Question 1

The de-emphasis of hierarchical authority and control in organizational development is referred to as ________.

Accepted Answer

A)  participation 
B)  power equalization 
C)  trust and support 
D)  respect for people 
E)  vertical blending 
A)  participation 
B)  power equalization 
C)  trust and support 
D)  respect for people 
E)  vertical blending

Question 2

A(n) ________ resistance to change clouds the link between the change and the reaction to it and may surface weeks, months, or even years later.

Accepted Answer

A)  overt 
B)  immediate 
C)  active 
D)  explicit 
E)  deferred 
A)  overt 
B)  immediate 
C)  active 
D)  explicit 
E)  deferred

Question 3

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

Accepted Answer

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

Question 4

Companies with dominant market share are less susceptible to the forces of change than smaller businesses.

Accepted Answer

A) True 
 B)False

Question 5

What is organizational development? What are the various values on which the organizational development techniques are based?

Accepted Answer

Organizational development (OD) is a col

Question 6

Describe the physiological consequences of stress.

Accepted Answer

Most early concern with stress was direc

Question 7

Which of the following actions can extinguish risk taking and innovation?

Accepted Answer

A)  long tenure in management 
B)  encouraging experimentation 
C)  rewarding for the absence of failures rather than for the presence of successes 
D)  using organic organizational structures 
E)  using an organizational structure that scores low on vertical differentiation, formalization, and centralization 
A)  long tenure in management 
B)  encouraging experimentation 
C)  rewarding for the absence of failures rather than for the presence of successes 
D)  using organic organizational structures 
E)  using an organizational structure that scores low on vertical differentiation, formalization, and centralization

Question 8

Which of the following resistances to change is overt and immediate?

Accepted Answer

A)  loss of loyalty 
B)  increased absenteeism 
C)  loss of motivation 
D)  increased error 
E)  complaint 
A)  loss of loyalty 
B)  increased absenteeism 
C)  loss of motivation 
D)  increased error 
E)  complaint

Question 9

Rather than looking for problems, ________ seeks to identify the unique qualities and special strengths of an organization, which can then be built upon to improve performance.

Accepted Answer

A)  appreciative inquiry 
B)  action research 
C)  team building 
D)  process consultation 
E)  social reinforcement 
A)  appreciative inquiry 
B)  action research 
C)  team building 
D)  process consultation 
E)  social reinforcement

Question 10

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

Accepted Answer

A)  Form a coalition with enough power to lead the change. 
B)  Establish a sense of urgency by creating a compelling reason for why change is needed. 
C)  Communicate the vision throughout the organization. 
D)  Reinforce the changes by demonstrating the relationship between new behaviors and organizational success. 
E)  Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. 
A)  Form a coalition with enough power to lead the change. 
B)  Establish a sense of urgency by creating a compelling reason for why change is needed. 
C)  Communicate the vision throughout the organization. 
D)  Reinforce the changes by demonstrating the relationship between new behaviors and organizational success. 
E)  Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.

Question 11

Each of the following is most likely to result in the changing nature of the workforce except ________.

Accepted Answer

A)  immigration 
B)  outsourcing 
C)  multicultural environment 
D)  demographic changes 
E)  changing literacy levels 
A)  immigration 
B)  outsourcing 
C)  multicultural environment 
D)  demographic changes 
E)  changing literacy levels

Question 12

Using covert influence to overcome resistance to change is called ________.

Accepted Answer

A)  negotiation 
B)  cooptation 
C)  education 
D)  coercion 
E)  manipulation 
A)  negotiation 
B)  cooptation 
C)  education 
D)  coercion 
E)  manipulation

Question 13

"Buying off" the leaders of a resistance group by giving them a key role and seeking their advice not to find a better solution but to get their endorsement is an example of ________.

Accepted Answer

A)  coercion 
B)  cooptation 
C)  procedural fairness 
D)  distributive bargaining 
E)  operant conditioning 
A)  coercion 
B)  cooptation 
C)  procedural fairness 
D)  distributive bargaining 
E)  operant conditioning

Question 14

Compare and contrast challenge stressors and hindrance stressors.

Accepted Answer

Recently, researchers have argued that c

Question 15

The application of direct threats or force upon resisters is called ________.

Accepted Answer

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

Question 16

Which of the following is an example of a source of individual resistance?

Accepted Answer

A)  limited focus of change 
B)  product orientation 
C)  fear of the unknown 
D)  structural inertia 
E)  employee orientation 
A)  limited focus of change 
B)  product orientation 
C)  fear of the unknown 
D)  structural inertia 
E)  employee orientation

Question 17

Which of the following reactions from employees is preferable as a response to change?

Accepted Answer

A)  silence 
B)  apathy 
C)  resignation 
D)  open discussion 
E)  increase in the use of sick time 
A)  silence 
B)  apathy 
C)  resignation 
D)  open discussion 
E)  increase in the use of sick time

Question 18

Long tenure in management is associated with innovation.

Accepted Answer

A) True 
 B)False

Question 19

What are the various organizational development techniques?

Accepted Answer

The various organizational development t

Question 20

During the "design" step of appreciative inquiry, participants ________.

Accepted Answer

A)  find a common vision of how the organization will look in the future 
B)  use information from the discovery phase to speculate on possible futures 
C)  identify the organization's strengths 
D)  recount times they felt the organization worked best 
E)  write action plans and develop implementation strategies 
A)  find a common vision of how the organization will look in the future 
B)  use information from the discovery phase to speculate on possible futures 
C)  identify the organization's strengths 
D)  recount times they felt the organization worked best 
E)  write action plans and develop implementation strategies

The de-emphasis of hierarchical authority and control in organizational development is referred to as ________.

A(n) ________ resistance to change clouds the link between the change and the reaction to it and may surface weeks, months, or even years later.

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

Companies with dominant market share are less susceptible to the forces of change than smaller businesses.

What is organizational development? What are the various values on which the organizational development techniques are based?

Describe the physiological consequences of stress.

Which of the following actions can extinguish risk taking and innovation?

Which of the following resistances to change is overt and immediate?

Rather than looking for problems, ________ seeks to identify the unique qualities and special strengths of an organization, which can then be built upon to improve performance.

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

Each of the following is most likely to result in the changing nature of the workforce except ________.

Using covert influence to overcome resistance to change is called ________.

"Buying off" the leaders of a resistance group by giving them a key role and seeking their advice not to find a better solution but to get their endorsement is an example of ________.

Compare and contrast challenge stressors and hindrance stressors.

The application of direct threats or force upon resisters is called ________.

Which of the following is an example of a source of individual resistance?

Which of the following reactions from employees is preferable as a response to change?

Long tenure in management is associated with innovation.

What are the various organizational development techniques?

During the "design" step of appreciative inquiry, participants ________.

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

The de-emphasis of hierarchical authority and control in organizational development is referred to as ________.

A(n) ________ resistance to change clouds the link between the change and the reaction to it and may surface weeks, months, or even years later.

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

Companies with dominant market share are less susceptible to the forces of change than smaller businesses.

What is organizational development? What are the various values on which the organizational development techniques are based?

Describe the physiological consequences of stress.

Which of the following actions can extinguish risk taking and innovation?

Which of the following resistances to change is overt and immediate?

Rather than looking for problems, ________ seeks to identify the unique qualities and special strengths of an organization, which can then be built upon to improve performance.

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

Each of the following is most likely to result in the changing nature of the workforce except ________.

Using covert influence to overcome resistance to change is called ________.

"Buying off" the leaders of a resistance group by giving them a key role and seeking their advice not to find a better solution but to get their endorsement is an example of ________.

Compare and contrast challenge stressors and hindrance stressors.

The application of direct threats or force upon resisters is called ________.

Which of the following is an example of a source of individual resistance?

Which of the following reactions from employees is preferable as a response to change?

Long tenure in management is associated with innovation.

What are the various organizational development techniques?

During the "design" step of appreciative inquiry, participants ________.

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