Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
Instructor Resource
Burke, Organization Change, 5th edition
25. The voice of compensation ______.
A. preserves a dialectical interpretation
B. builds on the premise that looseness on some dimensions should be complemented
by coupling on other dimensions
C. A and B
D. none of these
26. To bring about stability or organizational change by way of tightening a loosely
coupled system requires ______.
A. authoritarianism
B. persistence
C. an outside consultant
D. none of these
27. Presumption(s) of logic, as a change target, according to White, ______.
A. are faulty
B. are the beliefs that organizational members maintain
C. are rational if you’re rational
D. none of these
28. Socialization of processes, according to White, is ______.
A. focusing on aspects of the organization culture that resocialized organizational
members
B. a natural consequence of laissez-faire leadership
C. the sole domain of lower level employees
D. none of these
29. According to White, in loosely coupled systems, a major source of looseness
______.
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
A. is flawed feedback
B. is ignorance as to the use of feedback
C. involves an element of trust when offered by a change agent
D. all of these
30. Different degrees of participation, with respect to the voice of organizational
outcomes, are ______.
A. to be cultivated
B. more common in loosely coupled systems
C. an act to change
D. none of these
31. 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
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
C. a result of authoritarianism
D. A and B
32. The point of analysis of the case of change at the A. K. Rice Institute was to explain
______.
A. how to craft a new mission statement
B. reconstitution of the board
C. how the presence of ongoing confusion about mission and purpose will result in
failure of change
D. none of these
33. In order to undertake an effort to focus on changing A. K. Rice, it’s board decided to
______.
A. launch two ad hoc committees on strategic planning and on training
B. strengthen the infrastructure
C. hire a consultant
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
D. all of these
34. The problem identified by the outside consultant hired by A. K. Rice was ______.
A. that the real work of the board was often left undone
B. the board was dealing with budget issues
C. there was extensive board effort on committee work and planning for the future
D. none of these
35. 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
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
True/False
1. Different components of an organization can be loosely coupled and others tightly
coupled.
2. An organization can easily change from a tightly coupled series of groups to a loosely
coupled one.
3. The organization must have an incorporated conflict resolution culture in order to
undergo change.
4. Network without hierarchy is the best way to effectuate cultural change and overcome
resistance.
5. Deep hierarchy is another term to describe a tightly coupled system organization.
6. A system can be both loose and tight.
7. The voice of the loosely coupled system is one of the advocacy and should be a clear
management strategy.
8. Tightly coupled systems are more conducive to system-wide change than loosely
coupled systems.
9. Factors that differentiate the organization further tend to produce in-kind differentiated
responses—loose coupling.
10. The voice of typology is about causation.
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
Short Answer
1. Name the three major initiatives that AKRI launched.
2. 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.
3. What does the TTF stand for and why was it developed?
4. 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?
5. Explain the difference between looseness and tightness in an organization and give
specific examples of a loose or tightly organization.
