Chapter 6 – Reinforcing New Behaviors
MULTIPLE CHOICE
1. _______________ is designed to surface any misalignment that may exist between
patterns of internal behavior and a desired new strategy.
a. People alignment
b. Diagnosis
c. Structural design
d. Technology change
e. none of the above
2. Structural, system and technology changes should be ___________ the change
process.
a. placed at the very beginning of
b. placed in the middle of
c. placed at the end of
d. used to drive
e. none of the above
3. ____________ refers to the manner in which employees are subdivided into units
and divisions as a way of focusing their efforts on the required activities of the
company.
a. Organization redesign
b. People alignment
c. Functional structure
d. Horizontal structure
e. Organizational structure
4. ____________ refers to a structure meant to reinforce focus on the functional or
technical tasks of the organization.
a. Functional structure
b. Horizontal structure
c. Vertical structure
d. Dynamic structure
e. none of the above
5. Functional structures focus on both individuals and units in their contribution to the
organization’s tasks. As such, which of the following does functional structure bring
to the organization?
a. discipline and efficiency to an operation
b. helping the organization achieve efficiencies of operation
c. standardization of offerings
d. all of the above
e. both A and B
6. Which of the following is NOT a liability of functional structures?
a. reduced innovation
b. slow response to environmental changes
c. confusing reporting lines
d. low coordination across functions
e. all of the above
7. ____________ is when all activities associated with a particular product or family of
products is brought together in a divisional unit.
a. Functional structure
b. Divisional structure
c. Dynamic structure
d. Vertical structure
e. Horizontal structure
8. Which of the following structures could be used as a divisional option, particularly
when a company is multinational?
a. functional structure
b. divisional structure
c. dynamic structure
d. vertical structure
e. geographical structure
9. ____________ enhance coordinated focus on the marketplace but make
integration across highly autonomous divisional units difficult to achieve.
a. Functional structures
b. Divisional structures
c. Dynamic structures
d. Vertical structures
e. Geographical structures
10. Which of the following is NOT a liability of divisional structures?
a. increased cost of functional duplication
b. potential for functional silos within divisions
c. lack of coordination across product lines
d. confusing reporting lines
e. all of the above
11. Which of the following is correct when both divisional and functional structures exist
in an overlapping fashion, allowing for dual focus?
a. functional structure
b. divisional structure
c. matrix structure
d. vertical structure
e. geographical structure
12. Which of the following is NOT a liability of matrix structures?
a. potentially confusing chain of command
b. high failure rate
c. potential for ambiguity, tension and conflict
d. problematic coordination between functions and products
e. all of the above
13. ___________ focuses employees on the interrelated activities of the value chain.
a. Functional structure
b. Divisional structure
c. Matrix structure
d. Vertical structure
e. none of the above
14. Effective change implementation, in fact, calls upon structural intervention not to
____________ change but to ____________ new patterns of behavior that have
been created through earlier-stage interventions.
a. reinforce; drive
b. drive; reinforce
c. return; reinforce
d. reinforce; return
e. none of the above
15. A key design feature of horizontally linked structures is:
a. market-focused employee groupings.
b. extensive training for technical expertise.
c. cross-functional teams.
d. performance-based incentives.
e. none of the above
16. Structural change should be part of which stage in Lewin’s change theory?
a. unfreezing
b. change
c. refreezing
d. implementation
e. none of the above
17. When structural change occurs early in a change process, employees are likely to
be:
a. confused by the purpose of the change.
b. unsure about the new competencies that are required.
c. unwilling or unable to make changes in their behavior.
d. A and B only
e. A, B, and C
18. In the U.S., most pay-for-performance plans use a(n) ____________ level of
aggregation.
a. individual
b. group
c. team
d. organization
e. high
19. ____________ raise(s) base salary based on performance.
a. Salary raise
b. Bonus
c. Incentives
d. Merit pay
e. both B and C
20. ____________ refer(s) to an organizational pay system that offers regular but one-
time payouts on the basis of performance.
a. Commission
b. Wages
c. Incentive bonuses
d. Merit pay
e. none of the above
21. ____________ refer(s) to an employee who earns all or part of a wage based on
number of units produced.
a. Piece rate
b. Commission
c. Bonus
d. Incentives
e. Merit pay
22. What are the challenges in regards to pay-for-performance for individual
incentives?
a. control over outcomes
b. relationship between rewards and performance
c. significance of the incentive
d. valid evaluation of performance
e. all of the above
23. Organizations call upon ____________ performance bonuses to enhance the
effectiveness of teams, but the bonus may undermine collaboration between
teams.
a. individual
b. unit
c. team-based
d. divisional
e. company’s overall
24. ____________ refers to a reward external to the individual and provided by the
organization.
a. External reward
b. Extrinsic reward
c. Intrinsic reward
d. Internal reward
e. none of the above
25. Employee praise is a good example of an ____________ reward.
a. inherent
b. extrinsic
c. intrinsic
d. internal
e. none of the above
26. ____________ is a positive outcome naturally associated with a behavior.
a. External reward
b. Extrinsic reward
c. Intrinsic reward
d. Internal reward
e. None of the above
27. The best way to use bonuses in a change effort is to:
a. announce them ahead of time so people can work to earn them.
b. provide them after the fact as a reinforcement.
c. use them randomly to boost morale.
d. bonuses should not be used because of the negative impact of extrinsic
28. What are the choices when introducing new technology in an organization?
a. to use the technology to automate existing processes
b. to use new technology to support transformed behaviors
c. to use technology to support future customers
d. either A or B
e. none of the above
29. Technology refers not just to the actual hardware but also to:
a. the processes of human behavior required to convert raw material into
finished offerings.
b. turn raw data into actionable information that can guide behaviors.
c. the processes and interactions of human behavior required to convert raw
material into finished offerings.
d. both A and B
e. both B and C
30. Organizations will not be able to call on intrinsic motivation unless:
a. employees have participated in a salary survey.
b. incentives are sufficiently meaningful to create change.
c. employees feel that they are being paid equitably.
d. the organizational environment is supportive.
31. Introducing a new incentive plan early in the change implementation:
a. risks negative consequences.
b. can create an immediate, long-lasting effect on behavior.
c. effectively combines intrinsic and extrinsic motivation.
d. creates involvement in the change effort.
e. all of the above
32. Which of the following is a key consideration in using technology to create change?
a. the use of technology to automate existing processes
b. the use of technology to transform existing processes
c. the proper timing for the introduction of new technology
d. all of the above
e. B and C only
33. ____________ is a belief on the part of employees that their pay is fair and
equitable, and is a prerequisite for intrinsic motivation.
a. Pay equity
b. Bonus
c. Incentives
d. Merit pay
e. both B and C
34. Organizational structure refers to the formal manner in which employees are
subdivided into units and divisions as a way of focusing their effort on the required
tasks of the company.
35. In all organizations, the efforts of employees need to be focused on one important
issue: the functional or technical tasks required to achieve the desired outcomes of
the organization.