Deck 17: Organizational Change and Stress Management

Question 1

Which of the following resistance to change is implicit?

A) strike
B) increased error
C) resignation
D) complaint
E) work slowdown

Answer 1

B
Explanation: B) Resistance to change that is implicit or deferred is difficult to manage. Examples of such responses are loss of loyalty or motivation and increased errors or absenteeism.

Question 2

Which of the following reactions from employees is preferable as a response to change?

A) silence
B) apathy
C) resignation
D) open discussion
E) increase in the use of sick time

Answer 2

D
Explanation: D) Employees who have negative feelings about a change cope by not thinking about it, increasing their use of sick time, and quitting. All these reactions can sap the organization of vital energy when it is most needed. Resistance to change can be positive if it leads to open discussion and debate. These responses are usually preferable to apathy or silence and can indicate that members of the organization are engaged in the process, providing change agents an opportunity to explain the change effort.

Question 3

Which of the following is an example of an individual source of resistance to change?

A) structural inertia
B) selective information processing
C) limited focus of change
D) threat to established power relationships
E) group inertia

Answer 3

B
Explanation: B) Individual sources of resistance to change are habit, security, economic factors, fear of the unknown, and selective information processing.

Question 4

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

A) acceleration
B) manipulation
C) participation
D) cooptation
E) education

Question 5

Each of the following is most likely to result in the changing nature of the workforce except ________.

A) immigration
B) outsourcing
C) multicultural environment
D) demographic changes
E) changing literacy levels

Question 6

Limited focus of change is a major force for resistance to change that originates from an organizational source. It indicates that ________.

A) groups in the organization that control sizable resources often resist change
B) changes in organizational patterns may threaten the expertise of specialized groups so these groups tend to resist change
C) organizations have structural inertia that acts as a counterbalance to sustain stability
D) limited changes in subsystems tend to be nullified by the larger system
E) even if individuals want to change their behavior, group norms may act as a constraint

Question 7

Which of the following is an example of an organizational source of resistance to change?

A) limited focus of change
B) security
C) fear of the unknown
D) selective information processing
E) economic factors

Question 8

After restructuring, your division has had trouble filling the open positions with appropriate candidates. The selection processes used by human resources have not yet adjusted to the new criteria required for the restructured job positions. This problem is an example of which kind of resistance to change?

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

Question 9

A(n) ________ resistance to change clouds the link between the change and the reaction to it and may surface weeks, months, or even years later.

A) overt
B) immediate
C) active
D) explicit
E) deferred

Question 10

Organizations are increasingly adjusting their processes and positioning their products as environment friendly and sustainable in order to increase their appeal to consumers. This is a response to changes in ________.

A) demographic trends
B) social trends
C) cultural trends
D) legal requirements
E) nature of the workforce

Question 11

Selective information processing is a major force for resistance to change. It indicates that ________.

A) changes in organizational patterns may threaten the expertise of specialized groups so these groups tend to resist change
B) individuals hear what they want to hear and they ignore information that challenges the world they've created
C) limited changes in subsystems tend to be nullified by the larger system
D) groups in the organization that control sizable resources often resist change
E) even if individuals want to change their behavior, group norms may act as a constraint

Question 12

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

A) implementing changes fairly
B) participation
C) education and communication
D) coercion
E) cooptation and manipulation

Question 13

The recent bankruptcy of auto manufacturers General Motors and Chrysler were caused due to ________.

A) changes in the social trend
B) political instability
C) changes in legal requirements
D) economic shocks
E) changing nature of the workforce

Question 14

Which of the following resistances to change is overt and immediate?

A) loss of loyalty
B) increased absenteeism
C) loss of motivation
D) increased error
E) complaint

Question 15

If individuals resisting change are included in making change decisions in an attempt to gain their support, this approach is called ________.

A) cooptation
B) exploitation
C) manipulation
D) coercion
E) education

Question 16

It is easiest for management to deal with resistance when it is ________.

A) covert
B) deferred
C) passive
D) implicit
E) overt

Question 17

Using covert influence to overcome resistance to change is called ________.

A) negotiation
B) cooptation
C) education
D) coercion
E) manipulation

Question 18

Consumers now meet and share information in chat rooms and blogs. This is an example of changes in the ________.

A) competition
B) nature of the workforce
C) social trends
D) legal requirements
E) economy

Question 19

Organizations have built-in mechanisms-like their selection processes and formalized regulations-to produce stability. When an organization is confronted with change, these mechanisms act as a counterbalance to sustain stability. Which of the following organizational sources of resistance to change is represented by these mechanisms?

A) group inertia
B) selective information processing
C) employee orientation
D) structural inertia
E) product orientation

Question 20

Which of the following is an example of a source of individual resistance?

A) limited focus of change
B) product orientation
C) fear of the unknown
D) structural inertia
E) employee orientation

Question 21

"Buying off" the leaders of a resistance group by giving them a key role and seeking their advice not to find a better solution but to get their endorsement is an example of ________.

A) coercion
B) cooptation
C) procedural fairness
D) distributive bargaining
E) operant conditioning

Question 22

Which of the following is an organizational development technique that involves an outsider assisting a manager to identify what to improve and how?

A) action research
B) intergroup development
C) appreciative inquiry
D) process consultation
E) social reinforcement

Question 23

Procedural fairness while implementing changes is especially important when ________.

A) the organization is facing intense competition
B) the employees have participated in the decision making process
C) employees perceive the outcome as negative
D) the environment in which the business operates is dynamic
E) the employees are resisting the change due to group inertia

Question 24

Which of the following is the last step in the Kotter's eight-step plan for implementing change?

A) Form a coalition with enough power to lead the change.
B) Establish a sense of urgency by creating a compelling reason for why change is needed.
C) Communicate the vision throughout the organization.
D) Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.
E) Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.

Question 25

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 of the tactic?

A) negotiation
B) conciliation
C) manipulation
D) coercion
E) arbitration

Question 26

Which of the following steps in the Kotter's eight-step plan for implementing change represents the "refreezing" stage in the Lewin's three-step model?

A) Plan for, create, and reward short-term "wins" that move the organization toward the new vision.
B) Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.
C) Create a new vision to direct the change and strategies for achieving the vision.
D) Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving.
E) Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

Question 27

Who built on Lewin's three-step model to create a more detailed approach for implementing change?

A) John Kotter
B) David McClelland
C) Douglas Surber
D) Lawrence Summers
E) Henry Mintzberg

Question 28

Which of the following is a step in the appreciative inquiry process?

A) analysis
B) dreaming
C) inferring
D) classifying
E) collaboration

Question 29

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

A) John Kotter
B) David McClelland
C) Douglas Surber
D) Lawrence Summers
E) Kurt Lewin

Question 30

John Kotter built on Lewin's three-step model to create a more detailed approach for implementing change. Which of the following steps in the Kotter's eight-step plan for implementing change represents the "unfreezing" stage in the Lewin's three-step model?

A) Plan for, create, and reward short-term "wins" that move the organization toward the new vision.
B) Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.
C) Create a new vision to direct the change and strategies for achieving the vision.
D) Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving.
E) Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

Question 31

The management of a firm threatens to close a manufacturing plant whose employees are resisting an across-the-board pay cut. If the threat is untrue, the management is using ________.

A) coercion
B) cooptation
C) education
D) manipulation
E) procedural fairness

Question 32

The application of direct threats or force upon resisters is called ________.

A) negotiation
B) cooptation
C) manipulation
D) coercion
E) arbitration

Question 33

Which of the following steps of the appreciative inquiry attempts to identify what people think are the organization's strengths?

A) dreaming
B) destiny
C) collaboration
D) inferring
E) discovery

Question 34

________ is a collection of change methods that seek to improve organizational effectiveness and employee well-being.

A) Organizational development
B) Appreciative inquiry
C) Groupthink
D) Action research
E) Economic validity

Question 35

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

A) appreciative inquiry
B) action research
C) team building
D) process consultation
E) social reinforcement

Question 36

Which of the following tactics for overcoming resistance to change is most likely to be beneficial when employees' fear and anxiety are high?

A) education
B) building support and commitment
C) participation
D) implementing changes fairly
E) coercion

Question 37

Which of the following steps in the Kotter's eight-step plan for implementing change represents the "movement" stage in the Lewin's three-step model?

A) Establish a sense of urgency by creating a compelling reason for why change is needed.
B) Plan for, create, and reward short-term "wins" that move the organization toward the new vision.
C) Form a coalition with enough power to lead the change.
D) Create a new vision to direct the change and strategies for achieving the vision.
E) Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

Question 38

The de-emphasis of hierarchical authority and control in organizational development is referred to as ________.

A) participation
B) power equalization
C) trust and support
D) respect for people
E) vertical blending

Question 39

Appreciative inquiry (AI) is an organizational development technique. Which of the following statements is true regarding appreciative inquiry?

A) It tries to identify discrepancies among member perceptions and solve these differences.
B) It uses high-interaction group activities to increase trust and openness among team members, improve coordinative efforts, and increase team performance.
C) It involves an outside consultant who helps the manager to analyze processes within his or her unit and identify what to improve and how.
D) It consists of four steps including discovery, dreaming, design, and destiny.
E) It seeks to change groups' attitudes, stereotypes, and perceptions about each other.

Question 40

Which of the following is the first step in the Kotter's eight-step plan for implementing change?

A) Create a new vision to direct the change and strategies for achieving the vision.
B) Establish a sense of urgency by creating a compelling reason for why change is needed.
C) Plan for, create, and reward short-term "wins" that move the organization toward the new vision.
D) Form a coalition with enough power to lead the change.
E) Communicate the vision throughout the organization.

Question 41

________ is a dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important.

A) Change
B) Stress
C) Innovation
D) Stimulation
E) Creativity

Question 42

Which of the following statements is true regarding stress?

A) Employees with external locus of control tend to be less prone to stress.
B) Training tends to decrease job stress.
C) Highly experienced employees tend to be more prone to stress.
D) Employees who are highly committed to their goals experience more stress.
E) Goal feedback tends to increase stress.

Question 43

Which of the following is not an example of a hindrance stressor?

A) red tape
B) office politics
C) role ambiguity
D) time urgency
E) job confusion

Question 44

Alex has a new idea for a way to cut costs in his department, but he is not willing to share his idea with his boss because the last department head that tried new cost cutting methods was recently fired because the new methods could not achieve expected results. Based on the example, how can Alex's company improve the culture to create innovation?

A) flatten the organizational structure
B) reward both successes and failures
C) increase the resources in Alex's department
D) encourage communication between various departments
E) conduct team building activities

Question 45

Which of the following statements is true regarding the effects of stress?

A) Challenge stressors tend to produce more strain than hindrance stressors.
B) When challenge stress increases, those with high levels of organizational support have higher role-based performance.
C) Hindrance stress improves job performance in a supportive work environment.
D) Employees who have a stronger affective commitment to their organization perform worse under stress as compared to those who have low levels of commitment.
E) Challenge stress reduces job performance in all work environments.

Question 46

Paul is stressed with the new corporate reorganization. He now reports to a foreign office that has usurped many of his responsibilities, including the contract labor for his projects, therefore he's working with less qualified and new contractors with whom he doesn't have a relationship. However, the managers of the other departments find themselves in the same boat and every day they are able to laugh over lunch about their new managerial impotence. ________ is helping Paul handle his stress.

A) Emotional contagion
B) Cognitive dissonance
C) Social support
D) Time management
E) Self-efficacy

Question 47

During the "dreaming" step of appreciative inquiry, participants ________.

A) identify the organization's strengths
B) use information from the discovery phase to speculate on possible futures
C) find a common vision of how the organization will look in the future
D) write action plans and develop implementation strategies
E) recount times they felt the organization worked best

Question 48

During the "design" step of appreciative inquiry, participants ________.

A) find a common vision of how the organization will look in the future
B) use information from the discovery phase to speculate on possible futures
C) identify the organization's strengths
D) recount times they felt the organization worked best
E) write action plans and develop implementation strategies

Question 49

Which of the following statements is true regarding the effects of culture on stress?

A) The job conditions that lead to stress remain the same across countries.
B) Stress is equally bad for employees of all cultures.
C) Individuals from individualistic countries experienced lower levels of stress due to work interfering with family than did individuals from collectivist countries.
D) Personality effects on stress are different across cultures.
E) Individuals from individualistic countries experience lower levels of stress due to work interfering with family than do individuals from collectivist countries.

Question 50

Which of the following has been the most studied potential source of innovation?

A) psychological factors
B) structural variables
C) human resource factors
D) cultural variables
E) financial factors

Question 51

Idea champions display characteristics associated with ________ leadership.

A) narcissistic
B) transformational
C) autocratic
D) transactional
E) laissez-faire

Question 52

Which of the following actions can extinguish risk taking and innovation?

A) long tenure in management
B) encouraging experimentation
C) rewarding for the absence of failures rather than for the presence of successes
D) using organic organizational structures
E) using an organizational structure that scores low on vertical differentiation, formalization, and centralization

Question 53

________ is a new idea applied to initiating or improving a product, process, or service.

A) A continuous improvement process
B) Double-loop learning
C) Innovation
D) Process reengineering
E) Organizational streaming

Question 54

Which of the following types of jobs is least likely to create stress and reduce satisfaction?

A) jobs that make multiple and conflicting demands
B) jobs that provide a high level of feedback
C) jobs that lack clarity about the incumbent's duties
D) jobs that provide the incumbents less control over the pace of their work
E) jobs that provide a low level of variety

Question 55

Which of the following statements is true regarding effects of culture on change effects?

A) People in high power distance cultures prefer champions to work closely with those in authority to approve innovative activities before work is begun.
B) In cultures in which people believe that they can dominate their environment, individuals will tend to take a passive approach toward change.
C) As compared to people from the United States, people from China are more likely to seek change programs that promise fast results.
D) People in the United States are more resistant to change efforts than their Italian counterparts.
E) People in the United States tend to see themselves as subjugated to their environment and thus will tend to take a passive approach toward change.

Question 56

Which of the following stressors is likely to produce less strain than the other stressors?

A) red tape
B) office politics
C) confusion over job responsibilities
D) role ambiguity
E) pressure to complete tasks

Question 57

Jill is overwhelmed with the new tasks that she has been assigned after the department merger. Every day, she arrives at work and makes a list of the new tasks, writes a number next to each one according to the urgency of completion, and schedules a time to complete each one. Although she's still stressed, Jill is able to get most of the work done and feels better at the end of the day. Jill is using ________ techniques to reduce her stress.

A) job enrichment
B) goal setting
C) relaxation
D) time-management
E) job enlargement

Question 58

Darg's team just had a research breakthrough. They'll need several thousands of dollars to complete the project. Darg has called a series of meetings in which he's promoting the significance of the new discovery, explaining the economic benefits that will result from the final project, and answering questions. Darg is a(n) ________ within his company.

A) change agent
B) arbitrator
C) manipulator
D) idea champion
E) stress creator

Question 59

Which of the following is not a reason why organic structures promote innovation?

A) high formalization
B) low vertical differentiation
C) high flexibility
D) low centralization
E) cross-fertilization

Question 60

Which of the following statements is true regarding innovative organization?

A) Organic structures negatively influence innovation.
B) Interunit communication is low in innovative organizations.
C) Short tenure in management is associated with innovation.
D) Innovation is nurtured when there is an abundance of resources.
E) Innovative organizations reward both successes and failures.

Question 61

Your company, Johnson Farm Products, has decided to expand its traditional business serving farm owners in order to include home gardeners in its customer base. This change is not met with enthusiasm by the sales personnel who have had good long-term relationships with area farmers. You know that the change will be difficult if you cannot overcome the resistance of the sales personnel and obtain their cooperation.
You have decided to involve the sales personnel in planning for the change and in stocking appropriate new items to sell to gardeners. The method for overcoming resistance that you have chosen is ________.

A) education and communication
B) participation
C) negotiation
D) manipulation and cooptation
E) coercion

Question 62

Organizations and their members tend to resist change.

Question 63

Research on organizational change has shown that, to be effective, change should take place as slowly as possible.

Question 64

Inability to change in accordance with the market trends can cause organizations to go bankrupt.

Question 65

Cooptation is a form of both manipulation and participation.

Question 66

Long tenure in management is associated with innovation.

Question 67

Rapid innovation and technological developments have forced companies to broaden their view of competition.

Question 68

Innovation is nurtured where there are slack resources.

Question 69

Research evidence indicates that hindrance stress improves job performance in a supportive work environment, whereas challenge stress reduces job performance in all work environments.

Question 70

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

Question 71

Your company, Johnson Farm Products, has decided to expand its traditional business serving farm owners in order to include home gardeners in its customer base. This change is not met with enthusiasm by the sales personnel who have had good long-term relationships with area farmers. You know that the change will be difficult if you cannot overcome the resistance of the sales personnel and obtain their cooperation.
You have brought in the local extension agent to explain demographics and the changing nature of the area in which you live. The method for overcoming resistance that you have chosen is ________.

A) education and communication
B) participation
C) negotiation
D) manipulation and cooptation
E) coercion

Question 72

Companies with strong cultures excel at implementing radical change.

Question 73

The less control people have over the pace of their work, the greater the stress and dissatisfaction.

Question 74

Companies with dominant market share are less susceptible to the forces of change than smaller businesses.

Question 75

Individuals with internal locus of control tend to be more prone to stress.

Question 76

Your company, Johnson Farm Products, has decided to expand its traditional business serving farm owners in order to include home gardeners in its customer base. This change is not met with enthusiasm by the sales personnel who have had good long-term relationships with area farmers. You know that the change will be difficult if you cannot overcome the resistance of the sales personnel and obtain their cooperation.
You have threatened to eliminate positions and even to close down the company if your employees don't change their attitudes. The method for overcoming resistance that you have chosen is ________.

A) education and communication
B) participation
C) negotiation
D) coercion
E) cooptation

Question 77

What are the various ways in which employees express resistance to change?

Question 78

Office politics is an example of a challenge stressor.

Question 79

In innovative organizations, interunit communication tends to be low.

Question 80

During the "discovery" step of appreciative inquiry, participants write action plans and develop implementation strategies.