Question 1

Which one of the following is not listed as a tactic for dealing with resistance to change?

Accepted Answer

A)  acceleration 
B)  manipulation 
C)  participation 
D)  cooptation 
E)  education 
A)  acceleration 
B)  manipulation 
C)  participation 
D)  cooptation 
E)  education

Question 2

Selective information processing is a major force for resistance to change. It indicates that ________.

Accepted Answer

A)  changes in organizational patterns may threaten the expertise of specialized groups so these groups tend to resist change 
B)  individuals hear what they want to hear and they ignore information that challenges the world they've created 
C)  limited changes in subsystems tend to be nullified by the larger system 
D)  groups in the organization that control sizable resources often resist change 
E)  even if individuals want to change their behavior, group norms may act as a constraint 
A)  changes in organizational patterns may threaten the expertise of specialized groups so these groups tend to resist change 
B)  individuals hear what they want to hear and they ignore information that challenges the world they've created 
C)  limited changes in subsystems tend to be nullified by the larger system 
D)  groups in the organization that control sizable resources often resist change 
E)  even if individuals want to change their behavior, group norms may act as a constraint

Question 3

Which of the following is not an example of a hindrance stressor?

Accepted Answer

A)  red tape 
B)  office politics 
C)  role ambiguity 
D)  time urgency 
E)  job confusion 
A)  red tape 
B)  office politics 
C)  role ambiguity 
D)  time urgency 
E)  job confusion

Question 4

Team building seeks to change groups' attitudes, stereotypes, and perceptions about each other.

Accepted Answer

A) True 
 B)False

Question 5

Which of the following is the first step in the Kotter's eight-step plan for implementing change?

Accepted Answer

A)  Create a new vision to direct the change and strategies for achieving the vision. 
B)  Establish a sense of urgency by creating a compelling reason for why change is needed. 
C)  Plan for, create, and reward short-term "wins" that move the organization toward the new vision. 
D)  Form a coalition with enough power to lead the change. 
E)  Communicate the vision throughout the organization. 
A)  Create a new vision to direct the change and strategies for achieving the vision. 
B)  Establish a sense of urgency by creating a compelling reason for why change is needed. 
C)  Plan for, create, and reward short-term "wins" that move the organization toward the new vision. 
D)  Form a coalition with enough power to lead the change. 
E)  Communicate the vision throughout the organization.

Question 6

List the eight steps in the Kotter's eight-step plan for implementing change.

Accepted Answer

The eight steps in the Kotter's eight-st

Question 7

How does process consultation help in organizational development?

Accepted Answer

A)  It leads the group to commit to various remedies for the problems identified. 
B)  It assists the client in perceiving, understanding, and acting upon process events. 
C)  It identifies individuals who are willing to accept changes. 
D)  It focuses on an organization's success rather than its problems. 
E)  It helps form a coalition with enough power to lead the change. 
A)  It leads the group to commit to various remedies for the problems identified. 
B)  It assists the client in perceiving, understanding, and acting upon process events. 
C)  It identifies individuals who are willing to accept changes. 
D)  It focuses on an organization's success rather than its problems. 
E)  It helps form a coalition with enough power to lead the change.

Question 8

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

Accepted Answer

A)  People in high power distance cultures prefer champions to work closely with those in authority to approve innovative activities before work is begun. 
B)  In cultures in which people believe that they can dominate their environment, individuals will tend to take a passive approach toward change. 
C)  As compared to people from the United States, people from China are more likely to seek change programs that promise fast results. 
D)  People in the United States are more resistant to change efforts than their Italian counterparts. 
E)  People in the United States tend to see themselves as subjugated to their environment and thus will tend to take a passive approach toward change. 
A)  People in high power distance cultures prefer champions to work closely with those in authority to approve innovative activities before work is begun. 
B)  In cultures in which people believe that they can dominate their environment, individuals will tend to take a passive approach toward change. 
C)  As compared to people from the United States, people from China are more likely to seek change programs that promise fast results. 
D)  People in the United States are more resistant to change efforts than their Italian counterparts. 
E)  People in the United States tend to see themselves as subjugated to their environment and thus will tend to take a passive approach toward change.

Question 9

Companies with strong cultures excel at implementing radical change.

Accepted Answer

A) True 
 B)False

Question 10

________ is a new idea applied to initiating or improving a product, process, or service.

Accepted Answer

A)  A continuous improvement process 
B)  Double-loop learning 
C)  Innovation 
D)  Process reengineering 
E)  Organizational streaming 
A)  A continuous improvement process 
B)  Double-loop learning 
C)  Innovation 
D)  Process reengineering 
E)  Organizational streaming

Question 11

What are the various structural variables that facilitate innovation?

Accepted Answer

Structural variables have been the most

Question 12

How does redesigning jobs help reduce stress?

Accepted Answer

A)  It helps individuals with an internal locus of control adapt better to high-stress jobs. 
B)  It seeks to buy off the leaders of a resistance group by giving them a key role. 
C)  It gives individuals greater control over work activities and lessens dependence on others. 
D)  It reduces uncertainty by lessening role ambiguity and role conflict. 
E)  It helps employees reframe stressful situations and use active coping strategies. 
A)  It helps individuals with an internal locus of control adapt better to high-stress jobs. 
B)  It seeks to buy off the leaders of a resistance group by giving them a key role. 
C)  It gives individuals greater control over work activities and lessens dependence on others. 
D)  It reduces uncertainty by lessening role ambiguity and role conflict. 
E)  It helps employees reframe stressful situations and use active coping strategies.

Question 13

What are the various organizational approaches toward managing stress?

Accepted Answer

Several factors that cause stress-partic

Question 14

The management of a firm threatens to close a manufacturing plant whose employees are resisting an across-the-board pay cut. If the threat is untrue, the management is using ________.

Accepted Answer

A)  coercion 
B)  cooptation 
C)  education 
D)  manipulation 
E)  procedural fairness 
A)  coercion 
B)  cooptation 
C)  education 
D)  manipulation 
E)  procedural fairness

Question 15

It is easy to resist a change decision in which one has participated.

Accepted Answer

A) True 
 B)False

Question 16

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

Accepted Answer

A)  limited focus of change 
B)  security 
C)  fear of the unknown 
D)  selective information processing 
E)  economic factors 
A)  limited focus of change 
B)  security 
C)  fear of the unknown 
D)  selective information processing 
E)  economic factors

Question 17

Organizations are increasingly adjusting their processes and positioning their products as environment friendly and sustainable in order to increase their appeal to consumers. This is a response to changes in ________.

Accepted Answer

A)  demographic trends 
B)  social trends 
C)  cultural trends 
D)  legal requirements 
E)  nature of the workforce 
A)  demographic trends 
B)  social trends 
C)  cultural trends 
D)  legal requirements 
E)  nature of the workforce

Question 18

Research on organizational change has shown that, to be effective, change should take place as slowly as possible.

Accepted Answer

A) True 
 B)False

Question 19

What are the various forces that make it necessary for the organizations to change?

Accepted Answer

The six specific forces for change are:

Question 20

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

Accepted Answer

A)  Challenge stressors tend to produce more strain than hindrance stressors. 
B)  When challenge stress increases, those with high levels of organizational support have higher role-based performance. 
C)  Hindrance stress improves job performance in a supportive work environment. 
D)  Employees who have a stronger affective commitment to their organization perform worse under stress as compared to those who have low levels of commitment. 
E)  Challenge stress reduces job performance in all work environments. 
A)  Challenge stressors tend to produce more strain than hindrance stressors. 
B)  When challenge stress increases, those with high levels of organizational support have higher role-based performance. 
C)  Hindrance stress improves job performance in a supportive work environment. 
D)  Employees who have a stronger affective commitment to their organization perform worse under stress as compared to those who have low levels of commitment. 
E)  Challenge stress reduces job performance in all work environments.

Which one of the following is not listed as a tactic for dealing with resistance to change?

Selective information processing is a major force for resistance to change. It indicates that ________.

Which of the following is not an example of a hindrance stressor?

Team building seeks to change groups' attitudes, stereotypes, and perceptions about each other.

Which of the following is the first step in the Kotter's eight-step plan for implementing change?

List the eight steps in the Kotter's eight-step plan for implementing change.

How does process consultation help in organizational development?

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

Companies with strong cultures excel at implementing radical change.

________ is a new idea applied to initiating or improving a product, process, or service.

What are the various structural variables that facilitate innovation?

How does redesigning jobs help reduce stress?

What are the various organizational approaches toward managing stress?

The management of a firm threatens to close a manufacturing plant whose employees are resisting an across-the-board pay cut. If the threat is untrue, the management is using ________.

It is easy to resist a change decision in which one has participated.

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

Organizations are increasingly adjusting their processes and positioning their products as environment friendly and sustainable in order to increase their appeal to consumers. This is a response to changes in ________.

Research on organizational change has shown that, to be effective, change should take place as slowly as possible.

What are the various forces that make it necessary for the organizations to change?

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

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 one of the following is not listed as a tactic for dealing with resistance to change?

Selective information processing is a major force for resistance to change. It indicates that ________.

Which of the following is not an example of a hindrance stressor?

Team building seeks to change groups' attitudes, stereotypes, and perceptions about each other.

Which of the following is the first step in the Kotter's eight-step plan for implementing change?

List the eight steps in the Kotter's eight-step plan for implementing change.

How does process consultation help in organizational development?

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

Companies with strong cultures excel at implementing radical change.

________ is a new idea applied to initiating or improving a product, process, or service.

What are the various structural variables that facilitate innovation?

How does redesigning jobs help reduce stress?

What are the various organizational approaches toward managing stress?

The management of a firm threatens to close a manufacturing plant whose employees are resisting an across-the-board pay cut. If the threat is untrue, the management is using ________.

It is easy to resist a change decision in which one has participated.

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

Organizations are increasingly adjusting their processes and positioning their products as environment friendly and sustainable in order to increase their appeal to consumers. This is a response to changes in ________.

Research on organizational change has shown that, to be effective, change should take place as slowly as possible.

What are the various forces that make it necessary for the organizations to change?

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

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