Question 1

Organizational leaders are concerned about apathy and decreased productivity among associates whose jobs have high levels of specialization. They redesign jobs using job enlargement. However, when they are informed that their jobs will be changing, associates are unhappy and resistant to the changes. Which of the following is the most likely cause of their resistance to change?
A) They believe the changes will decrease organizational productivity.
B) The changes will result in unfair distribution of duties.
C) They do not understand what the changes will entail.
D) They realize that they do not have the skills to handle their new duties.
E) The changes will require them to work harder.

Accepted Answer

The most likely cause of resistance to change in this scenario is lack of understanding of the changes. If associates do not understand what the changes entail, they may fear the unknown, worry about job security, or feel anxious about their ability to perform. This can lead to resistance to change. The other options, such as decreased productivity, unfair distribution of duties, lack of skills, or increased workload, may contribute to resistance, but they are not as likely as the lack of understanding of the changes.

Question 2

Change leaders, who must overcome the resistance of a middle manager who opposes the transfer of two of her best associates, are likely to bring about the best outcomes for the organization by:
A) assuring the manager that her department can manage the changes.
B) explaining the importance of the changes to the well being of the organization.
C) including the manager in the decision-making process.
D) bribing the manager with increased vacation time and a salary increase.
E) utilizing a more coercive style and insisting on the manager's compliance.

Accepted Answer

The answer of Change leaders, who must overcome the resistance...

Question 3

Senior leaders decide that organizational change is necessary. They must determine how quickly changes should be implemented. Which of the following circumstances indicates a need for rapid change?
A) The type of change needed is very complex.
B) The resources required by the change are not yet available.
C) There is likely to be a great deal of resistance to change.
D) Competitors are taking advantage of weaknesses in the organization.
E) Associates and managers lack the knowledge and skills required for change.

Accepted Answer

The fact that competitors are taking advantage of weaknesses in the organization indicates that rapid change is necessary to avoid falling behind and losing market share.

Question 4

Top executives, managers, and associate representatives from all levels of the organization work together to plan significant and needed organizational change. Nevertheless, a number of associates are resistant to the impending changes. Their resistance is most likely due to:
A) lack of understanding.
B) different assessment.
C) self-interest.
D) low tolerance for change.
E) all of the above.

Accepted Answer

The answer of Top executives, managers, and associate representatives from...

Question 5

When faced with resistance over proposals to significantly change corporate strategy by increasing product diversity, leaders are likely to create the best outcomes for the organization by:
A) providing resisters with more information about the need for strategic changes.
B) including resisters in the decision-making process related to changes in strategy.
C) assuring resisters that they will not face personal disadvantages because of changes in strategy.
D) utilizing coercive measures to ensure that resisters implement the desired changes.
E) assuring resisters that they will be given the support they need to implement strategic changes.

Accepted Answer

Including resisters in the decision-making process related to changes in strategy can help them feel heard and valued, and may result in a more collaborative and successful implementation of the changes. Providing more information and assurance may be helpful, but may not fully address the root of the resistance. Using coercive measures is likely to create more resistance and may harm relationships within the organization. Assuring resisters of support is a good step, but does not address the issue of active resistance to the proposed changes.

Question 6

The CEO and senior managers want to grow the organization by increasing product diversity. Several middle managers question the potential outcomes of such a change. Their resistance is most likely caused by:
A) lack of understanding.
B) different assessments.
C) self-interest.
D) low tolerance for change.
E) all of the above.

Accepted Answer

The middle managers are questioning the potential outcomes of increasing product diversity, which suggests that they have different assessments or opinions about it. This is a common cause of resistance to change in organizations. The other options could also contribute to resistance, but they are not specifically mentioned in this scenario.

Question 7

In constructing a team of change leaders, factors to be considered include position power, informal credibility, proven leadership, and:
A) seniority
B) expertise
C) team size
D) popularity
E) Both B and C

Accepted Answer

Along with position power and informal credibility, it is important for change leaders to have expertise in the area of change and proven leadership skills. Additionally, the size of the team should be considered, as a larger team may require stronger leadership skills and coordination. Therefore, the best choice is E, as it covers both expertise and team size. Seniority and popularity may be factors to consider, but they are not as important as the other factors listed.

Question 8

A middle manager strongly opposes a proposed change that would involve transferring two of her best employees to a new division. She believes that the change will cause lowered performance in her department, and that her status in the organization will drop. The manager's resistance to the change is based on:
A) lack of understanding.
B) different assessment.
C) self-interest.
D) low tolerance for change.
E) none of the above.

Accepted Answer

The manager's strong opposition to transferring her best employees indicates that she is focused on self-interest rather than the potential benefits to the organization. She may be worried about how the change will affect her status within the organization and is not considering the potential benefits of the change.

Question 9

When planned changes are clearly best for the organization, but certain associates are fearful of the changes, change leaders can expedite the change process by:
A) providing associates with emotional support and appropriate training.
B) asking associates who are uncomfortable with the change to leave the organization.
C) carefully explaining the reasons change is necessary and the potential benefits to the organization.
D) bribing the associates with bonuses for effective implementation of change.
E) assuring associates that proposed changes are fair and equitable.

Accepted Answer

Providing associates with emotional support and appropriate training helps alleviate fear and equips them with the necessary skills to adapt to changes, facilitating a smoother transition.

Question 10

Organizational leaders at Corporation X realize the importance of bringing about significant changes within the organization. They also recognize that because of the strong corporate culture, they are likely to encounter substantial resistance to change. The leaders can best decrease the potential for resistance to change by:
A) giving special attention to the unfreezing phase.
B) making changes without informing the associates.
C) entering quickly into the moving phase.
D) explaining the effects of failure to change on future promotions.
E) presenting a timeline for implementing the three phases of change.

Accepted Answer

Giving special attention to the unfreezing phase is the best choice to decrease the potential for resistance to change. Unfreezing involves creating awareness and acceptance of the need for change, which can help employees understand why changes are being made and what benefits they will bring. This can increase their motivation and decrease resistance to change.

Question 11

All of the following are associated with factors that cause individuals to resist change, EXCEPT:
A) believing something of value will be lost
B) position power
C) low risk tolerance
D) lack of understanding
E) differing assessments of change

Accepted Answer

Position power is not associated with factors that cause individuals to resist change. The other options are commonly cited reasons for resistance to change.

Question 12

Which of the following is the most important reason for including individuals who have informal credibility on the team of change leaders?
A) They are likely to have the best understanding of the change process.
B) They are less likely to embrace change than other associates.
C) They can influence associates and managers to accept change.
D) They want to maintain their power in the organization.
E) They are more likely to bring diverse viewpoints to the change process.

Accepted Answer

Individuals with informal credibility, such as respected peers or opinion leaders, can have a significant influence on others in the organization. Including them on the team of change leaders can help to build support for the change initiative and increase the likelihood of success.

Question 13

To successfully bring about shifts in associates' and managers' behaviors during organizational change, leaders must:
A) maintain high levels of efficiency to counterbalance expenses for change.
B) call attention to successes and failures in attempts at change.
C) encourage anecdotal record keeping to measure results of change.
D) provide clear procedural instructions to avoid mistakes.
E) provide resources and training for change.

Accepted Answer

Providing resources and training for change is crucial for successful implementation of organizational change. This allows associates and managers to adapt to the changes and understand their roles in the new system. It also helps to prevent resistance to change and encourages proactive participation in the change process. The other options may be important, but they are not as essential for bringing about shifts in behavior during organizational change.

Question 14

Which of the following circumstances indicates a need for a participatory style of organizational change?
A) Change leaders need information from all levels of the organization to make effective decisions about change.
B) Change leaders are new to the organization and have not yet developed referent and expert power.
C) Required changes will be extensive and implementation will be complex.
D) Managers and associates are comfortable with the status quo.
E) all of the above

Accepted Answer

All of the above circumstances indicate a need for a participatory style of organizational change. A participatory style ensures that all stakeholders are involved in the decision-making process, provides important information to change leaders, builds referent and expert power for new leaders, and promotes acceptance and understanding of extensive and complex changes. Additionally, involving managers and associates in the change process helps overcome resistance to change by fostering a sense of ownership and commitment to the new initiatives.

Question 15

Which of the following steps is not part of the refreezing phase of organizational change?
A) implementation of evaluation systems that track expected behaviors
B) implementation of permanent training systems for upgrading knowledge and skills
C) creating reward systems that reinforce expected behaviors
D) relying on loyalty to the organization to maintain expected behaviors
E) ensuring that hiring and promotion systems support the new demands

Accepted Answer

Relying on loyalty to the organization to maintain expected behaviors is not a step in the refreezing phase of organizational change. This approach assumes that employees will naturally maintain the new behaviors without any reinforcement or support, which is not a reliable strategy for sustaining change. The other options (A, B, C, and E) all involve implementing systems and strategies to reinforce and support the desired changes.

Question 16

Senior management should initiate a slower speed of change when:
A) The type of change needed is very simple.
B) The resources required by the change are readily available.
C) There is likely to be a great deal of resistance to change.
D) Competitors are taking advantage of weaknesses in the organization.
E) Associates and managers have the knowledge and skills required for change.

Accepted Answer

Senior management should initiate a slower speed of change when there is likely to be a great deal of resistance to change. This is because if the change is too rapid, it can create a sense of chaos and uncertainty, leading to more resistance and pushback. By going slow, management can ensure that the necessary steps are taken to help people adapt to the change and reduce resistance.

Question 17

Organizational leaders encounter associate resistance to change when they attempt to improve organizational performance by using job enlargement to redesign a job. Leaders can best alleviate the resistance by:
A) using rich communication to explain what will be involved in the changes.
B) asking associates to openly discuss their feelings about the changes.
C) adopting a coercive style and insisting that associates accept changes or leave the organization.
D) assuring associates that they are capable of handling their new job responsibilities.
E) assigning team leaders to monitor compliance among associates.

Accepted Answer

Using rich communication to explain what will be involved in the changes is the best option to alleviate resistance to job enlargement. Associates may resist change because they are unsure about what the changes will entail or how it will impact their job responsibilities. Providing clear and detailed communication can address these concerns and help associates understand why the changes are necessary for improving organizational performance. Involving associates in the process and seeking their feedback can also increase their buy-in and acceptance of the changes. The other options may create further resistance or conflict and may ultimately harm organizational performance.

Question 18

Senior managers should be included as members of the team of change leaders because:
A) they are likely to bring diverse viewpoints to the change process.
B) they are in the best position to understand the need for change.
C) they have the highest level of concern for the welfare of the company.
D) they are the most highly respected members of the organization.
E) they have the power to support change and the power to block change.

Accepted Answer

Senior managers have the power to support change and the power to block change, which makes them critical members of the change leadership team. Including them in the team ensures their buy-in and support for the change effort, which increases the likelihood of success. The other options are also important but may not necessarily lead to their inclusion in the team of change leaders.

Question 19

To best gain the commitment needed from associates and managers during the transforming phase of organizational change, leaders should:
A) implement evaluation procedures for determining the effects of change.
B) create mild feelings of guilt or anxiety related to not changing.
C) explain the reasons for requiring managers and associates to make changes.
D) convince managers and associates that the proposed changes will be effective.
E) determine which departments or divisions will be involved in the change.

Accepted Answer

The answer of To best gain the commitment needed from...

Question 20

Leaders can best assist managers and associates with the unfreezing stage of organizational change by:
A) providing them with feedback on their attempts to implement changes.
B) helping them believe in their ability to successfully accomplish change.
C) providing clear instructions on procedures for implementing change.
D) focusing their attention on problem-solving and group processes.
E) establishing self-evaluation procedures to help them monitor their progress.

Accepted Answer

During the unfreezing stage of organizational change, it is important for leaders to help managers and associates believe in their ability to successfully accomplish change. This can be achieved through supportive communication, providing resources and training, and building a sense of trust and confidence in the team's ability to achieve the desired outcomes. Providing feedback, clear instructions, and self-evaluation procedures are also important, but they are secondary to the need for building a positive and supportive environment that fosters a sense of confidence and motivation among the team members. Focusing on problem-solving and group processes is also important, but it is more relevant during the implementation and evaluation stages of change.

Quiz 14: Organizational Change and Development

Change leaders, who must overcome the resistance of a middle manager who opposes the transfer of two of her best associates, are likely to bring about the best outcomes for the organization by:

Senior leaders decide that organizational change is necessary. They must determine how quickly changes should be implemented. Which of the following circumstances indicates a need for rapid change?

Top executives, managers, and associate representatives from all levels of the organization work together to plan significant and needed organizational change. Nevertheless, a number of associates are resistant to the impending changes. Their resistance is most likely due to:

When faced with resistance over proposals to significantly change corporate strategy by increasing product diversity, leaders are likely to create the best outcomes for the organization by:

The CEO and senior managers want to grow the organization by increasing product diversity. Several middle managers question the potential outcomes of such a change. Their resistance is most likely caused by:

In constructing a team of change leaders, factors to be considered include position power, informal credibility, proven leadership, and:

When planned changes are clearly best for the organization, but certain associates are fearful of the changes, change leaders can expedite the change process by:

All of the following are associated with factors that cause individuals to resist change, EXCEPT:

Which of the following is the most important reason for including individuals who have informal credibility on the team of change leaders?

To successfully bring about shifts in associates' and managers' behaviors during organizational change, leaders must:

Which of the following circumstances indicates a need for a participatory style of organizational change?

Which of the following steps is not part of the refreezing phase of organizational change?

Senior management should initiate a slower speed of change when:

Organizational leaders encounter associate resistance to change when they attempt to improve organizational performance by using job enlargement to redesign a job. Leaders can best alleviate the resistance by:

Senior managers should be included as members of the team of change leaders because:

To best gain the commitment needed from associates and managers during the transforming phase of organizational change, leaders should:

Leaders can best assist managers and associates with the unfreezing stage of organizational change by: