Question 1

Which of the following is not one of the steps in Kurt Lewin's approach to learning?

Accepted Answer

A)  Unfreeze 
B)  Introduce change 
C)  Movement to new learning 
D)  Refreeze 
A)  Unfreeze 
B)  Introduce change 
C)  Movement to new learning 
D)  Refreeze B

Question 2

A coach is a knowledgeable individual who is committed to providing support to other,usually junior,organizational members.

Accepted Answer

A) True 
 B)False  False

Question 3

What is the ultimate goal of introspection?

Accepted Answer

A)  Learning 
B)  Improving self-confidence 
C)  Egolessness 
D)  Achieving a balance in life 
A)  Learning 
B)  Improving self-confidence 
C)  Egolessness 
D)  Achieving a balance in life C

Question 4

External change agents are temporary employees of the organization; they are typically engaged for _______________.

Accepted Answer

A)  the duration of the change process 
B)  a maximum of one year 
C)  six months or less 
D)  planning meetings only 
A)  the duration of the change process 
B)  a maximum of one year 
C)  six months or less 
D)  planning meetings only

Question 5

James Champy and Michael Hammer advocate an approach to structure and process that begins with _________________.

Accepted Answer

A)  behavioral considerations 
B)  a clear, blank sheet of paper 
C)  an employee involvement perspective 
D)  All of the above. 
A)  behavioral considerations 
B)  a clear, blank sheet of paper 
C)  an employee involvement perspective 
D)  All of the above.

Question 6

A necessary prerequisite to effective,lasting organizational change is _______________ change.

Accepted Answer

A)  technological 
B)  communications 
C)  individual 
D)  structural 
A)  technological 
B)  communications 
C)  individual 
D)  structural

Question 7

Appreciative inquiry is a method of focusing on positive or _______________ opportunities.

Accepted Answer

A)  negative 
B)  potential 
C)  profitable 
D)  missed 
A)  negative 
B)  potential 
C)  profitable 
D)  missed

Question 8

In Lewin's third step,reinforcement and locking in new behaviors and attitudes is accomplished through _______.

Accepted Answer

A)  rewards 
B)  recognition 
C)  training/orientation programs 
D)  All of the above. 
A)  rewards 
B)  recognition 
C)  training/orientation programs 
D)  All of the above.

Question 9

How might organizational change lead to cognitive dissonance?

Accepted Answer

Cognitive dissonance may be created beca

Question 10

If an organization is considering task and technological approaches to organizational change,what types of changes are they likely to make?

Accepted Answer

Task and technological approaches to org

Question 11

As they avoid anticipatory stress,changes that are imposed with little warning are not likely to be resisted by employees.

Accepted Answer

A) True 
 B)False

Question 12

Implementing a change that doesn't consider the constraints imposed by the prevailing conditions within the organization may amplify the problem that triggered the process.

Accepted Answer

A) True 
 B)False

Question 13

Internal forces for change can usually be traced to process and _______________ problems.

Accepted Answer

A)  behavioral 
B)  financial 
C)  management 
D)  training 
A)  behavioral 
B)  financial 
C)  management 
D)  training

Question 14

Tom Watson,Jr.,president of IBM from 1952 to 1971,identified all of the following as cornerstones of his firm's approach to business except:

Accepted Answer

A)  Respect each individual 
B)  Provide the best service possible to each customer 
C)  Make excellence a way of life 
D)  Merge work with fun whenever possible 
A)  Respect each individual 
B)  Provide the best service possible to each customer 
C)  Make excellence a way of life 
D)  Merge work with fun whenever possible

Question 15

Briefly describe the concept of organizational development.

Accepted Answer

Organizational development is

Question 16

What happens in Lewin's moving stage?

Accepted Answer

During the moving stage,employ

Question 17

Management attention and commitment to a change effort is typically only needed in its early stages as employees will generally be responsible for the implementation and success of the later steps in the process.

Accepted Answer

A) True 
 B)False

Question 18

A number of positive benefits to the organization have been identified as outcomes of mentoring programs.These include:

Accepted Answer

A)  Early identification of talent that might otherwise go unnoticed. 
B)  Sensing by mentors of employee attitudes and morale. 
C)  Transmission of informal organizational expectations. 
D)  All of the above. 
A)  Early identification of talent that might otherwise go unnoticed. 
B)  Sensing by mentors of employee attitudes and morale. 
C)  Transmission of informal organizational expectations. 
D)  All of the above.

Question 19

List five of the characteristics of learning organizations.

Accepted Answer

Any five of the following: 
(a)Open disc

Question 20

Within the context of the objectives of change and development activities,describe what is meant by depth of intervention.

Accepted Answer

Managers have a variety of change and de

Which of the following is not one of the steps in Kurt Lewin's approach to learning?

A coach is a knowledgeable individual who is committed to providing support to other,usually junior,organizational members.

What is the ultimate goal of introspection?

External change agents are temporary employees of the organization; they are typically engaged for _______________.

James Champy and Michael Hammer advocate an approach to structure and process that begins with _________________.

A necessary prerequisite to effective,lasting organizational change is _______________ change.

Appreciative inquiry is a method of focusing on positive or _______________ opportunities.

In Lewin's third step,reinforcement and locking in new behaviors and attitudes is accomplished through _______.

How might organizational change lead to cognitive dissonance?

If an organization is considering task and technological approaches to organizational change,what types of changes are they likely to make?

As they avoid anticipatory stress,changes that are imposed with little warning are not likely to be resisted by employees.

Implementing a change that doesn't consider the constraints imposed by the prevailing conditions within the organization may amplify the problem that triggered the process.

Internal forces for change can usually be traced to process and _______________ problems.

Tom Watson,Jr.,president of IBM from 1952 to 1971,identified all of the following as cornerstones of his firm's approach to business except:

Briefly describe the concept of organizational development.

What happens in Lewin's moving stage?

Management attention and commitment to a change effort is typically only needed in its early stages as employees will generally be responsible for the implementation and success of the later steps in the process.

A number of positive benefits to the organization have been identified as outcomes of mentoring programs.These include:

List five of the characteristics of learning organizations.

Within the context of the objectives of change and development activities,describe what is meant by depth of intervention.

Effective Managers Understand Organizational Behavior

International and Organizational Culture

Individual Differences at Work

Perceptions and Attributions

Motivation

Job Design and Performance

Evaluation and Rewards Influence Behavior

Managing Employee Behavior

Managing Individual Stress

Groups and Teams

Managing Conflict and Negotiations

Power and Politics

Communicating Effectively

Decision Making

Leadership

Organizational Structure and Design

Filters

Exam 17: Managing Organizational Change

Which of the following is not one of the steps in Kurt Lewin's approach to learning?

A coach is a knowledgeable individual who is committed to providing support to other,usually junior,organizational members.

What is the ultimate goal of introspection?

External change agents are temporary employees of the organization; they are typically engaged for _______________.

James Champy and Michael Hammer advocate an approach to structure and process that begins with _________________.

A necessary prerequisite to effective,lasting organizational change is _______________ change.

Appreciative inquiry is a method of focusing on positive or _______________ opportunities.

In Lewin's third step,reinforcement and locking in new behaviors and attitudes is accomplished through _______.

How might organizational change lead to cognitive dissonance?

If an organization is considering task and technological approaches to organizational change,what types of changes are they likely to make?

As they avoid anticipatory stress,changes that are imposed with little warning are not likely to be resisted by employees.

Implementing a change that doesn't consider the constraints imposed by the prevailing conditions within the organization may amplify the problem that triggered the process.

Internal forces for change can usually be traced to process and _______________ problems.

Tom Watson,Jr.,president of IBM from 1952 to 1971,identified all of the following as cornerstones of his firm's approach to business except:

Briefly describe the concept of organizational development.

What happens in Lewin's moving stage?

Management attention and commitment to a change effort is typically only needed in its early stages as employees will generally be responsible for the implementation and success of the later steps in the process.

A number of positive benefits to the organization have been identified as outcomes of mentoring programs.These include:

List five of the characteristics of learning organizations.

Within the context of the objectives of change and development activities,describe what is meant by depth of intervention.

Effective Managers Understand Organizational Behavior

International and Organizational Culture

Individual Differences at Work

Perceptions and Attributions

Motivation

Job Design and Performance

Evaluation and Rewards Influence Behavior

Managing Employee Behavior

Managing Individual Stress

Groups and Teams

Managing Conflict and Negotiations

Power and Politics

Communicating Effectively

Decision Making

Leadership

Organizational Structure and Design

Filters