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To be its most effective, consulting for organization change must focus on ______.
A. the content
B. the process
C. both the content and process
D. the unanticipated
Chaos theory involves concepts known as ______.
A. the butterfly effect
B. nonlinearity
C. turbulence
D. all of these
Oreg and colleagues (2011) provided a critique of 79 studies that they had reviewed and
concluded that ______.
A. there is no change in any of the variables
B. executives are often incapable of predicting how change recipients will react
C. were pleased with the vast majority of studies explored
D. the studies involved self-reports from multiple sources
The process of organization change refers to ______.
A. the what
B. the how
C. the what and how
D. neither the what nor how
According to research by Kotter and Heskett (1992), the single most visible factor that
distinguishes major cultural changes that succeed from those that fail is ______.
A. a competent consultant
B. competent leadership
C. competent followership
D. competent data collection and analysis
The acquisition of Dime Bancorp by Washington Mutual resulted in the following
______.
A. expansion of services into insurance industry
B. the failure by Washington Mutual to adopt more of dime’s culture, leadership, and
methods of doing business
C. divestiture of Dime by Washington Mutual
D. liquidation of Dime Bancorp Inc.
Commonalities across organization will change efforts that are ______.
A. managed from the top
B. holistic in approach
C. planned and made in the deep structure
D. all of these
When a series of organization change, each of which is underdeveloped, occurs, the
result is ______.
A. relegating the change to the “change”
B. finally convincing members of the organization that the change is necessary
C. counterproductive to change
D. none of these
The phase of organization change that is the most difficult is ______.
A. how to sustain the change once we are underway
B. compensating employees during the change process
C. A and B
D. none of these
Launching the initial key activities should occur during the ______ phase.
A. prelaunch
B. launch
C. postlaunch
D. sustaining
Planned organization change is ______.
A. complex
B. simple
C. straightforward and linear
D. easily replicated
With respect to healthcare, the duality is characterized by ______.
A. profession
B. administration of the system
C. clinics
D. A and B
Autopoiesis refers to ______.
A. synthesis
B. dissipation of the system
C. boundary osmosis
D. a continuous changing of a living system’s structures, while preserving its patterns of
organization
Beer and Walton (1987) described which of the following four types of problems with
organization change research?
A. The research attempts to determine causation.
B. Most organization change research takes snapshot rather than a longitudinal view.
C. Imprecise interpretation of the data due to ignoring environmental and historic
contest.
D. The way the results were reported were not user (management)-friendly.
E. All of these.
Which of the following is true about the organization models by Porras, Weisbord, and
Nadler-Tushman?
A. They are more about organizational functioning than about change.
B. They do not integrate content and process.
C. Both A and B
D. Neither A nor B
The “small professional services partnership” case example illustrates ______.
A. a successful collaboration between consultants and organization leadership
B. how behaviors can be aligned with an organization’s values
C. an organization in which continuous improvement is an appropriate change strategy
D. all of these
Areas of organizational dynamics that have considerable influence on organization
change efforts are ______.
A. culture change
B. loosely versus tightly coupled systems
C. resistance
D. all of these
Organizations are generally built on an assumption of ______.
A. continuity
B. discontinuity
C. stability
D. both A and C
The 360-degree feedback process consists of ______.
A. comparison between the person and his or her self-ratings and those of the others
B. compilation and factor analysis of the behavioral practices
C. the degree of congruence or divergence in the ratings
D. A and C
In Case 1, important highlights of the study include ______.
A. strategic planning with goal specificity
B. establishing a sense of urgency carries little if any import
C. A and B
D. none of these
The three levels of organization change are ______.
A. individual, group, and total system
B. individual, group, and marketplace
C. individual, group, and leadership
D. group, leadership, and marketplace
A “connector,” according to Gladwell (2000), is______.
A. a person who facilitates the change process
B. a person who interrupts the change process
C. anything that brings organizations and customers together
D. anything that brings the organization in closer alignment with its environment
According to McClelland and Burnham (1976), managers who were rated by
subordinates as high in degree of clarity (about what was expected of subordinates) and
in promoting team spirit were ______.
A. high in power motivation, low in need for affiliation, and high in inhibition
B. low in power motivation, high in need for affiliation, and high in inhibition
C. low in power motivation, low in need for affiliation, and high in inhibition
D. high in power motivation, high in need for affiliation, and high in inhibition
The Burke-Litwin model of organizational performance and change is ______.
A. based on the world of practicality
B. an evolving model
C. defined from a major organization change effort at British airways
D. all of these
An effective response to counter political resistance to change is to ______.
A. provide as much reassurance as possible and allow time to pass
B. use coercive tactics
C. strong persuasion backed with as much data, facts, and substance as possible
D. negotiate and trade something of value for the perceived loss
Which one of the following is not a category that Burke includes in his organizational
structure list of what we need to know more about as organization change agents?
A. self-directed groups
B. action learning
C. centralization/decentralization
D. cells
The A. K. Rice Institute is an example of organization change that ______.
A. changed from its original purpose
B. was increased from its initial purpose
C. became vague and unfocused over a passage of time
D. none of these
The bottom half of the Burke–Litwin model features ______.
A. transactional factors
B. transformational factors
C. both transactional and transformational factors
D. none of these
In order to undertake an effort to focus on changing A. K. Rice, it’s board decided to
______.
A. launch two ad hoc committees on strategic planning and on training
B. strengthen the infrastructure
C. hire a consultant
D. all of these
Which of the following leadership qualities appear to be required for successful
organization change, according to Burke?
A. charisma
B. persistence to keep people focused on the mission and strategy
C. dealing directly with resistance
D. all of these
With respect to government organizations, the duality concerns ______.
A. short term based on election phases
B. changes in the government
C. long-term initiatives
D. A and C
