Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
Chapter 12: Understanding and Working Loosely Coupled
Systems
Test Bank
Multiple Choice
1. Cultural change requires ______.
A. talented, dedicated people
B. considerable resources
C. enormous energy and perseverance
D. all of these
2. Short-term cultural change is ______.
A. a beneficial outcome to an organization all by itself
B. the best kind of change that can be arranged
C. a subject to failure
D. a change lasting 10 years or more
3. The A. K. Rice Institute is an example of organization change that ______.
A. changed from its original purpose
B. was increased from its initial purpose
C. became vague and unfocused over a passage of time
D. none of these
4. The requirements for launching an organizational change effort are ______.
A. an abundance of resources
B. a sense of urgency and a vision for the future
C. correction for a dysfunctional organization
D. one demanded by stakeholders
5. One of the best ways to effectuated cultural organizational change is ______.
A. establishment of a revolutionary group outside the normal chain of command
B. change authorized by leadership
C. the bottom up initiative
D. this forced upon followers by leaders
6. One of the action steps that is used in a successful organizational change ______.
A. is use of a transitional task force
B. is sequestration of resources diverting from prior purpose to new change purpose
C. is necessary for continued existence of an organization
D. can only be effectuated by leadership commitment
7. Complex organizations are ______.
A. tightly coupled systems
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
B. global in the scope
C. nimble in reaction to new initiatives
D. networked
8. An organization with flat hierarchy is ______.
A. a dialectical interpretation of the coupling system
B. a realistic concept
C. centralized in its functions
D. decentralized in its function
9. Loose coupling is caused by ______.
A. causal indeterminacy
B. fragmented external environment
C. fragmented internal environment
D. all these
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
10. 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
11. A transitional task force is recommended to be formed ______.
A. in parallel to the board to plan and lead the change
B. to provide focus and undergird the reality of change
C. be given powers equal to those of the board
D. A and B
12. The fundamental task of the transition task force is ______.
A. establishment of systems of accountability
B. crafting the new mission to reflect the new change direction
C. to be no more than three people
D. comprised of people expected to be promoted under the new change
13. 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
14. “Deep structure” is Gersick”s term for the ______.
A. number of standing committees of the board
B. the core of an organization’s culture
C. immutable to culture change
D. synonymous with resistance
15. Organizational development is ______.
A. an innovative and entrepreneurial establishment of a new business
B. the fundraising arm of an organization
C. a field of practice about change
D. none of these
16. The practice of organizational development and organization change needs to
______.
A. consolidate its theories and concepts to be workable
B. concentrate more than ever before on loosely coupled systems
C. become expert in tightly coupled systems
D. none of these
17. What causes loose coupling?
A. unclear means—end connections
B. fragmented external environment
C. fragmented internal environment
D. all of these
18. The voice of typology concerns ______.
A. causation
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
B. categorization
C. different types of loose coupling
D. Myers-Briggs
19. The value of the voice of typology is that ______.
A. it has direct correlation on success
B. it is employee driven
C. it captures descriptions of ongoing actions
D. none of these
20. The voice of a direct effect ______.
A. is one of advocacy
B. should be a clear management strategy
C. is a loose coupling among individuals
D. A and B
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
21. 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
22. According to Orton and White, the three most frequently recurring managerial
strategies are ______.
A. enhanced leadership
B. focused effort
C. shared values
D. all of these
23. To compensate for the problems of too much looseness is ______.
A. to provide stronger more direct leadership
B. tighter control and regulation
C. coupling
D. none of these
24. As relates to the voice of compensation, to emphasize shared values is ______.
A. one of communication
B. working on an agreement about preferences and priorities
C. futile
D. none of these
