Employees don’t need to take explicit action to incite change. Organizations are
constantly changing, and change opportunities will present themselves regularly.
a. True
b. False
The reasons for change are usually clear and easily definable.
a. True
b. False
Gentile’s Giving Voice to Values is meant to strengthen business students’ skills in what
type of situation?
a. When negotiating for salary
b. When instigating a change project
c. When in a situation that runs counter to their principles
d. When onboarding new employees
Differentiating the process from content in organizational change doesn’t matter much
since both are so intertwined.
a. True
b. False
It is usually not necessary for change teams to be highly cohesive.
a. True
b. False
What are the benefits of using employee engagement and feedback?
a. Employees will feel as though they’ve been heard and will be pacified
b. It provides more flexibility in the timeline
c. Ambiguity will be reduced and it may build support by communicating why the
change was undertaken
d. It may lessen the chances of revolt
What does a diagnostic control system enable a change leader to do?
a. Understand critical performance variables and adjust their approach to accomplish
the change goals
b. Decide midway through the change project whether the vision was indeed the right
one
c. Helps deal with strategic uncertainties
d. Identifies risks to be avoided and when those lines are being crossed
Goals are best set at what level?
a. Challenging yet attainable
b. Lofty to inspire vision
c. Low to encourage incremental progress
d. Attainable so employees don’t fear they won’t meet expectations
Once an organizational diagnosis is made, it is good for approximately two years.
a. True
b. False
What are the four perspectives in a strategy map?
a. Financial, customer, internal, and learning & growth
b. Financial, stakeholder, employee, and efficiency
c. Profit, systems, culture, and people
d. Profit, systems, learning, and stakeholders
How does an organization’s design impact the behavior of its members?
a. Design either inhibits or facilitates collaboration
b. Design suits some personalities better than others
c. Design determines the size an organization can reach
d. Design inhibits creativity
Which of the following attributes are included in Judge and Douglas’s eight dimensions
related to readiness?
a. Accountable culture and trusting followers
b. Compliant middle management and ambitious leadership
c. Stable culture and opinionated followers
d. Excessive communications and knowledgeable champions
Which of the following is not a step in conducting a force field analysis?
a. Identifying the strengths of forces acting in the situation
b. Understand the forces and how they might increase leverage for change
c. Examine the financial impact of the change in the short and long term
d. Identify ways to increase support and reduce resistance
Which of the following aspects of culture is most difficult to change?
a. Cultural artifacts
b. Espoused beliefs and values
c. Underlying assumptions
d. How people relate to one another
Which of the following statements is true?
a. Reorienting is more time consuming and challenging than re-creating
b. Tuning is more laborious than adapting
c. Reorienting is much more challenging than tuning
d. Adapting requires much more effort than overhauling
Which of these is NOT the role of a change implementer?
a. Increasing the need for change
b. Aligning internal systems and processes
c. Create and execute action plans
d. Initiate the change
When developing a balanced scorecard, the customer perspective should focus solely
on consumers of the organization’s product.
a. True
b. False
If stakeholders are feeling ambivalent, leaders should help people make sense of the
proposed change.
a. True
b. False
What is the definition of politics as described in the book?
a. Gathering power and allies to further one’s own objectives over another’s
b. Conflict and debate of those pursuing power
c. Brokering power to meet one’s own goals
d. Ability and success of governing others
What are strategic frames?
a. Strategic plans that are developed as part of the change process
b. Flexible frames that center around core values
c. Sets of assumptions about how the world works that may act as blinders
d. Framework to develop change plans and strategic direction
Macro changes are ____________________ changes that affect organizations and what
they do.
a. Relatively small and internal
b. Large-scale environmental
c. Large-scale self-imposed
d. Modest and predictable
Simply announcing a new vision does not mean there will be significant change in the
organization.
a. True
b. False
Employees who are deeply committed to the organization will generally demonstrate
the most support for change initiatives.
a. True
b. False
How should a change agent approach dysfunctional norms?
a. Ignore them because the other aspects of change require more attention and focus
b. Understand that they can’t be changed without completely turning over the staff
c. Make them explicit and identify the resulting organizational dynamics
d. Mandate a change to keep the organization functional
All change agents must proceed through their developmental changes by being actively
involved in leading a change.
a. True
b. False
Organizations should pay attention to what other companies are doing.
a. True
b. False
Measurement and control occur at what stage in the change process?
a. At the end
b. Throughout
c. At the beginning and at the end
d. In the middle until everything is established
Which type of change agent engages in big-picture thinking about strategic change and
understands the fit of systems and structures?
a. The emotional champion
b. The intuitive adapter
c. The developmental strategist
d. The continuous improver
The triple bottom line focuses on:
a. Profitability
b. Sustainability
c. Efficiency
d. Equality
Measurement and control systems can impede the process.
a. True
b. False
Organizations need to align their formal structures and systems with the environment.
a. True
b. False
Why are good communication plans essential?
a. It encourages people to conquer their fear of public speaking
b. It is easy to convince employees that they’ve been heard, so it’s a big return on an
investment
c. Most everyone in the organization has the same general idea of the change but needs
additional details
d. It minimizes rumors and helps mobilize support
