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Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
D. none of these
27. One prevalent form of resistance is ______.
A. diversionary tactics
B. loss of personnel
C. shift of focus
D. none of these
28. A system response to organization change, where members of the organization are
not in sync with nor supportive of leadership is ______.
A. sabotage
B. lack of followership
C. demonstrative of weak leadership
D. indicative of the need to downsize
29. The failure to make a compelling case for the need to change can be the result of
______.
A. the absence of a deep commitment on the part of upper management
B. salvaged by additional efforts to obtain commitment from upper-level management
and leadership
C. due to the change for failure
D. A and B
30. 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
31. If revolutionary change is the goal, the structure of the organization must be
changed and ______.
A. change of culture is mandatory
B. new leadership with the mission strategy should be executed
C. addressing the more transactional aspects of the organization’s structure will be
required
D. all of these
32. 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
33. In considering the broad three levels of organization, it can demonstrate ______.
A. that organization change must start somewhere
B. it can start at each of the levels
C. understanding the level at which it starts in leading and managing the overall change
D. all of these
34. Larger system organization change comes by way of ______.
A. mergers and acquisitions
B. strategic alliances
C. joint ventures
D. all of these
17
35. 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
True/False
1. The three levels of change covered in this Chapter are the individual, the group, and
the total system
2. The assumption that changes at the individual level are designed and implemented to
help the organization move in a new direction is critical to understanding how
organization change works.
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
3. For Citicorp in early 1977, they focused on the bottom line as the corporation
continued to grow instead of focusing on the “people problems” that has developed,
resulting in a high rate of employee turnover.
4. Coaching for skills focuses on tasks that a person has to accomplish and the
competencies required.
5. The primary work group means that this group manages the most important subgroup
in the company.
6. First-order, second-order, and third-order change was thought up by Citi group to
address the complex larger-system change problems.
7. Double loop coaching is a way of learning how to think in action and then applying
that learning to improve executive performance and leadership.
8. Organizations are far more complex than three levels.
9. Blind resistance is a form of resistance in which individuals are intolerant of any
change.
10. The phenomenon of resistance to change involves resisting the change being
proposed.
Short Answer
1. Resistance to change can take many forms. Name and describe three forms of
resistance to change at the individual level of organization, and three ways to help
individuals cope with organization change.
2. 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?
3. According to Burke and Biggart (1997), what are some of the necessary conditions
for a successful change effort when two different organizations join or merge?
4. According to Burke and Biggart (1997), what are some of the conditions that
contribute to the failure of mergers and acquisitions?
5. It is important to distinguish between real conflict between groups and phony conflict.
Making the distinction clarifies what action to take. What is that difference?
