Chapter 16 Organization Change and Change Management

Each of the following is a reason to secure top management support for a change except (A) to reduce fear of obsolescence. (B) to head off problems of power. (C) to avoid problems of control. (D) to keep key managers informed. (E) to get the dominant coalition on the side of change.

A

In Lewin's Process Model of change, the process by which new behaviors are made relatively permanent and resistant to further change is called (A) refreezing. (B) unfreezing. (C) congealing. (D) annealing. (E) dissolving.

A

In the absence of information regarding a change, employees may fill the gap with (A) inappropriate or false information. (B) sensitive participation. (C) a contribution. (D) a holistic view. (E) a synopsis.

A

In the continuous change process model, the final step is (A) measurement, evaluation, and control. (B) OB modeling. (C) a system audit and modification. (D) the change agent. (E) transition management.

A

Most quality-of-work-life efforts espouse a goal of (A) humanizing the workplace. (B) reduced interpersonal conflict. (C) strengthened competitive advantage. (D) increasing the quality of the work performed. (E) decreasing expenses and waste on the job.

A

Organization development involves attempts to plan organization changes, which excludes _________ initiatives. (A) spontaneous (B) premeditated (C) strategic (D) ineffective (E) none of these

A

Overdetermination is sometimes called (A) structural inertia. (B) organizational inertia. (C) group inertia. (D) group stability. (E) organizational stability.

A

The eighth step in the integrative framework for the implementation of task redesign is (A) implementation of any supplemental changes. (B) formulation of the strategy for redesign. (C) evaluation of the task redesign effort. (D) implementation of the task changes. (E) selection of a change agent.

A

The third step in Lewin's Process Model of change is (A) refreezing. (B) unfreezing. (C) change itself. (D) planning. (E) observing.

A

The third step in the integrative framework for the implementation of task redesign is (A) diagnosis of the work system and context. (B) recognition of a need for a change. (C) go/no-go decision. (D) cost-benefit analysis of proposed changes. (E) selection of task redesign as a potential intervention.

A

When managers consider the impact of a change on the culture, the dominant coalition, and the people, tasks, and structure of the organization, they are more likely to be successful because they have (A) taken a holistic view. (B) secured top management support. (C) considered international issues. (D) started small. (E) encouraged participation.

A

Baby Boomers were born between the years (A) 1930-1945 (B) 1960-1970 (C) 1945-1960 (D) 1970-1980 (E) 1980-2000

C

How many steps are in Lewin's Process Model of change? (A) 1 (B) 2 (C) 3 (D) 4 (E) 5

C

Team building is a(n) _________ process. (A) simple (B) one-time (C) ongoing (D) inefficient (E) efficient

C

Technological change focuses on (A) indirect alteration of jobs. (B) quality inputs to the process. (C) the way inputs are transformed into outputs. (D) broad system-wide changes. (E) the way standards are created and enforced.

C

The fifth step in the integrative framework for the implementation of task redesign is (A) diagnosis of the work system and context. (B) recognition of a need for a change. (C) go/no-go decision. (D) cost-benefit analysis of proposed changes. (E) selection of task redesign as a potential intervention.

C

The ninth step in the integrative framework for the implementation of task redesign is (A) implementation of any supplemental changes. (B) formulation of the strategy for redesign. (C) evaluation of the task redesign effort. (D) implementation of the task changes. (E) selection of a change agent.

C

The second step in Lewin's Process Model of change is (A) refreezing. (B) unfreezing. (C) change itself. (D) planning. (E) observing.

C

Which of the following is NOT a goal of team building? (A) setting team goals and priorities (B) analyzing how work is performed (C) examine how a group is working (D) examine relationships among the people doing the work (E) All of these are goals of team building.

E

Which organizational source of resistance to change occurs when group norms act as a brake on individual attempts at behavior change? (A) changes in resource allocation (B) narrow focus of change (C) overdetermination (D) threatened expertise (E) group inertia

E

Which source of individual resistance to change occurs when people resist change for fear of what others will think? (A) economic factors (B) habit (C) fear of the unknown (D) lack of awareness (E) social factors

E

Who is often acknowledged after a change effort? (A) People who were hired once the change began. (B) People who were hired only after the change had ended. (C) People who worked hardest to speed up the change. (D) People who quickly grasped new work assignments. (E) People who tried to stop it.

E

Which of the following is NOT true of the use of data collected through the survey feedback process? (A) Results should only be reviewed by top management. (B) Results are returned to all levels of the organization. (C) Results are used for solving problems. (D) Results are used to identify problems. (E) Results are aggregated by group or department.

A

Which of the following is one of the organizational sources of resistance to change found by Katz and Kahn? (A) Threatened expertise (B) Rapidity of change (C) Decentralization (D) Formalization (E) Specificity of change

A

Which organizational source of resistance to change occurs when groups who have access to valuable assets are concerned that they won't after the change? (A) changes in resource allocation (B) narrow focus of change (C) overdetermination (D) threatened expertise (E) group inertia

A

Which source of individual resistance to change occurs when people fear that change will make their jobs obsolete or reduce their opportunities for future pay increases? (A) economic factors (B) habit (C) fear of the unknown (D) lack of awareness (E) social factors

A

With respect to management development, which of the following is NOT true? (A) The value of management development is a proven fact. (B) Management development objectives must be compatible with organizational objectives. (C) Management development is a long-range process. (D) Organizations must use care in identifying their unique developmental needs. (E) Management development is multifaceted and complex.

A

The process of systematically planning, organizing, and implementing change, from the disassembly of the current state to the realization of a fully functional future state within an organization, is called (A) unfreezing. (B) transition management. (C) refreezing. (D) change agency. (E) organizational design.

B

In Lewin's Process Model of change, the process by which people become aware of the need for change is called (A) refreezing. (B) unfreezing. (C) congealing. (D) annealing. (E) dissolving.

B

In the continuous change process model, the person responsible for managing the change effort is called a(n) (A) transition manager. (B) change agent. (C) ombudsman. (D) modification mogul. (E) evolution emissary.

B

In the integrative framework for the implementation of task redesign, which of the following is NOT diagnosed during the "diagnosis of the work system and context" step? (A) leader behavior (B) board of directors diversity (C) technology (D) organization design (E) group and social processes

B

On the job, which of the following is generally NOT true of Millennials? (A) they prefer positive reinforcement (B) they prefer not to work in teams (C) they like clear job assignments (D) they want flexibility in how to do their jobs (E) they want to be treated as individuals

B

Sam has good working relationships with his boss and coworkers, and is concerned that the upcoming organization change might disrupt these. Sam is most likely to resist the change because of (A) lack of awareness. (B) fear of the unknown. (C) economic factors. (D) habit. (E) social factors.

B

The expected benefits from quality-of-work-life programs include all of the following EXCEPT (A) positive attitudes. (B) increased centralization of leadership. (C) increased effectiveness of the organization. (D) increased goal accomplishment. (E) increased productivity.

B

The first step in Lewin's Process Model of change is (A) refreezing. (B) unfreezing. (C) change itself. (D) planning. (E) observing.

B

The first step in the integrative framework for the implementation of task redesign is (A) diagnosis of the work system and context. (B) recognition of a need for a change. (C) go/no-go decision. (D) cost-benefit analysis of proposed changes. (E) selection of task redesign as a potential intervention.

B

The group of people born between 1980 and 2000 are called (A) Generation X. (B) Millennials. (C) Generation Y. (D) Generation Z (E) Baby-boomers.

B

The sixth step in the integrative framework for the implementation of task redesign is (A) implementation of any supplemental changes. (B) formulation of the strategy for redesign. (C) evaluation of the task redesign effort. (D) implementation of the task changes. (E) selection of a change agent.

B

The specific intention of organization development must be to improve organization effectiveness. This point excludes changes that (A) merely seek to reduce costs. (B) merely imitate what others have done. (C) sound good in theory but don't work in practice. (D) do not bring about increased dividends for shareholders. (E) none of these

B

Which generation is characterized by a distinct and separate life stage in between adolescence and adulthood in which young people jump from job to job and relationship to relationship? (A) Generation X (B) Millennials (C) Generation Y (D) Generation Z (E) Baby Boomers

B

Which generation is characterized by living at home with few responsibilities, experimenting with life, and putting off marriage, childbearing, home purchases, and other adult responsibilities? (A) Generation X (B) Millennials (C) Generation Y (D) Generation Z (E) Baby Boomers

B

Which of the following is NOT considered an example of organization development? (A) Job enlargement to reduce absenteeism and improve morale (B) Automating an assembly line to increase production (C) Autonomous work teams to improve cohesiveness (D) Job enrichment to satisfy esteem needs (E) Sensitivity training to improve communications

B

Which organizational source of resistance to change occurs when changes to tasks don't take into account the interdependence among organizational elements such as people, structure, tasks, and the information system? (A) changes in resource allocation (B) narrow focus of change (C) overdetermination (D) threatened expertise (E) group inertia

B

Which source of individual resistance to change is grounded in the fact that it is easier to do a job the same way every day, and learning an entirely new set of steps makes the job more difficult? (A) economic factors (B) habit (C) fear of the unknown (D) lack of awareness (E) social factors

B

With respect to managing change, management should consider resistance to change as (A) something to be overcome as quickly as possible. (B) a signal to carefully examine the advantages and disadvantages of a change. (C) something to be avoided. (D) an opportunity to reinforce their authority. (E) a commonplace, everyday event and not worry about it.

B

When introducing job changes, managers must consider all of the following EXCEPT (A) the total work environment within which the job exists. (B) whether the job changes require adjustments in other organizational components. (C) how to limit what employees know about the changes. (D) whether workers have, or can easily obtain, the newly required skills. (E) who will design the changes.

C

Which of the following is NOT an organizational source of resistance to change as identified by Katz and Kahn? (A) overdetermination (B) threatened expertise (C) centralization (D) group inertia (E) All of these represent resistance to change.

C

Which of the following keys to successful organization change management would help a manager reduce the spread of rumors regarding a change? (A) Start small (B) Secure top management support (C) Foster open communication (D) Encourage participation (E) Take a holistic view

C

Which of the following organizational sources of resistance occurs when decision-making authority is redistributed? (A) Fear of the unknown (B) Narrow focus of change (C) Threatened power (D) Habit (E) Resource allocation

C

Which organizational source of resistance to change occurs because numerous organizational systems are in place to maintain stability? (A) changes in resource allocation (B) narrow focus of change (C) overdetermination (D) threatened expertise (E) group inertia

C

Which source of individual resistance to change occurs when people are simply scared of anything unfamiliar? (A) economic factors (B) habit (C) fear of the unknown (D) lack of awareness (E) social factors

C

A major problem of training programs is (A) identifying actual training needs. (B) finding the time and funding for the training effort. (C) motivating employees to want to learn. (D) transferring employee training to the workplace. (E) finding "role model" trainers.

D

How much does corporate America invest in management development? (A) under a million dollars (B) millions of dollars (C) tens of millions of dollars (D) hundreds of millions of dollars (E) billions of dollars

D

Information processing and communication changes include all of the following EXCEPT (A) a new generation of computers. (B) people may not need offices. (C) work stations will be more electronic than paper and pencil. (D) organizations will have systematic plans for changes. (E) satellite systems for data transmission.

D

The fourth step in the integrative framework for the implementation of task redesign is (A) diagnosis of the work system and context. (B) recognition of a need for a change. (C) go/no-go decision. (D) cost-benefit analysis of proposed changes. (E) selection of task redesign as a potential intervention.

D

The number of people born in the U.S. between 1945 and 1960 was approximately (A) 38 million. (B) 27 million. (C) 100 million. (D) 56 million. (E) 38 million.

D

The seventh step in the integrative framework for the implementation of task redesign is (A) implementation of any supplemental changes. (B) formulation of the strategy for redesign. (C) evaluation of the task redesign effort. (D) implementation of the task changes. (E) selection of a change agent.

D

The system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving organizational effectiveness is called (A) change agency. (B) process change. (C) transition management. (D) organization development. (E) none of these

D

Which of the following does NOT tend to be true of Millennials? (A) they celebrate diversity (B) they are group oriented (C) they are optimistic (D) they want everyone to be treated the same (E) they understand technology quickly

D

Which of the following is NOT one of the keys to successful change management? (A) Reward those who contribute to change. (B) Secure top management support. (C) Encourage participation by those affected by the change. (D) Maximize employee job satisfaction. (E) Foster open communication.

D

Which of the following is a system-wide organization development involving a major restructuring of the organization or institution of new programs? (A) process change (B) transition management (C) change agent (D) structural change (E) strategic initiative

D

Which organizational source of resistance to change occurs when a job redesign or a structural change transfers responsibility for a specialized task from the current expert to someone else? (A) changes in resource allocation (B) narrow focus of change (C) overdetermination (D) threatened expertise (E) group inertia

D

Which source of individual resistance to change occurs when people do not alter their behavior because they don't realize that a change has been made? (A) economic factors (B) habit (C) fear of the unknown (D) lack of awareness (E) social factors

D

A structural change affects all of the following EXCEPT (A) performance appraisals. (B) rewards. (C) communication. (D) decision-making. (E) All of these are affected by structural changes.

E

All of the following statements about change are true EXCEPT (A) An organization may resist change. (B) Change is inevitable. (C) An organization may promote change. (D) Resistance to change is inevitable. (E) Resistance to change should be eliminated.

E

Each of the following is a popular type of people-oriented change technique EXCEPT (A) training (B) management development (C) team building (D) survey feedback (E) All of these are popular people-oriented change techniques.

E

Each of the following is true of organization development EXCEPT (A) it is designed specifically to improve organizations. (B) it attempts to plan organization changes. (C) it is based on knowledge of the behavioral sciences. (D) it excludes spontaneous initiatives. (E) All of these are parts of organization development.

E

Organization development (A) focuses on technological change. (B) has yet to emerge as a distinct field of study. (C) works best as a spontaneous process. (D) is designed to combat unwanted change. (E) is the process of planned change using scientific knowledge.

E

The areas in which the pressures for change appear most powerful involve all of the following except (A) people. (B) technology. (C) information processing. (D) competition. (E) All of these are powerful pressures for change.

E

The changes that are occurring in organizations include all of the following EXCEPT (A) cultures. (B) structures. (C) work relationships. (D) customer relationships. (E) profit motives.

E

The degree to which members of a work organization are able to satisfy important personal needs through their experiences in the organization is called (A) structural change. (B) system-wide change. (C) change agent success. (D) total quality management. (E) quality of work life.

E

The second step in the integrative framework for the implementation of task redesign is (A) diagnosis of the work system and context. (B) recognition of a need for a change. (C) go/no-go decision. (D) cost-benefit analysis of proposed changes. (E) selection of task redesign as a potential intervention.

E

Transition management (A) is the responsibility of an outside consultant. (B) is the responsibility of the change agent. (C) relieves the regular management team of its normal duties. (D) halts business as usual during the change process. (E) deals with the unintended consequences of change.

E