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Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
27. An organization’s environment involves ______.
A. resources
B. history
C. strategies
D. all of these
28. 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
29. Nadler and Tushman (1977) presented system functioning, group behavior,
intergroup relations, and individual behavior and effect as categories for ______.
A. studies
B. T groups
C. categories of outputs
D. none of these
30. The four interactive major components of the transformation process as identified by
Nadler and Tushman (1977) are ______.
A. task components, individual components, organizational arrangements, and informal
organization
B. input, output, and transgression
C. consultative, participatory, and laissez-faire
D. none of these
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31. The Nadler Tushman model is ______.
A. comprehensive and sophisticated
B. mostly descriptive
C. suggestion of certain cause effect linkages
D. all of these
32. Tichy’s framework includes ______.
A. technical, political, and cultural
B. type, program, and coordination
C. temporal, pastoral, and categorical
D. none of these
33. Some of the change levers identified by Tichy’s TPC framework include ______.
A. external interface
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
16
B. external environment
C. mission
D. all of these
34. Some of the change levers identified by Tichy’s TPC framework include ______.
A. task
B. prescribed networks
C. people
D. all of these
35. 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
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
D. all of these
True/False
1. An organizational model can help enhance our understanding of an organization and
the way it works, which helps to address problems.
2. Harold Leavitt’s diamond-shaped organizational systems model helped to set the
stage for thinking about organizations as dependent multivariate systems.
3. Leavitt’s early system was based on open system theory.
4. One strength of Weisbord’s six-box model is the prominent position of the leadership
box in the middle.
5. Tichy’s TPC framework focused much more explicitly on organization change.
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6. Cutting data of actions and behaviors into smaller chunks helps researchers better
understand and use organizational models.
7. A primary example of normative-reeducative strategy for change is Organizational
Behavior Studies.
8. Organizational models, in order to be useful, must be derived from a combination of
theory, and practice.
9. The models that are most useful, according to Burke, or those based on the open
system theoretical way of thinking.
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
10. Tichy’s TPC framework focused much more explicitly on organization change then
the models of Nadler Tushman and of Weisbord.
1. Describe five ways in which organizational models can be useful in depicting
organization change.
2. Describe the strengths and weaknesses of the Weisbord Six-box Model.
3. List and describe the nine change levers of Tichy’s technical, political, and cultural
framework.
4. The models by Weisbord, Nadler Tushman, and Tichy are more alike than unlike.
Describe how Burke articulates this conclusion.
5. Burke advocates for the use of organizational models in helping to understand the
dynamics of action taken in organizational members’ behavior. How are organizational
models useful?
