Name:
Class:
Date:
chapter 8
Copyright Cengage Learning. Powered by Cognero.
Page 1
Indicate whether the statement is true or false.
1. Mergers/acquisitions, organizational decline/revitalization, and conflict management are the three types of current
problems that organizational development managers face.
a. True
b. False
2. Two possible tactics for overcoming resistance to change are coercion and negotiation.
a. True
b. False
3. People change starts with training everyone in the organization.
a. True
b. False
4. Survey feedback enhances the cohesiveness and success of organizational groups and teams.
a. True
b. False
5. The horizontal linkage model is increasingly important in a high-pressure business environment that requires rapidly
developing and commercializing products and services.
a. True
b. False
6. The communication and education approach for overcoming resistance to change should be used when the change is
technical and the users need accurate information and analysis to understand change.
a. True
b. False
7. The acceptance of mistakes, the freedom to discuss ideas, and the assignment of nonspecialists to problems are
characteristics of creative organizations or departments.
a. True
b. False
8. A person who sees the need for and champions productive change within the organization is called an idea champion.
a. True
b. False
9. The disparity between actual and desired performance levels is the need for change.
a. True
b. False
10. The idea in the large-group intervention is to get a sample of people who may have an interest in the organization,
gather perspectives from the selected parts of the system, and allow the sample to create a collective future.
a. True
Name:
Class:
Date:
chapter 8
Copyright Cengage Learning. Powered by Cognero.
Page 2
b. False
11. Organizational change refers to the adoption of a new idea or behavior by an organization.
a. True
b. False
12. Confrontation, authoritarianism, and disciplined exploration are characteristics of the creative individual.
a. True
b. False
13. An ambidextrous approach means incorporating structures and processes that are appropriate for both the creative
impulse and for the systematic implementation of innovations.
a. True
b. False
14. Lack of trust is perhaps the biggest obstacle to organizational change.
a. True
b. False
15. Organizational development involves the application of behavioral science techniques to improve an organization’s
effectiveness and success.
a. True
b. False
16. In the unfreezing step, participants must be made aware of problems and be willing to change.
a. True
b. False
17. Training is one of the most frequently used approaches to changing people’s mindsets.
a. True
b. False
18. An idea incubator is an in-house program that provides a safe harbor where ideas from employees throughout the
organization can be developed without interference from company bureaucracy or politics.
a. True
b. False
19. A change agent is an OD specialist who performs a systematic diagnosis of the organization and identifies work-
related problems.
a. True
b. False
20. Restraining forces can be thought of as problems or opportunities that provide motivation for change within the
organization.
Name:
Class:
Date:
chapter 8
Copyright Cengage Learning. Powered by Cognero.
Page 3
a. True
b. False
Indicate the answer choice that best completes the statement or answers the question.
21. Before implementing new changes in work schedules, Trudy’s Trinkets works with the union to ensure a smooth
transition. Which of the following approaches to change is Trudy’s using?
a. Negotiation
b. Top management support
c. Participation
d. Coercion
e. Education
22. According to Fast Company, in 2013, __________ was ranked as the World’s Most Innovative Company.
a. Nike
b. Pinterest
c. Target
d. Apple
e. Procter & Gamble
23. Cyrus’s Resort has proposed some major structural changes within its organization. Some of the employees fear that
they will lose power with the changes. They begin voicing resistance to the changes. Which of the following barriers to
change are they exhibiting?
a. Disagreements about benefits
b. Self-interest
c. Lack of understanding and trust
d. Uncertainty
e. Different assessments and goals
24. When trying to overcome resistance to change, which of the following approaches is best suited when change is
technical?
a. Coercion
b. Top management support
c. Negotiation
d. Participation
e. Communication
25. Jurgen is one of several middle managers sent to a training course on leadership skills. Through this effort, the
organization is attempting:
a. organization change.
b. organization development.
c. people change.
d. culture change.
e. artifact change.
26. Artful Innovations Inc. operates with open channels of communication and an established suggestion system that
encourages brainstorming and freewheeling discussions. Artful Innovations can best be described as a(n):
Name:
Class:
Date:
chapter 8
Copyright Cengage Learning. Powered by Cognero.
Page 4
a. experimental organization.
b. cooperative organization.
c. entrepreneurial organization.
d. disruptive organization.
e. creative organization.
27. __________ schedule materials to arrive at a company just as they are needed on the production line.
a. Mass customization systems
b. LIFO systems
c. First-in, first-out systems
d. Just-in-time inventory systems
e. Last-in, last-out systems
28. Which of the following is a characteristic of the large-group intervention model?
a. Results in incremental change
b. Learning for the small group
c. Addresses the entire system
d. Gradual time frame
e. Limited distribution
29. Sandbox Sally’s, Inc. is making some changes to the work schedules of its employees. Some of the employees are not
happy with the changes. As their manager, Harry tells them that they can accept it or leave. Which of the following
approaches to change implementation is Harry using?
a. Negotiation
b. Top management support
c. Participation
d. Coercion
e. Education
30. Creative organizations:
a. are characterized by an unusually high number of routine jobs.
b. are loosely structured.
c. have little ambiguity.
d. have too many layers of management.
e. use a centralized decision-making approach.
31. For the compact disc industry, the advent of MP3 technology can best be described as which of the following types of
innovation?
a. Disruptive innovation
b. Service innovation
c. Productive innovation
d. Restructuring innovation
e. Reverse innovation
32. The horizontal linkage model is best applied to a(n):
a. low pressure environment.
b. stable environment.
Name:
Class:
Date:
chapter 8
Copyright Cengage Learning. Powered by Cognero.
Page 5
c. environment that requires speed.
d. customer service environment.
e. manufacturing environment.
33. Which of the following provides a safe harbor where ideas from employees throughout the company can be developed
without interference from company bureaucracy or politics?
a. An idea champion
b. A sponsor
c. A new-venture team
d. An idea incubator
e. An inventor
34. __________ is NOT a type of current problem that organizational development can help address.
a. Merger
b. Acquisition
c. Diversification
d. Organizational decline
e. Conflict management
35. Successful change requires that organizations be capable of both creating and implementing ideas, which means the
organization must learn to be:
a. cordial.
b. rightsized.
c. ambidextrous.
d. compliant.
e. intra-focused.
36. “The Brain” is a permanent secret group within one of the nation’s largest auto manufacturers. Members of this elite
group focus intently on developing new and innovative automobile technologies. “The Brain” can best be described as a:
a. cross-functional team.
b. fast-cycle team.
c. brainstorming team.
d. skunkwork.
e. new-venture team.
37. High-Low Productions recently appointed 75 employees and external stakeholders to a temporary group that would
discuss problems and opportunities and would gather perspectives on changes that need to take place within the company.
High-Low Productions is utilizing which of the following?
a. Organizational development
b. Skunkwork
c. Telecommuting
d. Focus group
e. Large-group intervention
38. Ashley has average technical skills, but her real strengths lay in visualizing the benefits of other’s ideas and in finding
financial and political support for these ideas. Ashley is an excellent example of a(n):
a. critic.
Name:
Class:
Date:
chapter 8
Copyright Cengage Learning. Powered by Cognero.
Page 6
b. sponsor.
c. idea champion.
d. inventor.
e. bureaucrat.
39. The __________ approach is the most appropriate when users have the power to resist the proposed change.
a. negotiation
b. top management support
c. participation
d. coercion
e. education
40. After every quarterly board meeting, Bernice’s Bracelets, Inc. announces big changes. It usually does not follow
through on these changes. Which of the following is causing this lack of enthusiasm?
a. Disagreements about benefits
b. Self-interest
c. Lack of understanding and trust
d. Different goals and assessments
e. Competitors
Enter the appropriate word(s) to complete the statement.
41. __________ symbolizes to all employees that the change is important for the organization.
42. An OD specialist who performs a systematic diagnosis of the organization and identifies work-related problems is
called a(n) __________.
43. The innovation strategy for changing products and technologies that involves managers putting in place processes and
structures to ensure that new ideas are carried forward for acceptance and implementation is known as __________.
44. __________ is the generation of novel ideas that may meet perceived needs or respond to opportunities for the
organization.
45. A disparity between existing and desired performance levels is known as a(n) __________.
46. A(n) __________ is a separate small, informal, highly autonomous, and often secretive group that focuses on
breakthrough ideas for the business.
47. A type of OD intervention in which questionnaires on organizational climate and other factors are distributed among
employees and the results reported back to them by a change agent is called __________.
48. The application of behavioral science knowledge to improve an organization’s health and effectiveness is known as
__________.
49. __________ is the stage where ideas for new products and technologies are born.
50. __________ change is related to the organization‘s production process—how the organization does its work.
Name:
Class:
Date:
chapter 8
Copyright Cengage Learning. Powered by Cognero.
Page 7
51. A type of OD intervention that enhances cohesiveness by helping groups of people learn to work together as a team is
called __________.
52. __________ is lack of information about future events.
53. __________ forces are the various barriers to change, such as a lack of resources, resistance from middle managers, or
inadequate employee skills.
54. The innovation strategy for changing products and technologies that involves creating conditions and systems to
facilitate internal and external coordination and knowledge sharing is known as __________.
55. __________ means extending the search for and commercialization of new ideas beyond the boundaries of the
organization and even beyond the boundaries of the industry.
56. Kurt Lewin proposed that change was a result of the competition between driving and __________ forces
57. Some companies are practicing __________ innovation by creating innovative, low-cost products for emerging
markets and then quickly and inexpensively repackaging them for sale in developed countries.
58. List the five specific tactics that can be used to overcome employee resistance to change.
59. List the four reasons why employees tend to resist change.
60. Describe the five characteristics of creative people and organizations.
61. What is organizational change, and what are two major areas of change in organizations?
62. Explain the horizontal linkage model.
63. Describe the three critical innovation strategies for changing products and technologies.
64. Explain the concept of force-field analysis.
65. Describe the tactics for overcoming resistance to change.
Name:
Class:
Date:
chapter 8
Copyright Cengage Learning. Powered by Cognero.
Page 8
Answer Key
1. True
2. True
Name:
Class:
Date:
chapter 8
Copyright Cengage Learning. Powered by Cognero.
Page 9
26. e
Name:
Class:
Date:
chapter 8
Copyright Cengage Learning. Powered by Cognero.
Page 10
52. Uncertainty
53. Restraining
54. cooperation
55. Open innovation
56. restraining
57. reverse
58. communication and education, participation, negotiation, coercion, top management support
59. self-interest, lack of understanding and trust, uncertainty, different assessments and goals
60. The five characteristics are conceptual fluency/open-mindedness, originality, less authority/independent, playful and
curious, and persistent and committed. Creative organizations are loosely structured. People find themselves in a situation
of ambiguity, assignments are vague, territories overlap, tasks are loosely defined, and much work is done by teams.
Managers in creative companies embrace risk and experimentation. They involve employees in a varied range of projects,
so that people are not stuck in the rhythm of routine jobs, and they drive out the fear of making mistakes that can inhibit
creative thinking.
61. Organizational change is the adoption of a new idea or behavior by an organization. Two key aspects of change in
organizations are introducing new products and technologies and changing people and culture.
62. The horizontal linkage model is defined as an approach to product change that emphasizes shared development of
innovations among several departments. People from various departments, as well as suppliers and customers, meet
frequently in teams and/or task forces to share ideas and solve problems together.
63. The first strategy, exploration, involves designing the organization to encourage creativity and the initiation of new
ideas. The strategy of cooperation refers to creating conditions and systems to facilitate internal and external coordination
and knowledge sharing. Finally, innovation roles means that managers put in place processes and structures to ensure that
new ideas are carried forward for acceptance and implementation.
64. Force-field analysis was first proposed by Kurt Lewin. He argued that change was the result of the competition
between driving and restraining forces. Driving forces are the forces behind the change and are supportive of it.
Restraining forces resist the proposed change, counterbalancing the driving forces. To successfully implement change,
management should analyze these two sets of forces and their relative strengths. Management can facilitate successful
implementation by reducing the strength of the restraining forces or by eliminating them.
65. The five tactics for overcoming resistance to change are: (1) top management support, which is used when change
involves multiple departments or reallocation of resources or when users doubt the legitimacy of the change; (2)
communication/education, which is used when change is technical and users need accurate information and analysis to
understand change; (3) participation, which is used when the users need to feel involved, when design requires
information from others, and when users have power to resist; (4) negotiation, which is used when the group has power
over implementation and when the group will lose out in the change; and (5) coercion, which is utilized when a crisis
exists, the initiators clearly have power, or other implementation techniques have failed.