Deck 10: Types and Forms of Organizational Change

Question 1

Which of the following is not one of the OD techniques to promote change?

A)Coercion
B)Process consultation
C)Flexible work teams
D)Sensitivity training

Answer 1

C

Question 2

Quality control circles:

A)are meetings of production operations and quality control managers.
B)can help develop total quality management (TQM)norms across functions.
C)are used only in Japan.
D)are teams of workers from the quality control function.

Answer 2

B

Question 3

Group members unite to preserve the status quo. This resistance to change results from .

A)cognitive biases
B)power and conflict
C)group norms
D)group cohesiveness

Answer 3

D

Question 4

According to Lewin's theory, when the forces are in balance, an organization:

A)remains in a state of inertia.
B)changes managers.
C)changes.
D)centralizes authority.

Question 5

Which of the following approaches to change entails the most risk?

A)TQM
B)Reengineering
C)Restructuring
D)Innovation

Question 6

Which of the following OD techniques involves a facilitator or manager working closely with a manager on the job?

A)Team building
B)Process consultation
C)Sensitivity training
D)Mentoring

Question 7

In Lewin's force- field theory, what occurs when the forces for change are greater than the resistance to change?

A)Inertia will prevent the organization from leaving.
B)Top management must use coercion in order to stabilize the organization.
C)Change will occur.
D)The organization will experience a strategic shift.

Question 8

defines a strategy for generating and acquiring knowledge that managers can use to define an organization's future state.

A)Organizational Development
B)Action research
C)Benchmarking
D)Revolutionary change

Question 9

The European Union is a force for change.

A)competitive
B)social
C)demographic
D)political

Question 10

The principles of total quality management are based upon .

A)environmental theory
B)continuous improvement
C)the rites of passage
D)organizational behavior

Question 11

Global challenges facing organizations include all except:

A)adapting to different national cultures.
B)rise of low- cost foreign competitors.
C)centralizing authority to maintain control.
D)changing structure for foreign expansion.

Question 12

The main reason companies have seen their fortunes decline is:

A)demographic forces.
B)inability to change.
C)reduced efficiency.
D)human rights violations.

Question 13

Globe Metallurgical used self- managed teams. The results were all of the following except:

A)increased efficiency.
B)no layoffs.
C)new suggestions for productivity.
D)experimentation.

Question 14

TQM is highly interrelated to _ _.

A)innovation
B)quantum technological change
C)reengineering
D)restructuring

Question 15

An evolutionary approach to change is characterized by all of the following except:

A)a top- down change strategy.
B)benefits of making changes outweigh the costs of change.
C)a bottom- up change strategy.
D)incremental change to organizational strategy and organizational structure.

Question 16

Reengineering entails:

A)reducing differentiation and integration.
B)developing new goods and services or new production and operating systems.
C)ignoring the current setup of tasks, roles, and work activities.
D)increasing R&D funding.

Question 17

Workers may be uncooperative and resist change because of .

A)uncertainty and insecurity
B)selective retention
C)global forces
D)escalation of commitment

Question 18

Crises that an organization faces as it goes through the organizational life cycle:

A)can be avoided by using a revolutionary approach to change.
B)pressure the organization to realize the need for change.
C)are obstacles to change.
D)occur in selecting a strategy for the change stage of the change process.

Question 19

To capitalize on technology, organizations change .

A)stakeholders
B)structure
C)employees
D)managers

Question 20

An advantage in efficiency, quality, or innovation is a force for change.

A)social
B)political
C)global
D)competitive

Question 21

The text states that organizational change generally involves a restructuring of which of the following?

A)Strategy, structure, culture, and the environment
B)Individual abilities, group abilities, functional resources, and divisional resources
C)Human resources, functional resources, technological capabilities, and organizational capabilities
D)Human resources, functional resources, organizational resources, and the environment

Question 22

A flexible work team is designed to:

A)develop norms and values for efficiency.
B)standardize the work process.
C)be ready for revolutionary change.
D)give a team the responsibility for completing the entire task.

Question 23

Revolutionary change is characterized by all of the following except:

A)radical changes.
B)a high level of uncertainty.
C)a top- down change strategy.
D)discussions about the need for change by employees at all levels in an organization.

Question 24

The overall goal of total quality management (TQM)is/are .

A)radical innovation
B)continuous improvement
C)pooled interdependence
D)economies of scale

Question 25

An organization that implements TQM:

A)uses fixed workers.
B)has terminal values of frugality and economy.
C)needs to empower employees.
D)relies on standardization as the primary means of control.

Question 26

Which of the following is not considered a target of organizational change?

A)Competitive environment
B)Technological capabilities
C)Functional Resources
D)Organizational capabilities

Question 27

When changing task and role relationships, managers must:

A)change the culture.
B)change the cohesiveness of a subunit.
C)adjust the technical and social systems.
D)centralize decision- making.

Question 28

is the process of developing new goods and services.

A)Innovation
B)Reengineering
C)Restructuring
D)Functional reorganization

Question 29

Which of the following is not an approach to implementing revolutionary change?

A)Reengineering
B)Innovation
C)Total Quality Management (TQM)
D)Restructuring

Question 30

Bob's subordinates think he is too demanding and too directive. Bob does not understand why they feel this way, and has hired a consultant to follow him around, attend meeting, and act as a sounding board. This is called .

A)a quality circle
B)team- building
C)sensitivity training
D)process consultation

Question 31

According to Lewin's force field theory, change will occur when:

A)resistance to change is increased.
B)ethical forces are promoted.
C)subunit orientations are increased.
D)pressures for change are increased.

Question 32

Why did Hallmark undergo reengineering and TQM?

A)Artists were getting frustrated with the mechanistic structure.
B)Customers saw a noticeable drop in product quality.
C)Product quality was deteriorating.
D)It was taking too long to go from design to production.

Question 33

IBM created a new division and grouped engineers from 13 divisions. This change is called .

A)evolutionary
B)innovation
C)restructuring
D)TQM

Question 34

Socializing employees into a new organizational culture is a change in .

A)technological capabilities
B)organizational capabilities
C)functional resources
D)human resources

Question 35

The primary difference between process consultation and team building is:

A)teambuilding focuses on relationships between the entire team as opposed to a single member.
B)process consultation is not designed to improve relationships.
C)process consultation looks at systems and processes, as opposed to workgroups.
D)teambuilding uses outside consultants as opposed to internal change agents.

Question 36

Organizational change includes all except:

A)a change in top management.
B)increased effectiveness.
C)a process to increase value creation.
D)move to a desired future state.

Question 37

A _ _ is a group of workers who assume responsibility for performing all the operations necessary for completing a specified stage in the manufacturing process.

A)control group
B)top management team
C)quality circle
D)flexible work team

Question 38

New United Motors Manufacturing Inc. (NUMMI), a joint venture between GM and Toyota,

A)assigns managers responsibility for designing more efficient ways to perform tasks.
B)has high absenteeism.
C)relies primarily on robots.
D)uses flexible work teams.

Question 39

Restructuring often occurs because of:

A)evolutionary change.
B)deteriorating performance.
C)improved performance.
D)incremental change.

Question 40

What type of technology and interdependence in the British Coal mining industry promoted group cohesiveness?

A)Small batch and reciprocal interdependence
B)Engineering and reciprocal interdependence
C)Mass production and pooled interdependence
D)Small batch and pooled interdependence

Question 41

Which of the following defines managers meeting to discuss whether or not the organization is effectively achieving its goals?

A)Process consultation
B)Organizational confrontation meeting
C)Team building
D)Organizational mirroring

Question 42

One technique used to deal with resistance to change is to educate and communicate with employees.

Question 43

Nike and Reebok changed their outsourcing practices due to public outcry regarding the use of sweatshops and child labor.

Question 44

Examples of organizational change do not include:

A)maintaining current production levels.
B)using resources in a new way.
C)expanding operations.
D)improving returns to stakeholders.

Question 45

Change efforts in human resources include all except:

A)reviewing the reward system.
B)training and development.
C)centralizing authority.
D)changing norms and values.

Question 46

Flexible work teams can increase efficiency only when they use reengineering.

Question 47

According to Lewin, the state of inertia is when the forces for change and the resistances to change are in perfect opposition to each other.

Question 48

Evolutionary change has a much narrower focus than revolutionary change.

Question 49

The principles of total quality management do not include:

A)instituting a program of education and self- improvement.
B)increasing work standards and rules on the factory floor.
C)constantly improving production techniques.
D)breaking down barriers between departments.

Question 50

Mechanistic structures are likely to decrease organizational inertia.

Question 51

Which of the following is not a characteristic of a flexible work team?

A)The team eliminates the need for a separate quality control function.
B)Existing team members train new team members.
C)Managers assign team members to tasks.
D)The team discusses ideas for improving productivity.

Question 52

A store has received complaints from customers that the time between requesting and receiving a refund is too long. What can the store do to better serve customers?

Question 53

An organization is experiencing strong resistance from its middle managers regarding a restructuring. What techniques can the organization use to facilitate the restructuring?

Question 54

A finance manager observes that return- on- investment (ROI)is only 10 percent compared to the industry average of 20 percent. The manager informs top managers about his or her observation. This organization is in which stage of the change process?

A)Identifying obstacles to change
B)Selecting a strategy for change
C)Eliminating obstacles to change
D)Determining the need for change

Question 55

Top managers at an oil company observe a gap between actual performance and desired performance. In addition, stakeholders are pressuring the organization to make changes, such as reducing costs. This organization has not restructured much in the past and has a mechanistic structure. What obstacles to change will it have, and what approach to change should it use?

Question 56

An organization's strategy can be an obstacle to change.

Question 57

Organizational strategy is a force for change.

Question 58

Which theory explains the need to match technology with culture?

A)Socio- technical systems
B)Technical complexity
C)TQM
D)Task interdependencies

Question 59

A consultant determines that the main issue is that there are teams that have little appreciation for the goals and objectives of a department that they have to work with. The consultant would most likely recommend .

A)process consultation
B)organizational mirroring
C)action research to determine the root cause
D)an organizational confrontation meeting

Question 60

Organizational mirroring is a technique designed to make each department appreciate the other's perspective.

Question 61

An organizational confrontation meeting is a last resort effort to get the issues on the table and allow managers to vent their frustrations.

Question 62

According to Lewin, in order for change to occur, managers must find a way to increase the forces for change or reduce the resistances to change.

Question 63

Bottom up change has the benefit of making employees feel comfortable about the change.

Question 64

The problem with top- down change is that it does not change bottom level employees.

Question 65

Restructuring focuses on business processes.

Question 66

The North American Free Trade Agreement (NAFTA)is a global force for change.

Question 67

Effective change requires a top- down change strategy.

Question 68

The North American Free Trade Agreement (NAFTA)is a competitive force for change.

Question 69

Organic structures tend to resist change more than mechanistic structures.

Question 70

When all other methods fail, managers should bargain with employees to facilitate change.

Question 71

Total quality management (TQM)is a radical innovation.

Question 72

Action research should be institutionalized throughout the organization in order to be effective.

Question 73

Globe Metallurgical Inc. increases its flexibility and decreases its costs primarily by using CIM.

Question 74

Change in organizations is generally targeted at the functional level.

Question 75

Re- engineering has replaced TQM as the newest management technique in Ontario Hospitals.

Question 76

Intergroup training is similar to teambuilding except that intergroup training goes a step further and looks at ways to improve the ways different functions or divisions work together.