MGMT 415 - Ch. 8-10 Exam (Chauvin)
Which of the following is a difference between dialogic organizational development (OD) and diagnostic organization development (OD)?
A consultant is an involved facilitator in dialogic OD, whereas he or she is a neutral facilitator in diagnostic OD.
Which of the following laws that states that change often looks like a failure in the middle is invoked by Kurt Lewin's second stage of change?
Kanter's law
Which of the following companies developed the awareness, desire, knowledge, ability, and reinforcement (ADKAR) model of change?
Prosci
According to Karp, which of the following statements would be considered "the guilt trip"?
See what you're making me do
Identify the question that corresponds to Aspire in the McKinsey 5A model.
Where do we want to go?
In the context of individual resistance and management responses, which of the following statements would be considered "the projected threat"?
X isn't going to like this.
According to Marco Gardini et al., change is said to be successful if
a comprehensive program which clear and meaningful goals that links those in pivotal roles with the changes that the rest of the organization has to make is designed.
which of the following factors is most likely to make the people in an organization lose conviction that a change is necessary?
a past track record of success
Which of the following statements is true of managing resistance to change in an organization?
action to deal with resistance should be based on a diagnosis of the causes
Being critical, finding fault, ridiculing, or using facts selectively are _______ signs of resistance to change.
active
which of the following is NOT one of the symptoms of active resistance to change?
agreeing in person but not following through
The ______ is an assumption that planned, intended change is necessary in order to disrupt the forces that contribute to a lack of change in an organization so that there is a lag between environmental change and organizational adaptation.
assumption of inertia
According to Dunphy and Stace, the disadvantage of the tell and sell change management style is that it _______.
can be seen as cosmetic
Of the six images of managing change, the _______ and the _______ images of managing change assume that change managers receive rather than initiate change.
caretaker; nurturer
One of the six images of managing change, the _______ and the ________ images have their foundations in the field of organization theory.
caretaker; nurturer
the introduction of and transition to new techniques and behaviors occur during the ________ phase of action research.
change actions
According to Beckhard, which of the following is true of the classic organizational development approach?
change attitudes and behavior is a focus of the change effort
In the context of Lewin's three-stage model of change management, which of the following is involved in the unfreezing stage?
changing attitudes by making people feel uncomfortable about the way things are because they could be improved
According to Dunphy and Stace, the style of change adopted when an organization needs major adjustments to meet environmental conditions, where there is little time for participation, and where there is support for radical change is called ________.
charismatic transformation
According to the _______ perspective on resistance to change, resistance needs to be recognized and expected as change takes people out of their comfort zones.
coach
Underpinned by the _________ image, the organizational development (OD) approach is one where its adherents present their developmental prescriptions for achieving change as being based, at least traditionally, upon a core set of values, values that emphasize that change should benefit not just organizations but the people who staff them.
coach
According to Cynthia Scott and Dennis Jaffe's stages of coping with change, attention is focused on new courses of action during the _______ stage.
commitment
Which of the following is one of the four factors in the DICE model developed by the Boston Consulting Group as part of the change by checklist approach?
commitment
which of the following is NOT a component of appreciative inquiry (AI)?
communicating to the world
________ change theorists and practitioners take an "it depends" approach in which the style of change, especially the style of leadership, is dependent on the scale of the proposed change and the readiness of the staff to receive it.
contingency
In the process perspective, Dawson and Andriopoulos advocate __________, challenging taken-for-granted assumptions, which may be desirable if it subverts a weak initiative.
critical reflection
The explicit and implicit coercion strategy for dealing with resistance to change is most appropriate when the resistance to change is caused by _________.
deep disagreements and little change of consensus.
In the context of the core set of values of the organization development (OD) field, _________ values relate to authenticity, growth, and self-realization.
developmental
according to the ________ perspective on resistance to change, resistance is a sign that not everybody is on board in terms of making the change and resistance can and must be overcome in order to move change forward.
director
the contingency change management approach is underpinned by the _______ image of managing.
director
In Kotter's eight-stage model of transformational change, the stage of empowering others to act on the decided vision involves ________.
encouraging risk taking and unconventional thinking
What is the first step in Kotter's eight stage model of transformational change?
establishing a sense of urgency
According to the text, which of the following is NOT a major organizational change experienced by Nova Scotia Power from 1982-2002?
expropriation
According to Cynthia Scott and Dennis Jaffe's stages of coping with change in an organization, at the last stage of the cycle, individuals _______.
focus attention on new courses of action
According to Kotter's eight-stage model of transformational change, during the stage in which management would ensure that there is a strong change group to guide the change, the actions would include _________.
forming a powerful guiding coalition
The best change sequence in the event of ineffectiveness in the system is:
freeze, rebalance, and unfreeze
According to Lewinian/OD views of organizational change, organization development (OD) is linear in that it
has movement from past to present to future.
in the context of the core set of values of the organization development (OD) field, ______ values relate to openness, honesty, and integrity.
humanistic
What is the final step in Kotter's eight-stage model of transformational change?
institutionalizing new approaches
Underpinned by the ______ image, the sense-making approach maintains that change emerges over time and consists of a series of interpretive activities that help to create in people new meanings about their organizations and about the ways in which they can operate differently in the future
interpreter
According to Cummings and Worley, organization development (OD) practitioners need ________ skills, which include having a well-developed set of values and personal integrity and the ability to retain their own health in high-stress organizational situations.
intrapersonal
Which of the following is NOT a part of Kotter and Schlesinger's strategies for managing resistance to change?
investigation and deception
One of the main criticisms of the contingency approach is that
it is more ambiguous and difficult to explain than the simpler "off the shelf" competition from checklists and stage models.
Which of the following is an advantage of using the manipulation and co-optation strategy to deal with resistance to change?
it is quick and inexpensive
which of the following is NOT a characteristic of Beckhard's classic organization development (OD) approach?
it is spontaneous and requires compartmental diagnosis
Which of the following is a limitation of the process perspective of change?
it offers advice that covers only those issues to which change management should be so sensitive.
Which of the following is a true statement about the duration, integrity, commitment, and effort (DICE) model developed by the Boston Consulting Group?
it provides reassurance that change can be controlled and managed effectively in a logical and predictable manner
According to the text, which of the following is a strength of the process perspective on change?
it recognizes the complexity of change, draws attention to the interaction between many factors at different levels, and shapes the nature, direction, and consequences of change.
According to Fuller et al., which of the following is true of appreciative inquiry?
it releases an outpouring of new constructive conversations
Which of the following statements is true of the explicit and implicit coercion strategy for dealing with resistance to change?
it requires the change agent to have power
Which of the following is a disadvantage of using the facilitation and support strategy to deal with resistance to change?
it takes time and can be expensive
Which of the following is a disadvantage of the change management style of inviting participation?
it tends to conflict with the concept of management accountability, and the management loses some control over outcomes
Andrew Pettigrew, one of the architects of the processual perspective, cautioned against _________.
looking for single causes and simple explanations for change.
in the context of resistance to change in an organization, which of the following is the difference between employee resistance and management resistance?
management resistance is more likely to occur at the conceptualization and planning stage, whereas employee resistance is more likely to arise at the point of implementation
Which of the following is NOT one of Dawson and Andriopoulos's "general lessons" concerning change management practice?
many assumptions can be taken for granted, and time should not be wasted questioning these assumptions
Process theories see change unfolding over time in a messy and iterative way and thus rely more heavily on the image of a change manager as a _________.
navigator
which of the following approaches is NOT encompassed in positive organization scholarship (POS)?
organizational sociology
which of the following strategies for dealing with resistance to change is most appropriate when the resistance is caused by a fear of the unknown?
participation and involvement
Agreeing in person but not following through, procrastination, or dragging one's feet are ______ signs of resistance to change.
passive
Which of the following has been dubbed as a "new movement in organizational science" since its emergence in the early 2000s?
positive organizational scholarship (POS)
Which of the following is NOT a part of Kurt Lewin's three-stage model of change?
pouring
the first step in action research is ________.
problem identification
According to Kurt Lewin, removing blockages in the adaptive processes is termed _________.
rebalancing
In the context of Kurt Lewin's stage model of change management, embedding or institutionalizing the new behaviors to prevent people from drifting back to previous ways of doing things is called _________.
refreezing
According to Cynthia Scott and Dennis Jaffe's stages of coping with change in an organization, at the first stage of the cycle, individuals ________.
refuse to believe that they need to behave differently.
Which of the following statements is true of resistance to change?
resistance has emotional, cognitive, and behavioral components
which of the following is not a technique designed to work with large groups of people at a time?
spatial participation design
which of the following is the most likely negative consequence of excessive change in an organization?
staff being asked to do too much
According to Cummings and Worley, which of the following is NOT a skill needed by an organization development (OD) practitioner?
technical skills
the approach and the values undermining organization development (OD) were predominantly developed in ________.
the United States
According to Kotter and Schlesinger's contingency approach to managing resistance to change in an organization, change managers should move slowly if _______.
the resistance to change is intense and extensive
according to Patrick Dawson and Andriopoulos, to understand change, organizations must consider _________.
the substance of the change and its scale and scope
When change managers try to induce acceptance of an organizational change, _________.
their focus should lie with system changes and improvements
People find it easier to support changes when _______.
their interests are not threatened.
According to Kotter and Schlesinger's contingency approach to managing resistance to change in an organization, change managers should move quickly if ________.
there is a crisis affecting performance or survival.
