Deck 14: Organizational Change and Development

Question 1

All managers should actively scan the environment for changes and help to identify external opportunities and threats.

Answer 1

True

Question 2

Three of the most important internal pressures for change are changes in the CEO or top management, natural life-cycle forces, and aspiration- evaluation discrepancies.

Answer 2

False

Question 3

Planned change that is evolutionary tends to happen in a short period of time.

Answer 3

False

Question 4

Firms are likely to create competitive disadvantages by trying to keep up with technological advances.

Question 5

Age and income distribution affect the type of products and services demanded in a particular geographic region.

Question 6

Organizations are most likely to be successful in dealing with internal and external pressures by allowing change to happen naturally.

Question 7

When a company needs to make major changes, it is common to bring in new management from outside the corporation, in part because they lack commitment to previous strategies.

Question 8

When CEOs and other members of the top management team have been in their positions for some time, the organization can experience inertia.

Question 9

By successfully meeting organization development objectives, an organization improves its ability to recognize the need for change and to implement change more easily.

Question 10

Polaroid's managers did not perceive the threat to their existing business
quickly enough to transform the firm.

Question 11

Planned change involves deliberate efforts to move an organization
to a new state.

Question 12

Like Starbucks, most successful organizations face only one major change during their lifecycles.

Question 13

Kurt Lewin termed the three phases of change: energizing, envisioning, and
enabling.

Question 14

Change is typically thought of as a ten stage process.

Question 15

Procedural justice issues are less likely to impact the change process if associates and managers are allowed to have input into change-related decisions.

Question 16

Managers or associates who resist change because of self interest believe they will lose something of value from a proposed change.

Question 17

Selling off poorly performing units and acquiring new businesses is a response to an aspiration-performance discrepancy.

Question 18

To effectively manage change, leaders must be able to recognize the need for change and force the change process to happen in spite of resistance from managers and associates.

Question 19

Stickiness refers to the likelihood that associates, units, or organizations will resist changing their aspirations even when faced with evidence that current aspirations are too low or too high.

Question 20

Starbucks' reinvention included innovation of new products and adapting to local community values.

Question 21

Overseeing numerous change projects requires only one key change
leader.

Question 22

A major disadvantage of job redesign is that managers must spend more time in direct supervision and have less time for creating a learning environment.

Question 23

Structural OD techniques are used when problems are related to organizational systems rather than the interpersonal relationships.

Question 24

When using a top-down style, change leaders design the change
and plan its implementation with a lot of participation from those
below them in the hierarchy.

Question 25

It is clear that a team-building process is successful when team members develop realistic problem solutions or action plans and are enthusiastic about implementing them.

Question 26

Urgency is one of the criteria to consider when deciding on the speed of
change.

Question 27

During Jack Welch's tenure as CEO, General Electric created more value for shareholders than any other company in the world. The successful outcomes were created because of Welch's implementation of innovative organization development interventions.

Question 28

The unfreezing stage of change involves three key activities.

Question 29

The purpose of the survey feedback technique is to provide managers with the information they need to make important decisions for their departments.

Question 30

Individuals with power based on their formal positions can block change.

Question 31

High-involvement management and organizational development methods are inconsistent approaches to organizational management.

Question 32

Degree of support is one of the criteria to consider when deciding on the
speed of change.

Question 33

Novartis is working through the unfreezing-moving-refreezing process of
change.

Question 34

The development and implementation of effective organizational strategies is dependent upon the organization's ability to effectively manage change.

Question 35

There is strong agreement by experts on how large or small the team of
change leaders should be

Question 36

Management by objectives (MBO) is most likely to be effective if diagnostic information is gathered from all levels of the organization and objectives at all levels are tied to organizational improvement goals.

Question 37

As part of the OD process, senior managers may create supplemental organizational processes that are utilized in emergency situations to deal with unexpected problems.

Question 38

The time and attention change leaders spend on the unfreezing phase can
be significant in order to be successful.

Question 39

Two important decisions that change leaders must make are: the speed of
change and the style.

Question 40

Refreezing involves ten interrelated activities.

Question 41

The effects of an intervention program must be evaluated after an appropriate interval.

Question 42

A high risk tolerance is associated with low tolerance for change.

Question 43

Lack of self-efficacy is associated with low tolerance for change.

Question 44

Resistance to change can usually be traced to one or more factors such
as lack of understanding, different assessments, or self-interests.

Question 45

Anticipating resistance to change can give leaders a major disadvantage
in managing change.

Question 46

Training is an OD process commonly used only by large organizations.

Question 47

If the change is urgent, a participatory approach should not be used.

Question 48

Organizations experience both internal and external pressure to change.

Question 49

If the idea of changing is supported initially by a wide variety of
people a participatory approach is less necessary.

Question 50

Openness to change is critical for organizations to be innovative.

Question 51

The DADA syndrome represents a sequence of stages: denial, anxiety,
depression and acceptance.

Question 52

Individuals who resist change because of self-interest believe that they will
lose something of value if the change is implemented.

Question 53

Leaders must recognize internal and external pressures for change and
introduce initiatives designed to cope with them.

Question 54

Organization development interventions include different forms of group
training, team building, and job redesign.

Question 55

When change leaders are admired, a participatory approach is necessary.

Question 56

The basic OD model uses a medical approach.

Question 57

OD represents organization development.

Question 58

With T-group training individuals focus on their thoughts and how others
perceive these thoughts.

Question 59

Resistance to change can only be active not passive.

Question 60

Change leaders should be sensitive to the potential for the DADA
Syndrome.

Question 61

When CEOs and other members of the top management team have been in their positions for some time, the organization can experience _______.

Question 62

Associates believe that the planned changes for an organization are unfair and that their concerns are not being addressed. The associates have __________________ issues.

Question 63

In Lewin's model, the implementation of evaluation and reward systems occurs during the _________ phase.

Question 64

In Lewin's model, the process of motivating associates and managers for change occurs in the ____________ phase.

Question 65

To implement OD successfully in different cultures, managers should
implement flexibility, knowledge of specific cultures, and interpersonal
sensitivity.

Question 66

Organization development is a planned, continuous process designed to improve the organization's _____________, _____________, and _____________.

Question 67

In Lewin's model for organizational change, the __________ phase is likely to be the most chaotic.

Question 68

Life-cycle forces and aspiration-performance discrepancies are ____________ pressures for change.

Question 69

If organizational change is urgent, the __________ style of change must be used.

Question 70

Technological advances are caused by advances in ________________, which is increasing at a tremendous rate.

Question 71

Team building is a process in which members of a team work together
without a facilitator to diagnose task, process, and interpersonal problems.

Question 72

The OD intervention-survey feedback technique emphasizes the collection and use of data from questionnaires.

Question 73

Starbucks' reinvention included _______ of new products and adapting to local community values.

Question 74

__________________ is a process involving deliberate efforts to move an organization or a unit from its current undesirable state to a new, more desirable state.

Question 75

Managing knowledge transfers and development are not usually part of managing organizational change.

Question 76

Learning how to more effectively use current knowledge is referred to as
exploratory learning.

Question 77

MBO stands for management by objectives.

Question 78

Members of a department have worked together for a number of years and have strong emotional bonds with each other. Because of their high skill levels and experience with the organization, several members are being transferred to new divisions to help less experienced associates get started. The department members are likely to experience the __________________.

Question 79

The OD intervention-job redesign technique always includes job enlargement, but not job enrichment.

Question 80

Learning how to more effectively use current knowledge is referred to as
exploitative learning.