The changes at British Airways ______.
A. perturbed the organization’s system
B. punctuated its equilibrium
C. caused leadership to question the way the organization did things
D. all of these
George Litwin, of the Burke—Litwin model, developed ______.
A. an abbreviated organizational model with claimant as the centerpiece
B. defined organizational climate, which is a set of psychological priorities of a given
work environment
C. determined that climate was composed of a number of organizational variables
D. all of these
Normative-re-educative strategies are premised in the idea that ______.
A. people are independent and think for themselves
B. people like to follow directives
C. people conform and commit to sociocultural norms
D. people are political
Organizational models can be useful in helping us to ______.
A. understand the dynamics of action taken
B. organizational members’ behavior and organization
C. simple dividing of the categorization into more manageable chunks to transform the
data
D. all of these
Which of the following is a caveat to organization models?
A. They are only as good as the selected components and how the components are
arranged.
B. The insights they create can become distortions.
C. Organization models have no caveats.
D. Both A and B
Which of the following is/are commonalities that O’Toole (1995) found when he
researched successful organization change initiatives?
A. change had top-down management
B. the specifics of change were imposed from the top
C. the guts of the organization remained intact
D. all of these
“The Tipping Point” explores ______.
A. Chaos theory
B. nonlinear complex systems theory
C. balancing interests
D. both A and B
The time to plan for and bring about significant change is when ______.
A. the organization is obviously failing
B. there are warning signs that the organization is failing
C. there is new leadership at the top
D. the organization is at its peak of success
What is gamma change?
A. another term for “first-order” change
B. a recalibration of an interval along some constant dimension of reality
C. a difference that occurs among a relatively stable dimension of reality, typically
measured comparatively, before and after the intervention
D. A major change in the perspective or frame of reference within which phenomena
are perceived and classified
British Airway’s culture before the change was ______.
A. participative
B. command and control
C. paternalistic
D. country club
The pattern of organization for a living system is ______.
A. sequential
B. the configuration of relationships that determine the systems essential characteristics
C. sporadically produces itself
D. a mechanical process
Leaders cannot lead, unless ______.
A. they use command and control tactics
B. they use their authority
C. people agree to follow them
D. they are charismatic
The majority of books and article about organization change addresses mainly ______.
A. continuity and stabilization
B. discontinuous change
C. topics that are irrelevant to organizational change
D. tried and true approaches to revolutionary change
Organizational development is ______.
A. an innovative and entrepreneurial establishment of a new business
B. the fundraising arm of an organization
C. a field of practice about change
D. none of these
“Learning agility” emphasizes ______.
A. gaining understanding of an issue quickly
B. identifying patterns and connections
C. forcible assertion of one’s conclusions
D. A and B
Weick and Quinn (1999) provided a new way of applying ______.
A. Lewin three stage model of the change process
B. application of entropy in open systems theory
C. offering a stage IV to Lewin’s three stage model
D. none of these
To combat apathy and responses of resistance for members to just wait out the program
for organization change, leaders must ______.
A. remove such employees from the organization
B. demonstrate as clearly and strongly as possible that this change initiative is different
C. change
D. none of these
The solution for behavioral rigidity causing long standing conflict can be ______.
A. distracting the constancy of the conflict
B. focusing on a different way of relating and working together
C. a result of authoritarianism
D. A and B
What causes loose coupling?
A. unclear means—end connections
B. fragmented external environment
C. fragmented internal environment
D. all of these
Which of the following is ranked from most difficult to least difficult to change?
A. behavior, attitudes, values
B. behavior, values, attitudes
C. values, attitudes, behavior
D. attitudes, values behavior
Though obvious that leaders need to communicate during organization change, leaders
need to understand ______.
A. the timing of communication
B. the amount of communication at any given instance
C. the sophistication of the communication
D. A and B
According to Burke, an effective strategy for helping work units embrace change is
______.
A. to tie making the change to a group-level monetary reward
B. to tie not making the change to some form of group-level punishment
C. to model the desired new behaviors at the top leadership level
D. to involve the group in planning and implementing the change effort
The process of organization change refers to ______.
A. the vision and overall direction for the change
B. the purpose, mission, strategy, values, and what the organization is all about
C. implementation and adoption
D. none of these
The schools of thought involving content and process have ______.
A. evolved independently with little theoretical or empirical synergy
B. different names for the same methodology
C. our intuitive
D. none of these
Which of the following is an example of group-level responses to organization change?
A. turf protection and competition
B. closing ranks
C. changing allegiances
D. all of these
Even with all the positive tendencies and biases, negative factors have a strong impact
on behavior, a paradox. To help explain these paradoxical effects, Cameron (2008a)
offered his explanation. What was it?
An insufficient sense of urgency is a resistance response to change at which level of
organization?
A. individual level
B. group level
C. larger-system level
D. executive level
British Airways change effort was the result of a disruption in the organization’s
______.
A. external environment
B. deep structure
C. culture
D. leadership
The types of organization change forms that scholars and practitioners currently use
______.
A. require different tools and techniques
B. are not mutually exclusive
C. only theoretical terms used by academics
D. both A and B
The role of managers in implementing change is considered the ______.
A. content of change
B. process of change
C. the rational aspect of change
D. the cognitive aspect of change
Repairing broken trust requires ______.
A. attempting to fix all things at once
B. likely to fail
C. considerable time and effort
D. none of these
To perceive a causal link between our thoughts and actions, according to Wagner and
Wheatley (1999), requires meeting three criteria of the following criteria, ______.
A. priority
B. consistency
C. the absence of other attributes it causes
D. all of these
Differentiation refers to ______.A. integration and coordination
B. equifinality
C. negative entropy
D. creating new businesses and eliminating old ones
Models that provide best guesses of what is important to consider for organization
change ______.
A. ignore theory and combine only research and practice
B. ignore research and combine only theory and practice
C. ignore theory and research and consider only practice
D. combine theory, research, and practice
In support of an overall change effort, organization-wide survey helps to achieve
______.
A. data points that can serve as milestones
B. establish priorities and explanation for the importance of change
C. involve a large segment of members of the organization in the change effort and
incorporate data on that effort
D. all of these
In moving forward, the first area of concentration concerns structure with an emphasis
on loosely coupled systems, especially networks.
Open-system theory stems from cell biology.
One of the inherent shortcomings described by white in loosely coupled systems is the
presence of minimal regular feedback. How does Wright suggest managing that?
Coaching for skills focuses on tasks that a person has to accomplish and the
competencies required.
People always resist change.
How do leadership assessments such as the Myers-Briggs Type Indicator,
NEO-Personality Inventory, and Leadership Assessment Inventory help organization
change initiatives?
Authority from below is given by those in charge.
Describe each part of the input—throughput (transformation)—output feedback loop
and the feedback loop’s relevance to organization change and survival.
Robert McKee and his theories were grounded in his background as a cognitive
psychologist
What are the differences between leaders and managers according to burns (1978) along
the following dimensions: emotional involvement; value emphasis; plans; appreciates
from followers/subordinates; and engenders in followers/subordinates?
We already know about intrinsic rewards; that “it’s the work itself” that is an intrinsic
reward. What are some of the things we need to explore with more specificity regarding
intrinsic rewards?
What does the TTF stand for and why was it developed?
Describe five ways in which organizational models can be useful in depicting
organization change.
Two requirements for launching an organization change effort are a sense of urgency
and a vision for the future. Explain why these two requirements are so important.
It looks as though more creativity is likely to emerge in the action science world.
Name and describe Rajagopalan and Spreitzer’s (1997) three theoretical perspectives
(or “lenses”) that close the gap between content and process.
An example of transactional leadership is pay for performance.
Strategic versus operational type of organization change is mutually exclusive.
Change management literature is only a recent activity.