Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
27. According to O’Toole, the only inherent character trait essential for effective
leadership is ______.
A. empathy
B. ambition
C. decisiveness
D. none of these
28. According to McClellan and Burnham, the organization’s degree of clarity was
greater when ______.
A. a manager was high in power motivation
B. a manager was low in need or affiliation
C. a manager was high in ambition
D. all of these
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29. Successful institutional managers like organizations and ______.
A. typically join more organizations
B. feel greater responsibility for developing organizations with other people
C. enjoy the discipline of work and its productive success
D. all of these
30. In establishing the need for change, the relationship between leaders and members
of the organization makes it possible for ______.
A. demonstrating to members the need for change
B. taking into consideration and monitor the external environment
C. placing the responsibility to communicate the need to organizational members
D. all of these
31. Common forms of resistance include ______.
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
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A. protecting one’s turn
B. closing ranks in a siege mentality
C. demanding a new structure or leadership
D. all of these
31. At the larger system level, resistance can take the form of ______.
A. we should confront this attempt
B. diversionary tactics
C. acquiescence
D. none of these
32. In dealing with change, leadership should be considered ______.
A. in terms of transformational and discontinuous
B. continuous and transactional
C. exclusive of members
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
D. none of these
33. Leader self-examination, information from the external environment, establishing a
need for change, and providing clarity of vision and direction are part of the ______.
A. prelaunch phase
B. launch a paragraph
C. post launch phase
D. sustaining the change
34. Dealing with anticipated consequences, momentum, and choice of successors and
launching new initiatives are part of the ______.
A. prelaunch phase
B. launch phase
C. post launch phase
D. sustaining the change
35. Communicating the need for change, initiating key activities, and dealing with
resistance are part of the ______.
A. prelaunch phase
B. launch phase
C. post launch phase
D. sustaining the change
1. Self-reflection should be done by a leader after he/she has executed effective
organizational change.
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2. An effective change leader needs to have above-average energy, capable of working
long hours, interacting with lots of people, and energizing others.
3. In the Chapter, the Dime example was a top-down case.
4. A crucial element to the prelaunch phase is for the CEO and other top leaders to
monitor and organize and gather as much information about their organization’s
external environment as possible.
5. The final point of a prelaunch phase is to craft a vision statement which will provide
clear direction for the organization change effort.
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
6. An example of a good vision statement is Martin Luther King Jr.’s speech “I have a
dream”.
7. To specify what leaders actually do and what they need to do, contrasts and
comparisons need to be made between leadership and management: power and
authority.
8. The prudent change leader will give little attention to the nature of resistance to
change in the forms that resistance behavior can take at each organizational level.
9. In dealing with resistance, repurposing a group with new membership and hell.
10. In dealing with resistance, an activity that involves people in key decision-making
can help in dealing with that resistance.
1. What are the four phases of organization change (in sequential order) and what
activities need to take place within each phase?
2. Explain the linearity paradox of change and give examples of unanticipated
consequences of organization change.
3. Why is it important to counter employees’ seeking equilibrium (resettling after moving
to the edge of chaos) during organization change? What are some ways to counter it?
4. McClellan and Burnham pointed out that successful managers tended to have a
participatory and coaching behavior management style. Describe their reasoning.
5. In the Burke Litwin model, the alignment of individual needs and values the
organization’s culture is likely to enhance motivation and performance. Why is this
alignment important for a leader?
