Question 1

Explain why behavior should be the primary target of planned organizational change.

Accepted Answer

The main objective of planned organizational change is to alter the behavior of individuals within the organization. In the final analysis, organizations survive, grow, prosper, decline, or fail because of the things that employees do or fail to do. In other words, to be successful, change programs must have an impact on employee roles, responsibilities, and working relationships.

Question 2

Sarah has suggested that the company reward employees who report safety discrepancies on the warehouse floor because this will help reinforce the new safety program. Which aspect of Lewin's model is Sarah suggesting?

Accepted Answer

A)  refreezing 
B)  unfreezing 
C)  moving 
D)  holding 
A)  refreezing 
B)  unfreezing 
C)  moving 
D)  holding A

Question 3

In the economic approach to organizational change, the change is driven

Accepted Answer

A)  from the bottom-up. 
B)  along parallel lines. 
C)  from within. 
D)  from the top-down. 
A)  from the bottom-up. 
B)  along parallel lines. 
C)  from within. 
D)  from the top-down. D

Question 4

The first step in organizational diagnosis is to

Accepted Answer

A)  collect data about current operations. 
B)  make a diagnosis about the problem. 
C)  analyze data about current operations. 
D)  draw conclusions about potential change. 
A)  collect data about current operations. 
B)  make a diagnosis about the problem. 
C)  analyze data about current operations. 
D)  draw conclusions about potential change.

Question 5

Thomas Friedman considers the _____ an important global force that leaders faced in the late 20th and early 21st century.

Accepted Answer

A)  Great Depression 
B)  fall of the Berlin Wall 
C)  invention of electricity 
D)  advent of the automobile 
A)  Great Depression 
B)  fall of the Berlin Wall 
C)  invention of electricity 
D)  advent of the automobile

Question 6

Jaxon feels the best way to turn the company around is to provide managers with more opportunities to identify and resolve issues, which will help them feel more emotionally committed to the success of the firm. Which type of organizational change is Jaxon suggesting?

Accepted Answer

A)  organizational development 
B)  economic 
C)  political 
D)  diversity training 
A)  organizational development 
B)  economic 
C)  political 
D)  diversity training

Question 7

The organizational development approach focuses on improving technology and manufacturing abilities.

Accepted Answer

A) True 
 B)False

Question 8

How did Lewin view change?

Accepted Answer

A)  as a dramatic event 
B)  as a dynamic balance of forces working for and against change 
C)  as a demonstration of opposing views 
D)  as opposing forces moving further and further apart 
A)  as a dramatic event 
B)  as a dynamic balance of forces working for and against change 
C)  as a demonstration of opposing views 
D)  as opposing forces moving further and further apart

Question 9

Maddie tends to go along with the group instead of voicing her thoughts about how to change things at the company. Maddie demonstrates _____ resistance.

Accepted Answer

A)  covert 
B)  active 
C)  passive 
D)  overt 
A)  covert 
B)  active 
C)  passive 
D)  overt

Question 10

In Change Competency: As a way to understand their suppliers, Target implemented a "creative cabinet" of 12 diverse suppliers who voice their opinion on products.

Accepted Answer

A) True 
 B)False

Question 11

Initiating change in order to create shareholder value is the essence of the economic approach.

Accepted Answer

A) True 
 B)False

Question 12

People born between 1965 and 1977 are called

Accepted Answer

A)  Gen X'ers. 
B)  baby boomers. 
C)  Gen Y'ers. 
D)  millennials. 
A)  Gen X'ers. 
B)  baby boomers. 
C)  Gen Y'ers. 
D)  millennials.

Question 13

Lewin's force field analysis model suggests that a balance of opposing forces creates a

Accepted Answer

A)  state of equilibrium. 
B)  deterioration of agreement. 
C)  fortress that cannot be attacked. 
D)  need for an outside party to create harmony. 
A)  state of equilibrium. 
B)  deterioration of agreement. 
C)  fortress that cannot be attacked. 
D)  need for an outside party to create harmony.

Question 14

In Learning from Experience: Prior to Mary Barra joining GM as CEO, the company had taken drastic measures to compensate consumers because of a flaw in the ignition systems of some of their cars.

Accepted Answer

A) True 
 B)False

Question 15

List the eight steps in Kotter's Model of Change.

Accepted Answer

1. Establish a sense of urgency
2. Form

Question 16

During the employee presentation, the chairman of the company said that if production continued to decline he would be forced to lay off nearly 20% of the staff and it was imperative that each and every employee do everything in their power to avoid this. Which step in Kotter's model does this represent?

Accepted Answer

A)  form a powerful guiding coalition 
B)  establish a sense of urgency 
C)  plan for and create short-term wins 
D)  consolidate improvements 
A)  form a powerful guiding coalition 
B)  establish a sense of urgency 
C)  plan for and create short-term wins 
D)  consolidate improvements

Question 17

In Diversity Competency: Leaders at United Technologies aim to create an environment of diversity. Which of the following is NOT one of the goals of its diversity program?

Accepted Answer

A)  promote from within 
B)  provide an inclusive environment 
C)  build community 
D)  remove attitudinal barriers 
A)  promote from within 
B)  provide an inclusive environment 
C)  build community 
D)  remove attitudinal barriers

Question 18

Kotter's model suggests a stage of empowering others to act on the vision. This is comparable to the ____ stage in Lewin's model.

Accepted Answer

A)  refreezing 
B)  holding 
C)  unfreezing 
D)  moving 
A)  refreezing 
B)  holding 
C)  unfreezing 
D)  moving

Question 19

Nathan was not interested in listening to the vendors' ideas about switching to environmentally-friendly paint at his car production facility because he knew the current product he used worked just fine. What is the reason behind Nathan's resistance to change?

Accepted Answer

A)  perceptions 
B)  personality 
C)  threat to power 
D)  economic reasons 
A)  perceptions 
B)  personality 
C)  threat to power 
D)  economic reasons

Question 20

Identify three practices that can help reduce resistance to change and provide an example that demonstrates one of these practices.

Accepted Answer

To help reduce resistance to change, an

Explain why behavior should be the primary target of planned organizational change.

Sarah has suggested that the company reward employees who report safety discrepancies on the warehouse floor because this will help reinforce the new safety program. Which aspect of Lewin's model is Sarah suggesting?

In the economic approach to organizational change, the change is driven

The first step in organizational diagnosis is to

Thomas Friedman considers the _____ an important global force that leaders faced in the late 20th and early 21st century.

Jaxon feels the best way to turn the company around is to provide managers with more opportunities to identify and resolve issues, which will help them feel more emotionally committed to the success of the firm. Which type of organizational change is Jaxon suggesting?

The organizational development approach focuses on improving technology and manufacturing abilities.

How did Lewin view change?

Maddie tends to go along with the group instead of voicing her thoughts about how to change things at the company. Maddie demonstrates _____ resistance.

In Change Competency: As a way to understand their suppliers, Target implemented a "creative cabinet" of 12 diverse suppliers who voice their opinion on products.

Initiating change in order to create shareholder value is the essence of the economic approach.

People born between 1965 and 1977 are called

Lewin's force field analysis model suggests that a balance of opposing forces creates a

In Learning from Experience: Prior to Mary Barra joining GM as CEO, the company had taken drastic measures to compensate consumers because of a flaw in the ignition systems of some of their cars.

List the eight steps in Kotter's Model of Change.

In Diversity Competency: Leaders at United Technologies aim to create an environment of diversity. Which of the following is NOT one of the goals of its diversity program?

Kotter's model suggests a stage of empowering others to act on the vision. This is comparable to the ____ stage in Lewin's model.

Nathan was not interested in listening to the vendors' ideas about switching to environmentally-friendly paint at his car production facility because he knew the current product he used worked just fine. What is the reason behind Nathan's resistance to change?

Identify three practices that can help reduce resistance to change and provide an example that demonstrates one of these practices.

Learning About Organizational Behavior

Individual Difference and Job Attitudes

Perceptions and Attributions

Learning and Performance Management

Motivating Employees

Motivation: Goal Setting and Reward Programs

Workplace Stress and Aggression

Interpersonal Communication in Organizations

Promoting Fairness and Trust

Leadership Effectiveness: Foundations

Leadership Effectiveness: New Perspectives

Developing and Leading Teams

Managing Conflict and Negotiating Effectively

Managerial Decision Making

Organization Design

Cultivating Organizational Culture

Filters

Exam 17: Managing Organizational Change

Explain why behavior should be the primary target of planned organizational change.

Sarah has suggested that the company reward employees who report safety discrepancies on the warehouse floor because this will help reinforce the new safety program. Which aspect of Lewin's model is Sarah suggesting?

In the economic approach to organizational change, the change is driven

The first step in organizational diagnosis is to

Thomas Friedman considers the _____ an important global force that leaders faced in the late 20th and early 21st century.

Jaxon feels the best way to turn the company around is to provide managers with more opportunities to identify and resolve issues, which will help them feel more emotionally committed to the success of the firm. Which type of organizational change is Jaxon suggesting?

The organizational development approach focuses on improving technology and manufacturing abilities.

How did Lewin view change?

Maddie tends to go along with the group instead of voicing her thoughts about how to change things at the company. Maddie demonstrates _____ resistance.

In Change Competency: As a way to understand their suppliers, Target implemented a "creative cabinet" of 12 diverse suppliers who voice their opinion on products.

Initiating change in order to create shareholder value is the essence of the economic approach.

People born between 1965 and 1977 are called

Lewin's force field analysis model suggests that a balance of opposing forces creates a

In Learning from Experience: Prior to Mary Barra joining GM as CEO, the company had taken drastic measures to compensate consumers because of a flaw in the ignition systems of some of their cars.

List the eight steps in Kotter's Model of Change.

In Diversity Competency: Leaders at United Technologies aim to create an environment of diversity. Which of the following is NOT one of the goals of its diversity program?

Kotter's model suggests a stage of empowering others to act on the vision. This is comparable to the ____ stage in Lewin's model.

Nathan was not interested in listening to the vendors' ideas about switching to environmentally-friendly paint at his car production facility because he knew the current product he used worked just fine. What is the reason behind Nathan's resistance to change?

Identify three practices that can help reduce resistance to change and provide an example that demonstrates one of these practices.

Learning About Organizational Behavior

Individual Difference and Job Attitudes

Perceptions and Attributions

Learning and Performance Management

Motivating Employees

Motivation: Goal Setting and Reward Programs

Workplace Stress and Aggression

Interpersonal Communication in Organizations

Promoting Fairness and Trust

Leadership Effectiveness: Foundations

Leadership Effectiveness: New Perspectives

Developing and Leading Teams

Managing Conflict and Negotiating Effectively

Managerial Decision Making

Organization Design

Cultivating Organizational Culture

Filters