The case study involving Teachers College, Columbia University, is based upon the
principle of an organizations being ______.
A. an open system
B. organization influenced by its environment
C. the context in which the changes occurring
D. all of these
Howard Gardner, a cognitive psychologist, studied ______.
A. Eleanor Roosevelt
B. Martin Luther King
C. Margaret Thatcher
D. All of these
Gladwell’s The Tipping Point (2000) ______.
A. is a “story” book
B. offers insights into how change occurs
C. both A and B
D. neither A nor B
Some of the change levers identified by Tichy’s TPC framework include ______.
A. external interface
B. external environment
C. mission
D. all of these
The Burke–Litwin model is based in ______.
A. closed system thinking
B. open system thinking
C. sociotechnical system thinking
D. chaos theory
First-order change is to evolutionary change as ______.
A. second-order change is to transformational change
B. second-order change is to revolutionary change
C. second-order change is to episodic change
D. all of these
Robert McKee would have pointed out, as problems with the form of ordinary stories,
that ______.
A. it is anything but ordinary
B. organization members have their own set of statistics authorities and experiences
C. if the leader succeeds in persuading members, the commitment will only be
intellectual
D. B and C
Bass has three transactional leadership components. They are ______.
A. charisma, communication, and consolidation
B. appearance, perception, and direction
C. contingent reward, management by exception, monitoring of deviances
D. none of these
The fundamental task of the transition task force is ______.
A. establishment of systems of accountability
B. crafting the new mission to reflect the new change direction
C. to be no more than three people
D. comprised of people expected to be promoted under the new change
Short-term cultural change is ______.
A. a beneficial outcome to an organization all by itself
B. the best kind of change that can be arranged
C. a subject to failure
D. a change lasting 10 years or more
One of the action steps that is used in a successful organizational change ______.
A. is use of a transitional task force
B. is sequestration of resources diverting from prior purpose to new change purpose
C. is necessary for continued existence of an organization
D. can only be effectuated by leadership commitment
A transitional task force is recommended to be formed ______.
A. in parallel to the board to plan and lead the change
B. to provide focus and undergird the reality of change
C. be given powers equal to those of the board
D. A and B
In the characteristic of organization design and structure, Lawler and Worley (2006)
contend that ______.
A. the era of job descriptions should be history
B. assert that organizational structures should not even consider specific jobs
C. one should adopt their template for structure
D. A and B
In changing an organization, the distinction between content and process is important
because ______.
A. content is who to change
B. process is wide to change
C. the distinction is the key to knowing where and how to focus the change effort
D. none of these
During an organization change effort, it is not advisable to ______.
A. acquire other organizations or business lines
B. start new programs within the organization
C. try to penetrate new markets
D. none of these
Which of the following is correct?
A. Organization models can be prescriptive.
B. Organization models can be descriptive.
C. Both A and B
D. Neither A nor B
Dealing with anticipated consequences, momentum, and choice of successors and
launching new initiatives are part of the ______.
A. prelaunch phase
B. launch phase
C. post launch phase
D. sustaining the change
The new organization vision ______.
A. should be created by the top leader
B. should be communicated and “sold” by the top leader
C. should be general so it can be interpreted as needed
D. all of these
The requirements for launching an organizational change effort are ______.
A. an abundance of resources
B. a sense of urgency and a vision for the future
C. correction for a dysfunctional organization
D. one demanded by stakeholders
Phases of organization change are ______.
A. discrete
B. unplanned
C. overlap
D. arbitrary
Ford and Ford (2011) help further the understanding that leading change and studying
leadership involved ______.
A. charismatic leaders
B. the approaches taken by leaders to effectuate change
C. amount of resources directed towards effective change
D. followership
All other organizations involved in organizational development work before the 70s
were ______.
A. the Episcopal Church
B. the U.S. Army
C. the Red Cross
D. A and B
Which one of the following statements is most accurate about organization change?
A. When a system needs change, any change is better than no change.
B. Small changes lead to more successful outcomes than large changes.
C. Not all organizational changes lead to improvement.
D. Upheaval results in the best change outcomes.
Schein’s reference to organizational cultures “espoused beliefs and values” requires
______.
A. social validation
B. consensus of action
C. the reduction of uncertainty
D. reinforcement of beliefs
A fundamental premise of the Burke–Litwin model is that ______.
A. planned change should flow from the bottom up
B. planned change should flow from the top down
C. planned change should flow from left to right
D. planned change should flow from right to left
Process (as a criterion for understanding life) refers to ______.
A. cognition (mental activity)
B. information processing
C. organizations perceiving, sorting through, and selecting from the external
environment for internal use
D. all of these
The Survey Research Center was founded by ______.
A. Kurt Lewin
B. Stephen Gallup
C. Rensis Likert
D. Kelly and Conway
Which one of the following statements is true?
A. Dime Bancorp’s initial and continuing change process was ineffective.
B. Dime Bancorp’s initial and continuing change process was not backed by the CEO.
C. Dime Bancorp’s initial and continuing change process did not require strategic
change.
D. Dime Bancorp’s change initiatives were carefully planned and driven by data.
The consistent findings from Oreg and his colleagues (2011) review of change
recipient’s reaction in 79 studies led them to conclude that three aspects of organization
change are critical ______.
A. involvement, trust, and selection
B. ethics, decision-making, and empathy
C. risk aversion, availability bias, and salience
D. all of these
The fundamental reason for organizations to change is to ______.
A. be profitable
B. grow
C. survive
D. none of these
Areas of organizational dynamics that have considerable influence on organization
change efforts are ______.
A. leader selection and development
B. learning agility
C. trust
D. all of these
According to Burke and Litwin, the most significant component of the model is
______.
A. leadership
B. management practices
C. the external environment
D. organization culture
The two keys to successful cultural change are ______.
A. the management of the large amounts of anxiety that accompany relearning
B. the assessment of whether genetic potential for new learning is present
C. applying unlimited resources to the change effort
D. A and B
Distributed leadership and the “heroic leader paradigm” go hand in hand.
What are the four phases of organization change (in sequential order) and what
activities need to take place within each phase?
According to Burke and Biggart (1997), what are some of the conditions that contribute
to the failure of mergers and acquisitions?
Litwin developed an abbreviated organizational model with the individual as the
centerpiece.
Strategic v. Local Option is a type of organization change.
The primary work group means that this group manages the most important subgroup in
the company.
An example of value versus behavioral practice in the table 5.1 is—Value: Solidifying
and maintaining close client relationships versus Behavioral Practice: Solicits and
responds to client feedback on the quality and service provided.
Equitifinality is a principal that asserts that for any given goal, there are multiple paths
that organizational members can take to achieve it.
Organizations can ask themselves “What to change” and focus on either new
technology that is needed to aid in the change or re-organizing their labor.
One’s day-to-day behavior is in part a function of the situation and in part due to a
person’s temperament or personality.
According to Bass (1998), describe the different characteristics of charismatic
leadership, inspirational motivation, intellectual stimulation, and individual
consideration.
With respect to selection, if the leader nomination process comes from senior
management and executives, despite warning of the consequences, there appears to be a
strong cloning effect.
Explain the difference between looseness and tightness in an organization and give
specific examples of a loose or tightly organization.
With respect to values, attitudes, and behavior, those three qualities as the order listed
also increase in difficulty to change when it comes to organizational culture.
Change management theory and analysis is a recent area of study.
The literature on organization change in government organizations is sparse.