MGT Ch 15

99. Discuss the reasons why employees may resist change in the workplace.

Resistance means that the employees fight the change and try to undermine it. Research has revealed employees resist changes in their work methods due to resentment, frustration, and a loss of hope of regaining their formal levels of proficiency. Lack of participation and input to the change is one reason employees resist change. There are a number of others that include both personal reasons and organizational reasons. Personal reasons include habit, security, economic, and fear of the unknown. Organizational reasons for resistance are structural inertia (the structure is too rigid to support the change), group inertia, threats to expertise, and threats to established power relationships.

98. Provide some example of organizational development interventions.

Survey feedback is one example (see answer to #97 for details). Workout was pioneered at General Electric (GE) and provided a method for employees to get new ideas head by top management without having to go through hierarchical levels of bureaucracy. Sometimes a leader needs an outside point of view on an organizational issue and hires a consultant with OD expertise who assists in a helping mode. This process is called process consultation and may focus on such matters as interpersonal relationships and communication. Organizations are increasingly relying on teams to work on complex tasks and generate new ideas. Thus, team building has emerged as an important OD intervention. Team building employs group activities that involve a great deal of interaction among team members to increase trust. Appreciative inquiry (AI) is a recently developed OD intervention that is an example of action research. The basic assumption is that people move in the direction that they visualize for the future.

97. Discuss the use of survey feedback in organizations

Survey feedback is one of the most commonly employed OD techniques. Data are collected from employees regarding their attitudes toward work, and their confidentiality is assured. This data is then analyzed and reported back to the organization as group averages. This report becomes a starting point for further OD efforts, which may result in task forces to address the concerns identified in the survey. Most large organizations today conduct attitude surveys of their employees—typically on an annual basis. Participation in surveys should be organization-wide to ensure that the survey results accurately reflect employee attitudes. Surveys are a key tool for understanding important organizational issues.

95. Describe the action Yum! Brands, Inc., took to implement a proactive and radical cultural change.

The actions that Yum! took to create a new culture were as follows: 1. Starting with a set of shared values to define a culture across the three brands. 2. Founding the new company in a way that that embodied the new culture. 3. Using new titles to signal intentions and signify new cultural meanings. 4. Creating a coaching management system to maximize restaurant performance. 5. Developing a recognition culture to reinforce the new culture's values. 6. Realigning reward systems to validate and "walk the talk" on values. 7. Measuring the effectiveness and commitment of senior managers to the values.

91. Describe the forces driving organizational change.

There are numerous forces for change in organizations. For example, the impact of workforce diversity due to gender, race/ethnicity, and generations at work. Changes in the workforce as well as cultural differences will continue to be a force for organizational change. The economy represents a significant source for change. For example, the economic recession resulted in major changes such as downsizing and restructuring. Technology changes are rapid, and organizations must keep up with these advances. Technology advances have resulted in e-mail now being the primary mode of organizational communication, and handheld devices are now commonly used by employees. Globalization represents a significant source of change for organization with the rise of the multinational corporation. Increased globalization of markets has also given rise to global competition in addition to competing with firms within a given country.

22. Which of the following is a type of planned organizational change that is reactive and incremental? a. Put out small fires b. Stop the bleeding c. Tweaking d. Transformation

a. Put out small fires

89. Team building has a strong influence on team performance. a. True b. False

a. True

23. Which of the following is a type of planned organizational change that is reactive and radical? a. Put out small fires b. Stop the bleeding c. Tweaking d. Transformation

b. Stop the bleeding

35. Which of the following is an example of the physical setting subsystem involved in planned organizational change? a. Job design b. Organizational culture c. Reward systems d. Cubicle design

d. Cubicle design

36. The book provided an example of the Yum! Brands, Inc. (Pizza Hut, Taco Bell, and KFC) implementation of a culture change that was proactive and radical. All of the following were actions the company took to create a new culture, except: a. Using new titles to signal intentions and signify new cultural meanings b. Developing a recognition culture to reinforce the new culture's values c. Realigning reward systems to validate and "walk the talk" on values d. Measuring the effectiveness and commitment of frontline employees to values

d. Measuring the effectiveness and commitment of frontline employees to values

25. Which of the following is a type of planned organizational change that is proactive and radical? a. Put out small fires b. Stop the bleeding c. Tweaking d. Transformation

d. Transformation

10. All of the following are examples of how competition drives organizational change, except: a. Robotics b. Customer standards c. Time to market d. Mergers and acquisitions

*a. Robotics

64. Which of the following is not one of Lewin's three steps in his model of organizational change? a. Thawing b. Unfreezing c. Changing d. Refreezing

*a. Thawing

81. Workplace diversity can include cultural differences. a. True b. False

*a. True

83. Incremental changes are typically swift and dramatic. a. True b. False

*a. True

85. Reactive, incremental change is also known as putting out small fires. a. True b. False

*a. True

88. Survey feedback is one of the most commonly employed organizational development techniques. a. True b. False

*a. True

90. The fifth discipline in Senge's model is systems thinking. a. True b. False

*a. True

16. According to a Forbes article on the evolution of work, all of the following are elements of the past of work, except: a. Create the ladder b. Hoarded information c. On-premise technology d. E-mail is a primary form of communication

*a. Create the ladder

76. Which of the following is the first step in Kotter's eight-step model for leading change? a. Create urgency. b. Form a powerful coalition. c. Create a vision for change. d. Empower action.

*a. Create urgency.

28. Which of the following subsystems involved in planned organizational change provides coordination and control necessary for organized activity? a. Formal organization b. Social factors c. Technology d. Physical setting

*a. Formal organization

80. Which of the following is not one of the learning disciplines in learning organizations? a. Individualized learning b. Systems thinking c. Mental models d. Shared vision

*a. Individualized learning

34. Which of the following is an example of the technology subsystem involved in planned organizational change? a. Job design b. Organizational culture c. Reward systems d. Cubicle design

*a. Job design

4. According to recent research by McKinsey & Company on organizations with major change initiatives, all of the following were successful change factors for senior managers, except: a. Motivation b. Commitment c. Communication d. Financial incentives

*a. Motivation

54. Which of the following reactions to change occurs when employees fight the change and try to undermine it? a. Resistance b. Sabotage c. Compliance d. Commitment to change

*a. Resistance

39. All of the following are statements made in the text regarding organizational development, except: a. It began with an insight that "there is nothing so practical as a good theory. b. Academics tend to write about theories of changing, and management practitioners tend to write about theories of change. c. Theories of organizational behavior are applied in organizational settings through organizational development interventions. d. Organizational leaders have experimented with a wide variety of organizational change interventions.

*b. Academics tend to write about theories of changing, and management practitioners tend to write about theories of change.

77. All of the following are steps in Kotter's eight-step model for leading change, except: a. Create urgency. b. Borrow a vision for change. c. Form a powerful coalition. d. Communicate the vision.

*b. Borrow a vision for change.

55. Which of the following reactions to change occurs when employees simply go along with the change but secretly hope that it is a program that will come to an end soon? a. Resistance b. Compliance c. Commitment to change d. Ambivalence

*b. Compliance

9. All of the following are examples of how globalization drives organizational change, except: a. Multinational corporations b. Customer standards c. Political instability d. Fair trade

*b. Customer standards

17. According to a Forbes article on the evolution of work, all of the following are elements of the past of work, except: a. Corporate ladder b. Engaged, empowering, and inspiring leadership c. Siloed and fragmented company d. Work at office

*b. Engaged, empowering, and inspiring leadership

82. According to a Forbes article on the evolution of work, the future will of work has email as the primary form of communication. a. True b. False

*b. False

84. Proactive changes occur in response to some threat or opportunity. a. True b. False

*b. False

86. The most intense form of change is reactive and incremental. a. True b. False

*b. False

87. The informal organization is one of the four subsystems of organizational change. a. True b. False

*b. False

11. Milton is interested in the main drivers of organizational change. He should understand that all of the following are key drivers of organizational change, except: a. Competition b. Individuals c. Technology d. Workforce diversity

*b. Individuals

27. All of the following are organizational subsystems that are involved in organizational change, except: a. Social factors b. Informal organization c. Technology d. Physical setting

*b. Informal organization

79. Which of the following is an organization skilled at creating, acquiring, interpreting, transferring, retaining knowledge, and at purposefully modifying its behavior to reflect new knowledge and insights? a. High-performing organization b. Learning organization c. Learned organization d. 22nd century organization

*b. Learning organization

57. The following statements regarding resistance to change are true, except: a. Research on resistance to change dates back to a classic study of participative decision making. b. Leaving decisions to managers helped reduce resistance to change. c. Organizational development can impact resistance to change through an intervention that increased employee participation in the process. d. Individuals resist change for both personal and organizational reasons.

*b. Leaving decisions to managers helped reduce resistance to change.

75. All of the following are steps in the force field analysis, except: a. Indicate how important each force is. b. List how to weaken each important supporting force. c. Listen how to weaken each important resisting force. d. Identify resources needed to support forces for change, and reduce forces against change.

*b. List how to weaken each important supporting force.

33. Which of the following is an example of the social factors subsystem involved in planned organizational change? a. Job design b. Organizational culture c. Reward systems d. Cubicle design

*b. Organizational culture

45. Which of the following is an expert with organizational development expertise who assists in a helping mode? a. Application consultant b. Process consultant c. Management consultant d. Development consultant

*b. Process consultant

21. Harper is introducing swift, dramatic transformation of his entire manufacturing system. Which of the following best describes the type of change she is engaging in? a. Incremental b. Radical c. Proactive d. Reactive

*b. Radical

53. All of the following are reactions to organizational change efforts, except: a. Resistance b. Reluctance to change c. Compliance d. Commitment to change

*b. Reluctance to change

71. All of the following statements regarding Lewin's three-step model of organizational change are true, except: a. Lewin's approach is based upon field theory and the analysis of forces for and against organizational change. b. Research has demonstrated that Lewin's model is no longer relevant in today's business environment. c. When people and systems are in the frozen stage, you can't change them. d. Employees will end toward the status quo or equilibrium.

*b. Research has demonstrated that Lewin's model is no longer relevant in today's business environment.

15. According to a Forbes article on the evolution of work, all of the following are elements of the past of work, except: a. Hierarchy b. Shared information c. Fixed working hours d. Command & control and fear-based leadership

*b. Shared information

69. Jessica wants to implement team based work in her organization that has always done things individually. In this example, the changing step might look like which of the following statements: a. Discuss the needs for the change. b. Show a new organizational chart to employees, showing that teams are the new way that work will be organized. c. Challenge assumptions regarding working alone and getting rewarded for individual effort. d. Offering team rewards and reinforcing the new way work is organized.

*b. Show a new organizational chart to employees, showing that teams are the new way that work will be organized.

5. According to recent research by McKinsey & Company on organizations with major change initiatives, all of the following were successful change factors for senior managers, except: a. Nonfinancial incentives b. Skills in managing people c. Leadership d. Stretch targets

*b. Skills in managing people

29. Which of the following subsystems involved in planned organizational change includes individual differences, team interactions, and the organizational culture? a. Formal organization b. Social factors c. Technology d. Physical setting

*b. Social factors

3. According to recent research by McKinsey & Company on organizations with major change initiatives, all of the following were successful change factors for middle managers, except: a. Decision authority b. Stretch targets c. Skills in managing people d. Skills in managing projects

*b. Stretch targets

46. Deidre is interested in a process consultant to help with some organizational development initiative. She should know all of the following statements from the text regarding process consultation, except: a. The consultant provides an outsider's point of view on the organizational issue(s). b. The consultant provides the final solution to the organizational issue(s). c. The leader develops their own skills in the process by understanding and addressing the problem. d. The leader may call on the consultant later if more coaching is necessary.

*b. The consultant provides the final solution to the organizational issue(s).

65. Which of the following challenges the status quo by shaking up assumptions? a. Changing b. Unfreezing c. Refreezing d. Defrosting

*b. Unfreezing

43. Which of the following is a method for generating new ideas using employee participation and empowerment? a. Barnstorming b. Workout c. Spit-balling d. Bootstrapping

*b. Workout

74. All of the following are steps in the force field analysis, except: a. Define the problem (current state) and the target situation (target state). b. List forces working for and against the desired changes. c. All forces should be of equal strength. d. Draw a diagram.

*c. All forces should be of equal strength.

49. Which of the following is an organization development intervention in which people reflect on peak experiences and visualize the future? a. Team building b. Workout c. Appreciative inquiry d. Process consultation

*c. Appreciative inquiry

66. Which of the following represents a movement toward a new desired state? a. Refreezing b. Unfreezing c. Changing d. Frostbite

*c. Changing

56. Which of the following reactions to change occurs when employees support change and help the organization implement it? a. Resistance b. Compliance c. Commitment to change d. Championing

*c. Commitment to change

42. Kelly is interested in using survey feedback in her workplace. She should know that all of the following about the use of surveys is true, except: a. Surveys are a key tool for understanding important organizational issues. b. Participation in surveys should be organization-wide. c. Confidentiality of surveys is relatively unimportant. d. Most large organizations today conduct attitude surveys of employees - typically on an annual basis.

*c. Confidentiality of surveys is relatively unimportant.

78. All of the following are steps in Kotter's eight-step model for leading change, except: a. Empower action b. Build on the change c. Create slow losses d. Make it stick

*c. Create slow losses

2. According to recent research by McKinsey & Company on organizations with major change initiatives, all of the following were successful change factors for frontline staff, except: a. Skills b. Tools c. Decision authority d. Motivation

*c. Decision authority

8. All of the following are examples of how technology drives organizational change, except: a. Mobile devices b. Social media c. Emerging markets d. Internet security

*c. Emerging markets

58. All of the following are personal reasons individuals may resist change efforts, except: a. Habit b. Security c. Fear of the known d. Economic

*c. Fear of the known

14. According to a Forbes article on the evolution of work, all of the following are elements of the future of work, except: a. Connected and engaged company b. E-mail is a secondary form of communication c. Fixed working hours d. Work from anywhere (mobile)

*c. Fixed working hours

72. Which of the following involves analyzing the forces for and against change? a. Resistance to change b. Organizational development c. Force field analysis d. Workout technique

*c. Force field analysis

60. The book mentions that planned organizational change can have a number of targets, including all of the following except: a. Structure b. Technology c. History d. Teams

*c. History

20. Hutchison is introducing a series of small, gradual changes. Which of the following best describes the type of change he is engaging in? a. Radical b. Proactive c. Incremental d. Reactive

*c. Incremental

52. All of the following are organizational development interventions, except: a. Survey feedback b. Workout c. Interviewing d. Team building

*c. Interviewing

62. Luke recently read a classic Harvard Business Review article on how to help people overcome resistance to change. All of the following are guidelines included in the article, except: a. Selecting people who accept change supports changes since research shows that people have personality traits that enable them to be more flexible when it comes to coping with change. b. Implementing changes fairly improves the chances that employees will accept change. c. Leaving decisions about change to management helps reduce resistance to change as it ensures management retains the stress of designing change efforts. d. Developing positive relationships through trust in management increases commitment to organizational change.

*c. Leaving decisions about change to management helps reduce resistance to change as it ensures management retains the stress of designing change efforts.

26. Gemma wants to know how to better engage an older workforce. All of the following are best practices in this regard, except: a. Flexible, half-time retirement b. Prioritizing older workers' skills in hiring and promotions c. Maintaining old, familiar positions d. Changing workplace ergonomics

*c. Maintaining old, familiar positions

12. According to a Forbes article on the evolution of work, all of the following are elements of the future of work, except: a. Flattened structure b. Flexible working hours c. On-premise technology d. Engaging, empowering, and inspiring leadership

*c. On-premise technology

38. Which of the following is a collection of social psychology methods employed to improve organizational effectives and employee well-being? a. Organizational change b. Organizational culture c. Organizational development d. Organizational climate

*c. Organizational development

18. Hinton is trying to actively make changes to his workplace and the practices of his organization before some threat occurs. Which of the following best describes the type of change he is engaging in? a. Radical b. Reactive c. Proactive d. Incremental

*c. Proactive

32. Which of the following is an example of the formal organization subsystem involved in planned organizational change? a. Job design b. Organizational culture c. Reward systems d. Cubicle design

*c. Reward systems

47. Which of the following are group activities that involve a great deal of interaction among team members to increase trust? a. Group development b. Team dynamism c. Team building d. Group practicum

*c. Team building

40. All of following statements regarding theories of change are true, except: a. They try to answer the question of how and why change occurs. b. They focus on how to implement successful organizational change. c. They are the same as theories of changing. d. Academics tend to write about theories of change.

*c. They are the same as theories of changing.

63. Abram recently read a classic Harvard Business Review article on how to help people overcome resistance to change. All of the following are guidelines recommended as a last resort as they may backfire, except: a. Using manipulation b. Using cooptation c. Using impropriety d. Using coercing

*c. Using impropriety

6. All of the following are examples of facets of workforce diversity, except: a. Gender b. Race/ethnicity c. Workplace skills d. Age/generation

*c. Workplace skills

61. Levi recently read a classic Harvard Business Review article on how to help people overcome resistance to change. All of the following are guidelines included in the article, except: a. Being educated and communicating reduces misinformation about the change and helps convince employees that change is needed. b. People are more likely to accept changes that they help design. c. Building support and commitment reduces resistance because employees have the support through counseling or sabbaticals to ease the strain. d. Diminishing relationships between management and employees helps reduce resistance to change.

*d. Diminishing relationships between management and employees helps reduce resistance to change.

13. According to a Forbes article on the evolution of work, all of the following are elements of the future of work, except: a. Shared information b. Cloud technology c. Create the ladder d. E-mail as a primary form of communication

*d. E-mail as a primary form of communication

70. Jessica wants to implement team based work in her organization that has always done things individually. In this example, the refreezing step might look like which of the following statements: a. Discuss the needs for the change. b. Show a new organizational chart to employees, showing that teams are the new way that work will be organized. c. Challenge assumptions regarding working alone and getting rewarded for individual effort. d. Offering team rewards and reinforcing the new way work is organized.

*d. Offering team rewards and reinforcing the new way work is organized.

31. Which of the following subsystems involved in planned organizational change are characteristics of the physical space and how it is arranged? a. Formal organization b. Social factors c. Technology d. Physical setting

*d. Physical setting

19. Hilda needs to make a change to her organization as a competitor has come in and threatened to take away a large portion of her sales. Which of the following best describes the type of change she is engaging in? a. Proactive b. Incremental c. Radical d. Reactive

*d. Reactive

67. Which of the following is reinforcing and restricting the changes ? a. Changing b. Unfreezing c. Defrosting d. Refreezing

*d. Refreezing

48. All of the following are statements related to team building, except: a. Team building has emerged as an important organizational development intervention. b. Effects of team building decreased as a function of the size of the team. c. Team building has a positive effect on workplace attitudes. d. Research has shown a strong link between team building and performance.

*d. Research has shown a strong link between team building and performance.

37. The book provided an example of the Yum! Brands, Inc. (Pizza Hut, Taco Bell, and KFC) implementation of a culture change that was proactive and radical. All of the following were actions the company took to create a new culture, except: a. Starting with a set of shared values to define a culture across the three brands b. Founding the new company in a way that embodied the new culture c. Creating a coaching management system to maximize restaurant performance d. Retaining old titles for familiarity and clarify

*d. Retaining old titles for familiarity and clarify

41. Which of the following occurs when data are collected from employees regarding their attitudes toward work, reports are created, and shared with the organization: a. Anecdotal evidence b. Formal inquiries c. Attitude assessments d. Survey feedback

*d. Survey feedback

51. Which of the following is defined as values, governance, transparency, and ethics, as well as such goals as diversity, social responsibility, supporting human and employee rights, protecting the environment, and contributing to the community? a. Accountability b. Sociability c. Climatology d. Sustainability

*d. Sustainability

44. Alejandro recently read about the workout technique pioneered by General Electric (GE). He should know that all of the following are steps in the workout technique, except: a. The manager introduces a problem to a team of employees who have relevant expertise. b. The manager leaves, and the employees work together for about 2 days on the problem. c. The manager returns and the employees report their proposals to solve the problem. d. The manager takes about 2 weeks to determine the best solution for the proposals.

*d. The manager takes about 2 weeks to determine the best solution for the proposals.

73. All of the following are true of Kotter's eight-step model, except: a. Each step builds on the previous one. b. The model provides specific guidelines for changing organizations. c. The model culminates in institutionalizing the new approaches. d. The model is unrelated to Lewin's model of change.

*d. The model is unrelated to Lewin's model of change.

1. According to recent research by McKinsey & Company on organizations with major change initiatives, the biggest factor in the success or failure of the organizations was: a. The strength of organizational investments b. The strength of organizational diversity c. The strength of organizational culture d. The strength of change management practices

*d. The strength of change management practices

50. Teresa has recently read about an organizational development intervention known as appreciate inquiry. She should know all of the following statements about this intervention, except: a. It is consistent with emerging ideas from positive psychology and organizational behavior. b. The basic assumption is that people move in the direction that they visualize for the future. c. The process begins by having participants reflect on a peak experience. d. This is an individualized organizational development intervention aimed at improving individual outcomes.

*d. This is an individualized organizational development intervention aimed at improving individual outcomes.

59. All of the following are organizational reasons individuals may resist change efforts, except: a. Structural inertia b. Group inertia c. Threats to expertise d. Threats to personality

*d. Threats to personality

7. All of the following are examples of how the economy drives organizational change, except: a. Recession b. Government policy c. Rising health care costs d. Time to market

*d. Time to market

100. Compare and contrast the Lewin's and Kotter's models for leading organizational change.

Lewin's is a three-step model for understanding the fundamental process of leading change. There are three steps in the change process: unfreezing, changing, and refreezing. First, unfreezing challenges the status quo by shaking up assumptions; next, changing represents movement toward a new desired state. Finally refreezing the changes by reinforcing and restructuring is the third phase to make the changes permanent. Another important model for leading change is the Kotter eight-step model. 1. Establish a sense of urgency. Change typically begins with leaders noticing challenges the organization faces. 2. Form a powerful guiding coalition. Change efforts may start with just one or two people who begin to convince others that change is needed. 3. Create a vision. A compelling "picture" of the future must be created. 4. Communicate the vision. Regardless of how much communication leaders think is needed, they should multiply that by 10. 5. Empower others to act on the vision. Employees should be allowed to participate in making changes in their areas. 6. Plan for and create short-term wins. Change takes time, and change efforts sometimes lose momentum as frustrations set in with employees. 7. Consolidate improvements and sustain the momentum for change. A change process can take 5 to 10 years—as force field analysis shows, the forces against change, such as resistance, may result in regression to the prior ways of doing things. 8. Institutionalize the new approaches. A leader will know that the change is frozen in place when followers believe that it is "the way we do things around here."

96. Explain the concept of organizational development.

Organizational development (OD) is a collection of social psychology methods employed to improve organizational effectiveness and employee well-being. OD began with an insight that "there is nothing so practical as a good theory." OD is an applied science, and theories of OD are applied in organizational settings through OD interventions. OD can be considered to be the theory and research that underlies the practical application of OD interventions in the workplace. There is a difference between theories of change and theories of changing.

94. Compare and contrast the four subsystems for organizational change. Planned organizational change involves four organizational subsystems:

Planned organizational change involves four organizational subsystems: 1. Formal organization. This provides the coordination and control necessary for organized activity; examples are formal structures and reward systems. 2. Social factors. These factors include individual differences, team interactions, and the organizational culture. 3. Technology. This is how raw materials and inputs transform into outputs, such as work flow design and job design. 4. Physical setting. These are the characteristics of the physical space and how it is arranged.

93. Discuss practices for engaging an older workforce.

The following best practices for adapting the organization for an aging workforce are suggested: 1. Flexible, half-time retirement. Retirees can work part-time while drawing part of their retirement funds so they earn a full salary and keep their benefits. 2. Prioritizing older workers' skills in hiring and promotions. The organization puts more emphasis on "loyalty, track records, competence and common sense," which are valuable to organizations. 3. Creating new positions or adapting old ones. This practice is retraining workers for jobs that better suit their skill sets. Older workers may be better suited for project management, community relations, and mentoring new employees as additional examples. 4. Changing workplace ergonomics. Organizations can adapt the work environment to better suit older workers.

92. Discuss why planned organizational change is necessary.

The forces for organizational change have resulted in the need for organizations to be proactive rather than reactive in reading the environment they operate in. The idea of being proactive when it comes to change is not new and dates to the classic management book Overcoming Organizational Defenses. Yet, most organizations still are in reactive mode (i.e., "putting out fires") when it comes to change. Change may also be incremental (e.g., adding blue dots to a detergent) or radical (e.g., a major restructuring). The most intense form of change is proactive and radical, and it is often when an organization engages in planned organizational change using OD interventions.

68. Jessica wants to implement team-based work in her organization that has always done things individually. In this example, the unfreezing step might look like which of the following statements a. Weather the storms and conflicts. b. Show a new organizational chart to employees, showing that teams are the new way that work will be organized. c. Challenge assumptions regarding working alone and getting rewarded for individual effort. d. Offer team rewards and reinforce the new way work is organized.

c. Challenge assumptions regarding working alone and getting rewarded for individual effort.

30. Which of the following subsystems involved in planned organizational change is how raw materials and inputs transform into outputs? a. Formal organization b. Social factors c. Technology d. Physical setting

c. Technology

24. Which of the following is a type of planned organizational change that is proactive and incremental? a. Put out small fires b. Stop the bleeding c. Tweaking d. Transformation

c. Tweaking