The “small professional services partnership” case example illustrates ______.
A. evolutionary change
B. rapid growth
C. how organizations broaden their client services
D. change without changing leadership qualities
When making decisions, it is highly valuable for a leader to understand ______.
A. the differences between times when one needs to take control and one needs to defer
B. whether this is an open system or closed system
C. the gender of leaders and followers
D. none of these
For positive organization to occur, it is best to ______.
A. keep a balance of positive and negative emphasis
B. overemphasize the positive
C. overemphasize the negative
D. emphasize the positive but do not overemphasize it
In changing an organization, maintaining ideas about patterns automatic changes,
structure, and process will help us ______.
A. see the parallels between a cell, human being, and the organization
B. note that the parallels are not perfect but are sufficient as models for understanding
C. increase the speed of change
D. A and B
Transition theories of organization demonstrate the importance of ______.
A. understanding organization changes at multiple levels at the same time
B. the complexities of large-scale organization change
C. both A and B
D. neither A nor B
Tightly coupled systems are ______.
A. highly interdependent
B. highly independent
C. loosely interdependent
D. none of these
Growing evidence supports that self-awareness is related to ______.
A. ego
B. self-promotion
C. performance
D. none of these
An overriding goal of sustaining organization change is to ______.
A. regain equilibrium
B. counter equilibrium
C. alternate being on the edge of chaos with equilibrium
D. avoid being on the edge of chaos
Tichy’s framework includes ______.
A. technical, political, and cultural
B. type, program, and coordination
C. temporal, pastoral, and categorical
D. none of these
When making the case for change is not compelling, the result can be ______.
A. lack of motivation of people in the organization to take on the change process
B. an insufficient sense of urgency
C. employees can develop a lackadaisical attitude, skepticism, or disbelief about the
need for change
D. all of these
When a cultural change is attempted and is only partially successful, the organization
can ______.
A. fallback to its old ways
B. use the partial success to stimulate evolutionary change
C. merge with another organization
D. none of these
What is the best way to consider organizational performance?
A. return to investors
B. how a company changes society or the world
C. how it benefits customers, competitors, and employees
D. all of these
One of the best ways to effectuated cultural organizational change is ______.
A. establishment of a revolutionary group outside the normal chain of command
B. change authorized by leadership
C. the bottom up initiative
D. this forced upon followers by leaders
How organization members describe what the organization stands for and how they
treat customers represent, in organization culture terms ______.
A. artifacts
B. espoused beliefs and values
C. basic underlying assumptions
D. none of these
Revolutionary and evolutionary change ______.
A. require the same tools and techniques
B. require different tools and techniques
C. are irrelevant to organizational change
D. none of these
The Hawthorne studies demonstrated ______.
A. the effects of lighting in performance
B. the value of science
C. the importance of the human dimension of organization change
D. none of these
British Airway’s change effort was ______.
A. evolutionary
B. revolutionary
C. mismanaged
D. unrealistic
In the survey conducted in the case example of Dime Bancorp, Inc., the organizational
performance in the various categories demonstrated ______.
A. perceptions of performance
B. actual changes in performance
C. prioritization of categories of performance
D. metrics of performance
To survive, every human organization must ______.
A. draw energy from outside to ensure survival
B. be an open system
C. Be diverse
D. all of these
The book by Levin “Putting a New Spin on Groups” involves application of group
behavior based on ______.
A. Chaos theory
B. social identity theory
C. groupthink
D. none of these
Empirical-rational, normative-re-educative, and power-coercive strategies for effecting
change are ______.
A. specific to technological change
B. more processural then contextual
C. politically based
D. revolutionary
The trade book “The Tipping Point” by Malcolm Gladwell is additionally grounded in
______.
A. anecdotal evidence
B. social and behavioral science research
C. popular news stories
D. interviews with CEOs
Which of the following is/are true?
A. The planning process for organizational change is usually linear.
B. The implementation process is usually linear.
C. Both A and B.
D. Neither A nor B.
The life-cycle theory analyzed by Greiner (1972) ______.
A. proposed five stages in an organization’s life cycle
B. also included a dialectical component
C. remains popular with managers because of its ease of understanding
D. all of these
Of the three primary sources or concepts labeled by Schein, ______.
A. artifacts are what are first encountered
B. espoused beliefs and values are the last to be encountered
C. dependent on basic underlying assumptions
D. all of these
Organization development is an outgrowth of ______.
A. sociotechnical systems and industrial psychology
B. sociotechnical systems and sensitivity training
C. sensitivity training and industrial psychology
D. the management grid
During the prelaunch phase, self-reflection by a leader can be considered in the
categories of ______.
A. self-awareness
B. motives
C. values
D. all of these
In addition to leaders’ preferences for extraversion or introversion, it is important for
leaders to know the dimensions such as ______.
A. need for closure
B. intuition versus sensing
C. logic or empathy
D. all of these
Foster and Kaplan (2001) argue that the assumption of discontinuity is critical for
______.
A. the long-term survival of capital markets
B. the long-term survival of corporations
C. both A and B
D. neither A nor B
Which one of the following has the greatest impact on determining the fate of any
business?
A. corporate investors
B. capitalists
C. the firm’s leaders
D. consumers
Witherspoon has enhanced his treatment of the executive coaching by ______.
A. incorporating double loop learning
B. executive coaching using remote technology
C. promoting executive coaching of undergraduate students
D. group coaching
“Action learning” is a form of training and development that ______.
A. combines actual problem-solving in organizations
B. is about learning how to work better together
C. helps in improving the learning process in general—learning about learning
D. all of these
Loose coupling is caused by ______.
A. causal indeterminacy
B. fragmented external environment
C. fragmented internal environment
D. all these
To compensate for the problems of too much looseness is ______.
A. to provide stronger more direct leadership
B. tighter control and regulation
C. coupling
D. none of these
Before its change, British Airways focused ______.
A. more on serving the customers than on maintenance services
B. more on maintenance services than on serving the customers
C. mostly on the external environment
D. mostly on improving customer service
In a study of change in a large managed healthcare organization, concentrating
primarily on physician behavior made change possible.
Above average general mental ability is a fundamental criterion for selection of
individuals for important positions of leadership.
In the Burke Litwin model, the alignment of individual needs and values the
organization’s culture is likely to enhance motivation and performance. Why is this
alignment important for a leader?
Organizations are far more complex than three levels.
Frederick Winslow Taylor is the father of scientific management.
Climate with less of a focus on participation influences productivity positively.
Organization change theory is widely researched and can be dated back to the early
1920s.
Burke advocates for the use of organizational models in helping to understand the
dynamics of action taken in organizational members’ behavior. How are organizational
models useful?
The change vision provides the clarity in the organization change purpose and direction
and determines the message in the prelaunch phase.
In Case 1, Burke found that the driving changes were shifts in the organizations
external environment that were affecting the quality of patient care in an adverse way.
What change was in order and what were the three areas of independent variables that
were considered by the consultants?
Trust can be lost in a short time and regained in the same amount of time.
Compare and contrast evolutionary and revolutionary change. Give at least one
example of each type of change in an organization.
The voice of the loosely coupled system is one of the advocacy and should be a clear
management strategy.
Burke confers on Alexander Hamilton the title of change leader par excellence. Explain
what he means.
In-group and out-group theory and research can help to understand groups like unions
and minorities.
Being open, transparent, straight, and direct usually breeds the potential for trust.
Tightly coupled systems are more conducive to system-wide change than loosely
coupled systems.
