In dealing with change, leadership should be considered ______.
A. in terms of transformational and discontinuous
B. continuous and transactional
C. exclusive of members
D. none of these
British Airway’s CEO helped facilitate acceptance to change by ______.
A. keeping some aspects of the organization stable and intact
B. using a coercive approach
C. using a political approach
D. ignoring process
The complex systems approach to organization change research takes into account
______.
A. patterns of interconnections among variables
B. the fact that patterns of interconnections and the strength associated with each
interconnection may vary
C. that organization change occurs over time and that change measurements will vary
over time
D. all of these
Scientific management ______.
A. sets the stage for a systematic approach organization change
B. was a method for managing scientific research
C. is another form of industrial psychology
D. is different from scientific leadership
When considering implementing organizational change, begin by focusing on the
desired ______.
A. organizational structure
B. organizational strategy and culture
C. leadership style
D. capital market
Although different in substance, both healthcare and government organizations are
controlled by ______.
A. dualities
B. similar market shares
C. open systems
D. none of these
According to Bass (1998), ______.
A. transactional leadership is superior to transformational leadership
B. transformational leadership is superior to transactional leadership
C. transactional leadership and transformational leadership are basically the same
construct
D. none of these
Organizations’ external environments are ______.
A. not interdependent
B. not homeostatic
C. not linear
D. all of these
Which of the following models takes a normative stance?
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
The strategic decision-making theory of leadership ______.
A. focuses on the broad picture
B. stresses the importance of a congruence between organization and its environment
C. is mostly used in the military
D. none of these
Considering the cases reported in this Chapter, all of them used ______.
A. an outside consultant
B. the thinking and practice of organization change from business industrial
organization
C. elected officials
D. none of these
Analysis of an organization is aided by an organizational model because ______.
A. it uses consistent and uniform terms
B. it allows for uniform contextual analysis
C. it can demonstrate differences and similarities between cultures
D. all these
Beckhard and Harris (1987) included in their transition model ______.
A. a step in which leadership determines whether or not to change
B. a neutral zone
C. punctuated equilibrium
D. all of these
In the Burke Litwin model of organizational performance and change, the individual
components ______.
A. are linear in effect
B. include that forces in the external environment can affect performance directly
C. have a strict definition on how performance is defined and measured
D. none of these
Feedback from executive coaches requires which of the following in order to be
effective in the context of an organization change initiative?
A. to be congruent with the organization change goals
B. to be congruent with the leader’s attitudes
C. to be congruent with the organization’s mission and values
D. to be congruent with the demands of the external environment
Fritjof Capra developed a theory of choice that ______.
A. is devoted to practical foundations
B. is now outdated
C. emphasizes the concepts of pattern, structure, process.
D. none of these
To reduce resistance and help people get onboard for organization change, leaders
should ______.
A. tell the same story over and over the same exact way
B. combining storytelling with different ways to convey the message, such as in graphs
and figures
C. tell a story that people already know
D. none of these
John Kotter proposes that leading change consists of ______.
A. charismatic leader
B. authoritarian style of leadership
C. laissez-faire
D. an eight-stage process
Burke’s metaphor of choice for offering insights into the planned organizational change
process is ______.
A. a machine
B. a brain
C. a psychic prison
D. an organism
In Case 2, concerning a government organization that was comparatively small,
variables considered and data collected involve the following measures ______.
A. commitment to change assessed according to affect
B. turnover intention
C. behavioral support for change
D. all of these
In order to survive in today’s constantly changing environment, ______.
A. organizations should determine and follow the type of change effort that is most
suitable for their own organization’s mission and goals
B. organizations should be focusing on evolutionary change
C. organizations should be focusing on revolutionary change
D. organizations should look for and stick with the latest organization change model
that incorporates the most up-to-date research and practice
Dissipative structures ______.
A. go back and forth between order and chaos to create unique structures and patterns
B. have no hope for survival
C. have nothing to do with organization change
D. refer to the external environment’s challenges to organizations
And open system organization is open because of ______.
A. its dependence on the environment in which it resides
B. avoiding interaction with the environment in which it resides
C. existing only in the world of nonliving matter
D. expelling energy from get into the environment
The phrase “episodic change” is used to group together organizational changes that tend
to be ______.
A. long, complex, and evolutionary
B. infrequent, discontinuous, and intentional
C. costly, disruptive, and successful
D. transparent, perceptive, and salient
Sustaining the change requires ______.
A. expecting unanticipated consequences
B. adapting to unanticipated consequences
C. continuing the momentum
D. all of these
Evolutionary change is ______.
A. revolutionary
B. continuous
C. sporadic
D. none of these
According to Gardner (1995), effective leaders tell stories that can be categorized into
three different types, which are ______.
A. ordinary, extraordinary and visionary
B. ordinary, innovative and radical
C. ordinary, innovative and visionary
D. extraordinary, visionary and radical
Schein’s (2004) three concepts for diagnosing organization culture are ______.
A. artifacts, espoused beliefs and values, and basic underlying assumptions
B. artifacts, espoused policies and procedures, and basic underlying assumptions
C. artifacts, espoused beliefs and values, and policies and procedures
D. artifacts, espoused beliefs and values, and the total system
The study of leadership in industrial psychology in the early 1980s determined that, in
relationship with bosses, ______.
A. trained supervisors scored high on initiation of structure and low consideration
B. trained supervisors were moderately successful initiation of structure paragraphs
C. consideration was primary
D. attitudes and behaviors of the supervisors
The open-system “input–throughput–output feedback loop” refers to ______.
A. a cyclical process between an organization and its environment
B. organizational communication processes
C. how organizations review employee performance
D. none of these
According to research, which of the following is the most effective in making a positive
change in executive performance?
A. executive coaching
B. multirater feedback
C. multirater feedback combined with executive coaching
D. coaching for skills
One’s behavior is foreground and the personality underlying the behavior is
background.
To assume that change in organizations is or can be rational is irrational.
Myers-Briggs Indicator (MBTI) assesses a person’s degree of strengths and weakness
of preference along four continua of personality dimensions.
Discontinuous change means evolutionary or transactional forms of change within an
organization.
Though not always a test for the entire model, some studies have approximated support
for parts of the model. Describe those studies supporting those parts of the model.
A system can be both loose and tight.
The source of power in the rational empirical approach is knowledge.
List and describe the nine change levers of Tichy’s technical, political, and cultural
framework.
Leadership development programs work best when the training is not just an individual
focus but in support of a larger change effort.
A useful organizational model should help us understand and guide the organization
change.
If I think that human beings are rational and intelligent, I am using a
normative-reeducative strategy.
According to Burke, we have a selection problem in the first place, and once selected, it
is a matter of development.
Burke contends that because leadership is such a personal matter, understanding more
about the proper match between leaders’ personality and the desired organizational
culture is critical to successful change. Explain what he meant.
The models by Weisbord, Nadler Tushman, and Tichy are more alike than unlike.
Describe how Burke articulates this conclusion.
Change in an organization is decided and executed by senior leadership.
What are the transactional factors in the Burke–Litwin model? What type of change do
they create and what part of the organization do they change?
Mission and strategy, culture, and leadership are the transformational factors that most
immediately respond to external environmental dynamics. Describe the interaction of
these factors.
Describe British Airways’ “Managing People First” (MPF) programs. Explain the
symbolic significance of calling the program a “stool with three legs.”