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Which of the following proposed that organizations get into trouble when their
fundamental beliefs and assumptions no longer fit reality?
A. Drucker
B. Lewin
C. Lippitt
D. Maslow
The primary aspects of culture are ______.
A. values and norms
B. deeply held beliefs and attitudes
C. long standing historical precedent
D. all of these
How people behave is determined, according to Lewin (1947) by ______.
A. mostly by their personality
B. mostly by the environment
C. as a function of the combination or interaction of personality and environment
D. as a function of the combination of genetics and personality
The Burke–Litwin Causal Model of Change emerged from ______.
A. theory
B. research
C. practice (consulting to bring about change at British Airways)
D. trial and error
Burke still contends that action science will promote more creativity in the future than
______.
A. normal science
B. natural science
C. earth science
D. none of these
Learning agility dimensions demonstrate ______.
A. taking on new roles that are challenging
B. discussing mistakes with others
C. critically evaluating work-related events with others
D. all of these
Revolutionary change is associated with ______.
A. deep structure
B. periods of equilibrium
C. both A and B
D. neither A nor B
According to Schein, organizational culture is ______.
A. artifacts
B. espouse beliefs and values
C. basic underlying assumptions
D. all of these
Which of the following are activities that should be conducted during sustaining the
change?
A. choosing successors
B. launching more new initiatives
C. both A and B
D. neither A nor B
With respect to training and development, how can we better achieve measurable results
with respect to leading change?
A. develop training targeted at supporting and enhancing organization change
B. training directed toward culture change
C. learning different techniques of training at individual and group levels with respect
to organization change
D. all of these
Lewin’s (1947) research on changing eating habits suggested that change requires three
steps, which are ______.
A. freezing, unfreezing, and changing
B. unfreezing, changing, and unfreezing
C. unfreezing, refreezing, and moving
D. unfreezing, moving, and refreezing
With respect to identifying seven clear and straightforward steps for organizational
change, it is important to remember that ______.
A. organization changes are entirely too complex and nonlinear to use sequential steps
B. broad sequential categories from prelaunch to sustaining the change is as optimal as
possible
C. there are actually nine
D. A and B
According to Foster and Kaplan (2001), ______.
A. we are in an age of continuity
B. we are in an age of discontinuity
C. the capital market is stable
D. the capital market follows organizational trends
Case 3 demonstrates the fundamental principle of organizational change that ______.
A. it is always met by resistance
B. involvement leads to commitment
C. is evolutionary only
D. none of these
The problem identified by the outside consultant hired by A. K. Rice was ______.
A. that the real work of the board was often left undone
B. the board was dealing with budget issues
C. there was extensive board effort on committee work and planning for the future
D. none of these
All organizations, to ensure long-term survival, should be _______________
A. attempting to change in the same direction
B. be nimble and flexible
C. a culture of continuous change
D. all of these
In a systems sense, an organization’s success and effectiveness is based on ______.
A. openness and selectivity
B. remaining a closed system
C. refraining from taking a systems view
D. remaining impermeable
The expectancy theory related to organizational change focuses ______.
A. on extrinsic behavior
B. the belief that people’s behavior is related to certain outcomes
C. on rewards that have different values for different individuals
D. all of these
The “story” book that contains a metaphor and is entitled “Our Iceberg Is Melting” is
authored by ______.
A. John Kotter
B. Jack Welch
C. Malcolm Gladwell
D. Holger Rathgeber
21. Though started to explore another hypothesis, the Hawthorne Studies series of
experiments clearly demonstrated the importance of ______.
A. the relationship between coworkers
B. the importance of worker attitude
C. improvement of working conditions
D. the necessity for a follow-on series of experiments
The “magic number” of 150 (Gladwell, 2000) refers to ______.
A. the minimum number of people required for a change effort to be effective
B. the maximum number of people with whom someone can have a genuinely social
relationship
C. the Burke–Litwin model
D. Chaos theory
To repair a broken trust, it is best to ______.
A. take small steps
B. initially use a trust risk that is inconsequential
C. attempt an accumulative effect
D. all of these
The content of organization change refers to ______.
A. the vision and overall direction for the change
B. the purpose mission, strategy, values, and what the organization is all about
C. implementation and adoption
D. both A and B
The prelaunch phase starts off with ______.
A. determining the content
B. determining the process
C. taking the heat
D. training the people who will spread the message
Presumption(s) of logic, as a change target, according to White, ______.
A. are faulty
B. are the beliefs that organizational members maintain
C. are rational if you’re rational
D. none of these
Participative management and a family metaphor are examples of theories to help
create organization change at the ______.
A. individual level
B. group level
C. both individual and group level
D. neither individual nor group level
Negative feedback ______.
A. helps organizations respond to customers or clients more effectively
B. offers a basis for corrective action to be planned and taken
C. A and B
D. neither A nor B
The important distinction between empirical rational strategies and normative
re-educative strategies is ______.
A. one is power coercive and the other is not
B. one is planned change and the other is spontaneous
C. normative re-educative strategies assume that people conform and are committed to
sociocultural norms
D. none of these
Porras and Silvers’ (1991) Planned Process Model of Organizational Change
distinguishes between which of the following types of change interventions?
A. continuous change and evolutionary change
B. organization transformation and organization development
C. incremental and evolutionary change
D. none of these
With respect to Case 3, involving a medical school institution, simply explaining the
new plan to the faculty would ______.
A. fail to overcome suspicion
B. impede ratification
C. create resistance
D. all of these
The voice of typology is about causation.
“What we stand for” is a very important belief in company culture and can shape the
company’s environment.
The organization change should be systemic since the target or change is the system, the
ritual.
The term “leader” and “manager” are interchangeable.
Change is a repetitive process in an organization.
Coercive and confrontational techniques are of little use in the study of organization
change.
Unanticipated, unforeseen, or unintentional consequences must be dealt with as the
most important aspect to sustain the organization change.
Schein referred to one of the levels of cultural diagnoses as “espoused beliefs and
values. Describe what he meant and why it is useful.
Using Kotter’s eight stage process, describe how you would lead the process of
lowering the tuition for education in this institution of higher learning.
Leaders are the only individuals who are not resistant to change.
Teleological theory assumes that an organization is purposeful and adaptive.
Although different in substance, both healthcare and government organizations are
controlled by dualities.
For Citicorp in early 1977, they focused on the bottom line as the corporation continued
to grow instead of focusing on the “people problems” that has developed, resulting in a
high rate of employee turnover.
The centerpiece of Kaiser Permanente’s approach was the creation and dissemination of
a unifying clinician—patient communication framework for teaching and research call
the Four Habits Model.
Ford stated that the way leaders approach change has an effect on recipients as
measured by their commitment and readiness for change.
The assumption that changes at the individual level are designed and implemented to
help the organization move in a new direction is critical to understanding how
organization change works.
The life-cycle theory is important because it states that an organization “follows a
single sequence of stages or phases, which is cumulative and conjunctive” and helps
lead us to understand which phase the company is in.
Cutting data of actions and behaviors into smaller chunks helps researchers better
understand and use organizational models.
