Question 1

The best way to manage resistance to change among those who will clearly lose out from the change is to introduce coercion practices.

Accepted Answer

A) True 
 B)False

Question 2

A unique feature of appreciative inquiry is that it breaks away from the problem-solving mentality by reframing relationships around what is positive and possible.

Accepted Answer

A) True 
 B)False

Question 3

Increasing the driving forces and reducing the restraining forces tends to:

Accepted Answer

A) reduce the need for change. 
B) unfreeze the status quo. 
C) refreeze the status quo. 
D) decrease environmental stability. 
E) produce environmental equilibrium. 
A) reduce the need for change. 
B) unfreeze the status quo. 
C) refreeze the status quo. 
D) decrease environmental stability. 
E) produce environmental equilibrium.

Question 4

In organizational change, future search conferences are used mainly to:

Accepted Answer

A) force employees to accept the changes to be implemented. 
B) involve as many employees and other stakeholders as possible in the change process. 
C) give executives an opportunity to negotiate with employees to accept the changes. 
D) train employees in the skills required for the change process. 
E) refreeze the desired conditions in the organization. 
A) force employees to accept the changes to be implemented. 
B) involve as many employees and other stakeholders as possible in the change process. 
C) give executives an opportunity to negotiate with employees to accept the changes. 
D) train employees in the skills required for the change process. 
E) refreeze the desired conditions in the organization.

Question 5

The four stages of appreciative inquiry, in order, are:

Accepted Answer

A) problem identification, envisioning, choosing the best solution, and appreciating. 
B) initiating dialogue, innovating, creating, and appreciating. 
C) problem identification, causal analysis, recommended solutions, and choosing the best solution. 
D) discovery, dreaming, designing, and delivering. 
E) problem identification, envisioning, performing, and evaluating. 
A) problem identification, envisioning, choosing the best solution, and appreciating. 
B) initiating dialogue, innovating, creating, and appreciating. 
C) problem identification, causal analysis, recommended solutions, and choosing the best solution. 
D) discovery, dreaming, designing, and delivering. 
E) problem identification, envisioning, performing, and evaluating.

Question 6

In organizational change, unfreezing may occur by:

Accepted Answer

A) increasing the restraining forces. 
B) increasing the driving forces. 
C) reducing the urgency to change. 
D) changing individuals in key positions. 
E) reducing the pace of the change. 
A) increasing the restraining forces. 
B) increasing the driving forces. 
C) reducing the urgency to change. 
D) changing individuals in key positions. 
E) reducing the pace of the change.

Question 7

Explain at least three reasons that employees resist change.

Accepted Answer

Students may answer this question by des

Question 8

Using the action research model instead of the other models such as the parallel learning approach enables an organization to eliminate the threat of violating individual privacy rights.

Accepted Answer

A) True 
 B)False

Question 9

Coercion should never be used to manage change in organizations.

Accepted Answer

A) True 
 B)False

Question 10

Some change experts recommend introducing rapid change when the organization wants to overhaul a system quickly and decisively.

Accepted Answer

A) True 
 B)False

Question 11

Which of the following strategies to reduce the restraining forces should be used only if all other strategies fail?

Accepted Answer

A) Coercion 
B) Negotiation 
C) Stress management 
D) Communication 
E) Training 
A) Coercion 
B) Negotiation 
C) Stress management 
D) Communication 
E) Training

Question 12

Negotiation and coercion are necessary for people who will clearly gain something from the change and in cases where the speed of change is critical.

Accepted Answer

A) True 
 B)False

Question 13

In order to bring about a change in a particular organization, employees need to break old routines and adopt new role patterns.The stress management strategy is best suited for this situation.

Accepted Answer

A) True 
 B)False

Question 14

Unfreezing occurs when the driving forces are weaker than the restraining forces.

Accepted Answer

A) True 
 B)False

Question 15

Bezel Systems is introducing a few organization-wide changes.A coalition of employees will clearly lose out from the proposed changes and they have enough power to cause the change effort to fail.Assuming that the change effort can proceed slowly and cost is not an issue, the preferred strategy for dealing with this resistance to change is:

Accepted Answer

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

Question 16

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 such as this is:

Accepted Answer

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

Question 17

One reason why employees typically resist change is that they dislike predictable role patterns.

Accepted Answer

A) True 
 B)False

Question 18

When employees apply a cost-benefit analysis to a potential change, they consider only their own self-interest.

Accepted Answer

A) True 
 B)False

Question 19

A parallel learning structure:

Accepted Answer

A) is a feature of all organizational change interventions. 
B) includes highly participative teams constructed alongside the formal organizational hierarchy. 
C) exists in organizations where employees are located in two or more buildings. 
D) is mostly comprised of senior management and some professional staff members. 
E) includes a specialized team of experts who possess the necessary skills to monitor the change process. 
A) is a feature of all organizational change interventions. 
B) includes highly participative teams constructed alongside the formal organizational hierarchy. 
C) exists in organizations where employees are located in two or more buildings. 
D) is mostly comprised of senior management and some professional staff members. 
E) includes a specialized team of experts who possess the necessary skills to monitor the change process.

Question 20

Customer feedback provides a human element that can energize employees to change their current behavior patterns.

Accepted Answer

A) True 
 B)False

The best way to manage resistance to change among those who will clearly lose out from the change is to introduce coercion practices.

A unique feature of appreciative inquiry is that it breaks away from the problem-solving mentality by reframing relationships around what is positive and possible.

Increasing the driving forces and reducing the restraining forces tends to:

In organizational change, future search conferences are used mainly to:

The four stages of appreciative inquiry, in order, are:

In organizational change, unfreezing may occur by:

Explain at least three reasons that employees resist change.

Using the action research model instead of the other models such as the parallel learning approach enables an organization to eliminate the threat of violating individual privacy rights.

Coercion should never be used to manage change in organizations.

Some change experts recommend introducing rapid change when the organization wants to overhaul a system quickly and decisively.

Which of the following strategies to reduce the restraining forces should be used only if all other strategies fail?

Negotiation and coercion are necessary for people who will clearly gain something from the change and in cases where the speed of change is critical.

In order to bring about a change in a particular organization, employees need to break old routines and adopt new role patterns.The stress management strategy is best suited for this situation.

Unfreezing occurs when the driving forces are weaker than the restraining forces.

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 such as this is:

One reason why employees typically resist change is that they dislike predictable role patterns.

When employees apply a cost-benefit analysis to a potential change, they consider only their own self-interest.

A parallel learning structure:

Customer feedback provides a human element that can energize employees to change their current behavior patterns.

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and 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

The best way to manage resistance to change among those who will clearly lose out from the change is to introduce coercion practices.

A unique feature of appreciative inquiry is that it breaks away from the problem-solving mentality by reframing relationships around what is positive and possible.

Increasing the driving forces and reducing the restraining forces tends to:

In organizational change, future search conferences are used mainly to:

The four stages of appreciative inquiry, in order, are:

In organizational change, unfreezing may occur by:

Explain at least three reasons that employees resist change.

Using the action research model instead of the other models such as the parallel learning approach enables an organization to eliminate the threat of violating individual privacy rights.

Coercion should never be used to manage change in organizations.

Some change experts recommend introducing rapid change when the organization wants to overhaul a system quickly and decisively.

Which of the following strategies to reduce the restraining forces should be used only if all other strategies fail?

Negotiation and coercion are necessary for people who will clearly gain something from the change and in cases where the speed of change is critical.

In order to bring about a change in a particular organization, employees need to break old routines and adopt new role patterns.The stress management strategy is best suited for this situation.

Unfreezing occurs when the driving forces are weaker than the restraining forces.

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 such as this is:

One reason why employees typically resist change is that they dislike predictable role patterns.

When employees apply a cost-benefit analysis to a potential change, they consider only their own self-interest.

A parallel learning structure:

Customer feedback provides a human element that can energize employees to change their current behavior patterns.

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Filters