The essence of Witherspoon’s double coaching is ______.
A. applying the idea that the way leaders act and the results they get begin with the way
they think
B. a different form of 360-degree feedback loop
C. a methodology for teaching undergraduate students
D. none of these
Which of the following is the centerpiece of Litwin, Humphrey, and Wilson’s 1978
Organizational-Climate System?
A. norms and values
B. management systems
C. organizational performance and development
D. none of these
What are the forms of resistance?
A. blind
B. ideological
C. political
D. all of these
The changing conception of resistance concerns ______.
A. techniques to eliminating resistance
B. knowing the difference between resistance and ambivalence
C. working through the change as though the resistance is not valid
D. none of these
Which of the following theories does Burke believe holds promise for understanding
organizational change experiences that begin positively but end unsuccessfully?
A. closed versus open systems
B. organic systems
C. loosely coupled versus tightly couple systems
D. political systems
Organizational change is ______.
A. predictable
B. ongoing
C. rational
D. none of these
Internal operations are of an organization and are significantly affected by ______.
A. the extent to which an organization’s environment is stable or dynamic
B. authoritarian leadership
C. fixed resources
D. none of these
Organizational models that integrate content and process ______.
A. help address the what of organization change
B. help address the how of organization change
C. help address both the what and how of organization change
D. help address the unanticipated aspects of organization change
Evolutionary change is ______.
A. sporadic
B. ongoing
C. planned
D. none of these
In selecting leaders, we want them to have a ______.
A. strong expertise in the industry
B. a high degree of self-awareness
C. unpredictability
D. none of these
Repeating the message and using multiple leverage should occur during the ______
phase.
A. prelaunch
B. launch
C. postlaunch
D. sustaining
The approach to organization change known as organization development (OD)
combines ______.
A. scientific management with industrial psychology
B. scientific management with sociotechnical systems
C. the managerial grid and sociotechnical systems
D. applied behavioral science and action research
Autopoiesis means that ______.
A. living systems continually change their structure
B. systems renew themselves, while preserving their patterns of organization
C. having system components that continually produce and transform one another
D. all of these
According to Burke’s informal research regarding perceptions of leader-manager
distinctions in Japan, China and Great Britain, ______.
A. leaders and managers are described as having the same characteristics in Great
Britain, but as having distinct characteristics in Japan and China
B. leaders and managers are described as having the same characteristics in Japan, but
as having distinct characteristics in Great Britain and China
C. leaders and managers are described as having distinct characteristics in all three
countries
D. managers are preferred over leaders in all three countries
“Climate” is the ______.
A. collective perceptions of members within the same work unit
B. how well the members are managed
C. how much support they feel from fellow work unit members
D. all of these
Common forms of resistance include ______.
A. protecting one’s turn
B. closing ranks in a siege mentality
C. demanding a new structure or leadership
D. all of these
The content of organization change refers to ______.
A. the what
B. the how
C. the what and how
D. neither the what nor how
For organization change to be effective, ______.
A. start by changing employees’ behaviors
B. start by changing employees’ attitudes
C. start by changing employees’ values
D. none of these
Organizations’ external environments are ______.
A. continuous
B. discontinuous
C. stable
D. both A and C
T groups consist of ______.A. small group discussions
B. discussions in which the explicit source of information regarding his behavior
members
C. participants received feedback from one another
D. all these
In presenting his personal points of view, Burke has accomplished ______.
A. clarifying his bias
B. demonstrating the most important topics or understanding
C. summarizing the text
D. all of these
Survey feedback is a primary method of ______.
A. systematic understanding
B. employee perceptions and processing
C. leveraging organization change
D. a change mechanism
Gladwell’s (2000) book, The Tipping Point, suggests ways of understanding
organization change ______.
A. as contagious
B. as small events can have large consequences
C. both A and B
D. neither A nor B
Office arrangements and how people dress represent, in organization culture terms
______.
A. artifacts
B. espoused beliefs and values
C. basic underlying assumptions
D. none of these
The most difficult aspect of any organization change effort is ______.
A. maintaining stable stock prices
B. accomplishing the change within a three-year period
C. sustaining the change effort once it is underway
D. knowing when to abandon the change effort
Burke proposes that the most difficult organization change on the planet is ______.
A. NASA
B. Kaiser Permanente
C. the Veterans Administration
D. none of these
The focus on the foundation for change of AKRI was ______.
A. establishment of organizational publications
B. election of new CEO
C. crafting a new mission
D. none of these
Trust between people is ______.
A. stable
B. delicate
C. lasting
D. none of these
The important phenomena out about chaos theory and organization change are ______.
A. patterns do exist
B. the likelihood of innovation and creativity at the edge of chaos
C. entanglement
D. A and B
Organizational development has provided ______.
A. a systematic approach to organization change
B. instinctive analysis of change
C. coercion and rotation
D. the primary individual issues need that to be addressed
Greater differences are embedded in ______.
A. the organization culture
B. government regulation
C. tax laws
D. none of these
According to Burke, any human organization is best viewed as ______.
A. a closed system
B. an open system
C. chaotic
D. none of these
Describe the launch phase of organization change using Gladwell’s (2000) The Tipping
Point principles of connectors, mavens, and salespeople.
Why is it important to counter employees’ seeking equilibrium (resettling after moving
to the edge of chaos) during organization change? What are some ways to counter it?
If a change agent works in one part of the organization but does not consider the impact
of the rest of the organization, it is considered a partial success.
Describe the basis and process involved in a 360-degree feedback process for raising
behavioral practices.
“The illumination program” is one of the three experiments from the Western Electric
Companies studies on worker productivity and morale.
In concluding that the emerging field of action science may need to be followed, Burke
referred to a 2016 discussion dealing with the issues of normal science versus
applied/action research. In the panel presentation at the annual meeting of the Academy
of Management, what was the conclusion?
Name the three major initiatives that AKRI launched.
List and describe each of Frederick Taylor’s four principles of scientific management.
Network without hierarchy is the best way to effectuate cultural change and overcome
resistance.
What are the four categories of Van de Ven and Poole’s (1995) process schools of
thought or organization change? Name the key metaphor and describe the event
progression for each one.
The case study involving Teachers College, Columbia University, is based on an open
system theory of organization
Ans.
Leavitt’s early system was based on open system theory.
Capital markets consist of buyers, sellers, and others who interact for the purpose of
economic exchange.
Changing a healthcare organization is identical as changing a consumer products
corporation.
Less than 80% of organizational changes are evolutionary; the rest of change is due to
industry pressures.
According to Gardner, one of the characteristics of a leader is that he seeks
opportunities for reflection.
