When leaders first respond to changes in the environment that threaten the
organization’s survival, their first concern should be ______.
A. the content of change
B. the process of change
C. the cycle of change
D. the system of change
The Big Five Factors of personality are assessed by use of ______.
A. the NEO—PI
B. the MBTI
C. the MMPI
D. the L AI
“Deep structure” is Gersick”s term for the ______.
A. number of standing committees of the board
B. the core of an organization’s culture
C. immutable to culture change
D. synonymous with resistance
Of values, attitudes, or behavior, behavior is ______.
A. the easiest of the three to tackle
B. the result of values and attitudes
C. a consistent expression of beliefs
D. none of these
Which of the following models explicitly accounts for the informal and formal
organizational arrangements in its graphic depiction?
A. Weisbord’s model
B. The Nadler-Tushman model
C. Both Weisbord’s and Tichy’s models
D. Tichy’s and Nadler-Tushman’s models
The planned organization change model developed by Porras (1987) is grounded in
______.
A. chaos theory
B. no theory
C. open system theory
D. revolutionary theory
Most of the organization change literature is based on research and practice conducted
with ______.
A. higher education
B. profit-making corporations
C. nonprofit organizations
D. none of these
Revolutionary change is ______.
A. planned
B. a major overhaul of the organization
C. rare
D. all of these
What are the areas, if any, where change resistance is driven by the change leader?
A. leader saying one thing then doing another
B. a misrepresentation for the chances of success
C. ignore ideas and suggestions from change recipients
D. all of these
Highly cohesive teams are ______.
A. important to an overall change effort
B. potentially detrimental to an overall change effort
C. both A and B
D. neither A nor B
The best perspective to take when considering organization change is ______.A. to
make desired changes without affecting the organization as a whole
B. a closed system approach
C. a total system perspective
D. none of these
If revolutionary change is the goal, the structure of the organization must be changed
and ______.
A. change of culture is mandatory
B. new leadership with the mission strategy should be executed
C. addressing the more transactional aspects of the organization’s structure will be
required
D. all of these
Revolutionary change involves ______.
A. a change in strategy
B. a change in leadership
C. a change in organizational culture
D. any or all of these
Which of the following statements is true?
A. An organization change effort rarely begins all at once with the total system.
B. An organization change effort always begins with the total system.
C. An organization change effort always begins at the individual level.
D. An organization change effort always begins at the group level.
Which of the following statements is true?
A. Until a few decades ago, the external environment changed more rapidly than
organizations.
B. Until a few decades ago, organizations changed more rapidly than the external
environment.
C. The external environment now changes more rapidly than organizations do.
D. All of these are false.
Positive organization change refers to ______.
A. change that moves forward, not backward
B. change that begins with stating problems and weaknesses before discussing positive
alternatives
C. an affirmative bias in change efforts that emphasizes strengths, capabilities, and
possibilities
D. applauding achievements toward the desired change
According to McClellan and Burnham, the organization’s degree of clarity was greater
when ______.
A. a manager was high in power motivation
B. a manager was low in need or affiliation
C. a manager was high in ambition
D. all of these
According to Katz & Kahn (1978), ______.
A. organizations have physical boundaries that give them identity
B. raw materials make up an organization’s structure and boundaries
C. events give organizations their structure and boundaries
D. the organization’s culture gives it its structure and boundaries
British Airways culture needed to change from ______.
A. an open system to a closed culture
B. a self-managed to an autocratic culture
C. a bureaucracy to a service culture
D. a participatory to a top-down culture
A limitation to Tichy’s model is that ______.
A. he barely mentions the people component
B. it is not rational
C. it does not take hard data into consideration
D. all of these
An organization cannot survive for some period of time ______.
A. running on its own momentum
B. without leadership
C. without management
D. none of these
With respect to organizational structure, the validity of self-directed groups is
demonstrated by ______.
A. the trend toward bladder hierarchies in large systems
B. greater spans of control over managers
C. independence of work units
D. all of these
Changing the entire systems is a ______.
A. first-order change
B. second-order change
C. third-order change
D. fourth-order change
In order to negate entropy, an organization must ______.
A. avoid general systems theory
B. take positive action
C. become self-sufficient
D. avoid instability
The metaphor used in the British Airways culture change was that of a three-legged
stool, the legs of which were ______.
A. reason, tradition, and instruction
B. managing people first, performance appraisal, and pay for performance
C. people, places, and things
D. revenue, expenses, and savings
Which of the following is true about the organization models by Porras, Weisbord,
Nadler-Tushman, and Tichy?
A. They are explicit about cause and effect.
B. They are not explicit about cause and effect.
C. They are explicitly predictive.
D. None of these
Lawler and Worley (2006) place strong emphasis on ______.
A. measurement
B. reward system
C. environment
D. none of these
Which of the following teaches participants how their behaviors appear to others and
how their behaviors impact others?
A. sociotechnical systems
B. industrial psychology
C. sensitivity training
D. organization development
Research evidence indicates that high-performing leaders ______.
A. see themselves in the best possible light
B. see themselves much as others see them
C. don’t care what other people think of them
D. don’t consider how their feelings affect their behavior
The need for culture change at British Airways resulted from ______.
A. its changes in mission and strategy
B. its change from being a government supported to a publically owned airline
C. its need to be more competitive in the world marketplace
D. all of these
When doing his graduate work at the University of Michigan, Lewin was influenced by
the works of ______.
A. Atkinson (1958)
B. David McClellan (1961)
C. Nadler Cushman (1991)
D. A and B
Characteristics of an adaptive culture according to the work of Cotter and Heskett
include ______.
A. emphasis on underlying problems before they occur
B. focus on innovation
C. emphasis on trust
D. all of these
Equilibrium periods are associated with ______.
A. resistance to change
B. evolutionary change
C. incremental change
D. continuous change