What was an unexpected finding of the Hawthorne studies?
A. Scientific management was ineffective.
B. The assumed cause-effect linkage between illumination and productivity did not
exist.
C. Production only increased when the lighting decreased.
D. There’s no link between productivity and morale.
Which of the following is true?
A. Today’s organizations need to be more stable in order to keep up with the external
environment.
B. Today’s organizations need to change more rapidly in order to keep up with the
external environment.
C. Today’s organizations are generally keeping up with the external environment at a
one-to-one pace.
D. None of these is true.
Leaders who want to bring about a successful change effort must be cognizant of their
______.
A. tolerance for ambiguity
B. current and prospective salaries
C. the reaction of their members
D. none of these
The National Aeronautics and Space Administration illustrates the duality of ______.
A. long term is the norm
B. budget cuts are short-term phenomenon
C. rapid turnover of all personnel
D. A and B
Deep ecology is ______.
A. an ancient paradigm
B. a sequential world view
C. sees the world as dissociative collection of parts
D. none of these
Complexity theory ______.
A. is a systems theory
B. involves self-organization
C. was developed by Isaac Newton
D. both A and B
The structure of a living network is ______.
A. inotropic
B. the embodiment of the systems physical components
C. the network of a virtual system
D. a closed nature
“The Tipping Point” is a book that deals with ______.A. falling ideas
B. life in New York
C. how major changes in society happen suddenly and unexpectedly
D. all of these
The launch phase is the time for ______.
A. dealing with resistance
B. multiple leverage
C. taking the heat
D. repeating the message
Organization change requires ______.
A. consistency
B. multiple interventions
C. sustaining
D. all of these
An organization change effort ______.
A. should not include any activities geared toward embracing the change until the
postlaunch phase
B. should not include any activities geared toward implementing the change until the
postlaunch phase
C. should include an event that will capture employees’ attention, provide focus, and
create the reality that the change effort is not merely an exercise during the launch
phase
D. should not include an event that will capture employees’ attention, provide focus,
and create the reality that the change effort is not merely an exercise until the
postlaunch phase
According to Blake and Mouton, the two most common barriers to organizational
effectiveness are ______.
A. untrained managers and poor employee attitudes
B. employee attitudes and poorly defined goals
C. communication problems and a lack of planning
D. organization change and development
The process models of organization and individual change are ______.
A. linear
B. sequential
C. nonlinear
D. none of these above
The voice of typology concerns ______.
A. causation
B. categorization
C. different types of loose coupling
D. Myers-Briggs
Inside the organization, which of the following has the greatest impact, according to the
Burke–Litwin model?
A. the culture
B. the climate
C. transformational factors
D. transactional factors
With respect to trust, Burke contends that ______.
A. it can be worked around
B. we know a lot about mistrust and conflicts
C. we know little about conflict resolution and restoration of trust
D. B and C
If the Burke–Litwin model were to be portrayed as close to reality as possible, the
arrows ______.
A. would flow only in one direction
B. would flow only top-down
C. would flow only from the bottom up
D. would link each box and all of the other boxes
An organizational model can help us with data by ______.
A. providing a framework for data analysis
B. establishing a context to give the data some reality
C. the actual collection of realistic data
D. all of these
According to Orton and White, the three most frequently recurring managerial
strategies are ______.
A. enhanced leadership
B. focused effort
C. shared values
D. all of these
An example that assists in explaining organization and organizational change is ______.
A. organizations avoid external environments
B. it maintains itself through constant commerce with the external environment
C. still unknown
D. none of these
According to Lawler and Worley (2006), the way for an organization to last in today’s
changing environment is to ______.
A. be prepared for emergencies
B. have a contingency plan
C. be designed and operated for change
D. routinely use the latest organization change model and undergo constant change
Van de Ven and Poole (1995), as a result of their meta-analysis, identified four primary
theories as ______.
A. lifecycle, teleological, dialectical, and evolutionary
B. extrovert, Herbert, feeling, and thinking
C. ancient, old, modern, and postmodern
D. none of these
With respect to Case 1, the forces driving the change were ______.
A. shifts in the organization’s external environment
B. physician subspecialty differences in income
C. the quality of patient care was being adversely effected
D. A and C
A phase space depicts ______.
A. any discrete change
B. a discrete change that occurs within a designated time period
C. multiple behavioral measurements over time
D. multiple behavioral measurements within a given time period
In the study conducted comparing change efforts from the Clinton and Bush
administration, researchers sought answers to ______.
A. how a lofty vision is able to exceed
B. whether a clear strategy necessary and present
C. what leadership behavior may be critical
D. all of these
“Connectors” are ______.
A. people who make sure the change message sticks
B. the arrows that designate the direction of change on an organization change model
C. the interim activities between change phases
D. none of these
Scientific management was based on which of the following four principles?
A. data gathering; worker selection and development; integration of the science and the
trained worker; redivision of the work of the business
B. worker selection and development; integration of the science and the trained worker;
redivision of the work of the business; succession planning
C. data gathering; worker selection and development; integration of the science and the
trained worker; succession planning
D. data gathering; worker selection and development; implementing policies and
procedures; succession planning
Which of the following is true about organization culture?
A. It is the most difficult aspect of organization change.
B. It is a transformational factor.
C. It is directly related to the external environment
D. All of the these
The roots of management consulting started with ______.
A. Frederick Taylor
B. Ronald Lippitt
C. Robert Blake
D. James O. McKinsey
Some of the change levers identified by Tichy’s TPC framework include ______.
A. task
B. prescribed networks
C. people
D. all of these
The foundational value for leading change is ______.
A. expertise
B. communication skills
C. trust
D. success
Management of change is a recent activity.
Until a group has taken some joint action that turns out to be successful, the members
will then believe that what they did actually works. Schein called this common belief
and acting “social validation.” Explain what he means.
Resistance to change can take many forms. Name and describe three forms of resistance
to change at the individual level of organization, and three ways to help individuals
cope with organization change.
With respect to incentives, much is known about pay, bonuses, and fringe benefits.
What does Burke indicate as the areas for exploration to produce more information and
learning for leaders in this respect?
The transactional domain categories include the following: structure, systems,
management practices, work unit climate, individual needs and values, task
requirements, individual skills and abilities, and motivation.
Behavioral complexity theory is unique because it works independently from other
theories.
A primary example of normative-reeducative strategy for change is Organizational
Behavior Studies.
Systematically means that feedback from a survey occurs in phases.
In asking whether larger systems, organizations, and human societies are self-making
networks, Burke offers numerous parallels and analogies. Explain three of them.
To specify what leaders actually do and what they need to do, contrasts and
comparisons need to be made between leadership and management: power and
authority.
Name and describe Likert’s four systems of management. Which, according to Likert, is
the best way to manage and why?
It is irrelevant to understand organization change more effectively by considering
whether the change is episodic or continuous
Burke suggests that there are instances where resistance can be a resource. Explain.
Why does today’s “age of discontinuity” make it much more difficult for organizations
to survive, compared to organizations in the early 1900s?
Revolutionary change requires different tools and techniques than methods used in
evolutionary change. Describe them.
A crucial element to the prelaunch phase is for the CEO and other top leaders to
monitor and organize and gather as much information about their organization’s
external environment as possible.
The conceptualization of the British Airways change effort using the metaphor of a
three-legged stool was implemented by the head of human resources at the time. The
second leg of the stool concerned the performance appraisals for all managers. Why
was the second leg described in the change effort different?
According to Gladwell’s (2000) The Tipping Point, change is a “virus.” Explain how
the change virus is spread: who spreads it and how it sticks.