Question 1

The concepts of unfreezing and refreezing the system are mainly represented in:

Accepted Answer

A) Lewis's reaction research model. 
B) Lewin's force field model. 
C) appreciative inquiry. 
D) customer-driven change. 
E) the diffusion of change process. 
A) Lewis's reaction research model. 
B) Lewin's force field model. 
C) appreciative inquiry. 
D) customer-driven change. 
E) the diffusion of change process.

Question 2

Action research is a highly ___________ process.

Accepted Answer

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

Question 3

One of the main advantages of quantum change is that it is less risky than incremental change.

Accepted Answer

A) True 
 B)False

Question 4

What do parallel learning structure and future search events have in common?

Accepted Answer

A) Both focus on opportunities,not problems. 
B) Both are unethical practices. 
C) Both encourage employee involvement in the change process. 
D) Both rely on technology to facilitate change through an external consultant. 
E) Action research and search conferences have nothing in common because they are opposite practices. 
A) Both focus on opportunities,not problems. 
B) Both are unethical practices. 
C) Both encourage employee involvement in the change process. 
D) Both rely on technology to facilitate change through an external consultant. 
E) Action research and search conferences have nothing in common because they are opposite practices.

Question 5

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

Accepted Answer

The answer to this has two parts.First,s

Question 6

Which of the following practices tend to make it more difficult to bring about organizational change?

Accepted Answer

A) Appreciative inquiry 
B) Large group interventions 
C) Action research 
D) All of these make organizational change more difficult. 
E) None of these makes organizational change more difficult. 
A) Appreciative inquiry 
B) Large group interventions 
C) Action research 
D) All of these make organizational change more difficult. 
E) None of these makes organizational change more difficult.

Question 7

The parallel learning approach model,built on the idea of collecting information from organizational members,raises concerns about the risk of violating individual privacy rights.

Accepted Answer

A) True 
 B)False

Question 8

The fourth principle of appreciative inquiry is called the poetic principle.

Accepted Answer

A) True 
 B)False

Question 9

In force field analysis,stability occurs when the driving forces and restraining forces are roughly of equal strength in opposite directions.

Accepted Answer

A) True 
 B)False

Question 10

Direct costs,fear of the unknown,and incongruent organizational systems are all sources of resistance to change.

Accepted Answer

A) True 
 B)False

Question 11

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

Accepted Answer

A) reduce the likelihood of change. 
B) unfreeze the status quo. 
C) create an urgency to change. 
D) decrease environmental stability. 
E) have none of these effects. 
A) reduce the likelihood of change. 
B) unfreeze the status quo. 
C) create an urgency to change. 
D) decrease environmental stability. 
E) have none of these effects.

Question 12

According to the force field analysis model,what is the best strategy to move the status quo to a desired state?

Accepted Answer

The best strategy is to reduce the restr

Question 13

Action research takes the view that organizational change is all about bringing about real change,not testing theory.

Accepted Answer

A) True 
 B)False

Question 14

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 15

Diffusion of change is more likely to occur when employees are confused about their roles.

Accepted Answer

A) True 
 B)False

Question 16

Until recently,employees at a regional building of a large telephone company were throwing out nearly two tons of rubbish every day.To reduce the amount of waste at the 12-storey building,a special task force was set up consisting of respected employees representing most areas within the building.The task force reviewed practices in other organizations and developed action plans to implement the changes.Employees received weekly information via email during the two months before the program started about what changes they should expect.Employees attended special sessions that showed them how to reduce paper waste by using both sides of paper,using scrap paper as memo pads,reusing office envelopes and relying more on email and voice mail than written memos.A special telephone hotline was set up so that employees could get answers to questions about recycling and ease their concerns about the change.The program also created barriers to wasteful behavior.Paper towels were replaced with electric hand dryers in the washrooms.Styrofoam cups were replaced with reusable mugs at each employee's desk.Wastepaper baskets in each cubicle were removed.In their place,employees were given tiny reusable bags to carry non-recyclables to specially marked trash cans located elsewhere in the building.The task force monitored waste every week and displayed the results on a large graph in the building entrance.What strategies did this company use to minimize resistance to change?

Accepted Answer

This true incident at a telephone compan

Question 17

Which of the following strategies for minimizing resistance to change should be used when all other strategies are ineffective?

Accepted Answer

A) Coercion 
B) Negotiation 
C) Stress management 
D) Abandonment of change 
E) Indoctrination 
A) Coercion 
B) Negotiation 
C) Stress management 
D) Abandonment of change 
E) Indoctrination

Question 18

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 19

The philosophy of positive organizational behaviour provided a deep grounding for:

Accepted Answer

A) parallel learning structures. 
B) action research. 
C) appreciative inquiry. 
D) force field analysis. 
E) Positive organizational behaviour is deeply grounded in none of these practices. 
A) parallel learning structures. 
B) action research. 
C) appreciative inquiry. 
D) force field analysis. 
E) Positive organizational behaviour is deeply grounded in none of these practices.

Question 20

The textbook suggests that resistance to change represents:

Accepted Answer

A) a resource rather than an impediment to change. 
B) incidents in which employees are happy with the status quo and do not want any change in their organization. 
C) the change agent's distorted perceptions of employee behavior based on their own doubts about the success of the change process. 
D) indications that change is not required in the organization. 
E) Resistance to change represents all of these statements. 
A) a resource rather than an impediment to change. 
B) incidents in which employees are happy with the status quo and do not want any change in their organization. 
C) the change agent's distorted perceptions of employee behavior based on their own doubts about the success of the change process. 
D) indications that change is not required in the organization. 
E) Resistance to change represents all of these statements.

The concepts of unfreezing and refreezing the system are mainly represented in:

Action research is a highly ___________ process.

One of the main advantages of quantum change is that it is less risky than incremental change.

What do parallel learning structure and future search events have in common?

Which of the following practices tend to make it more difficult to bring about organizational change?

The parallel learning approach model,built on the idea of collecting information from organizational members,raises concerns about the risk of violating individual privacy rights.

The fourth principle of appreciative inquiry is called the poetic principle.

In force field analysis,stability occurs when the driving forces and restraining forces are roughly of equal strength in opposite directions.

Direct costs,fear of the unknown,and incongruent organizational systems are all sources of resistance to change.

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

According to the force field analysis model,what is the best strategy to move the status quo to a desired state?

Action research takes the view that organizational change is all about bringing about real change,not testing theory.

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

Diffusion of change is more likely to occur when employees are confused about their roles.

Which of the following strategies for minimizing resistance to change should be used when all other strategies are ineffective?

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.

The philosophy of positive organizational behaviour provided a deep grounding for:

The textbook suggests that resistance to change represents:

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 concepts of unfreezing and refreezing the system are mainly represented in:

Action research is a highly ___________ process.

One of the main advantages of quantum change is that it is less risky than incremental change.

What do parallel learning structure and future search events have in common?

Which of the following practices tend to make it more difficult to bring about organizational change?

The parallel learning approach model,built on the idea of collecting information from organizational members,raises concerns about the risk of violating individual privacy rights.

The fourth principle of appreciative inquiry is called the poetic principle.

In force field analysis,stability occurs when the driving forces and restraining forces are roughly of equal strength in opposite directions.

Direct costs,fear of the unknown,and incongruent organizational systems are all sources of resistance to change.

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

According to the force field analysis model,what is the best strategy to move the status quo to a desired state?

Action research takes the view that organizational change is all about bringing about real change,not testing theory.

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

Diffusion of change is more likely to occur when employees are confused about their roles.

Which of the following strategies for minimizing resistance to change should be used when all other strategies are ineffective?

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.

The philosophy of positive organizational behaviour provided a deep grounding for:

The textbook suggests that resistance to change represents:

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