Question 1

A change agent can be a manager or non-manager.

Accepted Answer

A) True 
 B)False

Question 2

Restraining forces are problematic because they prevent a shift from the status quo.

Accepted Answer

A) True 
 B)False

Question 3

Political uncertainties,economic uncertainties,and technological change are examples of which category of potential stressors?

Accepted Answer

A) individual 
B) economic 
C) environmental 
D) organisational 
A) individual 
B) economic 
C) environmental 
D) organisational

Question 4

Idea champions display characteristics associated with transactional leadership.

Accepted Answer

A) True 
 B)False

Question 5

Who developed a three-step model for change that included unfreezing,movement,and refreezing?

Accepted Answer

A) Mary Parker Follett 
B) David McClelland 
C) Chester Barnard 
D) Kurt Lewin 
A) Mary Parker Follett 
B) David McClelland 
C) Chester Barnard 
D) Kurt Lewin

Question 6

All of the following are sources of organisational resistance to change except:

Accepted Answer

A) structural inertia 
B) limited focus of change 
C) threat to established power relationships 
D) security 
A) structural inertia 
B) limited focus of change 
C) threat to established power relationships 
D) security

Question 7

Idea champions have extremely high self-confidence,persistence,energy,and a tendency to take risks.

Accepted Answer

A) True 
 B)False

Question 8

______ has(have)the most researched as a potential source of innovation.

Accepted Answer

A) Product innovation 
B) Technologies 
C) Time 
D) Structural variables 
A) Product innovation 
B) Technologies 
C) Time 
D) Structural variables

Question 9

Using covert influence to overcome resistance to change is called:

Accepted Answer

A) participation 
B) cooptation 
C) coercion 
D) manipulation 
A) participation 
B) cooptation 
C) coercion 
D) manipulation

Question 10

Cooptation is a form of both manipulation and participation.

Accepted Answer

A) True 
 B)False

Question 11

Computers are a threat to many people and cause them stress.

Accepted Answer

A) True 
 B)False

Question 12

Which of the following statements about culture and stress is true?

Accepted Answer

A) Job conditions that lead to stress may differ across countries. 
B) Personality effects on stress appear to be the same across cultures. 
C) Stress varies by cultures in terms of its harmfulness. 
D) All of the above. 
A) Job conditions that lead to stress may differ across countries. 
B) Personality effects on stress appear to be the same across cultures. 
C) Stress varies by cultures in terms of its harmfulness. 
D) All of the above.

Question 13

Symptoms of stress such as increased blood pressure and increased heart rate are ________ symptoms.

Accepted Answer

A) behavioural 
B) psychological 
C) interactive 
D) physiological 
A) behavioural 
B) psychological 
C) interactive 
D) physiological

Question 14

Employees who are highly committed to their goals and see purpose in their jobs experience less stress,because they are more likely to perceive stressors as challenges rather than hindrances.

Accepted Answer

A) True 
 B)False

Question 15

Your supervisor has restructured the jobs within your division and some of your colleagues are not pleased.Don is concerned that he will not be able to perform the new tasks.Since he is paid by the amount he produces,his pay might be reduced.Tony is afraid that his job may be in jeopardy and he may be laid off.Doug dislikes uncertainty and has developed a negative attitude. The source of Doug's resistance is:

Accepted Answer

A) security 
B) fear of the unknown 
C) habit 
D) economic 
A) security 
B) fear of the unknown 
C) habit 
D) economic

Question 16

Kotter's first four steps expound upon Lewin's description of the 'unfreezing' stage.

Accepted Answer

A) True 
 B)False

Question 17

Experience on the job tends to be positively related to work stress.

Accepted Answer

A) True 
 B)False

Question 18

Social support can buffer the impact of stress.

Accepted Answer

A) True 
 B)False

Question 19

Change agents see a future for the organisation that others have not identified,and they are able to motivate,invent and implement this vision.

Accepted Answer

A) True 
 B)False

Question 20

Organisational development (OD)is a term used to encompass a collection of change methods.

Accepted Answer

A) True 
 B)False

A change agent can be a manager or non-manager.

Restraining forces are problematic because they prevent a shift from the status quo.

Political uncertainties,economic uncertainties,and technological change are examples of which category of potential stressors?

Idea champions display characteristics associated with transactional leadership.

Who developed a three-step model for change that included unfreezing,movement,and refreezing?

All of the following are sources of organisational resistance to change except:

Idea champions have extremely high self-confidence,persistence,energy,and a tendency to take risks.

______ has(have)the most researched as a potential source of innovation.

Using covert influence to overcome resistance to change is called:

Cooptation is a form of both manipulation and participation.

Computers are a threat to many people and cause them stress.

Which of the following statements about culture and stress is true?

Symptoms of stress such as increased blood pressure and increased heart rate are ________ symptoms.

Employees who are highly committed to their goals and see purpose in their jobs experience less stress,because they are more likely to perceive stressors as challenges rather than hindrances.

Kotter's first four steps expound upon Lewin's description of the 'unfreezing' stage.

Experience on the job tends to be positively related to work stress.

Social support can buffer the impact of stress.

Change agents see a future for the organisation that others have not identified,and they are able to motivate,invent and implement this vision.

Organisational development (OD)is a term used to encompass a collection of change methods.

What Is Organisational Behaviour

The Individual

Attitudes and Job Satisfaction

Personality and Values

Emotions and Moods

Perception and Individual Decision Making

Motivation: From Concept to Application

Foundations of Group Behaviour

Understanding Work Teams

Communication

Leadership

Power and Politics

Conflict and Negotiation

Foundations of Organisational Structure

Organisational Culture

Filters

Exam 16: Organisational Change and Stress Management

A change agent can be a manager or non-manager.

Restraining forces are problematic because they prevent a shift from the status quo.

Political uncertainties,economic uncertainties,and technological change are examples of which category of potential stressors?

Idea champions display characteristics associated with transactional leadership.

Who developed a three-step model for change that included unfreezing,movement,and refreezing?

All of the following are sources of organisational resistance to change except:

Idea champions have extremely high self-confidence,persistence,energy,and a tendency to take risks.

______ has(have)the most researched as a potential source of innovation.

Using covert influence to overcome resistance to change is called:

Cooptation is a form of both manipulation and participation.

Computers are a threat to many people and cause them stress.

Which of the following statements about culture and stress is true?

Symptoms of stress such as increased blood pressure and increased heart rate are ________ symptoms.

Employees who are highly committed to their goals and see purpose in their jobs experience less stress,because they are more likely to perceive stressors as challenges rather than hindrances.

Kotter's first four steps expound upon Lewin's description of the 'unfreezing' stage.

Experience on the job tends to be positively related to work stress.

Social support can buffer the impact of stress.

Change agents see a future for the organisation that others have not identified,and they are able to motivate,invent and implement this vision.

Organisational development (OD)is a term used to encompass a collection of change methods.

What Is Organisational Behaviour

The Individual

Attitudes and Job Satisfaction

Personality and Values

Emotions and Moods

Perception and Individual Decision Making

Motivation: From Concept to Application

Foundations of Group Behaviour

Understanding Work Teams

Communication

Leadership

Power and Politics

Conflict and Negotiation

Foundations of Organisational Structure

Organisational Culture

Filters