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The process of restoration of trust requires ______.
A. motivation
B. perseverance
C. patience
D. all of these
Organizational culture change requires ______.
A. system wide changes
B. direct response to the external environment
C. revolutionary interventions
D. all of these
The Dime Bancorp, Inc. case example illustrates ______.
A. revolutionary change
B. culture change
C. disruptive change
D. all of these
Which of the following models takes a contingency viewpoint?
A. Weisbord’s model
B. Both Weisbord’s and Nadler-Tushman’s models
C. Both Weisbord’s and Tichy’s models
D. Tichy’s model
Which of the following is not a major consideration in planning and implementing
organization change?
A. employee attitudes
B. how management treats employees
C. how management communicates with employees
D. the organization culture and system(s)
E. all of these are major considerations in planning and implementing organization
change
The popularity of John Kotter’s “Leading Change” is due to ______.
A. Kotter’s status and reputation
B. Kotter’s ability to distill into eight stages a mass of case examples
C. the face validity of the eight stages
D. all of these
Following traditional methods of normal science may be straightforward, but ______.
A. they are difficult to achieve
B. the results may not be achieved
C. the null hypothesis is difficult to state
D. none of these
Then the Van and Poole (1995) conducted a computerized literature search and ______.
A. turned up over 1 million articles dealing with “change” and “development”
B. they filtered that to 200,000 titles and read about 200 of them
C. they discovered a cluster of four ideal types of development theories
D. all of these
The 1998 Predictive Model for Dime showed that employees’ perceptions of the Dimes’
performance were most positively related to ______.
A. the business environment, mission and strategy, motivation, and individual needs
and values
B. leadership, culture, management practices, and systems
C. structure, culture, work group climate, and skills/job match
D. structure, systems, work group climate, and motivation
Nadler and Tushman (1977) presented system functioning, group behavior, intergroup
relations, and individual behavior and effect as categories for ______.
A. studies
B. T groups
C. categories of outputs
D. none of these
Capra’s three criteria for understanding life are ______.
A. pattern, structure, and process
B. pattern, change, and process
C. structure, process, and homeostasis
D. pattern, process, and homeostasis
The change and external environment noted in the case study involving Teachers
College, Columbia University, involved ______.
A. rising tuition costs
B. increased enrollment
C. change in administration
D. change in the external environment
Rather than demonstrating the effects of illumination, the Hawthorne studies result
found that ______.
A. the meaning of a change is likely to be as important as the change itself
B. the actual change was paramount
C. change in illumination was important
D. none of these
An organization’s environment involves ______.
A. resources
B. history
C. strategies
D. all of these
Entropy, according to Katz & Kahn (1978), refers to ______.
A. the fact that organizations are self-sufficient
B. steady-state and dynamic homeostasis
C. integration and coordination
D. a universal law of nature in which all forms of organization move toward
disorganization or death
The key to the understanding that change as depicted in the Burke Litwin causal model
of organization is ______.
A. based on charismatic leadership
B. sweeping rather than selective
C. according to the model is the top half compared with the bottom half
D. none of these
The success of using an organizational model that takes into account both external and
internal organization factors to plot the course of organization change can be enhanced
by ______.
A. ignoring the aspects that are not relevant to the organization’s change agenda
B. emphasizing the aspects that are not relevant to the organization’s change agenda
C. collecting data over time to determine whether the change is on course
D. collecting data only once so as to not muddy the waters
In considering the broad three levels of organization, it can demonstrate ______.
A. that organization change must start somewhere
B. it can start at each of the levels
C. understanding the level at which it starts in leading and managing the overall change
D. all of these
The systems component of the Burke–Litwin model refers to ______.
A. open systems
B. input-throughput-output systems
C. policies and procedures
D. management practices
Deep structure can pertain to ______.
A. individuals
B. groups
C. organizations
D. all of the above
Industrial psychology ______.
A. was mainly concerned with screening and testing and moral and efficiency studies
B. was mainly concerned with leadership development
C. takes an unsystematic approach to organization change
D. applies only to manufacturing organizations
Theories from psychology and organizational behavior address ______.
A. individual, group, and larger system levels of organization change
B. only the individual and group level
C. only the group level of organization change
D. only the individual level of organization change
An organization’s ability to offset the process of entropy will result in ______.
A. growth and development
B. greater differentiation of products and services
C. a congruent need for integration and coordination
D. all of these
What are the four theories that Van de Ven and Poole (1995) identified as four ideal
categories to help understand the how and why of change?
A. life cycle, teleological, dialectical, and stage
B. life cycle, dialectical, field, and need
C. life cycle, dialectical, evolutionary, and revolutionary
D. life cycle, teleological, dialectical, and evolutionary
The shift from “normal” science for organization change research and theory moved to
which of the following approaches?
A. open systems approach
B. complex systems approach
C. closed systems approach
D. a non-system approach
Large-group interventions and survey feedback are examples of ______.
A. change focus
B. change processes
C. change phases
D. orders of change
The top half of the Burke–Litwin model features ______.
A. transactional factors
B. transformational factors
C. both transactional and transformational factors
D. none of these
According to Zaccaro (2001), an executive’s two primary responsibilities or functions
are ______.
A. organization change and management
B. organization change and maintenance
C. organization-wide coordination and boundary management
D. organization-wide management and boundary coordination
Authority refers to ______.
A. the influence to
B. the right to (through the position someone holds)
C. the power to
D. all of these
Organization change should ______.
A. be measurable
B. have leadership support from the top
C. both A and B
D. neither A nor B
Blind resistance is a form of resistance in which individuals are intolerant of any
change.
Accumulating diverse skills showing an ability to learn about fields outside one’s
comfort zone leads to success in the business world.
Burke expands on the application of Lewin’s theory to include an analysis of perceived
forces in the work environment and what people perceive the norms and values to be.
Explain that elaboration
In 1967, Rensis Likert used the survey back approach in developing, which is
“organizational characteristics.” Describe that questionnaire and model.
According to Porras and Silvers’ (1991) “Planned Process Model of Organizational
Change,” there are two basic types of change interventions. What are they? What
variables does each target? What are the intervention outcomes? Describe how the
target variables lead to individual organizational members’ behavior changes.
Three distinct theoretical lenses, rational, learning cognitive, have been used to describe
the content and process strategic change in organization.
The final point of a prelaunch phase is to craft a vision statement which will provide
clear direction for the organization change effort.
Tichy’s TPC framework focused much more explicitly on organization change.
The visionary and inspirational theory of leadership deemphasizes charisma,
transformational, and visionary qualities.
Why is there a need for a clearer and greater depth of understanding about organization
change?
In government organizations, leadership by a political appointee is the best way to
overcome resistance.
According to Faucheux, there needs to be a stronger linkage between social and
technical approaches in OD.
In the Chapter, the Dime example was a top-down case.
Zaccaro provided a useful compendium of executive leadership and appropriately
pointed out that, broadly speaking, an executive has two primary responsibilities or
functions. What are they?
The models that are most useful, according to Burke, or those based on the open system
theoretical way of thinking.
