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The complexity of organizations can be incorporated in the organization change plan by
______.
A. simplifying the organization into three levels
B. incorporating into the plan the fact that interactions across organization levels are
very important
C. abandoning the plan
D. none of these
The difficulty with underlying assumptions is ______.
A. expressing them in a concrete way
B. gaining consensus on what they are
C. you cannot see them
D. all of the above
The point of analysis of the case of change at the A. K. Rice Institute was to explain
______.
A. how to craft a new mission statement
B. reconstitution of the board
C. how the presence of ongoing confusion about mission and purpose will result in
failure of change
D. none of these
Congruence as the concept of fit is pertinent to ______.
A. Weisbord’s model
B. Nadler-Tushman’s model
C. Tichy’s model
D. Leavitt’s model
To be learning agile, one must ______.
A. have reached a threshold of learning ability
B. have flexible values
C. A and B
D. none of these
The teleological theory of organizational development assumes that an organization
______.
A. is purposeful and adaptive
B. magnifies things of great distance
C. is linear and your reversible
D. none of these
In changing an organization, keeping in mind the differences between continuous and
discontinuous change will ______.
A. have implications for how we plan the change
B. keep salient the attempt to affect the deep structure of the system
C. ensure the success of the change
D. A and B
Like human organizations, cells are ______.
A. autopoietic
B. self-sufficient
C. independent of the external environment
D. all of these
What are the areas where we need to know much more because mistakes are being
made?
A. structure with concentrations on loosely coupled systems, especially networks
B. the nature of resistance to change
C. learning agility
D. all of these
Revolutionary periods are associated with ______.
A. deep structure
B. a disruption to the entire system
C. the system’s subsystems and activities being pulled out of alignment
D. all of these
The Four Habits Model described in Case 2 served as ______.
A. the foundation for a diverse array of KP programs
B. a new personnel model involving psychology
C. f our approaches to scientific research
D. none of these
An organization that focuses on realigning skills with jobs in a specific department is
attempting ______.
A. whole-systems change
B. action research
C. revolutionary change
D. none of these
While the Burke Litwin model had its roots in the organizational climate studies
conducted in the late 1960s, further development of the model ______.
A. was delayed by the war in Vietnam
B. did not occur until the late 70s and early 80s
C. was undertaken by others
D. none of these
The meta-analysis conducted by Oreg and colleagues focused mainly on the recipients
of change, another meta-analysis conducted by Ford and Ford (2012) targeted ______.
A. the leadership of change
B. the timing of change
C. resistance
D. surveys of change
Using closure and participation to help facilitate change applies to the ______.
A. individual level
B. group level
C. individual and group level
D. larger-system level
An organizational model helps in focusing on ______.
A. the categorization of an organization
B. the age of the organization
C. we know more readily where we should take action
D. none of these
Which of the following models is based on an open-system theory that takes into
consideration inputs, throughputs, and outputs?
A. Leavitt’s Organization Systems Model, Weisbord’s Six-Box Model, and the
Nadler-Tushman Congruence Model
B. Leavitt’s Organization Systems Model and Weisbord’s Six-Box Model
C. Weisbord’s Six-Box Model and the Nadler-Tushman Congruence Model as well as
Tichy’s Framework
D. Leavitt’s Organization Systems Model
According to White, in loosely coupled systems, a major source of looseness ______.
A. is flawed feedback
B. is ignorance as to the use of feedback
C. involves an element of trust when offered by a change agent
D. all of these
The purpose of the “Managing People First” programs was ______.
A. to encourage attrition so new blood could be hired
B. to train front-line employees how to treat customers
C. to train managers in self-leadership
D. to change British Airways’ culture
Alpha, beta and gamma change illustrate that ______.
A. measurable change occurs in an orderly fashion
B. predicting what might change during an intervention is not simple
C. change is congruent with what you measure
D. none of these
Which of the following is true, according to Nadler and Tushman (1977)?
A. strategies must be planned.
B. Strategies can be unintentional.
C. Strategies must be long range.
D. Not all organizations have strategies.
Organizational culture is ______.
A. expensive to maintain
B. a transformational factor
C. a transactional factor
D. impossible to define
Resistance as a response to organization change is, in many cases, is due to ______.
A. losing the known and tried and true
B. having to move into the unknown and untried
C. a lack of choice, because change was imposed on the employee
D. all of these
As relates to the voice of compensation, to emphasize shared values is ______.
A. one of communication
B. working on an agreement about preferences and priorities
C. futile
D. none of these
According to Porras and Robertson, 1992, alpha, beta and gamma changes have to do
with ______.
A. interventions that affect employees’ thought processes
B. the environment
C. responding to the organization’s competition
D. all of these
According to Jaques (1986), the higher one goes in the organizational management
hierarchy, ______.
A. the more technical expertise becomes important to one’s success
B. the less interpersonal expertise becomes important to one’s success
C. the more conceptual expertise becomes important to one’s success
D. the less conceptual expertise becomes important to one’s success
According to O’Toole, the only inherent character trait essential for effective leadership
is ______.
A. empathy
B. ambition
C. decisiveness
D. none of these
An organization model ______.
A. is a graphic depiction of an organization
B. can be used as a map for organization change content
C. can be used as a map for organization change process
D. is metaphorical
E. is all of these
Determining mission and values ______.
A. is a top-down process
B. is a bottom-up process
C. can be either a top-down or bottom-up process
D. is a centralized process
Which of the following is the metaphorical term that best describes how Frederick
Taylor and his contemporaries viewed organizations?
A. a brain
B. a psychic prison
C. a machine
D. none of these
Burke has focused on reviewing the reviews of organization change research and theory
over the past quarter century because ______.
A. earlier research was sparse and misdirected
B. normal science could not lead to usable conclusions and it was only in 1991 that
Porras and Silvers proposed a framework and process as an adequate theory about how
organization change actually works
C. the research added support for considering organization change in terms of complex
nonlinear systems and of behavioral focus preceding cognition
D. all of these
Organization culture ______.
A. cannot be interpreted
B. can only be interpreted, never understood
C. can be understood only at Schein’s first level of an organization’s culture
D. can be understood only at Schein’s third level of an organization’s culture
The Causal Model of Organizational Performance and Change posits ______.
A. a feedback relationship between individual and organizational performance and
external environment
B. tightly links motivation to the external environment
C. does not depend on any process of leadership
D. none of these
Leadership should take the form of personality orientation rather than the form of
specified roles and behaviors.
What is entropy, and what do energy and negative entropy have to do with an
organization’s survival?
Organizational development downplays the importance of priorities and organization
change.
Why should an organization change objective be systemic?
One of the Gardner’s leader dimensions is empathy. At the same time, he stated that a
leader was more of a loner than a manager. How can a leader be a loner and empathetic
simultaneously?
Change is a continuous process in an organization.
There is a classic pattern to any change in a given organization.
The main way humans communicate is with language and chemical exchange just like
ants.
The phenomenon of resistance to change involves resisting the change being proposed.
The prudent change leader will give little attention to the nature of resistance to change
in the forms that resistance behavior can take at each organizational level.
The organization must have an incorporated conflict resolution culture in order to
undergo change.
Capra’s approach constitutes a paradigm shift from mechanistic physical principles to
explain the discipline or understanding reality—to the life sciences. Describe this new
paradigm of the ecology.
Long-term focus is a big part of an adaptive culture according to Kotter and Heskett.
Tichy’s TPC framework focused much more explicitly on organization change then the
models of Nadler Tushman and of Weisbord.
Conflict is avoided in government organizations because top executive groups want to
make changes slowly and play a waiting game.
