Deck 16: Organisational Change and Stress Management

Question 1

Change agents are synonymous with managers.

Answer 1

False

Question 2

Change agents can be managers or non-managers,current or new employees,or outside consultants.

Answer 2

True

Question 3

An example of individual resistance to change is:

A)structural inertia
B)group inertia
C)threat to expertise
D)habit

Answer 3

D

Question 4

Resistance to change is positive if:

A)it leads to open discussion and debate
B)it can be done without change agents
C)employees can find data supporting change is unnecessary
D)if it is treated only as a threat

Question 5

The global economy means that competitors are as likely to come from across the ocean as from across town.

Question 6

Which of the following is not cited as a force for change?

A)economic shocks
B)technology
C)social trends
D)decreasing skill sets

Question 7

Of the forces for change cited in the textbook,which is continually changing jobs and organisations?

A)world politics
B)nature of the work force
C)technology
D)social trends

Question 8

Change agents see a future for the organisation that others have not identified,and they are able to motivate,invent and implement this vision.

Question 9

Technology is a force that acts as a stimulant for change.

Question 10

An example of change in the nature of the work force is:

A)increase in college attendance
B)mergers and consolidations
C)increase in divorce rates
D)more cultural diversity

Question 11

A(n)________ is someone who acts as a catalyst and assumes the responsibility for managing change activities.

A)manager
B)entrepreneur
C)innovator
D)change agent

Question 12

List the six specific forces for change.

Question 13

"Change or die" is the rallying cry among today's managers worldwide.

Question 14

Phrases such as "more cultural diversity","ageing population" and "increased immigration and outsourcing" are all examples of what force for change?

A)world politics
B)nature of the work force
C)technology
D)social trends

Question 15

What are the goals of planned change?

Question 16

Change activities that are intentional and goal oriented are termed:

A)first order change
B)second order change
C)planned change
D)change agents

Question 17

What is the goal of planned change?

A)to improve the ability of the organisation to adapt to changes in its environment
B)to change employee behaviour
C)both A + B
D)neither A or B

Question 18

It is easiest for management to deal with resistance when it is:

A)implicit
B)overt
C)passive
D)subtle

Question 19

An example of change in the nature of competition is:

A)increased interest in urban living
B)more cultural diversity
C)increased government regulation of commerce
D)collapse of Enron Corporation

Question 20

Many change agents fail because organisational members resist change.

Question 21

Resistance to change is positive when the change is treated as a threat.

Question 22

Politics suggest that the impetus for change is more likely to come from:

A)employees who are new to the organisation
B)outside change agents
C)managers slightly removed from the main power structure
D)all of the above

Question 23

Which tactic for overcoming resistance to change basically assumes that the source of resistance lies in misinformation?

A)manipulation and cooptation
B)education and communication
C)participation
D)facilitation and support

Question 24

Using covert influence to overcome resistance to change is called:

A)participation
B)cooptation
C)coercion
D)manipulation

Question 25

Human beings,when given a choice,will always choose change over the status quo.

Question 26

Research demonstrates that all efforts to resist change are dysfunctional in terms of organisational effectiveness.

Question 27

People are more willing to accept changes if they trust the managers implementing them.

Question 28

Which tactic to overcome resistance to change is a relatively inexpensive way to gain the support of adversaries,but may backfire if the targets become aware that they are being tricked or used?

A)education
B)coercion
C)participation
D)manipulation

Question 29

Which one of the following is not a tactic for dealing with resistance to change?

A)education
B)cooperation
C)participation
D)manipulation

Question 30

Which of the following is not a source of individual resistance to change?

A)fear of the unknown
B)habit
C)security
D)structural inertia

Question 31

Seeking to 'buy off' the leaders of a resistance group by giving them a key role is best defined as:

A)cooptation
B)participation
C)facilitation
D)negotiation

Question 32

Quick transformational change is risky.

Question 33

All of the following are sources of organisational resistance to change except:

A)structural inertia
B)limited focus of change
C)threat to established power relationships
D)security

Question 34

Not all change is good.

Question 35

It is a great challenge to manage resistance that is implicit or deferred.

Question 36

Which of the following explains the way an individual keeps his view of the world intact?

A)habit
B)security
C)fear of the unknown
D)selective information processing

Question 37

A source of resistance to change includes the fact that group norms may act as a constraint.

Question 38

If individuals resisting change are included in making change decisions not to find better solutions but to get their endorsement it is called:

A)manipulation
B)cooptation
C)participation
D)coercion

Question 39

The built-in mechanisms that an organisation has to produce stability are termed:

A)habit
B)threat to expertise
C)structural inertia
D)selective information processing

Question 40

The application of direct threats or force upon resisters is called:

A)coercion
B)manipulation
C)cooptation
D)power

Question 41

________ is a method of changing behaviour through unstructured group interaction.

A)Autonomous work teams
B)Team building groups
C)Sensitivity training
D)A structural intervention

Question 42

The step in the action research process where information is gathered about problems,concerns,and needed changes from members of the organisation is:

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

Question 43

Fear of the unknown can be a source of resistance to change.

Question 44

Which of the following is not true of organisational development (OD)?

A)People should be treated with dignity and respect.
B)Effective organisations are characterised by trust.
C)Effective organisations emphasise hierarchical authority.
D)Problems should be openly confronted.

Question 45

Discuss resistance to change in term of its organisational sources.

Question 46

Discuss five reasons why individuals may resist change.

Question 47

________ encompasses a collection of planned-change interventions built on humanistic-democratic values that seek to improve organisational effectiveness and employee well-being.

A)Action research
B)Change management
C)Organisational development
D)Organisational behaviour

Question 48

Cooptation is a form of both manipulation and participation.

Question 49

In the process of action research,diagnosis is followed by:

A)action
B)feedback
C)evaluation
D)analysis

Question 50

To move from equilibrium,Lewin suggests:

A)increasing restraining forces
B)decreasing driving forces
C)decreasing restraining forces
D)all of the above

Question 51

To direct behaviour away from the status quo,one can increase the use of:

A)restraining forces
B)driving forces
C)refreezing
D)changing

Question 52

Who developed a three-step model for change that included unfreezing,movement,and refreezing?

A)Mary Parker Follett
B)David McClelland
C)Chester Barnard
D)Kurt Lewin

Question 53

Which of the following is not considered an underlying value in organisational development?

A)participation
B)control
C)confrontation
D)power equalisation

Question 54

All of the following are steps in the process of action research except:

A)diagnosis
B)feedback
C)forming
D)action

Question 55

________ is a change process based on systematic collection of data and then selection of a change action based on what the analysed data indicate.

A)Sensitivity training
B)Action research
C)Organisational development
D)Process consultation

Question 56

The action research process closely resembles:

A)political research
B)scientific method
C)a lesson plan
D)organisational development

Question 57

Changes in organisational patterns seldom threaten the expertise of specialised groups.

Question 58

The de-emphasis of hierarchical authority and control in organisational development (OD)is referred to as:

A)participation
B)respect for people
C)power equalisation
D)trust and support

Question 59

________ is change efforts to overcome the pressures of both individual resistance and group conformity.

A)Unfreezing
B)Freezing
C)Movement
D)Planned change

Question 60

T-groups are also known as:

A)team building groups
B)trust groups
C)training groups
D)autonomous work teams

Question 61

'Action research' refers to a change process based on systematic collection of data and then selection of a change action based on what the analysed data indicates.

Question 62

The diagnosis step of action research is analogous to the physician's search to find what specifically ails a patient.

Question 63

___________ is a tool for assessing attitudes held by organisational members,identifying discrepancies among member perceptions,and solving these differences.

A)Survey feedback
B)Process consultation
C)Intergroup development
D)Sensitivity training

Question 64

In the change process known as action research,the gathering of information about problems occurs in the analysis stage.

Question 65

Process consultants work with the clients in jointly diagnosing what processes need improvement.

Question 66

According to Lewin's model,refreezing is required if changes are to be permanent.

Question 67

The objective of process consultation is to solve organisational problems.

Question 68

Restraining forces are those which hinder movement from the existing equilibrium.

Question 69

Driving forces direct behaviour towards the status quo.

Question 70

Rather than looking for problems,________ seeks to identify the unique qualities and special strengths of an organisation,which can then be built upon to improve performance.

A)sensitivity analysis
B)team building
C)process consultation
D)appreciative inquiry

Question 71

Sensitivity training emphasises changing behaviour through structured group interaction.

Question 72

Kotter's contribution lies in providing managers and change agents with a more detailed guide for successfully resisting change.

Question 73

Which of the following is not a step in the appreciative inquiry process?

A)destiny
B)mission
C)dreaming
D)discovery

Question 74

Kotter's first four steps essentially extrapolate Lewin's 'unfreezing' stage.

Question 75

________ seeks to change groups' attitudes,stereotypes and perceptions about each other.

A)Process consultation
B)Intergroup development
C)Team building
D)Sensitivity analysis

Question 76

The activities included in team building include all of the following except:

A)goal setting
B)role analysis
C)team process analysis
D)individual development

Question 77

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 he or she must deal.

A)survey feedback
B)process consultation
C)intergroup development
D)sensitivity training

Question 78

'Organisational development' refers to an approach that seeks to identify the unique qualities and special strengths of an organisation,which can then be built on to improve performance.

Question 79

The objective of survey feedback is to focus on individual problems and concerns.

Question 80

Organisational development (OD)is a term used to encompass a collection of change methods.