Instructor Resource
Burke, Organization Change, 5th edition
26. In Case 1, the most frequently mentioned techniques by successful executives in
government organizations are ______.
A. collaborative participatory management style
B. strategic planning independent of work with Congress
C. reactive work with interest groups
D. ignoring relationship building
27. In Case 1, important highlights of the study include ______.
A. strategic planning with goal specificity
B. establishing a sense of urgency carries little if any import
C. A and B
D. none of these
28. In Case 2, concerning a government organization that was comparatively small,
variables considered and data collected involve the following measures ______.
A. commitment to change assessed according to affect
B. turnover intention
C. behavioral support for change
D. all of these
29. The result of research done in Case 2 drew these conclusions:
A. Employees commitment to change tends to be sustained over time.
B. Employees and maintenance of commitment to change was independent of their
leaders’ behaviors.
C. Affect and normative commitment to the effort to change was more likely producing
negative outcomes.
D. None of these.
30. Case 2 as a study of change emphasized the importance of ______.
A. commitment
B. a sense of fairness regarding communication
C. the critical role of transformational leadership
D. all of these
31. In Case 3, dealing with NASA was an example of ______.
A. discontinuous change
B. revolutionary change
C. evolutionary change
D. none of these
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32. Since Case 3 was designed on two objectives, to bring educational process the
latest thinking organizational psychology and to establish process of developing one
self-awareness, fundamental to the change was ______.
A. individual feedback
B. peer pressure
C. external environment
D. none of these
33. Considering the cases reported in this Chapter, all of them used ______.
A. an outside consultant
B. the thinking and practice of organization change from business industrial organization
C. elected officials
D. none of these
34. Ultimately, Burke concluded that ______.
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
17
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
35. Burke proposes that the most difficult organization change on the planet is ______.
A. NASA
B. Kaiser Permanente
C. the Veterans Administration
D. none of these
True/False
1. Conflict is avoided in government organizations because top executive groups want
to make changes slowly and play a waiting game.
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
18
2. In government organizations, mid to lower management may play a delaying game
as a way of resisting change.
3. Although different in substance, both healthcare and government organizations are
controlled by dualities.
4. Changing a healthcare organization is identical as changing a consumer products
corporation.
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
5. Burke was associated with the school in the U.S. Army devoted to organizational
effectiveness located at Fort Ord, California.
6. Most organization change efforts fail.
7. In a study of change in a large managed healthcare organization, concentrating
primarily on physician behavior made change possible.
8. The centerpiece of Kaiser Permanente’s approach was the creation and
dissemination of a unifying clinician—patient communication framework for teaching
and research call the Four Habits Model.
9. The literature on organization change in government organizations is sparse.
10. In government organizations, leadership by a political appointee is the best way to
overcome resistance.
Instructor Resource
Burke, Organization Change, 5th edition
Short Answer
1, Burke contends that, with respect to government, both federal and state, the duality
concerns time. Explain what he means.
2. What draws our attention to a healthcare organization’s culture is not exactly the
same as in a corporation. Explain how that is.
3. 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.
4. In Case 1, Burke found that the driving changes were shifts in the organizations
external environment that were affecting the quality of patient care in an adverse way.
What change was in order and what were the three areas of independent variables that
were considered by the consultants?
5. Burke contends that leaders’ endorsements of the change effort are important or
mostly any organization that has a clear hierarchy for but contends that
leader/physicians in a healthcare organization is critical. Describe what he means.