Org Change Chapters 5-7

Which of the following kinds of organizations is most likely to be mechanistic? A. A tech start-up B. A school C. A nuclear power plant D. An architecture firm

A nuclear power plant

What is a force field analysis? A. A process of identifying driving and restraining forces B. A process of tempering power by leveling the playing field C. A process of identifying the best routes to accomplish change D. A process of creating alliances

A process of identifying driving and restraining forces

What are common descriptors of the phase after the change/ A. Feeling of guilt and alienation B. Achieving closure, adaption, and openness to the new reality C. Shock and numbness D. Happiness, gratefulness, and excitement

Achieving closure, adaption, and openness to the new reality

One way that organizations can reduce their information processing challenges is by: A. Sending more emails B. Adding slack resources C. Making departments more reliant on each other D. Working harder and longer

Adding slack resources

Which of the following correlations between age and resistance to change is true? A. Age is negatively related to resistance B. Younger workers are more likely to accept change C. Younger and older workers respond to change in the same way D. Age is positively related to resistance

Age is negatively related to resistance

While having a good strategy is important, it is ineffective if which characteristic isn't present? A. Delegation B. Oversight C. Alignment D. Dedication

Alignment

Which of the following tends to be the least popular power tactic? A. Referring to a higher authority B. Bargaining C. Development coalitions D. Applying sanctions

Applying sanctions

In order to asses culture at it's deepest level, change agents should ask which question? A. Are humans basically good, neutral, or evil? B. How often has the mission changed? C. Do people really believe the mission? D. What is the incentive and reward system?

Are humans basically good, neutral, or evil?

How does the degree of differentiation change over the life of an organization? A. Differentiation generally remains stable throughout the life of the organization B. As the number of employees increases, there is greater differentiation C. As an organization becomes more successful and profitable, there is a greater need to differentiate tasks D. As a workforce becomes more embedded and cross-trained, the degree of differentiation diminishes

As the number of employees increases, there is greater differentiation

The movements of stakeholders follow which of the paths below? A. Interest, awareness, desire for action, leadership B. Awareness, discussion, communication, participation C. Awareness, interest, desire for action, take action D. Denial, grief, bargaining, acceptance

Awareness, interest, desire for action, take action

When approaching a formal approval process, change agents should utilize all of the following strategies EXCEPT: A. Identify the decision-maker's attitude and work with that person B. Be as vague about the project as possible in order to set accurate expectations C. Connect the project to the vision and strategy of the organization D. Use the appropriate process to. legitimize the proposal

Be as vague about the project as possible in order to set accurate expectations

Acceptance is enhanced is which of the following situations? A. By involving others in the discussion and thoroughly discussions alignment B. By presenting the change proposal after others have already put forward their ideas C. By keeping the project quiet until the project is formally approved D. By not including people who may resist the initial idea

By involving other in the discussion and thoroughly discussing alignment

How might alignment issues cause a negative reaction to change? A. Everyone's reactions to the change are not aligned B. Change leader asks you to do something incongruent with what existing structures and systems tell you to do C. The change is not widespread enough through the organization D. communication coming from the change leaders may be contradictory

Change leader asks you to do something incongruent with what existing structures and systems tell you to do

How should leaders respond to acceptance of change in their organizations?

Channel the energy but still consider concerns; foster transparency and openness to learning; manage the pace of the change

Chapter 5

Chapter 5

Chapter 6

Chapter 6

Chapter 7

Chapter 7

Which of the following is not one of Hardy's dimensions of power? A. Resource Power B. Charisma power C. Process power D. Meaning power

Charismas power

Which of the follow is NOT one of Kotter's eight steps? A. Establishing a sense of urgency B. Forming a change team C. Planning for short-term wins D. Collecting the organization's thoughts on the need and content of change

Collecting of organization's thoughts on the need and content of change

Which of the following is NOT a characteristic of a mechanistic organization? A. Tasks are broken down into separate parts B. There is a narrow span of control C. There is straightforward planning process D. Communication is abundant and flows horizontally

Communication is abundant and flows horizontally

Employees are most likely to react to their own feelings of ambivalence in all of the following ways EXCEPT? A. Confidently voicing their concerns and mixed feelings B. Turn to approaches that have worked in the past C. Actively seek out confirming data and reasoning D. Remember only attitude-consistent data

Confidently voicing their concerns and mixed feelings

What are common ways that larger, more complex companies are organized? A. Larger companies tend to be organized purely by function B.. Every product and category to integrated into each department to ensure integration C. Departments may be organized product or geographic area, and there may be people who specialize, bringing together all parts of the organization D. They consolidate all locations to manage all aspects of the company more closely from one entity

Departments may be organized by product or geographic are, and there may be people who specialize, bringing together all parts of the organization

How does an organization's design impact the behavior of its members? A. Design either inhibits or facilitates collaboration B. Design suits some personalities better than others C. Design determines the size an organization can reach D. Design inhibits creativity

Design either inhibits or facilitates collaborations

Which of the following is not a step in conducting a force field analysis? A. Identifying the strengths of forces acting in the situation B. Understand the forces and how they might increase leverage for change C. Examine the financial impact of the change in the short and long term D. Identify ways to increase support and reduce resistance

Examine the financial impact of the change in the short and long term

Change proposals should only be introduced once formal approval is obtained. A. True B. False

False

Employees who are deeply committed to the organization will generally demonstrate the most support for change initiatives. A. True B. False

False

Employees will always be either entirely in favour of entirely against any particular change initiative. A. True B. False

False

Formal approval tends to follow the same general decision-making process is most organizations A. True B. False

False

Leveraging structural and systematic change will create major animosity with one's employees. A. True B. False

False

Organizations would be better off if they didn't have to deal with power dynamics. A. True B. False

False

Recipients of change are usually passive participants. A. True B. False

False

Resistance to change should be avoided at all costs. A. True B. False

False

Some organizations do not require any formalization because they are so small. A. True B. False

False

There is one best way to structure an organization A. True B. False

False

When change leaders talk about significant change, they usually thoroughly focus on the cost/benefit analysis of both changing and keeping with the status quo. A. True B. False

False

People who have experienced long periods of stability and minimal change are likely to respond to change in which of the following ways? A. Feeling unsettled with a higher perceived risk B. A tendency to trust periods of increased change C. A predisposition to try new strategies and tactics than the ones they have used D. With anger and bitterness

Feeling unsettled with a higher perceived risk

Incremental changes require _________, while large more influential changes require _________. A. Less dedication, sustained passion B. More employee buy-in, leadership commitment C. Fewer resources, formal approval D. Numerous task forces, town hall meetings

Fewer resources, formal approval

Organization that have a more decentralized decision-making process tend to be structured in what way? A. Hierarchical B. Flat C. Formal D. Informal

Flat

What are common reactions during the change? A. Curiosity and engagement B. Discussion, teamwork, and interest C. Immobilization, denial, and sense of loss D. Confusion and resignation

Immobilization, denial, and sense of loss

As uncertainty __________, the amount fo information that needs to be processed between decision makers __________. A. Decreases, increases B. Increases, decreases C. Increases, increases D. Increases, stays the same

Increases, increases

Which of the follow is true about Schein's definition of culture? A. It's a pattern of basic assumptions that has been implemented by a single leader B. It's a set of assumptions that is taught as one of a variety of ways of perceiving problems C. It's a set of assumptions that is considered valid by senior leadership D. It's a set of assumptions that has been learned by a group as the correct way to think about problems

It's a set of assumptions that has been learned by a group as the correct way to think about problems

Change leaders should approach mixed feelings using which of the following actions? A. Trying to push employees to accept the change regardless of their feelings B. Ignoring ambivalence by emphasizing the benefits of the change C. Continue with the change plan and expect employees to get onboard when they're ready D. Listen for information and sort out what actions are needed to achieve the change

Listen for information and sort out what actions are needed to achieve the change

If leadership has a low tolerance for ambiguity, the approval process is likely to be: A. More rigorous B. More straightforward C. Quicker D. Lengthy

More rigorous

If the opinions of those trusted by recipients of change are positive and the recipients' initial attitude toward the change is negative, recipients are likely to respond in which of the following ways? A. Tempered support of the change with pressure to reconsider their support B. Opposed to the change but open to other perspectives C. Predisposed to involvement D.. Vehemently opposed

Opposed to the change but open to other perspectives

In what kinds of industries would an organic organization work best?

Organic forms are best suited to creative fields, or in an environment where flexibility and adaptiveness are critical

Which of the following is NOT an example of formal systems? A. Strategic planning, accounting and control systems B. Pay and reward practices C. Performance management D. Organizational culture

Organizational culture

Which of the following statements is most accurate for why people undertake or accept change initiatives? A. People undertake change for the money B. People undertake change when they believe that the benefits outweigh the costs C. People undertake change when they are completely confident they are prepared and it is the right step for the organization D. People undertake change to build their resumes and experiences

People undertake change when they believe that the benefits outweigh the costs

Which of the following statements is true about reactions to change? A. People will almost always be disconcerted by the prospect of change B. People will have strong responses to change based on the perceived consequences to them C. People will generally accept change that benefits the organization as a whole D. People will feel the same way about change that their peers do

People will have strong responses to change based on the perceived consequences to them

Which kind of power tends to be least important on its own? A. Positional power B. Network power C. Knowledge power D. Personally power

Positional power

What kinds of lateral relations will help increase information flow?

Possible answers include: direct contact between affected individuals, use of liaisons to bridge groups, multi-departmental task forces, formal teams, integrating roles with cross-departmental decision authority, structures with dual-authority relationships

Which of the following is a least constructive coping mechanism to change? A. Proselytization B. Interrogation C. Complaints D. Sabotage

Sabotage

In a stakeholder map, one may want to depict all of the following factors except: A. Stakeholders wants & needs B. Stakeholder linkages C. Likely stakeholders response to the change D. Stakeholder wealth relative to others

Stakeholder wealth relative to others

Which decision should be made first? A. Structure B. Culture C. Tasks D. Strategy

Strategy

In the implementation stage, which reporting structure is most effective? A. Brainstorming sessions B. Task force C. Town hall meeting D. Having the people who generate ideas also make the decisions

Task force

What is likely to happen when a new CEO comes into an organization? A. The CEO may challenge power and culture dynamics B. The CEO will fire most of the employees C. The CEO will continue with business as usual D. The CEO will be immediately accepted

The CEO may challenge power and culture dynamics

Which of the following is NOT a reason for a change recipient to decide to support the change? A. The benefits to them outweigh the costs B. The change has a high personal relevance C. The change is consistent with their values D. The change will make their job more interesting

The change will make their job more interesting

If a merger makes good business sense, an organization might not pursue it due to which of the following reasons? A. Shareholders may be upset B. It may be expensive C. The cultures of the two organizations clash D. There is not unanimity among the board

The cultures of the two organizations clash

What is integration? A. How much one task overlaps with another B. The degree in which each individual tasks fits in with the organization's overall mission C. The degree to which responsibility is meaningfully assigned instead of having unnecessary levels of management and bureaucracy D. The extent to which all disparate tasks and jobs are combined into a cohesive whole

The extent to which all disparate tasks and jobs are combines into a cohesive whole

What part of structure does the chain of command reflect? A. The formal power structure B. The informal power structure C. The organization's culture D.. The change process

The formal power structure

What are the reasons that a negative reaction to change may develop?

The perception of negative consequences of the change may be a reality. The communication process around the changes may be flawed. People may doubt the effectiveness of the change. People may lack experience with change or have had negative experiences in the past. People may have had negative experiences with the people leading the change or be influenced by negative reactions around them

What is a risk of acceptance of change? A. Having the change move too quickly B. The possibility of groupthink C. Accepting the wrong change for the organization D. People are in it for the wrong reasons

The possibility of groupthink

What choice best describes the survivor syndrome? A. A feeling of responsibility and commitment to carry the organization forward B. Understanding of the reasons for the change and feeling that the change had been fairly carried out C. A sense of relief and appreciation that one was kept when other were let go D. The reaction of poorly handled change, including lower motivation, guilt, and increased stress

The reaction of poorly handled change, including lower motivation, guilt, and increased stress

What is the psychological contract? A. The psychological addendum to an employee's hiring contract B. The assumptions people have about the organization should treat them C. An implicit contract built between employees and colleagues over time D. The sum of the implicit and explicit agreements we believe we have with our organization

The sum of the implicit and explicit agreements we believe we have with our organization

What is an example of a cultural artifact? A. The way employees dress B. The basic underlying assumptions of a group C. The organization's publicized mission

The way employees dress

What is an example of a cultural artifact? A. The way employees dress B. The basic underlying assumptions of a group C. The organization's publicized mission D. The size of the organization

The way employees dress

Change initiatives may cause mixed feelings from change recipients based on the impact of all factors EXCEPT: A. Their relationship with others B. Their ability to their job C. Their compensation and bonuses D. The fit with their needs and values

Their compensation and bonuses

How can organizations encourage employees to be more open to change?

They can encourage consistent questioning of the status quo and constantly seek to improve existing operations

How might change leaders increase the likelihood of gaining approval?

They should have a well-placed sponsor, know their audience, understand the power dynamics, have the project presented by the right person, and bring it forward when the time is right

What is the role of information systems? A. To develop needed information and get it to the right people B. To make sure all employees understand what's going on in the organization C. To keep employees accountable for mistakes they may be making D. To develop annual reports for shareholders

To develop needed information and get it to the right people

What are formal structures designed for? A. To support the strategic direction of the firm by enhancing efficiency and effectiveness B. To clarify roles and responsibilities C. To ensure accountability and oversight D. To create a coherent organization chart

To support the strategic direction of the firm by enhancing efficiency and effectiveness

Which is NOT a reason that an individual would welcome change? A. A change for personal growth B. A chance for promotion C. Variety and challenge D. To work longer hours

To work longer hours

Organizational members can be classified as all of the following except: A. Central connectors B. Troublemakers C. Boundary spanners D. Information brokers

Troublemakers

Acceptance can be increased despite initial resistance if the project has been through a rigorous review. A. True B. False

True

If stakeholders are feeling ambivalent, leaders should help people make sense of the proposed change. A. True B. False

True

In addition to thinking about personal impacts, employees think about the benefits of change to the organization. A. True B. False

True

Managers use different power tactics when trying to influence superiors as opposed to subordinates. A. True B. False

True

Most of the psychological contract is implicit.. A. True B. False

True

Moving forward without approval establishes creeping commitment to the change project. A. True B. False

True

Organizations need to align their formal structures and systems with the environment A. True B. False

True

People with a low tolerance for turbulence and ambiguity are most comfortable in a stable environment. A. True B. False

True

Stakeholders with a positive commitment and a high understanding of the change will provide the strongest confession. A. True B. False

True

The formality of an organization is defined by the extent to which structures and processes of the organization are written down and expected to be followed. A. True B. False

True

The tendency to rely on competencies and strategies that have worked in the past is referred to as a competency trap A. True B. False

True

What are common characteristics of the time before a change? A. Uncertainty, rumors, and anxiety B. Clear understanding of what's coming and how it will impact employees C. Widespread excitement and acceptance of the change D. Shock, depression, and bargaining

Uncertainty, rumors, and anxiety

Which of the following aspects of the culture is most difficult to change? A. Cultural artifacts B. Espoused beliefs and values C. Underlying assumptions D. How people relate to one anothers

Underlying assumptions

Which of the following is NOT a change tool to help employees commit to a change? A. Stakeholder engagement B. Participative teams C. Using the change leader's perspective to convince other of the change D. Bringing change initiatives to light

Using the change leader's perspectives to convince other of the change

In order to get a full picture of the information organization, which stakeholder(s) must be considered? A. Yourself B. The CEO C. The lowest level employees D. Former employees

Yourself