Deck 14: Managing Change

Question 1

Psychological resistance is internally logical from the perspective of the employees' attitudes and feelings about change.

Answer 1

True

Question 2

Change is any alteration occurring at work or in the work environment that affects the ways in which employees must act.

Answer 2

True

Question 3

Regardless of the nature of the change,some employees will try to protect themselves from its effects.

Answer 3

True

Question 4

Building support for change through manipulation and coercion can sabotage the long-term success of a change program.

Question 5

Resistance can help identify specific problem areas where a change is likely to cause difficulties,so that management can take corrective action before serious problems develop.

Question 6

Appreciative inquiry recognizes that people are energized by success and like to publicly celebrate their achievements.

Question 7

Feelings are the indirect result of logical thinking.

Question 8

The vision of an organization typically stretches people beyond their current capabilities and thinking.

Question 9

Logical objections are a type of resistance to change.

Question 10

Resistance to change can be reduced by a broader understanding of employee attitudes and natural reactions to change.

Question 11

Unless changes can provide benefits above costs,there is no reason for the changes.

Question 12

Double-loop learning prepares the participants to manage future changes even more effectively.

Question 13

Continuous rounds of change can produce negative effects for individuals and corrosive results for the entire organization.

Question 14

According to the unfreezing stage of change,getting rid of old practices is typically easier than learning new ones.

Question 15

The power of a group to stimulate change in its members depends partly on the strength of their attachment to it.

Question 16

Change is merely a technical problem.

Question 17

Humanistic values are implicit in the organizational development theory.

Question 18

Rewards give employees a sense that progress accompanies a change.

Question 19

Employees tend to be more emotionally committed to the vision of charismatic leaders who are trusted and respected.

Question 20

Causal variables are insignificant because they have no effect on end-result variables.

Question 21

Which of the following statements is true of organization development?

A) It makes organizations realize that they are just a collection of individuals.
B) The objective of OD is to merely change the top management of an organization in order to make it more humanly responsive.
C) It helps in recognizing that organizations are systems with dynamic interpersonal relationships holding them together.
D) It seeks to use behavioral knowledge to change beliefs, attitudes, and values and retain the existing strategies, structures, and practices of an organization.

Question 22

_____ to change arises from challenges to group interests,norms,and values.

A) Logical resistance
B) Psychological resistance
C) Sociological resistance
D) Emotional resistance

Question 23

_____ refers to the self-correcting characteristic of organizations that has people acting to establish a steady state of need fulfillment and to protect themselves from disturbance of that balance.

A) Homeostasis
B) Equilibrium
C) Refreezing
D) Groupthinking

Question 24

Which of the following is a dramatic change that an organization can encounter?

A) Greater federal regulation
B) Deregulation
C) Consolidation
D) All of the above

Question 25

Which of the following statements is true of the refreezing stage of the change process?

A) It is the step in which the new ideas, new methods, and new technologies are learned.
B) It means that old ideas and practices need to be cast aside so new ones can be learned.
C) It is the step during which the existing methods are evaluated.
D) It means that what has been learned is integrated into actual practice.

Question 26

Double-loop learning involves:

A) developing the ability to anticipate problems, preventing many situations from arising, and challenging one's own limiting assumptions and paradigms.
B) turning employee attention away from a negative focus on problems, missteps, deficiencies, shortcomings, and blaming.
C) the use of structured activities designed to help individuals or groups improve their work effectiveness.
D) activities fostering collaboration across groups, transmitting essential values, stimulating ethical behavior, or sparking action.

Question 27

_____ are managers who initiate bold strategic changes to position the organization for its future.

A) Narcissistic leaders
B) Transformational leaders
C) Restorative leaders
D) Transactional leaders

Question 28

Which of the following best describes a chain-reaction effect?

A) It is the process of anticipating events, initiating change, and taking control of an organization's destiny.
B) It is used to turn employee attention away from a negative focus on problems, missteps, deficiencies, shortcomings, and blaming.
C) It is seen when there is a sustained series of small or moderate changes over a period of time, producing cumulative effects that finally overload a person's system.
D) It is a situation in which a change, or other condition, that directly affects only one person or a few persons may lead to a direct or indirect reaction from many people.

Question 29

Psychological resistance and sociological resistance are _____.

A) not illogical
B) not irrational
C) logical according to different sets of values
D) all of the above

Question 30

Which of the following statements is true of participation in the context of building support for change?

A) Employees need to participate in a change after it occurs, not before.
B) As participation increases, resistance to change tends to decrease.
C) When employees participate in change from the beginning, they feel demotivated and feel their ideas will be rejected.
D) Participation merely encourages compliance with change.

Question 31

Which of the following is the role of a proactive manager?

A) Anticipate events and initiate change
B) Respond to events
C) Adapt to changes
D) Temper the consequences of change

Question 32

According to David Ulrich,"viruses" that infect organizations involved in change efforts include:

A) positive employee behavior.
B) perfectionism.
C) counseling.
D) support groups.

Question 33

In the context of building support for change through participation,which of the following implies motivation to support a change and to work to ensure that the change is effective?

A) Appreciative inquiry
B) Commitment
C) Crowdsourcing
D) Action research

Question 34

Which of the following factors is least likely to cause resistance or passivity?

A) Employees who mouth support in public but undercut changes behind the scenes
B) Indecisive managers who suffer from "analysis paralysis"
C) Organizational cultures that undervalue criticism of new ideas
D) An emphasis on flashy proposals instead of follow-through

Question 35

Which of the following statements can be inferred from the Hawthorne studies?

A) The perception of being observed is irrelevant to the change observed in the group.
B) People act differently when they become aware of the fact that someone cares about them.
C) Changes in behavior are intentional, and the members are completely aware of their behavior.
D) All of the above.

Question 36

Change involves all of the following steps EXCEPT _____.

A) identifying
B) unfreezing
C) changing
D) refreezing

Question 37

_____ is a leadership quality that can help influence employees to take early and sustained action.

A) Altruism
B) Charisma
C) Vision
D) Groupthink

Question 38

_____ to change arises from the actual time and effort required to adjust to change,including new job duties that must be learned.

A) Logical resistance
B) Psychological resistance
C) Sociological resistance
D) Emotional resistance

Question 39

Which of the following activities is based on the premise that change is more likely to be accepted if the people affected by it recognize a need for it before it occurs?

A) Stimulating employee readiness
B) Working with the total system
C) Shared rewards
D) Providing a rationale for change

Question 40

According to the stages in the change process,_____ means that old ideas and practices need to be cast aside so new ones can be learned.

A) identifying
B) unfreezing
C) changing
D) refreezing

Question 41

Which of the following is NOT a causal variable?

A) Controls
B) Training
C) Teamwork
D) Leadership behavior

Question 42

Explain the approach that is commonly used to improve the problem-solving skills of employees.

Question 43

_____ are structured activities designed to help individuals or groups improve their work effectiveness.

A) Social facilitations
B) Interventions
C) Contingencies
D) Applications

Question 44

A typical organizational development program begins with _____.

A) diagnosis
B) evaluation
C) action planning
D) data feedback

Question 45

Causal variables in the organizational development approach include _____.

A) controls
B) teamwork
C) lower costs
D) attitudes

Question 46

List the methods for introducing change within a group.

Question 47

Which of the following statements is NOT true about external change agents?

A) External change agents are more objective.
B) External change agents are tied to a firm's hierarchy.
C) External change agents absorb much of the residual antagonism.
D) All of the above.

Question 48

Which of the following is an intervening variable?

A) Improved productivity
B) Skilled behaviors
C) Customer loyalty
D) Lower costs

Question 49

What is the Hawthorne effect? What effect does it have on the research design?

Question 50

Explain briefly the role of a change agent.

Question 51

_____ is the approach that turns employee attention away from a negative focus on problems,missteps,deficiencies,shortcomings,and blaming.

A) Storytelling
B) Action research
C) Appreciative inquiry
D) Double-loop learning

Question 52

What are the characteristics of transformational leaders?

Question 53

What are the common organization development assumptions about groups?

Question 54

How can management help employees become aware of the need for change?

Question 55

Explain the concept of double-loop learning.

Question 56

Organizational development programs are typically based on _____,which are positive beliefs about the potential and desire for growth among employees.

A) humanistic values
B) appreciative inquiries
C) interventions
D) proactive attitudes

Question 57

How does participation help in building support for change?

Question 58

What are the five reactions to major change that parallel the reactions to terminal illness?

Question 59

Which of the following is an example of an OD intervention process?

A) Appreciative inquiry
B) Action research
C) Homeostasis
D) Double-loop learning

Question 60

_____ are the ones that management can change most directly.

A) Causal variables
B) Intervening variables
C) End-result variables
D) All of the above