The secret to success of the Four Habits Model was in ______.
A. the execution
B. applying the skills associated with each habit to each individual patient
C. applying the skills in a unique manner to each patient
D. all of these
One prevalent form of resistance is ______.
A. diversionary tactics
B. loss of personnel
C. shift of focus
D. none of these
The 360-degree process has been for ______.
A. development purposes
B. administrative
C. determination of pay scale
D. A and B
Which of the following are outcome variables of the Organization-Climate System?
A. employee health and retention
B. organizational performance and development
C. motivation
D. all of these
Which of the following is not one of the five targets for a deliberate, planned effort at
changing loosely coupled systems, according to Weick?
A. functions of logic
B. socialization of processes
C. differential participation
D. persistence of constant variables
E. corruptions of feedback
Lawler and Worley (2006) advocate for constantly gathering performance information
______.
A. in order to decide compensation
B. at the business unit and organizational level
C. using simple and objective assessments
D. B and C
Though leaders know much about pay, bonuses, and fringe benefits, we need to know
more about ______.
A. the conditions for when they work well and when they do not
B. the optimal level of incentives
C. the gap between strata of employees and pay
D. none of these
Over time, the opposing types of organization change ______.
A. have been limited exclusively to restrictive social engineering
B. have been handicapped and unsuccessful in providing authentic change
C. have been the principles of living systems
D. all of these
The organization change at British Airways that Burke describes spanned ______.
A. 1 year
B. 2 years
C. 4 years
D. 5-plus years
An intervention into any system first causes ______.
A. disequilibrium
B. equilibrium
C. resistance
D. cognitive processing
The initial change at Dime Bancorp was ______.
A. accidental
B. transformational
C. unsuccessful
D. none of these
Van de Ven and Poole (1995) conducted their study to ______.
A. verify the results of the Burke Litwin theory
B. contradict the results of the Burke Litwin theory
C. attempt to integrate diverse theories about organization change
D. comply with the governmental contract
An effective response to counter blind resistance to change is to ______.
A. provide as much reassurance as possible and allow time to pass
B. use coercive tactics
C. strong persuasion backed with as much data, facts, and substance as possible
D. negotiate and trade something of value for the perceived loss
With respect to teams and teamwork in organizations, Burke identifies several good
sources about teams and teamwork. What is it that he believes is lacking?
A. determining why the collective wisdom is applied so seldom
B. what are the elements of a high-performing gene?
C. how and what are metrics with respect to teams and teamwork in organization
change?
D. all of these
Ultimately, Burke concluded that ______.
A. the process of change should remain the same
B. the conduct of change should differ
C. the conduct of change concerned power and control
D. all of these
In Case 3, dealing with NASA was an example of ______.
A. discontinuous change
B. revolutionary change
C. evolutionary change
D. none of these
Which of the following were considered problems that required change in the “small
professional services partnership” case?
A. The firm did an excellent job of mentoring.
B. Leadership treated the firm too much like a club instead of a business.
C. Leadership had the skills to lead the organization’s change effort.
D. all of these
From the beginning, the field of organization development gave birth to organizational
development of ______.
A. manufacturing corporation
B. general mills
C. humble oil
D. all of these
Healthcare organizations are quite complicated because of ______.
A. duality of hierarchies
B. having to deal with life and death issues
C. medical practices based on multiple sciences
D. all of these
It is difficult to have a high need for control and ______.
A. promote others
B. lead change effectively
C. avoid mistakes
D. none of these
Which of the following is true about Tichy’s TPC framework?
A. It does not address organization change.
B. It does address organization change.
C. It does not address content.
D. It does not address process.
The “conceptual complexity” theory of leadership refers to the idea that ______.
A. organizations operate within highly complex environments and will continue to do
so
B. organizations are complex and leading them requires complexity management skills
C. people are complex and leading them requires complexity management skills
D. all of these
Coercion and confrontation are ______.
A. irrelevant to insights into bringing about organization change
B. recommended methods for disenfranchised groups to bring about organization
change
C. recommended methods for management to use to bring about organization change
D. none of these
An effective response to counter ideological resistance is ______.
A. provide as much reassurance as possible and allow time to pass
B. use coercive tactics
C. strong persuasion backed with as much data, facts, and substance as possible
D. negotiate and trade something of value for the perceived loss
Guiding an action plan for change is facilitated by ______.
A. hiring a consultant
B. applying an organizational model
C. participation by members
D. applying a unique survey
An organization can attain the same goal from different starting points by variety paths
by ______.
A. increasing sales
B. following Von Bertalanffy’s principle
C. being closed and random
D. changing leadership
The voice of compensation is ______.
A. in a sense the opposite of the voice of direct effects
B. supportive of loose coupling
C. coupling among organizations
D. none of these
For organization change to be effective, according to Tichy, ______.
A. the technical, political, and cultural systems should be dealt with in sequence
B. the technical, political, and cultural systems should be dealt with one at a time
C. the technical, political, and cultural systems should be changed last
D. the technical, political, and cultural systems should be dealt with simultaneously
As a result of the change analysis conducted at Dime Bancorp Inc., the business
strategy selected was ______.
A. consolidation of operations
B. expansion into global markets
C. expansion of business beyond the New York City metropolitan area
D. concentration on retail banking
With respect to changing an organization, studies of leadership become relevant to
______.
A. help place the emphasis on executive leadership
B. identify the variety of roles and functions
C. provide an excuse for change failure
D. A and B
In the case study of the vice president’s coverage of the plans for change at Teachers
College, Columbia University, the change was prompted by ______.
A. a grant award
B. the increased enrollment
C. tearing down buildings to provide space for new ones
D. the fact that the buildings and facilities involved were at least a century old
With government, the dominant duality is ______.
A. time
B. long term
C. short term
D. all of these
Organizations should seek feedback regularly so they can ______.A. adapt to changes
in the environment
B. take corrective action
C. determine how well the organization is doing
D. all of these
Schein uses the term “artifacts” to describe ______.
A. archaeological evidence of an organization’s behavior
B. out of date data points
C. visible manifestations of the organization’s products, language, modes and manners
of dress, and rituals
D. none of these
Litwin of the Burke–Litwin Causal Model of Change was influenced by ______.
A. the works of Atkinson (1958)
B. the works of McClelland (1961)
C. need theory
D. all of these
Burke believes that change in healthcare organizations is quite complex and
complicated and may have a failure rate even larger than most other organization
change efforts. Describe his justification for that conclusion.
Over two decades ago, it was documented that the failure rate for individuals in
positions of leadership was, on average, 73%.
What are some of the barriers to effective organization change?
According to Friedlander and Brown’s (1974) “Approaches to Organization
Development” model, there are two basic targets of change interventions. What are
they? What are the intervention outcomes? Give examples of each target of
intervention.
Describe what customers, competitors, and people the organization attracts to work
there have to do with deciding the goals of organization change?
Effectively executing deep organizational change, particularly the culture of an
organization is fairly easy if strategically planned ahead of time.
In government organizations, mid to lower management may play a delaying game as a
way of resisting change.
What are the transformational factors in the Burke–Litwin model? What type of change
do they create and what part of the organization do they change?
What are Gersick’s (1991) three barriers to change? Explain why each one contributes
to resisting change.
The psychology of trust involves reliance and confidence.
The evidence for an organizational unit’s being no larger than 150 people is compelling.
In dealing with resistance, an activity that involves people in key decision-making can
help in dealing with that resistance.
Describe the strengths and weaknesses of the Weisbord Six-box Model.
Most organization change efforts fail.
Inefficiency is inferred from artifacts but for the observer it is an interpretation of what
one sees.