MGT521 Chapter 3- 4ed Test Bank

Short Answers: Explain the difference between the "what" and "how" of organizational change.

"What" defines the specific actions that need to be taken--such as the implementation of new technology or a structural reorganization. "How" describes the process of change-- including communicating the need, gaining buy-in, and generating momentum.

Short Answers: Describe the three critical elements of Nadler and Tushman's model for change agents.

(1) The system is dynamic and, therefore, so is the organizational diagnosis; (2) congruence between components determines why the organization is performing at its current level; (3) if organizational components are well aligned, the organization will be more effective.

Short Answers: Which model in this chapter resonates most strongly with you and why?

Answers may vary but should reflect a basic understanding of the model chosen.

Short Answers: Describe a situation you're familiar with when an organization did not have a good internal "fit" and the consequences of that shortfall.

Examples can include: departments not communicating with each other, or influence overstated in an organization with corresponding lack of power, which results in a lack of efficiency.

Short Answers: Give an example of unintended consequences from a change initiative.

Examples may include increasing ad spending only to be matched by competitors and see stagnant revenue with increased costs; adding employee incentives to increase competition that causes discord and erodes the trust of teams; fighting a new law or regulation that may hurt profits only to alienate a significant customer group and see declining revenues.

In some cases, changing one thing in an organization, such as the work-from-home policy, may affect other unintended areas. Why is this? a. Organizations are highly dynamic and interactive and will change often in unexpected ways. b. Work-from-home opportunities determine which employees will be interested in working at the organization. c. Change often fails, and this is a symptom of poorly executed change. d. Unintended consequences are often logical, but the change leader just hadn't thought or planned for them.

a. Organizations are highly dynamic and interactive and will change often in unexpected ways.

What best describes an organization's outputs? a. Outputs include products and services, as well as the satisfaction of employees and customers. b. Outputs are an organization's carbon footprint and environmental impact. c. Outputs can be evaluated on a purely financial level. d. Outputs only apply to the organization as a whole.

a. Outputs include products and services, as well as the satisfaction of employees and customers.

Which of the following statements is true of an open systems perspective? a. Systems generally stand alone and any environmental issues are peripheral. b. Relationships are largely linear and can be broken down into cause and effect. c. Individuals in the system may have wildly different views of it. d. A system is always changing and never really reaches equilibrium.

a. Systems generally stand alone and any environmental issues are peripheral.

What are the two dimensions that underlie Quinn's four frames? a. an internal-external dimension and a control-flexibility dimension b. an employer-employee dimension and a culture-control dimension c. an informal-formal dimension and a theoretical-realistic dimension d. an environmental-core competency dimension and a profit-mission dimension

a. an internal-external dimension and a control-flexibility dimension

How does long-term development happen according to Stacey if leaders can't control it? a. spontaneous self-organization b. based on the environmental forces enacted by competitors c. efforts to keep the organization as stable as possible d. By chance, leaders just have to go with the flow.

a. spontaneous self-organization

Political influence falls under which fundamental element in Nadler and Tushman's Congruence Model? a. the informal organization b. history and environment c. strategy d. the formal organization

a. the informal organization

What is the benefit of adopting an open systems perspective? a. It aligns everyone's view on the purpose of the system. b. It's easier for managers to identify misalignment and risk between the organization and its external environment. c. It allows leaders to just focus on the strengths and weaknesses of the organization without complicating the analysis with other factors. d. It illustrates cause and effect relationships that make the organization run.

b. It's easier for managers to identify misalignment and risk between the organization and its external environment.

How does Sterman's model differ from Nadler and Tushman's model? a. Nadler and Tushman's model considers more perspectives of the organization. b. Nadler and Tushman focus on alignment of systems; Sterman focuses on the consideration of a wide variety of variables at play. c. Nadler and Tushman's model considers dynamic forces; Sterman's model encourages linear thinking. d. Nadler and Tushman's model relies on fit to drive decision-making; Sterman's model stresses causal thinking.

b. Nadler and Tushman focus on alignment of systems; Sterman focuses on the consideration of a wide variety of variables at play.

A deep understanding that the system is dynamic should have which of the following impacts on organizations? a. Leaders should understand that they can only focus on so much and choose one aspect of the external environment to focus on well. b. Since external factors are changing, internal systems also need to change. c. The patterns of thinking that have developed over time are reliable as new conditions arise. d. No matter what changes in the environment, the same people in an organization will always have the most influence.

b. Since external factors are changing, internal systems also need to change.

An emphasis on internal fit between organizational components usually focuses on, while a focus on external fit with the environment often focuses on. a. fit; financials b. efficiency; effectiveness c. culture; customers d. size; sales

b. efficiency; effectiveness

What are the four quadrants of Quinn's model? a. financial, customer, internal processes, and learning and growth b. human resources, internal processes, open systems, and rational economic c. human resources, financial, marketing, and sales d. internal, external, stakeholders, and mission

b. human resources, internal processes, open systems, and rational economic

According to Nadler and Tushman, which of the following is an aspect of the formal organization? a. buildings and real estate b. reporting relationships c. culture d. reputation

b. reporting relationships

Complexity theorists may disagree with the managed change perspective, but would value which of the following things? a. long-term planning b. vision c. programmatic initiatives d. refreezing

b. vision

Why is an organization's history important? a. Organizations need to develop in a linear fashion from where they came from. b. Organizations should try to repeat what worked for them in the past. c. It provides insight into how the organization developed its mission, values, and strategy. d. It's useful to explain to customers and stakeholders and is a valuable marketing tool.

c. It provides insight into how the organization developed its mission, values, and strategy.

How should a change agent approach dysfunctional norms? a. Ignore them because the other aspects of change require more attention and focus. b. Understand that they can't be changed without completely turning over the staff. c. Make them explicit and identify the resulting organizational dynamics. d. Mandate a change to keep the organization functional.

c. Make them explicit and identify the resulting organizational dynamics.

Which of the following may be true about Greiner's model in practice? a. It allows for sufficient ambiguity to account for differences in organizations. b. Managers can and should seek a point of complete equilibrium where all aspects of the organization work in harmony. c. Organizations that develop differently than Greiner's model can still be successful. d. It allows leaders to develop all necessary perspectives and get rid of all biases and preferences during the change process.

c. Organizations that develop differently than Greiner's model can still be successful.

Working to improve the process is moot if which of the following is true? a. Leaders don't care enough about the organization. b. Leaders don't understand how to successfully execute change. c. The set of assumptions that drives the content of change is inaccurate. d. People will likely go back to the old way despite improvement efforts.

c. The set of assumptions that drives the content of change is inaccurate.

Which of the following is true about strategy? a. It should be decided by focusing exclusively on the environment and its threats and opportunities. b. Strategy is not something organizations just drift into. c. What leaders say their strategy is and what they actually do are often different. d. Strategy does not affect the allocation of resources.

c. What leaders say their strategy is and what they actually do are often different.

Why should organizations pay attention to what other companies are doing? a. to compare themselves so they know where they stand in the competitive landscape b. to mirror in terms of pricing practices and marketing efforts c. because innovation or changing technology can disrupt the company's business plan d. So they know how to convince customers that they are a better choice.

c. because innovation or changing technology can disrupt the company's business plan

Once an organizational diagnosis is made, how long is it good for? a. generally around two years b. until a new leader takes charge c. only until the environment shifts d. in perpetuity

c. only until the environment shifts

What is double loop learning? a. asking two sources when a question or challenge arises b. a version of continuous improvement efforts c. questioning the assumptions incremental modifications were based on d. working in teams to assess step-by-step change projects

c. questioning the assumptions incremental modifications were based on

What is Greiner's revolutionary change period? a. the period during the official rollout of the change b. the period in which employees significantly shift their perspectives on the world c. the period when the entire organization is affected by rapid and discontinuous change d. the period when leaders become out of sync with the needs of the environment

c. the period when the entire organization is affected by rapid and discontinuous change

Which of the following is a good example of a change based on "fit"? a. A company works to empower employees to increase morale and institutes a more rigid supervisory structure to manage costs. b. The organization hires brilliant employees to fill gaps in low-level jobs to have the best employees at every level. c. The organization has traditionally valued a relaxed and informal workplace to foster creativity, and the HR department enforces a strict dress code policy to increase professionalism and the organization's reputation. d. A company moves to an open floor plan and also works to revise formal systems to include more collaboration and teamwork in decision-making.

d. A company moves to an open floor plan and also works to revise formal systems to include more collaboration and teamwork in decision-making.

What is a major strength of Quinn's model? a. It has four quadrants, which makes it easy to remember. b. It views the organization from a single perspective, which makes analysis more straightforward. c. Everything the organization needs can be mastered and orchestrated by one skilled change agent. d. It links organizational and individual levels of analysis, giving direction to the organization as a whole but also what is required for each role.

d. It links organizational and individual levels of analysis, giving direction to the organization as a whole but also what is required for each role.

Despite the fact that we cannot predict the future, the authors of the book assert which of the following things? a. The future cannot be significantly impacted by managerial control efforts. b. It is the charge of the change leader to create the right conditions instead of pursuing a concrete goal for future state. c. Small changes at the right time in the process can be preplanned to get the desired results. d. Leaders can have an idea of where the organization will go considering its environment and a clear course of action.

d. Leaders can have an idea of where the organization will go considering its environment and a clear course of action.

Which of the following is an underlying proposition of Stacey's Complexity Theory? a. Organizations operate in a linear fashion, communicating information in a predictable way. b. An organization's goal should be to reach a stable equilibrium. c. People within an organization can strategize to control the long-term future. d. Organizations are constantly drawn to stability and chaos at the same time.

d. Organizations are constantly drawn to stability and chaos at the same time.

Which is true when considering the people in an organization? a. They exist separately from tasks, informal and formal structures, and should be considered in isolation. b. Most people are flexible and can easily fit into any role. c. Since everyone is so different, it's not worth the effort to try to understand how people will react to change. d. Some individuals are more critical of the change process than others.

d. Some individuals are more critical of the change process than others.

Work consists of which of the following things? a. strategy b. vision c. history d. tasks

d. tasks

What are the four fundamental elements of the Nadler and Tushman Congruence Model? a. shareholders, technology, processes, and mission b. stakeholders, customers, product/service, and financials c. culture, people, history, and future d. tasks, people, formal organization, informal organization

d. tasks, people, formal organization, informal organization

Which of the following is the least important factor for change leaders to take into account? a. their own assumptions and biases b. the stage of development the organization is in c. the kind of change at hand d. their competitors

d. their competitors