Question 1

Which of the following tactics for overcoming resistance to change is most likely to be beneficial when employees' fear and anxiety are high?

Accepted Answer

A)  education 
B)  building support and commitment 
C)  participation 
D)  implementing changes fairly 
E)  coercion 
A)  education 
B)  building support and commitment 
C)  participation 
D)  implementing changes fairly 
E)  coercion

Question 2

Which tactic to overcome resistance to change is a relatively inexpensive way to gain the support of adversaries, but may backfire if the targets become aware of the tactic?

Accepted Answer

A)  negotiation 
B)  conciliation 
C)  manipulation 
D)  coercion 
E)  arbitration 
A)  negotiation 
B)  conciliation 
C)  manipulation 
D)  coercion 
E)  arbitration

Question 3

Which of the following options does not constitute an underlying value in organizational development efforts?

Accepted Answer

A)  respect for people 
B)  trust and support 
C)  confrontation 
D)  participation 
E)  coercion 
A)  respect for people 
B)  trust and support 
C)  confrontation 
D)  participation 
E)  coercion

Question 4

Discuss the various individual approaches toward managing stress.

Accepted Answer

The various individual approaches toward

Question 5

Consumers now meet and share information in chat rooms and blogs. This is an example of changes in the ________.

Accepted Answer

A)  competition 
B)  nature of the workforce 
C)  social trends 
D)  legal requirements 
E)  economy 
A)  competition 
B)  nature of the workforce 
C)  social trends 
D)  legal requirements 
E)  economy

Question 6

Paul is stressed with the new corporate reorganization. He now reports to a foreign office that has usurped many of his responsibilities, including the contract labor for his projects, therefore he's working with less qualified and new contractors with whom he doesn't have a relationship. However, the managers of the other departments find themselves in the same boat and every day they are able to laugh over lunch about their new managerial impotence. ________ is helping Paul handle his stress.

Accepted Answer

A)  Emotional contagion 
B)  Cognitive dissonance 
C)  Social support 
D)  Time management 
E)  Self-efficacy 
A)  Emotional contagion 
B)  Cognitive dissonance 
C)  Social support 
D)  Time management 
E)  Self-efficacy

Question 7

Which of the following steps in the Kotter's eight-step plan for implementing change represents the "refreezing" stage in the Lewin's three-step model?

Accepted Answer

A)  Plan for, create, and reward short-term "wins" that move the organization toward the new vision. 
B)  Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. 
C)  Create a new vision to direct the change and strategies for achieving the vision. 
D)  Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. 
E)  Reinforce the changes by demonstrating the relationship between new behaviors and organizational success. 
A)  Plan for, create, and reward short-term "wins" that move the organization toward the new vision. 
B)  Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. 
C)  Create a new vision to direct the change and strategies for achieving the vision. 
D)  Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. 
E)  Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

Question 8

Which of the following steps of the appreciative inquiry attempts to identify what people think are the organization's strengths?

Accepted Answer

A)  dreaming 
B)  destiny 
C)  collaboration 
D)  inferring 
E)  discovery 
A)  dreaming 
B)  destiny 
C)  collaboration 
D)  inferring 
E)  discovery

Question 9

Limited focus of change is a major force for resistance to change that originates from an organizational source. It indicates that ________.

Accepted Answer

A)  groups in the organization that control sizable resources often resist change 
B)  changes in organizational patterns may threaten the expertise of specialized groups so these groups tend to resist change 
C)  organizations have structural inertia that acts as a counterbalance to sustain stability 
D)  limited changes in subsystems tend to be nullified by the larger system 
E)  even if individuals want to change their behavior, group norms may act as a constraint 
A)  groups in the organization that control sizable resources often resist change 
B)  changes in organizational patterns may threaten the expertise of specialized groups so these groups tend to resist change 
C)  organizations have structural inertia that acts as a counterbalance to sustain stability 
D)  limited changes in subsystems tend to be nullified by the larger system 
E)  even if individuals want to change their behavior, group norms may act as a constraint

Question 10

Rapid innovation and technological developments have forced companies to broaden their view of competition.

Accepted Answer

A) True 
 B)False

Question 11

Describe the Lewin's three-step model used for managing change.

Accepted Answer

Kurt Lewin argued that successful change

Question 12

It is easiest for management to deal with resistance when it is ________.

Accepted Answer

A)  covert 
B)  deferred 
C)  passive 
D)  implicit 
E)  overt 
A)  covert 
B)  deferred 
C)  passive 
D)  implicit 
E)  overt

Question 13

Research evidence indicates that hindrance stress improves job performance in a supportive work environment, whereas challenge stress reduces job performance in all work environments.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following statements is true regarding the effects of culture on stress?

Accepted Answer

A)  The job conditions that lead to stress remain the same across countries. 
B)  Stress is equally bad for employees of all cultures. 
C)  Individuals from individualistic countries experienced lower levels of stress due to work interfering with family than did individuals from collectivist countries. 
D)  Personality effects on stress are different across cultures. 
E)  Individuals from individualistic countries experience lower levels of stress due to work interfering with family than do individuals from collectivist countries. 
A)  The job conditions that lead to stress remain the same across countries. 
B)  Stress is equally bad for employees of all cultures. 
C)  Individuals from individualistic countries experienced lower levels of stress due to work interfering with family than did individuals from collectivist countries. 
D)  Personality effects on stress are different across cultures. 
E)  Individuals from individualistic countries experience lower levels of stress due to work interfering with family than do individuals from collectivist countries.

Question 15

Which of the following OD techniques involves changing groups' attitudes, stereotypes, and perceptions about each other?

Accepted Answer

A)  survey feedback 
B)  process consultation 
C)  team building 
D)  intergroup development 
E)  appreciative inquiry 
A)  survey feedback 
B)  process consultation 
C)  team building 
D)  intergroup development 
E)  appreciative inquiry

Question 16

Who built on Lewin's three-step model to create a more detailed approach for implementing change?

Accepted Answer

A)  John Kotter 
B)  David McClelland 
C)  Douglas Surber 
D)  Lawrence Summers 
E)  Henry Mintzberg 
A)  John Kotter 
B)  David McClelland 
C)  Douglas Surber 
D)  Lawrence Summers 
E)  Henry Mintzberg

Question 17

Which of the following is an example of an individual source of resistance to change?

Accepted Answer

A)  structural inertia 
B)  selective information processing 
C)  limited focus of change 
D)  threat to established power relationships 
E)  group inertia 
A)  structural inertia 
B)  selective information processing 
C)  limited focus of change 
D)  threat to established power relationships 
E)  group inertia

Question 18

Which of the following is not a reason why organic structures promote innovation?

Accepted Answer

A)  high formalization 
B)  low vertical differentiation 
C)  high flexibility 
D)  low centralization 
E)  cross-fertilization 
A)  high formalization 
B)  low vertical differentiation 
C)  high flexibility 
D)  low centralization 
E)  cross-fertilization

Question 19

Which of the following stressors is likely to produce less strain than the other stressors?

Accepted Answer

A)  red tape 
B)  office politics 
C)  confusion over job responsibilities 
D)  role ambiguity 
E)  pressure to complete tasks 
A)  red tape 
B)  office politics 
C)  confusion over job responsibilities 
D)  role ambiguity 
E)  pressure to complete tasks

Question 20

Which of the following has been the most studied potential source of innovation?

Accepted Answer

A)  psychological factors 
B)  structural variables 
C)  human resource factors 
D)  cultural variables 
E)  financial factors 
A)  psychological factors 
B)  structural variables 
C)  human resource factors 
D)  cultural variables 
E)  financial factors

Which of the following tactics for overcoming resistance to change is most likely to be beneficial when employees' fear and anxiety are high?

Which tactic to overcome resistance to change is a relatively inexpensive way to gain the support of adversaries, but may backfire if the targets become aware of the tactic?

Which of the following options does not constitute an underlying value in organizational development efforts?

Discuss the various individual approaches toward managing stress.

Consumers now meet and share information in chat rooms and blogs. This is an example of changes in the ________.

Which of the following steps in the Kotter's eight-step plan for implementing change represents the "refreezing" stage in the Lewin's three-step model?

Which of the following steps of the appreciative inquiry attempts to identify what people think are the organization's strengths?

Limited focus of change is a major force for resistance to change that originates from an organizational source. It indicates that ________.

Rapid innovation and technological developments have forced companies to broaden their view of competition.

Describe the Lewin's three-step model used for managing change.

It is easiest for management to deal with resistance when it is ________.

Research evidence indicates that hindrance stress improves job performance in a supportive work environment, whereas challenge stress reduces job performance in all work environments.

Which of the following statements is true regarding the effects of culture on stress?

Which of the following OD techniques involves changing groups' attitudes, stereotypes, and perceptions about each other?

Who built on Lewin's three-step model to create a more detailed approach for implementing change?

Which of the following is an example of an individual source of resistance to change?

Which of the following is not a reason why organic structures promote innovation?

Which of the following stressors is likely to produce less strain than the other stressors?

Which of the following has been the most studied potential source of innovation?

What Is Organizational Behavior

Diversity in Organizations

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Motivation Concepts

Motivation: From Concepts to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Leadership

Power and Politics

Conflict and Negotiation

Foundations of Organizational Structure

Organizational Culture

Filters

Exam 17: Organizational Change and Stress Management

Which of the following tactics for overcoming resistance to change is most likely to be beneficial when employees' fear and anxiety are high?

Which tactic to overcome resistance to change is a relatively inexpensive way to gain the support of adversaries, but may backfire if the targets become aware of the tactic?

Which of the following options does not constitute an underlying value in organizational development efforts?

Discuss the various individual approaches toward managing stress.

Consumers now meet and share information in chat rooms and blogs. This is an example of changes in the ________.

Which of the following steps in the Kotter's eight-step plan for implementing change represents the "refreezing" stage in the Lewin's three-step model?

Which of the following steps of the appreciative inquiry attempts to identify what people think are the organization's strengths?

Limited focus of change is a major force for resistance to change that originates from an organizational source. It indicates that ________.

Rapid innovation and technological developments have forced companies to broaden their view of competition.

Describe the Lewin's three-step model used for managing change.

It is easiest for management to deal with resistance when it is ________.

Research evidence indicates that hindrance stress improves job performance in a supportive work environment, whereas challenge stress reduces job performance in all work environments.

Which of the following statements is true regarding the effects of culture on stress?

Which of the following OD techniques involves changing groups' attitudes, stereotypes, and perceptions about each other?

Who built on Lewin's three-step model to create a more detailed approach for implementing change?

Which of the following is an example of an individual source of resistance to change?

Which of the following is not a reason why organic structures promote innovation?

Which of the following stressors is likely to produce less strain than the other stressors?

Which of the following has been the most studied potential source of innovation?

What Is Organizational Behavior

Diversity in Organizations

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Motivation Concepts

Motivation: From Concepts to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Leadership

Power and Politics

Conflict and Negotiation

Foundations of Organizational Structure

Organizational Culture

Filters