Question 1

Discovery,dreaming,and delivering are the first three stages of appreciative inquiry.

Accepted Answer

A) True 
 B)False

Question 2

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

Accepted Answer

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

Question 3

Which of the following helps to refreeze the desired change?

Accepted Answer

A) Altering reward systems to reinforce the new behaviours and attitudes rather than previous practices. 
B) Recalibrating feedback systems so that they focus on the new priorities and performance goals. 
C) Providing information and support to reaffirm the new practices. 
D) Establishing team norms that are compatible with the change. 
E) All of these can refreeze the desired changE. 
A) Altering reward systems to reinforce the new behaviours and attitudes rather than previous practices. 
B) Recalibrating feedback systems so that they focus on the new priorities and performance goals. 
C) Providing information and support to reaffirm the new practices. 
D) Establishing team norms that are compatible with the change. 
E) All of these can refreeze the desired changE.

Question 4

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 5

Firing people and other forms of coercion are sometimes necessary to achieve change.

Accepted Answer

A) True 
 B)False

Question 6

The action research approach to organizational change states:

Accepted Answer

A) that change interventions should be well-established rather than experimental. 
B) that change is a combination of luck and past experience. 
C) that the change process should focus on the positive by ignoring the problems. 
D) that change is most effective when controlled and decided exclusively by top management. 
E) The action research approach states none of thesE. 
A) that change interventions should be well-established rather than experimental. 
B) that change is a combination of luck and past experience. 
C) that the change process should focus on the positive by ignoring the problems. 
D) that change is most effective when controlled and decided exclusively by top management. 
E) The action research approach states none of thesE.

Question 7

Employees tend to resist change when:

Accepted Answer

A) they work in a place where rewards and other control systems are incongruent with the new state of affairs. 
B) they perceive that the new state of affairs will have higher direct costs or lower benefits than the existing situation. 
C) they prefer to stay in their comfort zones rather than invest time and energy leaning new role patterns. 
D) All of these may cause resistance to change. 
E) None of these causes resistance to changE. 
A) they work in a place where rewards and other control systems are incongruent with the new state of affairs. 
B) they perceive that the new state of affairs will have higher direct costs or lower benefits than the existing situation. 
C) they prefer to stay in their comfort zones rather than invest time and energy leaning new role patterns. 
D) All of these may cause resistance to change. 
E) None of these causes resistance to changE.

Question 8

To minimize resistance to change,change agents need to reduce the restraining forces and increase the driving forces.

Accepted Answer

A) True 
 B)False

Question 9

The first step in appreciative inquiry is dreaming,in which participants envision what might be possible in an ideal organization.

Accepted Answer

A) True 
 B)False

Question 10

Comment on the accuracy of the following statement and explain your answer.
"Rewards,information technology,and other organizational systems can both assist and impede organizational change."

Accepted Answer

This statement is generally TRUE.Organiz

Question 11

The urgency for change must always be initiated from a problem-oriented perspective in order to be effective.

Accepted Answer

A) True 
 B)False

Question 12

Fear of the unknown usually motivates employees to support organizational change,because maintaining the status quo would be worse.

Accepted Answer

A) True 
 B)False

Question 13

Employee resistance to change is a dysfunctional and irrational response to a desirable initiative which should be eliminated in modern organizations.

Accepted Answer

A) True 
 B)False

Question 14

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) reducing the restraining forces. 
E) both increasing the driving forces AND reducing the restraining forces. 
A) increasing the restraining forces. 
B) increasing the driving forces. 
C) reducing the urgency to change. 
D) reducing the restraining forces. 
E) both increasing the driving forces AND reducing the restraining forces.

Question 15

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 16

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

Accepted Answer

A) True 
 B)False

Question 17

People sometimes resist change because they lack confidence.

Accepted Answer

A) True 
 B)False

Question 18

Decreasing the driving forces and increasing the restraining forces:

Accepted Answer

A) are the main recommendations of appreciative inquiry. 
B) makes the change process easier to implement. 
C) represents the first step in the change process. 
D) give the change agent more power in the change process. 
E) are related to none of these statements. 
A) are the main recommendations of appreciative inquiry. 
B) makes the change process easier to implement. 
C) represents the first step in the change process. 
D) give the change agent more power in the change process. 
E) are related to none of these statements.

Question 19

Outline the organizational change process based on the action research approach.

Accepted Answer

The action research process begins by es

Question 20

Many organizational change practices are built around Western cultural assumptions and values.

Accepted Answer

A) True 
 B)False

Discovery,dreaming,and delivering are the first three stages of appreciative inquiry.

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

Which of the following helps to refreeze the desired change?

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.

Firing people and other forms of coercion are sometimes necessary to achieve change.

The action research approach to organizational change states:

Employees tend to resist change when:

To minimize resistance to change,change agents need to reduce the restraining forces and increase the driving forces.

The first step in appreciative inquiry is dreaming,in which participants envision what might be possible in an ideal organization.

Comment on the accuracy of the following statement and explain your answer. "Rewards,information technology,and other organizational systems can both assist and impede organizational change."

The urgency for change must always be initiated from a problem-oriented perspective in order to be effective.

Fear of the unknown usually motivates employees to support organizational change,because maintaining the status quo would be worse.

Employee resistance to change is a dysfunctional and irrational response to a desirable initiative which should be eliminated in modern organizations.

In organizational change,unfreezing may occur by:

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.

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

People sometimes resist change because they lack confidence.

Decreasing the driving forces and increasing the restraining forces:

Outline the organizational change process based on the action research approach.

Many organizational change practices are built around Western cultural assumptions and values.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, 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 Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Filters

Exam 15: Organizational Change

Discovery,dreaming,and delivering are the first three stages of appreciative inquiry.

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

Which of the following helps to refreeze the desired change?

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.

Firing people and other forms of coercion are sometimes necessary to achieve change.

The action research approach to organizational change states:

Employees tend to resist change when:

To minimize resistance to change,change agents need to reduce the restraining forces and increase the driving forces.

The first step in appreciative inquiry is dreaming,in which participants envision what might be possible in an ideal organization.

Comment on the accuracy of the following statement and explain your answer. "Rewards,information technology,and other organizational systems can both assist and impede organizational change."

The urgency for change must always be initiated from a problem-oriented perspective in order to be effective.

Fear of the unknown usually motivates employees to support organizational change,because maintaining the status quo would be worse.

Employee resistance to change is a dysfunctional and irrational response to a desirable initiative which should be eliminated in modern organizations.

In organizational change,unfreezing may occur by:

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.

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

People sometimes resist change because they lack confidence.

Decreasing the driving forces and increasing the restraining forces:

Outline the organizational change process based on the action research approach.

Many organizational change practices are built around Western cultural assumptions and values.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, 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 Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Filters