The paradox of planned organization change is ______.
A. easy and different
B. linear and nonlinear
C. useful for government healthcare facilities
D. inherent in the shift to digital technology
An intervention into a system causes ______.
A. disequilibrium
B. an effort to seek equilibrium
C. resistance
D. all these
The change process experienced by dime Bancorp Inc. was effective because of
______.
A. the CEO’s leadership, support for change, and modeling behavior
B. carefully planned change initiatives driven by data
C. key changes made among the top 20 executives, including an enlightened human
resource leader
D. all of these
The reasons for the meager amount of literature on organization change in government
organizations are ______.
A. government organizations are large
B. government organizations serve many different constituents
C. even though changes are discussed, very few change efforts are actually undertaken
D. all of these
The practice of organizational development and organization change needs to ______.
A. consolidate its theories and concepts to be workable
B. concentrate more than ever before on loosely coupled systems
C. become expert in tightly coupled systems
D. none of these
Organizations change ______.
A. only when planned change is initiated
B. only in response to an environmental threat
C. only when change is unplanned
D. all the time
A “salesperson,” according to Gladwell (2000), is ______.
A. someone who creates the vision and overall direction for change
B. someone who is an effective persuader
C. both A and B
D. neither A nor B
Transformational leadership is associated with ______.
A. continuous change
B. evolutionary change
C. discontinuous change
D. transactional leadership
“Training and development” is an example of organization change at which level?
A. individual
B. group
C. larger system
D. it spans all levels of the organization
Burke contends that key principles of organization change remain essentially the same,
no matter what the organization. They are ______.
A. Lewin’s unfreeze, change, and refreeze
B. the principle of entropy
C. the importance of feedback
D. none of these
An organization with flat hierarchy is ______.
A. a dialectical interpretation of the coupling system
B. a realistic concept
C. centralized in its functions
D. decentralized in its function
Basic and underlying assumptions, according to Schein, ______.
A. tend to be nonconfrontational and non-debatable
B. extremely difficult to change
C. A and B
D. none of these
The four interactive major components of the transformation process as identified by
Nadler and Tushman (1977) are ______.
A. task components, individual components, organizational arrangements, and informal
organization
B. input, output, and transgression
C. consultative, participatory, and laissez-faire
D. none of these
The conceptual models for understanding organization change are ______.
A. easy to replicate
B. substantially similar in presenting overlapping frameworks for understanding how
change can occur
C. psychologically based
D. sociologically based
Which of the following psychologists suggested that emotional behavior precedes
emotional experience?
A. Porras
B. Friedlander and Brown
C. James and Lange
D. Whetten
The overall objective of an organization changing in response to changes in the external
environment is to ______.
A. change the culture
B. change the vision
C. change the products or services
D. survive
The Burke–Litwin model ______.
A. proposes cause and effect relationships for organization change
B. represents organizational reality to some degree
C. has been validated in part by researchers
D. all of these
Tavistock Institute was involved in ______.A. studies change
B. the lumber industry
C. sociotechnical systems
D. work organization
Socialization of processes, according to White, is ______.
A. focusing on aspects of the organization culture that resocialized organizational
members
B. a natural consequence of laissez-faire leadership
C. the sole domain of lower level employees
D. none of these
Which one of the following proposed that a “complete” organization change theory
contains the four elements what, how, why and who/where/when?
A. Porras
B. Friedlander and Brown
C. James and Lange
D. Whetten
Which one of the following is false?
A. Organization members need time to mourn the old way of doing things in order to
reduce their resistance to implementing organization change.
B. Change leaders should involve organization members in the process of planning and
implementing the change.
C. Change leaders should never remove saboteurs from their jobs or the organization
because they need them to play devils advocates during change efforts.
D. Change occurs differently at different levels of the organization.
Schein Lewin’s three-step theory includes ______.
A. substeps
B. identifying that the three steps overlapped
C. 40 years of work after Lewin
D. all of these
Foster and Kaplan (2001) concluded that ______.
A. capital markets outpace corporations
B. the rate of change is considerably different for capital markets and corporations
C. both A and B
D. neither A nor B
In changing an organization, utilizing an open system theory will ______.
A. be more direct
B. create negative entropy
C. take into account that systems survival is dependent on the external environment
D. B and C
Coercion and confrontation are symptoms of ______.
A. in-group and out-group theory and research
B. motivation ease paragraph
C. violent behavior
D. none of these
“Mind Walk: a film for passionate thinkers” is a movie based upon ______.
A. The Turning Point
B. Gladwell’s book “The Tipping Point”
C. the life of Liv Ullmann
D. organizational change in another universe
As a selection bias, selection of people or leadership roles are based on ______.
A. age
B. big five factors of personality
C. gender
D. none of these
Zaccaro points out that even though there are different emphases, perspectives about
executive leadership overlap in that ______.
A. they are simple to attain
B. they are difficult to obtain.
C. they emphasize the importance of long-term goals, organizational directions, and
boundary management
D. none of these
Successful institutional managers like organizations and ______.
A. typically join more organizations
B. feel greater responsibility for developing organizations with other people
C. enjoy the discipline of work and its productive success
D. all of these
The conclusion to be drawn from the analysis done in the case example dealing with
Dime Bancorp Inc. is ______.
A. performance has stabilized
B. actual performance was on the increase
C. the survey participants perceived an improvement in performance
D. none of these
The fundamental distinction between the content and process of change is that ______.
A. content is the how and process is the what
B. content is the what and process is the how
C. content is less important than the process
D. process precedes content
Change management is a fairly recent area of study and discipline.
Change should begin with the hardest part of an organizations culture, such as its
values.
If you were in charge of an organization change initiatives, should your behaviors or
values matter first, according to Burke? Why? How would you proceed changing the
organization, starting with the new culture and proceeding to changing managers’
behaviors?
To change the culture of an organization, it is most efficient when we attempt to change
at the outset espoused beliefs and values and basic underlying assumptions that have
not been yet determined or understood.
The three levels of sociotechnical studies are primary work systems, whole organization
systems, and interdependent systems.
Compare and contrast the linear, open-system model of organization change with the
nonlinear complexity model of organization change.
Planned change forces the organization to respond to external change.
What are the differences between leaders and managers, according to Zalenik (1977), in
the following dimensions: conceptions of work, relations with others, and senses of
self?
An effective change leader needs to have above-average energy, capable of working
long hours, interacting with lots of people, and energizing others.
Learning ability is crucial to successful management of organization change.
Authority from above, below, and within are the three different types of authority
within an organization.
It is important to distinguish between real conflict between groups and phony conflict.
Making the distinction clarifies what action to take. What is that difference?
According to Burke and Biggart (1997), what are some of the necessary conditions for a
successful change effort when two different organizations join or merge?
An executive’s two primary responsibilities are boundary management and
organization-wide coordination.
A gamma change involves change from one state to another.
