Question 1

When encountering resistance,change agents should view it as a resource,rather than an impediment to their change effort.

Accepted Answer

A) True 
 B)False

Question 2

Organizational diagnosis involves collecting and interpreting data about an ongoing system and feeding this data back to the client.

Accepted Answer

A) True 
 B)False

Question 3

Diffusion of change is more likely to succeed if some people who have worked under the new system are moved to other areas of the organization.

Accepted Answer

A) True 
 B)False

Question 4

Appreciative inquiry is deeply grounded in the emerging philosophy of positive organizational behaviour.

Accepted Answer

A) True 
 B)False

Question 5

ACME Building Supplies is about to introduce a new customer service program that will affect all of its 200 sales and service employees.Job duties will be changed and the employee reward system will be altered to fit this new customer focus.Moreover,the company wants to improve the efficiency of work processes,thereby removing some of the comfortable (and often leisurely)routines that employees have followed over the years.Describe three types of forces resisting change that the company will potentially experience during this change process.

Accepted Answer

Students may answer this by describing a

Question 6

Which of the following is NOT an effective strategy to unfreeze the status quo?

Accepted Answer

A) Educating employees about the change effort. 
B) Strengthening existing team norms and organizational systems. 
C) Encouraging employees to participate in the change process. 
D) Providing formal stress management programs to help employees to cope with the change. 
E) Negotiating alternative benefits for employees who will clearly lose out by the change. 
A) Educating employees about the change effort. 
B) Strengthening existing team norms and organizational systems. 
C) Encouraging employees to participate in the change process. 
D) Providing formal stress management programs to help employees to cope with the change. 
E) Negotiating alternative benefits for employees who will clearly lose out by the change.

Question 7

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

Accepted Answer

A) True 
 B)False

Question 8

Suppose that a coalition of employees will clearly lose out from the change and they have enough power to scuttle the change effort.Assuming that the change effort can proceed slowly,the preferred strategy for dealing with this type of 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 9

The highest priority and first strategy required for any organizational change is to:

Accepted Answer

A) fire several senior executives in the organization. 
B) introduce stress management counseling. 
C) train employees who do not possess the skills required under the new conditions. 
D) communicate the need for change and keep employees informed about what they can expect from the change effort. 
E) negotiate a new set of relations among those who will clearly lose out from the change. 
A) fire several senior executives in the organization. 
B) introduce stress management counseling. 
C) train employees who do not possess the skills required under the new conditions. 
D) communicate the need for change and keep employees informed about what they can expect from the change effort. 
E) negotiate a new set of relations among those who will clearly lose out from the change.

Question 10

People sometimes resist change because they have concerns about the process of change itself.

Accepted Answer

A) True 
 B)False

Question 11

The main objective of force field analysis is to help change agents to:

Accepted Answer

A) identify ways to force employees to change their behavior. 
B) find ways to increase the driving forces for change. 
C) diagnose the situation better by understanding the driving and restrain proposed organizational change. 
D) determine whether change is necessary at all. 
E) do none of these things. 
A) identify ways to force employees to change their behavior. 
B) find ways to increase the driving forces for change. 
C) diagnose the situation better by understanding the driving and restrain proposed organizational change. 
D) determine whether change is necessary at all. 
E) do none of these things.

Question 12

In the organizational change process,a strategic vision:

Accepted Answer

A) tends to confuse employees and increase resistance to change. 
B) should be applied only when all other change management approaches have failed. 
C) minimizes fear of the unknown and clarifies which behaviours are required. 
D) represents the second stage of action research. 
E) Strategic vision is not relevant to the change process. 
A) tends to confuse employees and increase resistance to change. 
B) should be applied only when all other change management approaches have failed. 
C) minimizes fear of the unknown and clarifies which behaviours are required. 
D) represents the second stage of action research. 
E) Strategic vision is not relevant to the change process.

Question 13

Employee resistance to change most often takes the form of overt work behaviours.

Accepted Answer

A) True 
 B)False

Question 14

Future search events minimize resistance to change mainly as a form of employee involvement.

Accepted Answer

A) True 
 B)False

Question 15

Which of the following statements about the force field model is TRUE?

Accepted Answer

A) It is equally applicable in any cultural setting. 
B) It views change as linear. 
C) It views change as continuous and cyclical by nature. 
D) The model has no inherent cultural dimensions. 
E) Both "A" and "D" are true. 
A) It is equally applicable in any cultural setting. 
B) It views change as linear. 
C) It views change as continuous and cyclical by nature. 
D) The model has no inherent cultural dimensions. 
E) Both "A" and "D" are true.

Question 16

In organizational change,future search events mainly:

Accepted Answer

A) coerce employees to accept the change. 
B) involve employees and build commitment to the change process. 
C) give executives the 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. 
A) coerce employees to accept the change. 
B) involve employees and build commitment to the change process. 
C) give executives the 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.

Question 17

A major consumer-products company wanted to create a more entrepreneurial and marketing-oriented culture.After failing to bring about the change through middle management,senior executives worked directly with selected teams of front-line employees.These teams,which represented each area of the organization,worked on special projects outside the normal organizational structure.This intervention is closest to which organizational change strategy?

Accepted Answer

A) Appreciative inquiry 
B) Process consultation 
C) Parallel learning structures 
D) Action research 
E) Search conferences 
A) Appreciative inquiry 
B) Process consultation 
C) Parallel learning structures 
D) Action research 
E) Search conferences

Question 18

One problem with negotiation is that it tends to produce compliance rather than commitment to the change process.

Accepted Answer

A) True 
 B)False

Question 19

Coercion should never be used to manage change in organizations.

Accepted Answer

A) True 
 B)False

Question 20

One ethical concern with some organizational change programs is that they may threaten the employee's self-esteem.

Accepted Answer

A) True 
 B)False

When encountering resistance,change agents should view it as a resource,rather than an impediment to their change effort.

Organizational diagnosis involves collecting and interpreting data about an ongoing system and feeding this data back to the client.

Diffusion of change is more likely to succeed if some people who have worked under the new system are moved to other areas of the organization.

Appreciative inquiry is deeply grounded in the emerging philosophy of positive organizational behaviour.

Which of the following is NOT an effective strategy to unfreeze the status quo?

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

Suppose that a coalition of employees will clearly lose out from the change and they have enough power to scuttle the change effort.Assuming that the change effort can proceed slowly,the preferred strategy for dealing with this type of resistance to change is:

The highest priority and first strategy required for any organizational change is to:

People sometimes resist change because they have concerns about the process of change itself.

The main objective of force field analysis is to help change agents to:

In the organizational change process,a strategic vision:

Employee resistance to change most often takes the form of overt work behaviours.

Future search events minimize resistance to change mainly as a form of employee involvement.

Which of the following statements about the force field model is TRUE?

In organizational change,future search events mainly:

One problem with negotiation is that it tends to produce compliance rather than commitment to the change process.

Coercion should never be used to manage change in organizations.

One ethical concern with some organizational change programs is that they may threaten the employee's self-esteem.

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

When encountering resistance,change agents should view it as a resource,rather than an impediment to their change effort.

Organizational diagnosis involves collecting and interpreting data about an ongoing system and feeding this data back to the client.

Diffusion of change is more likely to succeed if some people who have worked under the new system are moved to other areas of the organization.

Appreciative inquiry is deeply grounded in the emerging philosophy of positive organizational behaviour.

Which of the following is NOT an effective strategy to unfreeze the status quo?

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

Suppose that a coalition of employees will clearly lose out from the change and they have enough power to scuttle the change effort.Assuming that the change effort can proceed slowly,the preferred strategy for dealing with this type of resistance to change is:

The highest priority and first strategy required for any organizational change is to:

People sometimes resist change because they have concerns about the process of change itself.

The main objective of force field analysis is to help change agents to:

In the organizational change process,a strategic vision:

Employee resistance to change most often takes the form of overt work behaviours.

Future search events minimize resistance to change mainly as a form of employee involvement.

Which of the following statements about the force field model is TRUE?

In organizational change,future search events mainly:

One problem with negotiation is that it tends to produce compliance rather than commitment to the change process.

Coercion should never be used to manage change in organizations.

One ethical concern with some organizational change programs is that they may threaten the employee's self-esteem.

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