Burke recommends which of the following paradigms to help understand organization
change ______.
A. holistic
B. living systems
C. both A and B
D. neither A nor B
Burke strongly endorses, to ensure survival, effectiveness, and long-term success that
change agents rely on works by ______.
A. Gladwell
B. O’Toole
C. Lawler and Worley
D. all of these
Unique to the review by Ford and Ford was the consideration of a third area of research
______.
A. cost of leading organization change
B. size of organizations and any differentiation
C. the impact of leading on the leaders themselves
D. all of these
What is an attractor?
A. a pattern of behavior that can be traced over time
B. a discrete pattern of behavior
C. an irrelevant pattern of behavior that detracts from the variable being investigated
D. none of these
The reasons for focusing on healthcare and government are ______.
A. the differences stand out and therefore must be considered first
B. that these two organizations are pervasive and powerful
C. that these organizations are currently in a state of stasis
D. A and B
The most effective organization theories for understanding organization change are
based on ______.
A. stability
B. political science
C. economics and engineering
D. life sciences
The survey feedback method involves ______.
A. the survey and feedback
B. interlocking chain
C. conferences
D. all of these
“Motivation” in the Burke Litwin coil model organization is ______.
A. that defined by Freud
B. concerned with certain needs being aroused as using the language of McClellan
(1961)
C. the level of compensation of the members
D. none of these
The primary analysis that Ford and Ford (2012) conducted with the 14 studies they
reviewed concerned ______.
A. the recency of the studies
B. the qualitative aspect of the studies
C. whether leadership made a difference
D. all of these
A communication principle inherent in any organizational change effort is ______.
A. establishment of a weekly newsletter
B. closely controlling disclosure of new information
C. communicating what will remain the same
D. engaging outside PR
A system response to organization change, where members of the organization are not
in sync with nor supportive of leadership is ______.
A. sabotage
B. lack of followership
C. demonstrative of weak leadership
D. indicative of the need to downsize
A 360 feedback process is ______.
A. a full circle procedure of rated behavioral practices
B. of feedback over a 360 day period
C. the result of two 180 processes
D. none of these
According to open system theory, organizations and their environments are ______.
A. independent
B. interdependent
C. in continual conflict
D. always in balance with one another
In establishing the need for change, the relationship between leaders and members of
the organization makes it possible for ______.
A. demonstrating to members the need for change
B. taking into consideration and monitor the external environment
C. placing the responsibility to communicate the need to organizational members
D. all of these
Organizations that succeed and survive are able to do so, most of the time, by ______.
A. continuously fixing and improving the way it operates
B. adhering to a laissez-faire policy
C. adhering to a closed system
D. continuously changing their values and mission
Which of the following is a true statement, according to Burke?
A. There is overwhelming research evidence that scientifically demonstrates that
leaders have an impact on organization change.
B. There is little research evidence that scientifically demonstrates that leaders have an
impact on organization change.
C. Leadership is secondary to management in organization change.
D. Leadership is secondary to followership in organization change.
The transformational factors include ______.
A. management practices
B. motivation
C. organization culture
D. individual needs and values
A kind of coding occurs in an organization ______.
A. when a consultant is engaged
B. through professional peer influence
C. when organizational members are selective and attempt to simplify categories that
seem to be relevant
D. none of these
The failure to make a compelling case for the need to change can be the result of
______.
A. the absence of a deep commitment on the part of upper management
B. salvaged by additional efforts to obtain commitment from upper-level management
and leadership
C. due to the change for failure
D. A and B
Which one of the following statements is true?
A. Weisbord’s Six-Box Model of organization change does not take the external
environment into account.
B. Weisbord’s Six-Box Model of organization change does take the external
environment into account.
C. Weisbord’s model is not diagnostic.
D. The relationships box is in the center of the model.
Burke offers his impression that, currently, more change efforts are occurring ______.
A. in the healthcare arena
B. with airports
C. with foreign corporations
D. none of these
In Case 1, the most frequently mentioned techniques by successful executives in
government organizations are ______.
A. collaborative participatory management style
B. strategic planning independent of work with Congress
C. reactive work with interest groups
D. ignoring relationship building
A fundamental premise of the Burke Litwin causal model is that planned change should
follow the flow from top to bottom and the arrows of that flow are ______.
A. predictable
B. travel in all directions
C. presumes to carry more weight pointing downward
D. B and C
The strength of Gardner’s 11 characteristics is ______.
A. it is all inclusive
B. it is grounded in theory from cognitive psychology
C. it is easily applied
D. none of these
Likert’s contribution of his four system model of organizations ______.
A. categorized organizations according to their management approach
B. declared four main categories of management approaches
C. used seven behavioral functions within organizations
D. all of these
Litwin(1978), in addition to modeling climate as affecting motivation, included ______.
A. leadership principles
B. the outcome variables of organizational performance
C. employee health and retention
D. B and C
The voice of compensation ______.
A. preserves a dialectical interpretation
B. builds on the premise that looseness on some dimensions should be complemented
by coupling on other dimensions
C. A and B
D. none of these
The most important subsystem within an organization is ______.
A. the individual
B. the primary work group
C. the reward system
D. none of these
One of the ways an organizational model can be useful is ______.
A. it aids in helping to categorize activities or behavior
B. it allows for excellent prediction of future behavior
C. it simplifies organizational understanding
D. none of these
Which of the following is not true?
A. Organization models can help us understand behavior during organization change.
B. Organization models can help us understand actions taken during organization
change.
C. A drawback to models is that they are only based in theory.
D. A drawback to models is that we can’t be sure they take all of the necessary
organization change components into account.
The four healthcare organization cases demonstrate that ______.
A. positions in management and leadership roles have considerable influence and
control
B. the rate of change in these organizations can vary
C. techniques and interventions used in change of business and industry can work
effectively in the healthcare world
D. A and C
Steady state, according to Katz & Kahn (1978), refers to ______.A. organizations that
are perfectly balanced with their environment
B. a continuous flow of energy from the external environment and a continuous export
of the products of the system
C. entropy
D. equifinality
Bridges (1980) included in his transition model, ______.
A. a step in which leadership determines whether or not to change
B. a neutral zone
C. punctuated equilibrium
D. the unconscious group
We know all we need to know about cells or self-managed groups in organizations.
The most difficult aspect of organization change is changing an organization’s culture.
Beginning with behavior changes in an organization will eventually lead to shifts in
attitudes and beliefs which will affect a company’s overall values.
In the Chapter example, the general manager was able to streamline his customers’
orders by giving a pep talk to his employees to make sure they send orders out on time,
proving that employees need motivation in order to work efficiently.
The paradox of planned organizational change involves the dichotomy of being easy
and difficult.
Leaders are developed, managers are trained.
Self-reflection should be done by a leader after he/she has executed effective
organizational change.
Weick and Quinn (1999) consider there to be two primary categories of organization
change: episodic and continuous. Describe their definition of episodic change and their
description of continuous change.
According to Burk and Litwin, “Climate is defined in terms of perceptions that groups
have of how their local work unit is managed and how effectively they and their
day-to-day colleagues work together on the job.”
List six (or more) characteristics of an adaptive culture, according to Kotter and Heskett
(1992). What did they learn about adaptive organizations that make being adaptive
desirable?
The fundamental assumption underline empirical rational strategies is that people are
rational and that they will follow their rational self-interest once it is made apparent to
them. How did Chin and Benne (1985) describe that assumption?
Describe how the paradox of planned organizational change which has linear and
nonlinear aspects can describe the pattern of change.
McClellan and Burnham pointed out that successful managers tended to have a
participatory and coaching behavior management style. Describe their reasoning.
It is important to consider the context in the launch phase of organization change.
Deep hierarchy is another term to describe a tightly coupled system organization.
Management practices as one of the transactional factors is used to identify what
managers do on a work day to carry out the organizational strategy.