Mgt 454 OBE- Chapter 16

C

"Good isn't good enough" is the theme o A) process reengineering. B) appreciative inquiry. C) continuous improvement. D) distinctive competencies. E) organizational development

D

According to Lewin, the stage of the change process where the new change is made permanent is ________. A) changing B) unfreezing C) movement D) refreezing E) equilibrium

B

All of the following organizational factors positively influence innovation EXCEPT A) lower vertical differentiation. B) higher centralization. C) lower formalization. D) longer managerial tenure. E) more slack resources.

D

All of the following statements are true of culture change EXCEPT A) societies that focus on the long term will show patience in waiting for positive outcomes from change efforts. B) in the Unites States, people will seek change programs that promise fast results. C) resistance to change will be influenced by a society's reliance on tradition.. D) Italians are less resistant to change than Americans. E) greater use of participation is expected in change efforts in Denmark.

C

An example of a source of individual resistance to change is ________. A) inertia B) structural inertia C) a habit D) threat to expertise E) a policy conflict

A

An example of change in the nature of competition is ________. A) growth of e-commerce B) collapse of Enron Corporation C) Iraq-U.S. war D) increased interest in urban living E) a decrease in interest rates

E

An example of change in the nature of the workforce is an increase in ________. A) college attendance B) mergers and consolidations C) capital equipment D) divorce rates E) cultural diversity of employees

E

An organization that has developed the continuous capacity to adapt and change is termed a(n) ________. A) maladapted mechanism B) continuous improvement process C) innovative organization D) double-loop learning organization E) learning organization

E

Change agents can be ________. A) managers B) non-managers C) current employees D) outside consultants E) all of the above

B

Errors that are corrected by modifying the organization's objectives, policies, and standard routines are part of ________. A) single-loop learning B) double-loop learning C) process reengineering D) continuous improvement E) tertiary continuance

A

If an organization used an insider as a change agent, as opposed to an outside consultant, the change would ________. A) probably be more cautious B) probably be more drastic C) probably be more objective D) most likely be second order E) most likely be tertiary

C

If an organization used an outside consultant as opposed to an insider as a change agent, the result would probably be more ________. A) conservative and risk averse B) reflective of the organization's history and culture C) objective D) reflective of the fact that change agents must live with the consequences of their actions E) prone to bias

C

If management realizes that firing up employees can help them let go of the status quo to change, which method of overcoming resistance to change are they likely to use? A) education and communication B) participation C) building emotional commitment D) selecting people who accept change E) coercion

B

In which step of the AI process are people asked to envision the organization in five years and to describe what is different? A) discovery B) dreaming C) design D) destiny E) inquiry

D

Innovative organizational cultures are likely to do all of the following EXCEPT A) encourage experimentation. B) reward successes. C) reward failures. D) punish failures. E) celebrate mistakes.

A

Kotter's eight-step plan for implementing change includes all of the following steps EXCEPT A) Discourage risk taking. B) Establish a sense of urgency for why change is needed. C) Form a coalition with enough power to lead the change. D) Communicate the vision throughout the organization. E) Reward short-term wins that move the organization toward the new vision.

A

Kotter's eight-step plan for implementing changes builds on A) Lewin's three-step model. B) research on resistance to change. C) driving forces. D) appreciative inquiry. E) Senge's learning organization.

A

Mintz's Motor Repair is moving its location to a larger community 100 miles away. Mintz would like for its mechanics to move with the company but realizes that there will be some hardships associated with the move. Mintz has decided to use Lewin's three-step model in order to make the change. As a manager in charge of the relocation effort, you are offering a $2,000 moving bonus for any employee who will go to the new location. In Lewin's terms, you are attempting to ________. A) unfreeze the status quo B) move the process along C) refreeze the change D) bribe your employees E) maintain the status quo

C

Mintz's Motor Repair is moving its location to a larger community 100 miles away. Mintz would like for its mechanics to move with the company but realizes that there will be some hardships associated with the move. Mintz has decided to use Lewin's three-step model in order to make the change. You counsel each employee individually, trying to lessen each person's fears about the move. This is an example of ________. A) removing driving forces B) increasing driving forces C) removing restraining forces D) brainwashing E) increasing restraining forces

C

Mintz's Motor Repair is moving its location to a larger community 100 miles away. Mintz would like for its mechanics to move with the company but realizes that there will be some hardships associated with the move. Mintz has decided to use Lewin's three-step model in order to make the change. You have implemented a permanent upward adjustment of salaries for employees who relocate. You are attempting to ________. A) unfreeze the status quo B) move the process along C) refreeze the change D) change a driving force E) maintain the status quo

C

Nabisco's extension of the Oreo product line to include double-stuffed Oreos is an example of A) product reengineering. B) radical breakthrough innovation. C) small incremental improvement. D) process innovation. E) creativity.

A

Once an idea is developed, those who actively promote it, build support, overcome resistance and ensure the innovation is implemented are known as A) idea champions. B) innovators. C) management. D) resistors. E) innovators.

D

One of the main consequences of process reengineering has been that A) jobs have remained the same for most employees. B) skill sets remain stable. C) it is over quickly. D) many middle managers and support staff have lost their jobs. E) it results in very little stress.

E

Organizations and their members resist change since they perceive A) change as threatening. B) they are ok as they are. C) there is no need for change. D) change is not always good. E) all of the above

D

T-groups are also known as ________. A) action research teams B) appreciative inquiry training groups C) team-building groups D) sensitivity training groups E) focus groups

A

People will be more likely to take a passive approach toward change in countries A) where people see themselves as subjugated to their environment. B) such as the United States. C) such as Canada. D) where people believe they can dominate their environment. E) that are collectivist in nature.

A

Providing subjects with increased awareness of their own behavior and how others perceive them is the objective of ________. A) sensitivity training B) survey feedback C) process consultation D) inter-group development E) MBWA

A

Rather than looking for problems, ________ seeks to identify the unique qualities and special strengths of an organization, which can then be built upon to improve performance. A) appreciative inquiry B) action research C) team building D) process consultation E) social reinforcement

A

Research on organizational change has shown that to be effective, A) change has to happen quickly. B) organizations must build up to change. C) change must be phased in slowly across departments. D) strong cultures must be weakened. E) change must be incremental and not radical

B

Research suggested that organizations could facilitate the change process by selecting people with high ________. A) uncertainty avoidance B) risk tolerance C) external locus of control D) authoritarianism E) dogmatism

E

Sensitivity training A) uses data from a questionnaire to identify problems. B) tabulates the data findings to feed back to employees. C) uses a consultant to advise the organization on the process of change. D) seeks to identify the strengths of the organization. E) uses an open environment to allow participants to express their attitudes about change.

A

Since the restructuring, your division has had trouble filling the open positions with appropriate candidates. The selection processes used by human resources have not yet adjusted to the new criteria required for the restructured job positions. This problem is an example of which kind of resistance to change? A) structural inertia B) limited focus of change C) group inertia D) threat to expertise E) threat to established power relationships

B

The change agent may be directive in OD; however, there is a strong emphasis on ________. A) overcoming resistance B) collaboration C) coercion D) threats E) getting the change done at any cost

D

The concern today is A) to eliminate all stress on the job. B) to avoid all stressors. C) to eliminate all challenge stress. D) to reduce dysfunctional stress. E) to understand dysfunctional stress.

E

The learning organization draws on which of the following OB concepts? A) quality management B) functional conflict C) transformational leadership D) the boundaryless organization E) all of the above

B

The learning organization is viewed as a remedy for which of the following problems inherent in traditional organizations? A) poor communication B) overemphasis on competition C) poor morale D) poor employee engagement E) groupthink

E

The pressure of heavy workloads and deadlines can be seen as A) positive challenges. B) challenge stress. C) enhancements to job satisfaction. D) an opportunity to perform at maximum levels. E) all of the above

C

The purpose of ________ is for an outside consultant to assist a client, usually a manager, to perceive, understand, and act upon process events with which the manager must deal. A) a change agent B) survey feedback C) process consultation D) action research E) social reinforcement

B

The three-step description of the change process as unfreezing, movement, and refreezing was proposed by ________. A) Tom Peters B) Kurt Lewin C) Edward Deming D) Peter Senge E) Kotter

A

To move from equilibrium, Lewin suggests ________ forces. A) decreasing restraining B) increasing compelling C) decreasing driving and restraining forces D) increasing restraining E) increasing restraining and driving

D

Today's managers are finding their world is characterized by A) change as occasional disturbances. B) stable environments. C) predictability. D) constant and chaotic change. E) more of the same.

D

Using direct threats to overcome resistance to change is called ________. A) participation B) building support and commitment C) selecting people who accept change D) coercion E) education and communication

B

When GM announces a major layoff, the source of employees' resistance to change is ________. A) habit B) security C) limited focus D) structural E) economic factors

A

When change agents ensure that employees perceive the changes as being made consistently, they are using which tactic to reduce resistance to change? A) participation B) building emotional commitment C) implementing changes fairly D) coercion E) education and communication

B

When considering stress across cultures which of the following statements is NOT true? A) The job conditions that cause stress vary across cultures. B) Personality effects on stress are different across cultures. C) Stress is equally bad for employees of all cultures. D) Social support can help reduce the demand to work long hours for American employees. E) Social support can help reduce the demand to work long hours for Chinese employees

B

When management changes the technological process of the accounting department, but fails to modify the structure to match, the resistance to change is from ________. A) unfreezing B) the limited focus of change C) habit D) security E) double-loop learning

A

When management starts with a clean sheet to rethink the way they create value, they are engaged in A) process reengineering. B) appreciative inquiry. C) continuous improvement. D) distinctive competencies. E) organizational development.

C

Which factor in choosing an outside consultant as change agent is likely to result in more drastic changes? A) the cost B) internal members' resistance to outsiders C) they don't have to live with the repercussions after the change D) an objective perspective E) they don't know the organization

D

Which fundamental problem that is inherent in traditional organizations misdirects management's attention to problem solving rather than creation? A) crisis management B) groupthink C) overemphasis on competition D) reactiveness E) fragmentation

D

Which is not a strategy for managers to make their firms learning organizations? A) Establish a strategy that makes management's commitment to innovation explicit. B) Redesign the organization's structure by flattening the structure and increasing the use of cross-functional teams. C) Reshape the organization's culture by emphasizing risk taking and openness. D) Systematically collect data and then select a change action based on the analyzed data. E) Make it clear that people high in the organization are behind any proposed change.

A

Which of the following actions can management take to reshape the organization's culture in creating a learning organization? A) Flatten the structure. B) Reduce the use of cross-functional teams. C) Be a role model in avoiding risk. D) Discourage functional conflict. E) Discourage disagreements.

E

Which of the following approaches might a manager consider recommending in order to address the stress arising from an employee's personal life? A) employee counseling B) time management programs C) physical activity programs D) relaxation programs E) all of the above

D

Which of the following is NOT an approach to building emotional commitment to overcome resistance to change? A) employee counseling B) new skills training C) energizing employees D) buying off resistors E) providing a short paid leave of absence

E

Which of the following is NOT an intervention that change agents might consider? A) sensitivity training B) survey feedback C) process consultation D) appreciative inquiry E) process reengineering

E

Which of the following is NOT an organizational factor that can lower stress levels? A) conducting employee selection to ensure a good abilities-job fit B) using an objective job preview to reduce ambiguity C) improving organizational communication to reduce ambiguity D) designing goal-setting programs to provide clear performance objectives E) redesigning jobs to eliminate all challenges

D

Which of the following is NOT an organizational source of resistance to change? A) structural inertia. B) limited focus of change. C) group inertia. D) fear of the unknown. E) threat to established power relationships,

C

Which of the following is NOT true of stress? A) Challenge stress is associated with challenges in the work environment. B) Hindrance stress keeps you from reaching your goals. C) Challenge stress has many more negative implications than hindrance stress. D) Office politics is an example of hindrance stress. E) Some stress can be good.

C

Which of the following is a characteristic of a learning organization? Its employees ________. A) have standard ways of doing their jobs B) pursue projects of interest C) discard their old ways of thinking and routines for solving problems D) think in terms of independent relationships E) have high levels of technical knowledge

B

Which of the following is an individual source of resistance to change? A) perception B) habit C) personality D) threat to established power relationships E) uncertainty

C

Which of the following is not a characteristic of a learning organization? A) There is a shared vision upon which everyone agrees. B) People sublimate their personal self-interest to work together to achieve the organization's shared vision. C) Members think of organization activities as independent activities. D) People openly communicate with each other. E) There is consensus on the direction of the organization.

C

Which of the following is not a primary force for change in organizations? A) technology B) economic shocks C) decreasing skill sets D) social trends E) competition

D

Which of the following is not a source of individual resistance to change? A) habit B) security C) programmed responses D) structural E) fear of the unknown

C

Which of the following is not a step in the appreciative inquiry process? A) discovery B) dreaming C) devising D) destiny E) design

C

Which of the following is not considered an underlying value in organizational development? A) participation B) confrontation C) implementation D) respect for people E) trust

A

Which of the following is not true of organizational development? A) Hierarchical authority is emphasized. B) There is an emphasis on collaboration. C) Effective organizations are characterized by trust. D) People should be treated with dignity and respect. E) Problems should be opening confronted.

B

________ is a tool for assessing attitudes held by organizational members, identifying discrepancies among member perceptions, and solving these differences. A) Sensitivity training B) Survey feedback C) Process consultation D) Intergroup development E) MBWA

E

Which of the following is true of the way idea champions do things in the global arena? A) Successful idea champions will do things differently in different cultures. B) People in collectivist cultures prefer appeals for cross-functional support for innovation efforts. C) People in high-power distance cultures prefer champions to work closely with those in authority before work is conducted on them. D) Idea champions in cultures high in uncertainty avoidance will be more effective by closely following procedures. E) all of the above

A

Which of the following reflects the force for change of economic shock? A) the dot-com bust B) aging population C) growth of e-commerce D) war on terrorism E) competitors

B

Which of the following statements is true of process consultation? A) PC is less task-directed than sensitivity training. B) Process consultants are there to assist the organization by providing the insight into what is going on. C) The process consultant solves the organization's problems. D) Process consultation generally uses managers within the organization. E) PC resolves resistance to change.

A

Which one of the following is NOT suggested as a tactic for dealing with resistance to change? A) acceleration B) coercion C) participation D) cooptation E) building emotional commitment

C

Which organizational structure still dominates in many parts of Europe and Asia? A) simple structure B) bureaucracy C) virtual organization D) boundaryless organization E) matrix

C

Which tactic for overcoming resistance to change basically assumes that the source of resistance lies in misinformation? A) training and development B) facilitation and support C) education and communication D) teaching and advancement E) cooptation and manipulation

D

Which tactic to deal with resistance to change can backfire if the targets become aware that they were used? A) participation B) education and communication C) coercion D) cooptation E) building emotional support

D

Which tactic to overcome resistance to change is last on the list and is likely to harden resistance to change or lead to hidden revolts? A) participation B) building support and commitment C) selecting people who accept change D) coercion E) education and communication

A

You have brought in the local extension agent to explain demographics and the changing nature of the area in which you live. The method for overcoming resistance that you have chosen is ________. A) education and communication B) participation C) negotiation D) manipulation and cooptation E) coercion

D

You have threatened to eliminate positions and even to close down the company if your employees don't change their attitudes. The method for overcoming resistance that you have chosen may be ________. A) education and communication B) participation C) negotiation D) coercion E) building support and commitment

B

Your company, Johnson Farm Products, has decided to expand its traditional business serving farm owners in order to include home gardeners in its customer base. This change is not met with enthusiasm by the sales personnel who have had good long-term relationships with area farmers. You know that the change will be difficult if you cannot overcome the resistance of the sales personnel and obtain their cooperation. You have decided to involve the sales personnel in planning for the change and in stocking appropriate new items to sell to gardeners. The method for overcoming resistance that you have chosen is ________. A) education and communication B) participation C) negotiation D) manipulation and cooptation E) coercion

B

Your supervisor has restructured the jobs within your division and some of your colleagues are not pleased. Don is concerned that he will not be able to perform the new tasks. Since he is paid by the amount he produces, his pay might be reduced. Tony is afraid that his job may be in jeopardy and he may be laid off. Doug dislikes uncertainty and has developed a negative attitude. The source of Don's resistance is ________. A) habit B) economic C) security D) structural inertia E) inertia

C

Your supervisor has restructured the jobs within your division and some of your colleagues are not pleased. Don is concerned that he will not be able to perform the new tasks. Since he is paid by the amount he produces, his pay might be reduced. Tony is afraid that his job may be in jeopardy and he may be laid off. Doug dislikes uncertainty and has developed a negative attitude. The source of Tony's resistance is ________. A) habit B) selective information processing C) security D) group inertia E) structural inertia

A

________ acts as a counterbalance to sustain stability when an organization is confronted with change. A) Structural inertia B) Security C) Limited focus of change D) The threat to established power relationships E) Group inertia

A

________ encompasses a collection of planned-change interventions built on humanistic-democratic values that seek to improve organizational effectiveness and employee well-being. A) Organizational development B) Reflected change C) Process consultation D) Action research E) Economic validity

B

________ involves correcting errors using past routines and present policies. A) Process reengineering B) Single-loop learning C) Double-loop learning D) Continuous improvement process E) Organizational reaction

D

________ is a method of changing behavior through unstructured group interaction. A) Action research B) Planned change C) Process consultation D) Sensitivity training E) Psychoanalysis

B

________ is defined as a new idea applied to initiating or improving a product, process, or service. A) Creativity B) Innovation C) Process reengineering D) Continuous improvement E) Organizational change

A

________ is one way to achieve unfreezing of an organization's status quo. A) Increasing the driving forces directing behavior away from the status quo B) Increasing the restraining forces which hinder movement from inequality C) Increasing employee investment in the status quo D) Decreasing management's investment in change E) Increasing the rigidity of the organizational hierarchy