Integrating behavioral science with standard forms of management strengthen our
understanding and effectiveness of organization change methodologies and processes.
Taylor’s “scientific management” is based on these four principles: data gathering,
worker selection and development, integration of the science and the trained worker,
and redivision of the work of the business.
The object or change is systematic; some aspect of the system is selected for change as
a result of a previous diagnosis and in collaboration with people within the
organization.
In the strategic decision-making theory of leadership, the primary tasks of senior
leaders ______.
A. monitor the environment
B. analyze potential problems
C. seek opportunities
D. all of these
Bass provided evidence that transformational leadership is superior to transactional
leadership because ______.
A. transactional leadership more often concerns change
B. transactional leadership is concerned more with solving problems and maintaining
effective operations
C. transactional leadership is the same as executive leadership
D. A and B
Which of the following models takes into consideration the alignment within and
between systems?
A. Weisbord’s Six-Box Model
B. Leavitt’s Organization Systems Model
C. The Nadler-Tushman Congruence Model
D. Tichy’s Technical, Political, and Cultural Matrix
Most organization change is ______.
A. evolutionary
B. revolutionary
C. planned
D. successful
Learning agility dimensions demonstrate ______.
A. willingness to experiment
B. collaboration
C. feedback seeking
D. all of these
When employees start to ask top leadership to provide structure during a time when it is
not feasible during the change effort, ______.
A. it is time for the leader to step in and establish the new order
B. the leader should be persistent in communicating that living with ambiguity is going
to work out in the end
C. the leader should delegate to managers to take control
D. none of these
According to Burke, ______.
A. leadership is the power to influence others
B. influence is what gives a leader power to lead others
C. leadership is the capacity to influence others; power is the exercise of that capacity
D. power is the capacity to influence others; leadership is the exercise of that capacity
According to Gardner, leaders can be differentiated according to these types of stories:
A. ordinary
B. innovative
C. fictional
D. A and B
A highly useful way to understand organization change more effectively is ______.
A. consider whether the change is episodic or continuous
B. consider whether the change needs to be episodic or continuous
C. conducting 360-degree feedback surveys
D. A and B
To effect planned organization change, OD practitioners recommend using a ______
approach.
A. systematic
B. predictable
C. both A and B
D. none of these
A study by Audia, Locke, and Smith (2000) found what the authors call a “paradox of
success.” What is the paradox?
A. The less successful an organization, the more it monitors the environment.
B. Organizations that monitor the environment most are the least successful.
C. Greater past success leads to greater strategic persistence following a radical
environmental change.
D. Greater past success leads to greater monitoring of the environment.
Litwin’s early research (Litwin & stringer, 1968) showed that ______.
A. achievement-oriented leaders have the highest performance but the lowest morale
B. achievement-oriented leaders have the lowest performance and lowest morale
C. achievement-oriented leaders have the highest performance and the highest morale
D. affiliation-oriented leaders have the highest performance and the highest morale
What is the paradox of positive organization change?
A. change moves forward, not backward
B. negative factors have a stronger impact on behavior than positive factors
C. applauding achievements can backfire during change
D. people prefer to be negative
When considering the broad conceptual framework on process and planned change, the
conclusion is that ______.
A. it is obvious as to how for development theories within that framework
B. it includes an advocacy component to the explanations
C. they are consistent with other theories
D. none of these
According to the Nadler and Tushman (1977) model, ______.
A. the inputs include environment, resources, history, and strategy
B. outputs can feed back into the transformation process and to the input component
C. the transformation process can feed back into the input component
D. all of these
Which of the following is not one of Gardner’s (2004) seven factors (or levers) that
provides ways to think about and persuade others when leading change?
A. reason
B. redescriptions
C. real-world events
D. revitalization
Lippitt, Watson, and Westley (1985) did which of the following to Lewin’s three-step
model of change?
A. refuted it after testing it on organization change
B. expanded and elaborated each step and redesignated the steps as overlapping stages
C. reversed them
D. expanded them to five “phases”
In changing an organization, Alpha change is ______.
A. a difference among some relatively stable dimension of reality
B. recalibration of the intervals
C. the first step in any change
D. none of these
According to social psychology, ______.
A. person A is exercising power when Person A can get Person B to do something that
Person B might not otherwise have done
B. person A is exercising leadership when Person A can get Person B to do something
that Person B might not otherwise have done
C. person A is exercising influence when Person A can get Person B to do something
that Person B might not otherwise have done
D. both A and B
Transactional leadership is distinguished from laissez-faire management because
______.
A. necessary decisions are often not made
B. actions are typically delayed
C. authority remains unused
D. all of these
In an article by Amis, Slack, and Hinings (2004), evidence was presented showing that
effective organization change begins with ______.
A. a charismatic leader
B. sudden bursts of a radical nature
C. muddled messages of the effect of changes
D. none of these
The prelaunch phase is the time for the leader to ______.
A. be impulsive, if needed
B. take the time and effort to gather and analyze environmental information
C. rely on instinct
D. none of these
Leavitt’s (1965) model of organization change depicted ______.
A. the interdependence of structure, technology, task, and people
B. the cyclic nature of structure, technology, task and, people
C. the input—throughput—output nature of organization change
D. a circular model of organization change
How should organizational performance be defined?
A. financial success
B. mission accomplishment
C. how well it adapts
D. in multiple ways
Larger-system change occurs, typically, as a result of ______.
A. mergers and acquisitions
B. strategic alliances
C. joint ventures
D. all of these
According to Bass (1998), a significant part of transformational leadership involves
______.
A. charisma
B. using influence
C. using power
D. using authority
The main difference between change leadership and leadership during times of relative
stability is ______.
A. it is seldom used
B. self-awareness is necessary for effective changeling leadership
C. the differences are too numerous to be of use
D. none of these
Which of the following is true?
A. Leadership is the same as authority.
B. Leadership is the same as management.
C. Leadership is not the same as authority.
D. Leadership is not the same as management.
E. Both C and D
Cultural change requires ______.
A. talented, dedicated people
B. considerable resources
C. enormous energy and perseverance
D. all of these
The six boxes in Weisbord’s Six-Box Model of organization change are ______.
A. purposes, structure, rewards, helpful mechanisms, relationships, and leadership
B. purposes, structure, rewards, helpful mechanisms, tasks, and leadership
C. purposes, processes, rewards, helpful mechanisms, tasks, and leadership
D. purposes, people, processes, rewards, tasks, and leadership
With respect to selection, what are the biases that influence us?
A. the problem with cloning effects
B. stereotyping of good leaders
C. the perception of a successful leader
D. all of these
Resistance and ambivalence are the same obstacles to organization change and can be
managed in a similar fashion.
Deep structure for groups is the structure and process a group chooses to accomplish its
tasks.
What are the eight commonalities of successful organization change as reported by
O’Toole (1995) in his book, Leading Change?
Explain what content and process refer to in the context of organization change?
The case example of a small professional service had three major conclusions. What
were they?
McClelland was a need theorist and believed that human needs could be aroused by
manipulating the environment.
Organizational models, in order to be useful, must be derived from a combination of
theory, and practice.
Double loop coaching is a way of learning how to think in action and then applying that
learning to improve executive performance and leadership.
First-order, second-order, and third-order change was thought up by Citi group to
address the complex larger-system change problems.
There is a definite interdependence between an organization and its external
environment. They each affect the way one functions and survives.
Explain the linearity paradox of change and give examples of unanticipated
consequences of organization change.
The three legs of the stool represent the following: managing people first, manager
performance appraisals, and pay for performance.
A few main aspects from research has found that trust, involvement, and selection to
lead a successful change effort automatically lead to change recipients trusting their
leaders.
Support for the hierarchy of the relationship of climate, motivation, and performance is
in direct opposition to the work on organizational climate by Schneider (1980).
Where should an organization start a change effort if the needed change is determined
to be revolutionary? And if the needed change is determined to be evolutionary?
Everyone in an organization is involved in and takes leadership responsibility for
change in that organization.
An application of the normative re-educative strategy would be the T-group or
sensitivity training.
Describe the steps of the survey feedback method, what survey feedback is used for,
and the contributions that Floyd Mann (1957) added to the survey feedback approach.
Different components of an organization can be loosely coupled and others tightly
coupled.
