Question 1

Learning increases employees' change self-efficacy.

Accepted Answer

A) True 
 B)False

Question 2

Senior executives at a large retail organization want employees to become more customer-friendly.Employees think they are serving customers well enough and the company is the dominant player in the market.What should the executives do to create an urgency to change in this situation?

Accepted Answer

A) Stop trying to convince employees that they should change their behavior and use other strategies to gain market share. 
B) Keep pushing employees to change even though they don't see the need to change and attempt to replace the existing change agent. 
C) Introduce punishments for employees who do not become more customer-friendly. 
D) Inform employees about the driving forces in the external environment indicating that the company's dominant position will be threatened unless they become more customer-friendly. 
E) Introduce a reward-punishment scheme to promote the change in the organization. 
A) Stop trying to convince employees that they should change their behavior and use other strategies to gain market share. 
B) Keep pushing employees to change even though they don't see the need to change and attempt to replace the existing change agent. 
C) Introduce punishments for employees who do not become more customer-friendly. 
D) Inform employees about the driving forces in the external environment indicating that the company's dominant position will be threatened unless they become more customer-friendly. 
E) Introduce a reward-punishment scheme to promote the change in the organization.

Question 3

Describe the ethical issues that arise from organizational change activities.

Accepted Answer

Some organizational change practices fac

Question 4

An important feature of parallel learning structures is that they operate within the existing organizational hierarchy.

Accepted Answer

A) True 
 B)False

Question 5

The force field analysis model states that stability is achieved only when the driving forces for change subside and are replaced by restraining forces acting in the same direction.

Accepted Answer

A) True 
 B)False

Question 6

Trendy Fashions Trendy Fashions, a large retail chain, is experiencing conflict and organizational politics among its managers.The company's customer service ratings are suffering and managers are pointing to other departments as the cause of the problem.The conflicts and politics are further contributing to the customer service problems.The CEO of this chain has just heard about the appreciative inquiry process and thinks this might be a good technique to use to improve this situation.He needs more information on this process.The CEO will need to know that the first step in his appreciative inquiry change effort will begin with:

Accepted Answer

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

Question 7

Practices such as action research avoid the use of management's power to induce compliance and conformity and is less likely to create ethical issues.

Accepted Answer

A) True 
 B)False

Question 8

The anticipatory principle emphasizes that:

Accepted Answer

A) conversations don't describe reality; they shape that reality. 
B) inquiry and change are simultaneous. 
C) organizations are open books. 
D) people are motivated and guided by the vision they see and believe in. 
E) focusing on the positive will improve success and well-being. 
A) conversations don't describe reality; they shape that reality. 
B) inquiry and change are simultaneous. 
C) organizations are open books. 
D) people are motivated and guided by the vision they see and believe in. 
E) focusing on the positive will improve success and well-being.

Question 9

ABC Corp.selected employees and managers from across the organization to find new ways to serve its customers.The team operated independently of the main organization and experimented with new service delivery approaches.This team is most similar to:

Accepted Answer

A) the sequential approach to organizational change. 
B) a parallel learning structure. 
C) the appreciative inquiry approach to organizational change. 
D) the process of diffusing organizational change. 
E) the process of creating an urgency to change. 
A) the sequential approach to organizational change. 
B) a parallel learning structure. 
C) the appreciative inquiry approach to organizational change. 
D) the process of diffusing organizational change. 
E) the process of creating an urgency to change.

Question 10

BusCorp.BusCorp.wants to introduce a new procedure to improve how customer requests are handled.This change will require employees to break old routines and adopt new role patterns.They decide to adopt two new programs, one in which employees learn how to work as teams as the company changes.The other involves forming task forces within the company to help determine new customer service practices.The formation of task forces to minimize resistance to change is known as:

Accepted Answer

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

Question 11

Subtle resistance is much more common than overt resistance.

Accepted Answer

A) True 
 B)False

Question 12

Resistance to change:

Accepted Answer

A) should be viewed as task conflict. 
B) refers to the fact that employees are happy with the status quo and can perform well only in the status quo. 
C) is the change agents' distorted perception of employee behavior based on their own doubts about the success of the change process. 
D) indicates that change is not required in the organization. 
E) is an impediment to change. 
A) should be viewed as task conflict. 
B) refers to the fact that employees are happy with the status quo and can perform well only in the status quo. 
C) is the change agents' distorted perception of employee behavior based on their own doubts about the success of the change process. 
D) indicates that change is not required in the organization. 
E) is an impediment to change.

Question 13

One way that communication minimizes resistance to change is by:

Accepted Answer

A) generating an urgency to change. 
B) encouraging negotiation. 
C) eliminating organizational politics. 
D) promoting speedy refreezing. 
E) encouraging stress management. 
A) generating an urgency to change. 
B) encouraging negotiation. 
C) eliminating organizational politics. 
D) promoting speedy refreezing. 
E) encouraging stress management.

Question 14

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

Accepted Answer

A) True 
 B)False

Question 15

Briefly describe the four stages in the Four-D model of appreciative inquiry.

Accepted Answer

Appreciative inquiry generally follows t

Question 16

One problem of the learning strategy has in minimizing resistance to change is that it:

Accepted Answer

A) tends to change people too quickly. 
B) leads to long-term antagonism with the change agent. 
C) creates compliance but not commitment to the change process. 
D) is a time-consuming process. 
E) attempts to change the drives instead of reducing the restraining forces. 
A) tends to change people too quickly. 
B) leads to long-term antagonism with the change agent. 
C) creates compliance but not commitment to the change process. 
D) is a time-consuming process. 
E) attempts to change the drives instead of reducing the restraining forces.

Question 17

Exposing employees to external forces can strengthen the urgency for change, but leaders often need to begin the change process before problems come knocking at the company's door.

Accepted Answer

A) True 
 B)False

Question 18

In the organizational change process, strategic visions:

Accepted Answer

A) could increase or decrease the resistance to change. 
B) should be suppressed as the change process might require an alternate strategy. 
C) could minimize fear of the unknown. 
D) form the second stage of action research. 
E) lead to negotiations between management and employees. 
A) could increase or decrease the resistance to change. 
B) should be suppressed as the change process might require an alternate strategy. 
C) could minimize fear of the unknown. 
D) form the second stage of action research. 
E) lead to negotiations between management and employees.

Question 19

Firing people is the least desirable way to change organizations.

Accepted Answer

A) True 
 B)False

Question 20

Which of the following organizational change activities adopts a "whole systems" perspective of the change process?

Accepted Answer

A) Large group interventions 
B) Action research 
C) Appreciative inquiry 
D) Force field analysis 
E) Parallel learning structures 
A) Large group interventions 
B) Action research 
C) Appreciative inquiry 
D) Force field analysis 
E) Parallel learning structures

Learning increases employees' change self-efficacy.

Senior executives at a large retail organization want employees to become more customer-friendly.Employees think they are serving customers well enough and the company is the dominant player in the market.What should the executives do to create an urgency to change in this situation?

Describe the ethical issues that arise from organizational change activities.

An important feature of parallel learning structures is that they operate within the existing organizational hierarchy.

The force field analysis model states that stability is achieved only when the driving forces for change subside and are replaced by restraining forces acting in the same direction.

Practices such as action research avoid the use of management's power to induce compliance and conformity and is less likely to create ethical issues.

The anticipatory principle emphasizes that:

ABC Corp.selected employees and managers from across the organization to find new ways to serve its customers.The team operated independently of the main organization and experimented with new service delivery approaches.This team is most similar to:

Subtle resistance is much more common than overt resistance.

Resistance to change:

One way that communication minimizes resistance to change is by:

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

Briefly describe the four stages in the Four-D model of appreciative inquiry.

One problem of the learning strategy has in minimizing resistance to change is that it:

Exposing employees to external forces can strengthen the urgency for change, but leaders often need to begin the change process before problems come knocking at the company's door.

In the organizational change process, strategic visions:

Firing people is the least desirable way to change organizations.

Which of the following organizational change activities adopts a "whole systems" perspective of the change process?

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

Learning increases employees' change self-efficacy.

Senior executives at a large retail organization want employees to become more customer-friendly.Employees think they are serving customers well enough and the company is the dominant player in the market.What should the executives do to create an urgency to change in this situation?

Describe the ethical issues that arise from organizational change activities.

An important feature of parallel learning structures is that they operate within the existing organizational hierarchy.

The force field analysis model states that stability is achieved only when the driving forces for change subside and are replaced by restraining forces acting in the same direction.

Practices such as action research avoid the use of management's power to induce compliance and conformity and is less likely to create ethical issues.

The anticipatory principle emphasizes that:

ABC Corp.selected employees and managers from across the organization to find new ways to serve its customers.The team operated independently of the main organization and experimented with new service delivery approaches.This team is most similar to:

Subtle resistance is much more common than overt resistance.

Resistance to change:

One way that communication minimizes resistance to change is by:

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

Briefly describe the four stages in the Four-D model of appreciative inquiry.

One problem of the learning strategy has in minimizing resistance to change is that it:

Exposing employees to external forces can strengthen the urgency for change, but leaders often need to begin the change process before problems come knocking at the company's door.

In the organizational change process, strategic visions:

Firing people is the least desirable way to change organizations.

Which of the following organizational change activities adopts a "whole systems" perspective of the change process?

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