Question 1

When a company changes reporting relationships and reshapes work units, it is making structural changes.

Accepted Answer

Structural changes involve changes in reporting relationships and work units, which may include changes in the organization's hierarchy, restructuring of departments or teams, or changes to job roles and responsibilities.

Question 2

OD interventions tend to be more effective:

Accepted Answer

The answer of OD interventions tend to be more effective:
...

Question 3

Table 16.1
Todd's restaurant is changing from a fast food menu and walk-through service to simple, quickly prepared meals eaten in the restaurant or along the sidewalk. This change was brought on by the losses he is experiencing due to decreased demand for fast food. In order to make the changes as effective as possible and to avoid having to react in the future, Todd is talking to his employees about their ideas on the changes and what the future might hold. He wants employees to try some new things, tell him what's working and what's not working, and help the company grow.
-Refer to Table 16.1. What technique did Todd use to overcome resistance to change?

Accepted Answer

Todd used the technique of involving employees in the change effort to overcome resistance. By talking to his employees about their ideas on the changes and asking them to try new things, he is empowering them to be a part of the change and take ownership of it. This not only helps to overcome any resistance from employees who may be resistant to change, but also creates a sense of buy-in and commitment to the new direction.

Question 4

Table 16.2
Loading Dock One, an international products retailer, is going through organizational change. The entrance of several low cost retailers into their market of quality international gifts is forcing them to seek greater efficiencies so they can lower costs and prices. Unfortunately, their employees are resisting the changes. They understand competition is increasing, but they fear the changes will eliminate jobs or diminish the variety of their work. Not only are the employees resisting, but it seems that the way LDO has hired, trained, and rewarded employees also hinders the changes they want to make. Some managers also are resisting the change because they can see their staffs being reduced or their entire work units eliminated.
-Refer to Table 16.2. Loading Dock One (LDO) is facing change due to:

Accepted Answer

The entrance of several low cost retailers into their market of quality international gifts is a clear indication of global economic competition that is forcing LDO to make changes.

Question 5

Global competition and technology are two forces driving unplanned change in organizations.

Accepted Answer

Global competition and technology are two major forces that can disrupt the normal functioning of organizations and cause unplanned changes, such as restructuring, downsizing, and the adoption of new technologies to remain competitive. These forces are outside the control of individual organizations and can have a significant impact on their operations and performance. As a result, it is essential for organizations to be agile and flexible in responding to these changes to remain relevant and competitive in the fast-changing business environment.

Question 6

Table 16.1
Todd's restaurant is changing from a fast food menu and walk-through service to simple, quickly prepared meals eaten in the restaurant or along the sidewalk. This change was brought on by the losses he is experiencing due to decreased demand for fast food. In order to make the changes as effective as possible and to avoid having to react in the future, Todd is talking to his employees about their ideas on the changes and what the future might hold. He wants employees to try some new things, tell him what's working and what's not working, and help the company grow.
-Refer to Table 16.1. The change effort Todd is taking was stimulated by:

Accepted Answer

The passage states that Todd's restaurant is changing due to the losses he is experiencing from decreased demand for fast food. This indicates that he is not able to meet his current objectives, making option C the correct choice.

Question 7

Table 16.3
As an organizational development consultant, you are discussing the various OD techniques the CEO could choose from in bringing about change in her company. You suggest that she begin the process with a quick, inexpensive data gathering from the employees. She likes the idea, especially since the technique you recommend allows them to also receive information. Once you have the data, you suggest she go for a program that helps her managers work together more effectively. You suggest that small groups of managers meet on a regular basis to identify and discuss problems in the workplace. The CEO says this all sounds good, but wants to know how to improve organizational and individual goal setting and accomplishment. She wants a way to plan and implement strategic change for the organization, not get lost in a number of individual programs. You conclude the meeting by talking about employee job satisfaction and asking what her thoughts are on it. She says that it is relatively high, and while important, it can wait to be addressed until these other issues are dealt with.
-Refer to Table 16.3. The CEO's concerns about an overall program would be best met by:

Accepted Answer

Management by Objectives (MBO) is a technique that helps organizations achieve their overall objectives. It involves setting specific goals and objectives for individuals and teams, ensuring they are aligned with the organization's strategic goals. This approach ensures that everyone is working towards the same goals, reducing the risk of getting lost in a number of individual programs. MBO also helps with individual goal setting and accomplishment, which the CEO expressed interest in improving.

Question 8

Table 16.3
As an organizational development consultant, you are discussing the various OD techniques the CEO could choose from in bringing about change in her company. You suggest that she begin the process with a quick, inexpensive data gathering from the employees. She likes the idea, especially since the technique you recommend allows them to also receive information. Once you have the data, you suggest she go for a program that helps her managers work together more effectively. You suggest that small groups of managers meet on a regular basis to identify and discuss problems in the workplace. The CEO says this all sounds good, but wants to know how to improve organizational and individual goal setting and accomplishment. She wants a way to plan and implement strategic change for the organization, not get lost in a number of individual programs. You conclude the meeting by talking about employee job satisfaction and asking what her thoughts are on it. She says that it is relatively high, and while important, it can wait to be addressed until these other issues are dealt with.
-Refer to Table 16.3. The type of OD intervention the CEO did not want to consider at this point was:

Accepted Answer

The CEO did not want to address the issue of quality of work life at this point, as she wanted to focus on planning and implementing strategic change and improving goal setting and accomplishment.

Question 9

The ethical use of organizational development techniques requires:

Accepted Answer

The ethical use of organizational development techniques requires a strong ethical culture and oversight by ethical professionals. It is important to have a framework within which OD techniques are implemented to ensure that they are being used in an ethical manner. Oversight by ethical professionals can help prevent any misuses or abuses of OD techniques. Concealment of OD motives or oversight by union officials can lead to mistrust and resistance from employees, undermining the effectiveness of OD interventions. Quality circles and coffee-klatch time may be helpful in facilitating communication and collaboration, but they are not sufficient in ensuring ethical use of OD techniques.

Question 10

Table 16.2
Loading Dock One, an international products retailer, is going through organizational change. The entrance of several low cost retailers into their market of quality international gifts is forcing them to seek greater efficiencies so they can lower costs and prices. Unfortunately, their employees are resisting the changes. They understand competition is increasing, but they fear the changes will eliminate jobs or diminish the variety of their work. Not only are the employees resisting, but it seems that the way LDO has hired, trained, and rewarded employees also hinders the changes they want to make. Some managers also are resisting the change because they can see their staffs being reduced or their entire work units eliminated.
-Refer to Table 16.2. The managers' issues are examples of:

Accepted Answer

The managers' issues reflect concerns about losing their staff or entire work units, which is an example of the organizational barrier related to threats to the existing balance of power. This barrier is about how changes can disrupt established hierarchies and power structures within an organization.

Question 11

Table 16.1
Todd's restaurant is changing from a fast food menu and walk-through service to simple, quickly prepared meals eaten in the restaurant or along the sidewalk. This change was brought on by the losses he is experiencing due to decreased demand for fast food. In order to make the changes as effective as possible and to avoid having to react in the future, Todd is talking to his employees about their ideas on the changes and what the future might hold. He wants employees to try some new things, tell him what's working and what's not working, and help the company grow.
-Refer to Table 16.1. In terms of a learning organization, Todd's talking to his employees is:

Accepted Answer

Todd's talking to his employees is establishing a commitment to change because he is involving them in the decision-making process and asking for their input on how to improve the restaurant. This shows that he is committed to making changes and that he values the opinions of his employees.

Question 12

Table 16.2
Loading Dock One, an international products retailer, is going through organizational change. The entrance of several low cost retailers into their market of quality international gifts is forcing them to seek greater efficiencies so they can lower costs and prices. Unfortunately, their employees are resisting the changes. They understand competition is increasing, but they fear the changes will eliminate jobs or diminish the variety of their work. Not only are the employees resisting, but it seems that the way LDO has hired, trained, and rewarded employees also hinders the changes they want to make. Some managers also are resisting the change because they can see their staffs being reduced or their entire work units eliminated.
-Refer to Table 16.2. The initial organizational barrier to change seems to be:

Accepted Answer

Structural inertia refers to the barriers to change that are part of the organization's structure, such as policies, procedures, and routines that have become ingrained over time. In this case, the way LDO has hired, trained, and rewarded employees seems to be a hindrance to the changes they want to make, suggesting structural inertia as the initial barrier to change.

Question 13

Table 16.1
Todd's restaurant is changing from a fast food menu and walk-through service to simple, quickly prepared meals eaten in the restaurant or along the sidewalk. This change was brought on by the losses he is experiencing due to decreased demand for fast food. In order to make the changes as effective as possible and to avoid having to react in the future, Todd is talking to his employees about their ideas on the changes and what the future might hold. He wants employees to try some new things, tell him what's working and what's not working, and help the company grow.
-Refer to Table 16.1. Todd's restaurant is experiencing:

Accepted Answer

Todd's restaurant is undergoing a significant change in its menu and service style, which indicates that the change is a second-order change. The change is not just an incremental adjustment, but instead implies a fundamental shift in the company's operations. Todd is also involving his employees in the change process, which suggests that it is a planned change rather than an administrative change made from the top-down.

Question 14

An ethical issue in organizational development is that ________.

Accepted Answer

Changing workers in ways they may not want can be seen as manipulation and inappropriate, and raises ethical concerns. It is important in OD to ensure that any changes made are done with the consent and participation of those affected, and that their well-being and autonomy are respected.

Question 15

While employee demographics and performance gaps in organizations often prompt unplanned change, government regulation only affects strategic planned change in organizations.

Accepted Answer

This statement is false. Government regulation can prompt both planned and unplanned change in organizations. For example, a new law or regulation may require companies to implement specific safety measures, which would be a planned change. However, if the law is unexpected or there is non-compliance, it may prompt unplanned change in order to avoid penalties or legal consequences.

Question 16

Table 16.3
As an organizational development consultant, you are discussing the various OD techniques the CEO could choose from in bringing about change in her company. You suggest that she begin the process with a quick, inexpensive data gathering from the employees. She likes the idea, especially since the technique you recommend allows them to also receive information. Once you have the data, you suggest she go for a program that helps her managers work together more effectively. You suggest that small groups of managers meet on a regular basis to identify and discuss problems in the workplace. The CEO says this all sounds good, but wants to know how to improve organizational and individual goal setting and accomplishment. She wants a way to plan and implement strategic change for the organization, not get lost in a number of individual programs. You conclude the meeting by talking about employee job satisfaction and asking what her thoughts are on it. She says that it is relatively high, and while important, it can wait to be addressed until these other issues are dealt with.
-Refer to Table 16.3. Your initial recommendation is for:

Accepted Answer

The recommended technique for quick and inexpensive data gathering from employees is survey feedback. This would allow the CEO to receive information and insights from employees without investing too much time or resources.

Question 17

First-order change in an organization is significant change at many different levels in the way a firm operates.

Accepted Answer

First-order change in an organization refers to incremental adjustments that improve or optimize existing processes, structures, or methods, without altering the fundamental way the organization operates.

Question 18

Table 16.2
Loading Dock One, an international products retailer, is going through organizational change. The entrance of several low cost retailers into their market of quality international gifts is forcing them to seek greater efficiencies so they can lower costs and prices. Unfortunately, their employees are resisting the changes. They understand competition is increasing, but they fear the changes will eliminate jobs or diminish the variety of their work. Not only are the employees resisting, but it seems that the way LDO has hired, trained, and rewarded employees also hinders the changes they want to make. Some managers also are resisting the change because they can see their staffs being reduced or their entire work units eliminated.
-Refer to Table 16.2. It seems that the primary fear the employees have is:

Accepted Answer

The primary fear the employees have is economic insecurity, as they fear the changes will eliminate jobs or diminish the variety of their work. Structural inertia refers to resistance to change due to existing structures and processes, force of habit refers to resistance due to ingrained patterns of behavior, and threats to social relationships refer to resistance due to potential changes in interpersonal dynamics. While these may also be factors in the resistance to change at LDO, the primary fear is economic insecurity.

Question 19

The controversy over the ethicality of OD comes out of the tendency for OD techniques to:

Accepted Answer

The controversy over the ethicality of OD arises from the potential for OD techniques to impose the values of the organization on the individual. This can be seen as a violation of individual autonomy and can lead to concerns about the ethical implications of OD interventions. While OD techniques may not always provide clear answers or be equally beneficial for all stakeholders, these factors do not directly lead to ethical concerns.

Question 20

Table 16.2
Loading Dock One, an international products retailer, is going through organizational change. The entrance of several low cost retailers into their market of quality international gifts is forcing them to seek greater efficiencies so they can lower costs and prices. Unfortunately, their employees are resisting the changes. They understand competition is increasing, but they fear the changes will eliminate jobs or diminish the variety of their work. Not only are the employees resisting, but it seems that the way LDO has hired, trained, and rewarded employees also hinders the changes they want to make. Some managers also are resisting the change because they can see their staffs being reduced or their entire work units eliminated.
-Refer to Table 16.2. Based on what they want, their best target for change would be:

Accepted Answer

The answer of Table 16.2
Loading Dock One, an international products...

Quiz 16: Managing Organizational Change: Strategic Planning and Organizational Development