Question 1

Which organizational change intervention is best known for its problem-solving approach to change?

Accepted Answer

A) Paralegal learning structures 
B) Process consultation 
C) Force field analysis 
D) Action research 
E) Appreciative inquiry 
A) Paralegal learning structures 
B) Process consultation 
C) Force field analysis 
D) Action research 
E) Appreciative inquiry

Question 2

According to force field analysis,the preferred strategy for unfreezing the status quo is to:

Accepted Answer

A) remove the driving forces for change. 
B) introduce parallel learning structures. 
C) increase the driving forces and reduce or remove the restraining forces. 
D) increase the driving and restraining forces. 
E) strengthen existing systems and team dynamics. 
A) remove the driving forces for change. 
B) introduce parallel learning structures. 
C) increase the driving forces and reduce or remove the restraining forces. 
D) increase the driving and restraining forces. 
E) strengthen existing systems and team dynamics.

Question 3

To reduce the restraining forces,which of the following should be applied in the most logical order presented?

Accepted Answer

A) Negotiate,involve,and communicate 
B) Coerce,negotiate,and manage stress 
C) Learn,involve,and communicate 
D) Communicate,learn,and involve 
E) Coerce,involve,and negotiate 
A) Negotiate,involve,and communicate 
B) Coerce,negotiate,and manage stress 
C) Learn,involve,and communicate 
D) Communicate,learn,and involve 
E) Coerce,involve,and negotiate

Question 4

What value do future search conferences have in the context of organizational change?

Accepted Answer

A) They are an effective form of coercion so that employees agree to abide by the change process. 
B) They mainly select the best person to serve as the change agent for the process. 
C) They generate a collective vision about the organization and its future. 
D) They interfere with the change process and therefore should be avoided whenever possible. 
E) They are mainly a forum whereby senior executives can tell employees about their future corporate plans. 
A) They are an effective form of coercion so that employees agree to abide by the change process. 
B) They mainly select the best person to serve as the change agent for the process. 
C) They generate a collective vision about the organization and its future. 
D) They interfere with the change process and therefore should be avoided whenever possible. 
E) They are mainly a forum whereby senior executives can tell employees about their future corporate plans.

Question 5

A large hotel is experiencing conflict and organizational politics among its managers.The hotel's customer service ratings are suffering,so 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 hotel wants to apply the appreciative inquiry process to improve this situation.Describe the four stages of appreciative inquiry and describe what should happen in each stage.Be sure that your answer describes the appreciative inquiry process in the context of this hotel.

Accepted Answer

Students answering this should provide m

Question 6

Which of the following statements about organizational change interventions is FALSE?

Accepted Answer

A) Ethical issues are rarely a concern with organizational change interventions. 
B) Organizational change activities that work well in North America may not work as well in Asia. 
C) Organizational change techniques in North America view change as linear,punctuated by tension and conflict. 
D) Organizational change interventions that encourage open dialogue and conflict tend to work better in cultures with low power distance and low collectivism. 
E) Organizational change interventions that encourage open dialogue and conflict may threaten individual privacy rights. 
A) Ethical issues are rarely a concern with organizational change interventions. 
B) Organizational change activities that work well in North America may not work as well in Asia. 
C) Organizational change techniques in North America view change as linear,punctuated by tension and conflict. 
D) Organizational change interventions that encourage open dialogue and conflict tend to work better in cultures with low power distance and low collectivism. 
E) Organizational change interventions that encourage open dialogue and conflict may threaten individual privacy rights.

Question 7

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 8

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 9

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 10

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 work in two or more buildings. 
D) is mostly comprised of senior management and some professional staff members. 
E) All of these statements describe a parallel learning structurE. 
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 work in two or more buildings. 
D) is mostly comprised of senior management and some professional staff members. 
E) All of these statements describe a parallel learning structurE.

Question 11

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 12

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 counselling. 
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 counselling. 
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 13

Large group interventions minimize resistance to change mainly as a form of employee involvement.

Accepted Answer

A) True 
 B)False

Question 14

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 in this situation?

Accepted Answer

A) Stop trying to convince employees that they should change. 
B) Keep pushing employees to change even though they don't see the need to change. 
C) Threaten to fire employees who do not become more customer-friendly. 
D) Find information in the external environment indicating that the company's dominant position will be threatened unless they become more customer-friendly. 
E) Do none of these things. 
A) Stop trying to convince employees that they should change. 
B) Keep pushing employees to change even though they don't see the need to change. 
C) Threaten to fire employees who do not become more customer-friendly. 
D) Find information in the external environment indicating that the company's dominant position will be threatened unless they become more customer-friendly. 
E) Do none of these things.

Question 15

Unfreezing occurs by making the driving forces stronger than the restraining forces.

Accepted Answer

A) True 
 B)False

Question 16

One of the concerns with future search meetings is that they generate high expectations about an ideal future state that are difficult to satisfy in practice.

Accepted Answer

A) True 
 B)False

Question 17

Which approach to organizational change explicitly embraces the dual philosophy that change is both applied change and theory testing?

Accepted Answer

A) Appreciative inquiry 
B) Search conferences 
C) Parallel learning structures 
D) All of these embrace this dual philosophy. 
E) None of these embraces this dual philosophy. 
A) Appreciative inquiry 
B) Search conferences 
C) Parallel learning structures 
D) All of these embrace this dual philosophy. 
E) None of these embraces this dual philosophy.

Question 18

The textbook describes several strategies to initiate change.Which two of these strategies should be applied when every other strategy has failed?

Accepted Answer

A) Communication and negotiation 
B) Coercion and negotiation 
C) Stress management and employee involvement 
D) Coercion and stress management 
E) Learning and communication 
A) Communication and negotiation 
B) Coercion and negotiation 
C) Stress management and employee involvement 
D) Coercion and stress management 
E) Learning and communication

Question 19

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 20

Creating an urgency to change is most closely associated with:

Accepted Answer

A) the delivering stage of appreciative inquiry. 
B) the final stage of a search conference. 
C) the process of reducing the restraining forces. 
D) the process of increasing the driving forces. 
E) refreezing the desired conditions. 
A) the delivering stage of appreciative inquiry. 
B) the final stage of a search conference. 
C) the process of reducing the restraining forces. 
D) the process of increasing the driving forces. 
E) refreezing the desired conditions.

Which organizational change intervention is best known for its problem-solving approach to change?

According to force field analysis,the preferred strategy for unfreezing the status quo is to:

To reduce the restraining forces,which of the following should be applied in the most logical order presented?

What value do future search conferences have in the context of organizational change?

Which of the following statements about organizational change interventions is FALSE?

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

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

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

A parallel learning structure:

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

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

Large group interventions minimize resistance to change mainly as a form of employee involvement.

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 in this situation?

Unfreezing occurs by making the driving forces stronger than the restraining forces.

One of the concerns with future search meetings is that they generate high expectations about an ideal future state that are difficult to satisfy in practice.

Which approach to organizational change explicitly embraces the dual philosophy that change is both applied change and theory testing?

The textbook describes several strategies to initiate change.Which two of these strategies should be applied when every other strategy has failed?

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

Creating an urgency to change is most closely associated with:

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

Which organizational change intervention is best known for its problem-solving approach to change?

According to force field analysis,the preferred strategy for unfreezing the status quo is to:

To reduce the restraining forces,which of the following should be applied in the most logical order presented?

What value do future search conferences have in the context of organizational change?

Which of the following statements about organizational change interventions is FALSE?

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

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

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

A parallel learning structure:

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

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

Large group interventions minimize resistance to change mainly as a form of employee involvement.

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 in this situation?

Unfreezing occurs by making the driving forces stronger than the restraining forces.

One of the concerns with future search meetings is that they generate high expectations about an ideal future state that are difficult to satisfy in practice.

Which approach to organizational change explicitly embraces the dual philosophy that change is both applied change and theory testing?

The textbook describes several strategies to initiate change.Which two of these strategies should be applied when every other strategy has failed?

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

Creating an urgency to change is most closely associated with:

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