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26. In changing an organization, the distinction between content and process is
important because ______.
A. content is who to change
B. process is wide to change
C. the distinction is the key to knowing where and how to focus the change effort
D. none of these
27. With respect to changing an organization, studies of leadership become relevant to
______.
A. help place the emphasis on executive leadership
B. identify the variety of roles and functions
C. provide an excuse for change failure
D. A and B
28. In changing an organization, the principles of change explained by these studies are
helpful ______.
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
14
A. Pascale
B. Milliman
C. Gladwell
D. all of these
29. With respect to identifying seven clear and straightforward steps for organizational
change, it is important to remember that ______.
A. organization changes are entirely too complex and nonlinear to use sequential steps
B. broad sequential categories from prelaunch to sustaining the change is as optimal as
possible
C. there are actually nine
D. A and B
30. Commonalities across organization will change efforts that are ______.
A. managed from the top
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
15
B. holistic in approach
C. planned and made in the deep structure
D. all of these
31. All organizations, to ensure long-term survival, should be _______________
A. attempting to change in the same direction
B. be nimble and flexible
C. a culture of continuous change
D. all of these
32. Inbuilt to change organizations, the external environment is ______.
A. addressed in terms of environmental scenarios
B. have charismatic leaders
C. technologically challenged
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
16
D. none of these
32. In the characteristic of organization design and structure, Lawler and Worley (2006)
contend that ______.
A. the era of job descriptions should be history
B. assert that organizational structures should not even consider specific jobs
C. one should adopt their template for structure
D. A and B
33. Lawler and Worley (2006) advocate for constantly gathering performance
information ______.
A. in order to decide compensation
B. at the business unit and organizational level
C. using simple and objective assessments
D. B and C
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
34. Lawler and Worley (2006) place strong emphasis on ______.
A. measurement
B. reward system
C. environment
D. none of these
35. Burke strongly endorses, to ensure survival, effectiveness, and long-term success
that change agents rely on works by ______.
A. Gladwell
B. O’Toole
C. Lawler and Worley
D. all of these
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
True/False
1. The change vision provides the clarity in the organization change purpose and
direction and determines the message in the prelaunch phase.
2. During the prelaunch phase, all individuals in the organization are highly important.
3. It is important to consider the context in the launch phase of organization change.
4. Unanticipated, unforeseen, or unintentional consequences must be dealt with as the
most important aspect to sustain the organization change.
5. In moving forward, the first area of concentration concerns structure with an
emphasis on loosely coupled systems, especially networks.
6. Resistance and ambivalence are the same obstacles to organization change and can
be managed in a similar fashion.
7. The cloning affect in the selection for leadership is the wrong way toward lessening
adverse consequences of organization change.
8. Leaders are developed, managers are trained.
9. Learning ability is crucial to successful management of organization change.
10. Trust can be lost in a short time and regained in the same amount of time.
11. The psychology of trust involves reliance and confidence.
12. Being open, transparent, straight, and direct usually breeds the potential for trust.
Short Answer
1. Describe the launch phase of organization change using Gladwell’s (2000) The
Tipping Point principles of connectors, mavens, and salespeople.
2. Describe what customers, competitors, and people the organization attracts to work
there have to do with deciding the goals of organization change?
3. What are the eight commonalities of successful organization change as reported by
O’Toole (1995) in his book, Leading Change?
8. Change became ongoing.
4. Even with all the positive tendencies and biases, negative factors have a strong
impact on behavior, a paradox. To help explain these paradoxical effects, Cameron
(2008a) offered his explanation. What was it?
5. Cameron has taken the lead in applying the positive psychology movement into the
organizational science domain by focusing both on leadership and organization change.
Cameron provided a solid foundation for understanding how change in leadership can
work using positive psychology as a foundation. How did he apply the concepts of
positive psychology to organization change?
