Chapter 7 Quiz
Organizational change can be any alteration of people, structure, or technology.
True
People may resist change based on habit.
True
Stress can be caused by personal factors and by job-related factors.
True
Stress is the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities.
True
Stress symptoms can be categorized as physical, psychological, and behavioral.
True
The "calm waters" metaphor of change is consistent with Lewin's concept of unfreezing, changing, and refreezing.
True
Coercion involves exchanging something of value for an arrangement to lessen the resistance to the change effort.
False
Cultural change is easier when the organizational culture is strong.
False
In the "white-water rapids" metaphor of change, change is seen as an occasional disruption in the normal flow of events.
False
Managers exclusively play the role of change agents.
False
Manipulation involves the use of direct threats against the resisters.
False
Negotiation refers to covert attempts to influence others about a change by distorting the facts to make the change appear more attractive.
False
One reason people resist change in an organization is that their future has been set and cannot be changed.
False
Sensitivity training refers to activities that help team members learn how each member thinks and works.
False
Cultural change is likely to take place when a dramatic crisis occurs.
True
Design thinking can do for innovation what TQM did for quality.
True
A disadvantage of coercion is that it is illegal and undermines the change agent's credibility.
True
A leadership change can facilitate cultural change.
True
A realistic job preview during the selection process minimizes stress by reducing ambiguity over job expectations.
True
Changing structure includes any change in structural variables such as reporting relationships, coordination mechanisms, employee empowerment, or job redesign.
True
Creativity refers to the ability to combine ideas in a unique way or to make unusual associations between ideas.
True
