Question 5

Getting buy-in and building trust are among the critical skills for today's change agents.

Accepted Answer

A) True 
 B)False

Question 6

To ____ is not one of the seven objectives of organizational development (OD).

Accepted Answer

A)  build trust and cooperation 
B)  encourage willingness to change 
C)  mentor young talent 
D)  increase personal responsibility for planning and implementing 
E)  encourage problem solving 
A)  build trust and cooperation 
B)  encourage willingness to change 
C)  mentor young talent 
D)  increase personal responsibility for planning and implementing 
E)  encourage problem solving

Question 7

How do employees tend to respond differently to changes they like versus changes they dislike and fear?

Accepted Answer

The common three-phase response to a cha

Question 8

The "green-light zone" involves two negotiators' overlapping interests, where agreement is possible.

Accepted Answer

A) True 
 B)False

Question 9

____ are individuals who want to succeed in their organizations, yet want to live by their values or identities, even if they are somehow at odds with the dominant culture of their organization.

Accepted Answer

A)  Incremental change agents 
B)  Tempered radicals 
C)  Conflict triggers 
D)  Value-added change agents 
E)  Problem solvers 
A)  Incremental change agents 
B)  Tempered radicals 
C)  Conflict triggers 
D)  Value-added change agents 
E)  Problem solvers

Question 10

Nadler and Tushman call reorientation ____ because the organization is significantly redirected.

Accepted Answer

A)  adaptation 
B)  frame bending 
C)  frame breaking 
D)  unfreezing 
E)  tuning 
A)  adaptation 
B)  frame bending 
C)  frame breaking 
D)  unfreezing 
E)  tuning

Question 11

A key action step for ____ in the 5P checklist for change agents is "identify a champion or driver."

Accepted Answer

A)  progress 
B)  preparation 
C)  purpose 
D)  participation 
E)  persistence 
A)  progress 
B)  preparation 
C)  purpose 
D)  participation 
E)  persistence

Question 12

The competitive conflict mode is associated with a win-lose attitude.

Accepted Answer

A) True 
 B)False

Question 13

"Think big for small results" is a practical guideline for tempered radicals.

Accepted Answer

A) True 
 B)False

Question 14

In these fast-paced times, managers need to be passive observers of change rather than active agents of change.

Accepted Answer

A) True 
 B)False

Question 15

Adjustments needed to keep an organization on its chosen path are at the heart of reactive changes.

Accepted Answer

A) True 
 B)False

Question 16

At the monthly sales team meetings for Windows, Doors and More, Inc., everyone seems to be agreeable and ready to accept change. However, results are never met and team members are often overheard making jokes about the company's sales goals. This is an example of

Accepted Answer

A)  competing commitments. 
B)  emotional side-effects. 
C)  personality conflicts. 
D)  breakup of work group. 
E)  passive-aggressive culture. 
A)  competing commitments. 
B)  emotional side-effects. 
C)  personality conflicts. 
D)  breakup of work group. 
E)  passive-aggressive culture.

Question 17

Cooperative conflict requires a win-win attitude.

Accepted Answer

A) True 
 B)False

Question 18

A major drawback of explicit and implicit coercion is that it can be risky if it leaves people mad at the initiators.

Accepted Answer

A) True 
 B)False

Question 19

When managers selectively withhold information and consciously arrange events to increase the chance that a change will be successful, co-optation has taken place.

Accepted Answer

A) True 
 B)False

Question 20

Response patterns tend to be similar when people either like changes or fear and dislike them.

Accepted Answer

A) True 
 B)False

What is the main drawback of trying to overcome resistance to change through a strategy of education and communication?

Relative to the 5P checklist for change agents, measurable objectives, milestones, and deadlines are specified in which P?

Cooperative conflict generally serves the best interests of both parties.

Smoothing and superordinate goals are the only approaches that solve the underlying sources of conflict.

Getting buy-in and building trust are among the critical skills for today's change agents.

To ____ is not one of the seven objectives of organizational development (OD).

How do employees tend to respond differently to changes they like versus changes they dislike and fear?

The "green-light zone" involves two negotiators' overlapping interests, where agreement is possible.

____ are individuals who want to succeed in their organizations, yet want to live by their values or identities, even if they are somehow at odds with the dominant culture of their organization.

Nadler and Tushman call reorientation ____ because the organization is significantly redirected.

A key action step for ____ in the 5P checklist for change agents is "identify a champion or driver."

The competitive conflict mode is associated with a win-lose attitude.

"Think big for small results" is a practical guideline for tempered radicals.

In these fast-paced times, managers need to be passive observers of change rather than active agents of change.

Adjustments needed to keep an organization on its chosen path are at the heart of reactive changes.

At the monthly sales team meetings for Windows, Doors and More, Inc., everyone seems to be agreeable and ready to accept change. However, results are never met and team members are often overheard making jokes about the company's sales goals. This is an example of

Cooperative conflict requires a win-win attitude.

A major drawback of explicit and implicit coercion is that it can be risky if it leaves people mad at the initiators.

When managers selectively withhold information and consciously arrange events to increase the chance that a change will be successful, co-optation has taken place.

Response patterns tend to be similar when people either like changes or fear and dislike them.

Managers and Entrepreneurs

The Evolution of Management Thought

The Changing Environment of Management: Diversity, Global Economy, and Technology

International Management and Cross-Cultural Competence

Managements Social and Ethical Responsibilities

The Basics of Planning and Project Management

Strategic Management: Planning for Long-Term Success

Decision Making and Creative Problem Solving

Organizations: Effectiveness, Design, and Cultures

Human Resource Management

Communicating in the Internet Age

Motivating Job Performance

Group Dynamics and Teamwork

Influence, Power, and Leadership

Organizational Control and Quality Improvement

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Exam 15: Change, Conflict, and Negotiation

What is the main drawback of trying to overcome resistance to change through a strategy of education and communication?

Relative to the 5P checklist for change agents, measurable objectives, milestones, and deadlines are specified in which P?

Cooperative conflict generally serves the best interests of both parties.

Smoothing and superordinate goals are the only approaches that solve the underlying sources of conflict.

Getting buy-in and building trust are among the critical skills for today's change agents.

To ____ is not one of the seven objectives of organizational development (OD).

How do employees tend to respond differently to changes they like versus changes they dislike and fear?

The "green-light zone" involves two negotiators' overlapping interests, where agreement is possible.

____ are individuals who want to succeed in their organizations, yet want to live by their values or identities, even if they are somehow at odds with the dominant culture of their organization.

Nadler and Tushman call reorientation ____ because the organization is significantly redirected.

A key action step for ____ in the 5P checklist for change agents is "identify a champion or driver."

The competitive conflict mode is associated with a win-lose attitude.

"Think big for small results" is a practical guideline for tempered radicals.

In these fast-paced times, managers need to be passive observers of change rather than active agents of change.

Adjustments needed to keep an organization on its chosen path are at the heart of reactive changes.

At the monthly sales team meetings for Windows, Doors and More, Inc., everyone seems to be agreeable and ready to accept change. However, results are never met and team members are often overheard making jokes about the company's sales goals. This is an example of

Cooperative conflict requires a win-win attitude.

A major drawback of explicit and implicit coercion is that it can be risky if it leaves people mad at the initiators.

When managers selectively withhold information and consciously arrange events to increase the chance that a change will be successful, co-optation has taken place.

Response patterns tend to be similar when people either like changes or fear and dislike them.

Managers and Entrepreneurs

The Evolution of Management Thought

The Changing Environment of Management: Diversity, Global Economy, and Technology

International Management and Cross-Cultural Competence

Managements Social and Ethical Responsibilities

The Basics of Planning and Project Management

Strategic Management: Planning for Long-Term Success

Decision Making and Creative Problem Solving

Organizations: Effectiveness, Design, and Cultures

Human Resource Management

Communicating in the Internet Age

Motivating Job Performance

Group Dynamics and Teamwork

Influence, Power, and Leadership

Organizational Control and Quality Improvement

Filters