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Which of the following is/are true?
A. Deep organization change is very difficult.
B. Most attempts at changing organizations are not successful.
C. Both A and B.
D. Neither A nor B.
According to Burke, potential leaders need to learn ______.
A. determining and conveying direction
B. developing an executive temperament
C. practicing and supporting others lifelong learning growth and change
D. all of these
Episodic organization change ______.
A. neatly follows the model, “If Y happens, X likely caused it”
B. is predictably linear
C. due to unanticipated circumstances, is not as sequential as the linear models convey
D. is so complex that using a model hinders more than it helps
Friedlander and Brown’s (1974) review of early organization change research framed
their review in terms of two types of interventions that led to outcomes. The two
categories of interventions were ______.
A. people and systems
B. people and technology
C. structure and technology
D. systems and structure
Which of the following physical sciences precipitated a change in organization change
research methods?
A. chaos theory
B. nonlinear systems theory
C. fractal theory
D. all of these
The behavioral complexity theory of leadership ______.
A. is grounded in behavioral economics
B. focuses on the multiple roles the leader plays
C. focuses on the multiple constituencies to which the leader serves
D. A and B
The body of literature covered by Ford and Ford (2011) was limited to review of the
leadership of change per se and involved ______.
A. 14 articles
B. the period 27 empirical articles
C. clear-cut literature
D. easy to identify
Which one of the following is not a category that Burke includes in his process list of
what we need to know more about as organization change agents?
A. size of organizational units
B. momentum
C. chaos during transition
D. communication
Porras and Silvers (1999) followed a new model or theory of planned change that
offered ______.
A. framework beginning with organizational interventions intended to affect certain
variables
B. ignoring individual behavior and organizational performance
C. placing all impact on change leadership
D. none of these
When leaders choose a model for the steps to following when initiating organization
change, they are focusing on ______.
A. the content of change
B. the process of change
C. the cycle of change
D. the system of change
The prelaunch phase is the time for ______.
A. leader self-examination
B. gathering data on the organization’s external environment
C. establishing the need for change and providing clarity of vision and direction
D. all of these
In the case example concerning Dime Bancorp, related to transformational factors of
positive change demonstrated ______.
A. increase in interest rates
B. the banks external business environment and the bank’s mission and strategy
C. a self-fulfilling prophecy
D. negative factors
Change occurs ______.
A. only if it is intentional and deliberate
B. incrementally
C. radically
D. both B and C
What is alpha change?
A. another term for “first order” change
B. a recalibration of an interval along some constant dimension of reality
C. a difference that occurs among a relatively stable dimension of reality, typically
measured comparatively, before and after the intervention
D. a major change in the perspective or frame of reference within which phenomena are
perceived and classified
According to Burke, what is currently at the top of his list of priorities of understanding
more about organization change?
A. continuous change
B. evolutionary change
C. organization structure
D. transformational leadership
A. Kenneth Rice was instrumental in bringing reform policy back to England.
The Myers Briggs Type indicator is based on Carl Jung’s theoretical notions about
______.
A. a person’s degree of strength of preference along a continua of personality
dimensions
B. an assessment of operant conditioning
C. a study of women in Vienna
D. none of these
According to Burke, the leader of change management par excellence is ______.
A. Bill Gates
B. John Kotter
C. Donald Trump
D. Alexander Hamilton
Which of the following is an accurate depiction of leadership?
A. Leaders do not account for all or even most of the variance in explaining
organizational performance.
B. Leaders account for most of the variance in explaining organizational performance.
C. Leaders account for all of the variance in explaining organizational performance.
D. Leaders are greatly irrelevant to organizational performance.
Complex organizations are ______.
A. tightly coupled systems
B. global in the scope
C. nimble in reaction to new initiatives
D. networked
Lewin’s theory related to organization change was ______.
A. borrowing concepts from physics
B. cognitive
C. integrated driving forces and restraining forces
D. none of these
The transactional factors in the Burke Litwin causal model organization and change are
______.
A. systems, including policies and procedures
B. external environment
C. organization culture
D. leadership
The Nadler Tushman model is ______.
A. comprehensive and sophisticated
B. mostly descriptive
C. suggestion of certain cause effect linkages
D. all of these
The change effort at British Airways also included ______.
A. changing the entire financial function
B. adding a marketing function
C. both A and B
D. none of these
Integration and coordination are accomplished through ______.
A. shared norms and values
B. organization structure, roles, and authority
C. both A and B
D. neither A nor B
Sequential change models may be better suited for ______.
A. continuous improvement initiatives rather than for discontinuous change
B. discontinuous change than for continuous improvement initiatives
C. change that involves punctuated equilibrium
D. large-scale, radical change than for continuous change
To bring about stability or organizational change by way of tightening a loosely coupled
system requires ______.
A. authoritarianism
B. persistence
C. an outside consultant
D. none of these
Culture change concerns changing ______.
A. beliefs
B. attitudes
C. values
D all of these
A parallel to explain organizations and organization change can be drawn from a cells
pattern that is ______.
A. carcinogenic
B. not determined by external environment
C. membership outside a larger society
D. an unnested network
The result of research done in Case 2 drew these conclusions:
A. Employees commitment to change tends to be sustained over time.
B. Employees and maintenance of commitment to change was independent of their
leaders’ behaviors.
C. Affect and normative commitment to the effort to change was more likely producing
negative outcomes.
D. None of these.
Burke was associated with the school in the U.S. Army devoted to organizational
effectiveness located at Fort Ord, California.
Another problem with early organization change research is that ______.
A. the research objective should, but did not always, dictate the research methodology
B. researchers included too many variables in their change models
C. there were too many change models
D. there was not enough agreement between researchers on how to measure the
variables
What is the first thing to observe and analyze when considering organization change?
A. the culture
B. potential resistance
C. the external environment
D. none of these
Motivation in the model can best be understood as a mediating variable.
Power, the leader’s capacity to influence, needs better understanding. Explain how
Burke approaches achieving better understanding.
What are the three basic types of books or literature that Burke uses as background and
research for his book? Describe one drawback to each type.
An organization’s culture is a transformational.
Process serves as the connection or link between pattern and the reinforcer of our
support for the independent structure.
The target for change is the individual not the system.
An organization can easily change from a tightly coupled series of groups to a loosely
coupled one.
Describe organizational culture and organizational climate. In what ways do they
differ?
During the prelaunch phase, all individuals in the organization are highly important.
The primary theme of the book is “planned” organization change.
Sociotechnical systems furnish examples of the interdependence of people and the
organization of tools with which they work.
Factors that differentiate the organization further tend to produce in-kind differentiated
responses—loose coupling.
The Leadership Assessment Inventory is an instrument that measures an individual or
leadership over followership.
Burke contends that leaders’ endorsements of the change effort are important or mostly
any organization that has a clear hierarchy for but contends that leader/physicians in a
healthcare organization is critical. Describe what he means.
What draws our attention to a healthcare organization’s culture is not exactly the same
as in a corporation. Explain how that is.
One strength of Weisbord’s six-box model is the prominent position of the leadership
box in the middle.
Examples of shifts in an organization’s external environment include economic
downturns, new technology, company mergers, and new laws.
When addressing change theory, the three things to consider are what, how, and when.
An example of a good vision statement is Martin Luther King Jr.’s speech “I have a
dream”.
