Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 15
Chapter 2 – Theories of Effective Change Implementation
MULTIPLE CHOICE
1. Effective change involves:
a. content
b. process
c. what is being changed
d. how are the changes being implemented
e. all of the above
2. Behavior (B) is a function of the person himself (P) and the environmental
context (E) in which that person operates. Therefore:
a. B * ƒ (P, E)
b. B + ƒ (P, E)
c. B = ƒ (P, E)
d. ƒ (P, E) = B
e. none of the above
3. To understand or to predict behavior, the person and his/her environment have to
be considered as one constellation of ____________ factors. The person and his
context, in that view, are ____________ variables shaping behavior.
a. interdependent; dependence
b. dependence; interdependent
c. incremental; interdependent
d. interacting; interdependent
e. none of the above
4. The group ____________ is (are) the shared expectations of how group
members ought to behave.
a. standards
b. changes
c. norms
d. policy
e. association
5. In Lewin’s view, getting group members to change their behaviors, and having
those new behaviors become lasting rather than fleeting, involves breaking a(n)
“____________.”
a. social habit
b. social status
c. organizational culture
d. group culture
e. none of the above
6. To be effective, a change leader’s initial task is to create ____________.
a. behavior
b. characteristics
c. business processes
d. relationship
e. unfreezing
7. Based on Lewin’s Change Model, moving is found in which stage?
a. Stage 1
b. Stage 2
c. Stage 3
d. Stage 4
e. Stage 5
8. Based on Lewin’s Change Model, the order of stages are:
a. unfreezing, moving, refreezing.
b. moving, refreezing, unfreezing.
c. unfreezing, freezing, moving.
d. moving, unfreezing, refreezing.
e. none of the above
9. Company X recently went through a process of major and shared diagnoses of
their internal barriers in order to improve performance. Based on Lewin’s Change
Model, this is in ____________.
a. Stage 1: unfreezing
b. Stage 3: refreezing
c. Stage 2: moving
d. all of the above
e. none of the above
10. ABC Inc. recently trained employees for newly required skills. This is an example
of Lewin’s Change Model, in ____________.
a. Stage 1: unfreezing
b. Stage 3: refreezing
c. Stage 2: moving
d. all of the above
e. none of the above
11. Company X recently merged with Company Y. After extensive discussions with
employees from both companies, a new direction was identified. The executives
decided to create a new structure to reinforce this move. This is an example of
Lewin’s Change Model in which stage?
a. Stage 1: unfreezing
b. Stage 3: refreezing
c. Stage 2: moving
d. all of the above
e. none of the above
12. ____________ offers a complex and systemic perspective on how and why
people behave and organizations operate.
a. organizational behavior
b. organizational development
c. organizational change
d. organizational policy
e. none of the above
13. The effectiveness of organizations will be determined by a state of congruence
between people, process, structure, values, and environment. Such underlying
assumption is based on which organizational development perspectives?
a. system perspective
b. alignment perceptive
c. participation perspective
d. teamwork perspective
e. problem-solving perspective
14. ____________ take(s) as a starting point for change the work that needs to be
undertaken in order for a unit to achieve outstanding performance.
a. task assignment
b. shifts in organizational effectiveness
c. performance perspective
d. task alignment
e. none of the above
15. Which of the following is NOT considered to be a part of the external
environment based on the Congruence Model of Effectiveness?
a. company’s financial position
b. labor market
c. government regulations
d. customer trends
e. none of the above
16. In the Congruence Model of Effectiveness, the Internal Context refers to:
a. organizational purpose.
b. strategy.
c. business model.
d. organizational design.
e. all of the above
17. According to Lewin, the ____________ way to motivate an individual to change
is to create a sense of ____________ with the ____________.
a. best; satisfaction; organization
b. worst; satisfaction; organization
c. optimum; equilibrium; status quo
d. only; disequilibrium; status quo
18. Effective organizational change starts with:
a. working to motivate the individual.
b. changing the context of individual behavior.
c. calling in diagnostic consultants.
d. getting funding for the change.
19. The term “unfreezing” refers to:
a. creating a warmer, more personal climate in the organization.
b. mutual engagement.
c. creating dissatisfaction with the status quo.
d. using conflict resolution to resolve longstanding problems in the organization.
e. none of the above
20. In managing change, conflict:
a. is always a positive force.
b. is never a positive force.
c. should be avoided at all cost.
d. should be managed collaboratively.
21. ____________ is a programmatic change in which specific programs are used as
the centerpiece of implementation.
a. content-driven change
b. organization development
c. process-driven change
d. task alignment
22. ____________ is an approach to change that emphasizes the methods of
conceiving, introducing and institutionalizing new behaviors.
a. content-driven change
b. organization development
c. process-driven change
d. task alignment
23 . In process-driven change, ____________ is used as a ___________ rather than a
____________ of new behaviors.
a. content; driver; reinforcer
b. process; reinforcer; driver
c. content; reinforcer; driver
d. driver; content; process
24. Which of the following is NOT an attribute of content-driven change?
a. it is both tangible and measurable
b. it is popular
c. it is standardized
d. it is based on shared diagnosis
25. Which of the following best describes the alternative to content-driven change?
a. employee involvement
b. employee involvement and task alignment
c. task alignment
d. measurement and assessment
26. Change implementation should start with shared diagnosis because:
a. it is cheaper to have everyone work on it.
b. it is faster to do it together.
c. it creates agreement about the requirements for change.
d. diagnostic processes frequently contain errors.
27. People alignment is the process of:
a. reimbursing employees for visits to the chiropractor.
b. matching the attributes of employees with company strategy.
c. aligning performance with strategy.
d. assisting people with new skills sets.
28. Which of the following is NOT a part of people alignment?
a. assessment of employees
b. recruitment and promotion
c. removal and replacement
d. retraining
e. promotion
29. Mutual engagement is best described as:
a. a process of building dialogue and commitment among stakeholders.
b. romantic relationships between two or more partners.
c. the alignment of all processes and structures in the organization.
d. the willingness to question assumptions and ideas.
30. Using the model of effective change implementation, beginning a change process
with a new structure, such as a balanced scorecard measuring system, would be
considered:
a. an accurate, content-driven move.
b. an implementation trap.
c. a process-driven approach.
d. an example of task alignment.
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 21
TRUE / FALSE
31. To break the “social habits” that support current patterns of behaviors, effective
implementation needs to start with dissatisfaction, disequilibrium and discomfort.
32. Moving refers to members of a group who move from one set of behaviors to
another.
33. The three stages in Lewin’s model are unfreezing, moving and refreezing.
34. To break the social habits that support existing patterns of behavior, start with
creating dissatisfaction and discomfort.
35. Telling employees why they need to change will not make them change.
36. In order to implement change, focus on individual behaviors first and then on
group norms.
37. The underlying assumption for the systems perspective is that outstanding
performance depends on interactions between and among the multiple elements
of organization; between the people, processes, structure, and values of the
organization; and between the organization and its external environment.
38. The underlying assumption for the alignment perceptive is that the effectiveness of
organizations will be determined by a state of congruence between people,
process, structure, values and environment.
39. Based on the congruence model, organizational effectiveness relies on the
alignment between the internal context, the external environment and the patterns
of employee behavior.
40. The organization’s internal context refers to patterns of employee behavior.