Question 1

Resistance to organizational change may be caused by:

Accepted Answer

A)  employee perceptions that the new conditions have higher costs and fewer benefits for them. 
B)  the psychological cost of uncertainty about the personal risks involved in the change. 
C)  employees wanting to prove that change effort won't work because they dislike the change agent or the action is contrary to their recommendations. 
D)  All of these may cause resistance to change. 
E)  None of these causes resistance to change. 
A)  employee perceptions that the new conditions have higher costs and fewer benefits for them. 
B)  the psychological cost of uncertainty about the personal risks involved in the change. 
C)  employees wanting to prove that change effort won't work because they dislike the change agent or the action is contrary to their recommendations. 
D)  All of these may cause resistance to change. 
E)  None of these causes resistance to change.

Question 2

Organizational systems such as,rewards,patterns of authority,career paths,and selection criteria are not reasons why employees resist change,because the choice to resist is internal rather than externally-based.

Accepted Answer

A) True 
 B)False

Question 3

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

Accepted Answer

A) True 
 B)False

Question 4

Suppose that a coalition of employees will clearly lose out from the change and has enough power to scuttle the change effort.Assuming that the change effort can proceed slowly,the preferred strategy for dealing with this 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 5

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 6

Parallel learning structures are structures that primarily help employees learn on the job rather than in the classroom.

Accepted Answer

A) True 
 B)False

Question 7

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.

Question 8

According to force field analysis,organizational change is more likely to occur by:

Accepted Answer

A)  increasing the driving forces and decreasing the restraining forces 
B)  decreasing the process forces and increasing the driving forces. 
C)  increasing the driving forces and increasing the restraining forces. 
D)  increasing both the driving forces and the restraining forces. 
E)  Force field analysis says that none of these will assist organizational change. 
A)  increasing the driving forces and decreasing the restraining forces 
B)  decreasing the process forces and increasing the driving forces. 
C)  increasing the driving forces and increasing the restraining forces. 
D)  increasing both the driving forces and the restraining forces. 
E)  Force field analysis says that none of these will assist organizational change.

Question 9

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

Accepted Answer

A) True 
 B)False

Question 10

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

Accepted Answer

A) True 
 B)False

Question 11

Future search events minimize resistance to change with little or no involvement from employees.

Accepted Answer

A) True 
 B)False

Question 12

Action research is the process of determining whether the change process is ethical or not.

Accepted Answer

A) True 
 B)False

Question 13

One problem that communication,learning,and employee involvement have in minimizing resistance to change is that:

Accepted Answer

A)  they tend to change people too quickly. 
B)  they are rarely effective at minimizing resistance to change. 
C)  they create compliance but not commitment to the change process. 
D)  they are time-consuming. 
E)  they change people too quickly. 
A)  they tend to change people too quickly. 
B)  they are rarely effective at minimizing resistance to change. 
C)  they create compliance but not commitment to the change process. 
D)  they are time-consuming. 
E)  they change people too quickly.

Question 14

What do action research 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 15

Change experts recommend introducing quantum change when the organization wants to overhaul the system quickly and decisively.

Accepted Answer

A) True 
 B)False

Question 16

Information systems and reward systems help to refreeze the desired conditions in organizational change.

Accepted Answer

A) True 
 B)False

Question 17

In the context of organizational change,transformational leaders:

Accepted Answer

A)  prefer using coercion to reduce resistance to change. 
B)  rely on appreciative inquiry rather than action research as the blueprint for change. 
C)  are usually ineffective change agents. 
D)  are all of these. 
E)  are none of these. 
A)  prefer using coercion to reduce resistance to change. 
B)  rely on appreciative inquiry rather than action research as the blueprint for change. 
C)  are usually ineffective change agents. 
D)  are all of these. 
E)  are none of these.

Question 18

Which of these conditions LIMITS the diffusion of change to other parts of the organization?

Accepted Answer

A)  The pilot project is successful within the first couple of years. 
B)  Top management is committed to the change. 
C)  Every employee involved in the pilot project stays with the pilot project rather than being moved to other areas of the organization. 
D)  The union leadership supports the change effort. 
E)  All of these limit the diffusion of change. 
A)  The pilot project is successful within the first couple of years. 
B)  Top management is committed to the change. 
C)  Every employee involved in the pilot project stays with the pilot project rather than being moved to other areas of the organization. 
D)  The union leadership supports the change effort. 
E)  All of these limit the diffusion of change.

Question 19

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 20

Which change management practice encourages employee involvement?

Accepted Answer

A)  Future search 
B)  Action research 
C)  Parallel learning structures 
D)  All of these encourage employee involvement 
E)  Future search and action research encourage employee involvement, whereas parallel learning structures do not rely on employee involvement 
A)  Future search 
B)  Action research 
C)  Parallel learning structures 
D)  All of these encourage employee involvement 
E)  Future search and action research encourage employee involvement, whereas parallel learning structures do not rely on employee involvement

Resistance to organizational change may be caused by:

Organizational systems such as,rewards,patterns of authority,career paths,and selection criteria are not reasons why employees resist change,because the choice to resist is internal rather than externally-based.

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 has enough power to scuttle the change effort.Assuming that the change effort can proceed slowly,the preferred strategy for dealing with this resistance to change is:

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

Parallel learning structures are structures that primarily help employees learn on the job rather than in the classroom.

Creating an urgency to change is most closely associated with:

According to force field analysis,organizational change is more likely to occur by:

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

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

Future search events minimize resistance to change with little or no involvement from employees.

Action research is the process of determining whether the change process is ethical or not.

One problem that communication,learning,and employee involvement have in minimizing resistance to change is that:

What do action research and future search events have in common?

Change experts recommend introducing quantum change when the organization wants to overhaul the system quickly and decisively.

Information systems and reward systems help to refreeze the desired conditions in organizational change.

In the context of organizational change,transformational leaders:

Which of these conditions LIMITS the diffusion of change to other parts of the organization?

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

Which change management practice encourages employee involvement?

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 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

Resistance to organizational change may be caused by:

Organizational systems such as,rewards,patterns of authority,career paths,and selection criteria are not reasons why employees resist change,because the choice to resist is internal rather than externally-based.

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 has enough power to scuttle the change effort.Assuming that the change effort can proceed slowly,the preferred strategy for dealing with this resistance to change is:

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

Parallel learning structures are structures that primarily help employees learn on the job rather than in the classroom.

Creating an urgency to change is most closely associated with:

According to force field analysis,organizational change is more likely to occur by:

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

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

Future search events minimize resistance to change with little or no involvement from employees.

Action research is the process of determining whether the change process is ethical or not.

One problem that communication,learning,and employee involvement have in minimizing resistance to change is that:

What do action research and future search events have in common?

Change experts recommend introducing quantum change when the organization wants to overhaul the system quickly and decisively.

Information systems and reward systems help to refreeze the desired conditions in organizational change.

In the context of organizational change,transformational leaders:

Which of these conditions LIMITS the diffusion of change to other parts of the organization?

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

Which change management practice encourages employee involvement?

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 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