Question 1

External change agents are temporary employees of the organization; they are engaged for _______________.
A) the duration of the change process
B) a maximum of one year
C) six months or less
D) planning meetings only

Accepted Answer

External change agents are engaged for the duration of the change process, which can vary depending on the scope and complexity of the change. They are brought in specifically to facilitate and support the change process, and are not permanent fixtures within the organization. Therefore, options B, C, and D are not accurate.

Question 2

A shift in work processes or movement of people is likely to threaten:
A) Friendships
B) Patterns of social on-the-job interactions
C) Routines
D) All of the choices are correct.

Accepted Answer

Any change in work processes or movement of people can affect friendships, patterns of social on-the-job interactions, and routines, so all of the choices are correct.

Question 3

Today's managers and faced with ________ change. We must also recognize that the rate of change has been ______.
A) continual, accelerating
B) sporadic, inconsistent
C) continual, decelerating
D) sporadic, accelerating

Accepted Answer

The sentence mentions that managers are faced with "continual" change, which implies that change is ongoing and consistent. Additionally, the sentence states that the "rate of change has been accelerating," indicating that the pace of change is increasing over time. Therefore, option A, "continual, accelerating," is the best choice.

Question 4

The success of any change program rests heavily on the quality and workability of the relationship between the change agent and the _______within the organization.
A) key decision makers
B) union employees
C) financial specialist
D) board of trustees

Accepted Answer

Key decision makers are crucial in the success of any change program as they hold the power to approve or reject proposed changes. The relationship between the change agent and these decision makers must be strong and collaborative in order to achieve a successful implementation of the change program. Union employees, financial specialists, and board of trustees may also have an impact on the success of a change program, but their level of involvement and influence may vary depending on the specific context of the change program.

Question 5

An external change agent is usually a _______________ who has training and experience in the behavioral sciences.
A) university professor or private consultant
B) private consultant or junior manager
C) senior manager or university professor
D) junior /senior manager or senior union official

Accepted Answer

An external change agent is typically someone who is hired from outside the organization and has expertise in the behavioral sciences, such as a university professor or a private consultant. Junior/senior managers and union officials are usually internal change agents rather than external change agents.

Question 6

In Lewin's third step, reinforcement and locking in new behaviors and attitudes is accomplished through _______.
A) rewards
B) recognition
C) training / orientation programs
D) All of the above.

Accepted Answer

Reinforcement and locking in new behaviors and attitudes can be accomplished through a combination of rewards, recognition, and training/orientation programs. Rewards can reinforce positive behaviors, recognition can provide a sense of accomplishment and motivate individuals to continue the desired behaviors, and training/orientation programs can help ensure that individuals understand and internalize the new behaviors and attitudes. Therefore, all of the above options are necessary for effective reinforcement and locking in new behaviors and attitudes.

Question 7

Which of the following is not one of the steps in Kirk Lewin's approach to learning?
A) Unfreeze
B) Introduce change
C) Movement to new learning
D) Refreeze

Accepted Answer

Kirk Lewin's approach to learning involves three steps: unfreeze, movement to new learning, and refreeze. "Introduce change" is not one of the steps.

Question 8

Which of the following would be considered the most vigorous resistance to change?
A) Sabotage
B) Teaching others how to resist
C) Not paying attention
D) Complaining

Accepted Answer

Sabotage involves actively working against the change and is the most extreme form of resistance, making it the most vigorous. The other options may be forms of resistance, but they are not necessarily as aggressive or active as sabotage.

Question 9

Human capital approaches are a category of change methods designed to help individuals learn and grow professionally and perhaps personally.

Accepted Answer

Human capital approaches are centered around developing the knowledge, skills, and abilities of individuals in order to enhance their value in the workforce. These approaches include training programs, mentoring, coaching, and other educational interventions that are designed to help individuals learn and grow professionally.

Question 10

Implementing a change that doesn't consider the constraints imposed by the prevailing conditions within the organization may amplify the problem that triggered the process.

Accepted Answer

Ignoring the constraints within an organization when implementing change can lead to unintended consequences and potentially make the problem worse. It's important to consider the context and limitations before implementing any changes.

Question 11

Using the terms of the general model for organizational change, it is during the _______ stage that employees are encouraged to acquire new behaviors and attitudes that support the new direction of the organization.
A) learning
B) practice
C) moving
D) selling

Accepted Answer

The "moving" stage in the general model for organizational change is when employees are encouraged to acquire new behaviors and attitudes that support the new direction of the organization. This stage involves the actual transition from the old way of doing things to the new way, including learning and adopting new practices that align with the organization's goals.

Question 12

In a recent article, Jack Welch, former CEO of General Electric, estimated that no more than ___ percent of employees fit the category of internal change agent.
A) 2
B) 5
C) 10
D) 20

Accepted Answer

According to the article, Jack Welch estimated that no more than 10 percent of employees fit the category of internal change agent.

Question 13

A trainer is a knowledgeable individual who is committed to providing support to other, usually junior, organizational members.

Accepted Answer

The answer of A trainer is a knowledgeable individual who...

Question 14

A _________ is a person who acts as the initiator of change activities.
A) change leader
B) change agent
C) cheerleader
D) mediator

Accepted Answer

A change agent is a person who takes the initiative to bring about changes in an organization or a society. They may be consultants, managers, or employees who have the authority or ability to influence others to support the change process. Change agents must possess a range of skills such as problem-solving, communication, interpersonal, and leadership to be successful in their role. A change leader, on the other hand, refers to a person who guides or directs the change activities and is responsible for the overall strategy and vision of the change initiative. A cheerleader is a supportive person or group that encourages and motivates others, and a mediator is someone who helps to resolve conflicts and negotiate agreements between parties.

Question 15

Refreezing a learned behavior takes reinforcement and _______________.
A) feedback
B) punishment
C) repetition
D) reward

Accepted Answer

The answer of Refreezing a learned behavior takes reinforcement and...

Question 16

The task of the change agent is to challenge the goals of _______________.
A) upper management
B) shareholders
C) workers
D) the status quo

Accepted Answer

The status quo refers to the current state of affairs or the way things have always been done. The change agent's role is to challenge this and promote new ideas and methods to bring about transformation and improvement. While upper management, shareholders, and workers may all have vested interests and goals, the change agent is focused on pushing beyond these to create positive change.

Question 17

According to the text, the driving force behind organizational change at Bell Atlantic was:
A) The rapid growth of competing companies
B) The introduction of new technology
C) Deregulation of the communications industry
D) Stockholder pressure

Accepted Answer

The text directly states that deregulation of the communications industry was the driving force behind organizational change at Bell Atlantic.

Question 18

The major components of most TQM programs vary according to the situation.

Accepted Answer

The answer of The major components of most TQM programs...

Question 19

Members of new teams often pay more attention to the tasks of the team than to the relationships among the team members.

Accepted Answer

When a new team is formed, members are more focused on the task at hand and ensuring that it is completed successfully. Building relationships with fellow team members typically takes time and is a secondary focus at the beginning stages of the team formation.

Question 20

The ultimate goal of _______________ is to have the learned behavior become a habit.
A) unfreezing
B) learning
C) moving
D) refreezing

Accepted Answer

Refreezing is the stage in the change process where the new behavior is reinforced and made to become a habit, ensuring that it is sustained over time. Therefore, the ultimate goal of the change process is to achieve refreezing.

Quiz 17: Managing Organizational Change

External change agents are temporary employees of the organization; they are engaged for _______________.

A shift in work processes or movement of people is likely to threaten:

Today's managers and faced with __ change. We must also recognize that the rate of change has been .

The success of any change program rests heavily on the quality and workability of the relationship between the change agent and the _______within the organization.

An external change agent is usually a _______________ who has training and experience in the behavioral sciences.

In Lewin's third step, reinforcement and locking in new behaviors and attitudes is accomplished through _______.

Which of the following is not one of the steps in Kirk Lewin's approach to learning?

Which of the following would be considered the most vigorous resistance to change?

Human capital approaches are a category of change methods designed to help individuals learn and grow professionally and perhaps personally.

Implementing a change that doesn't consider the constraints imposed by the prevailing conditions within the organization may amplify the problem that triggered the process.

Using the terms of the general model for organizational change, it is during the _______ stage that employees are encouraged to acquire new behaviors and attitudes that support the new direction of the organization.

In a recent article, Jack Welch, former CEO of General Electric, estimated that no more than ___ percent of employees fit the category of internal change agent.

A trainer is a knowledgeable individual who is committed to providing support to other, usually junior, organizational members.

A _________ is a person who acts as the initiator of change activities.

Refreezing a learned behavior takes reinforcement and _______________.

The task of the change agent is to challenge the goals of _______________.

According to the text, the driving force behind organizational change at Bell Atlantic was:

The major components of most TQM programs vary according to the situation.

Members of new teams often pay more attention to the tasks of the team than to the relationships among the team members.

The ultimate goal of _______________ is to have the learned behavior become a habit.