Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
Chapter 17: Organization Change: What We Need to Know
Test Bank
Multiple Choice
1. The phase of organization change that is the most difficult is ______.
A. how to sustain the change once we are underway
B. compensating employees during the change process
C. A and B
D. none of these
2. Some specific areas for research of momentum in the process of organization
change include ______.
A. keeping people informed
B. measuring and celebrating achievements
C. experimenting with new ways of rewarding people
D. all of these
3. The important phenomena out about chaos theory and organization change are
______.
A. patterns do exist
B. the likelihood of innovation and creativity at the edge of chaos
C. entanglement
D. A and B
4. Though obvious that leaders need to communicate during organization change,
leaders need to understand ______.
A. the timing of communication
B. the amount of communication at any given instance
C. the sophistication of the communication
D. A and B
5. The main difference between change leadership and leadership during times of
relative stability is ______.
A. it is seldom used
B. self-awareness is necessary for effective changeling leadership
C. the differences are too numerous to be of use
D. none of these
6. With respect to organizational structure, the validity of self-directed groups is
demonstrated by ______.
A. the trend toward bladder hierarchies in large systems
B. greater spans of control over managers
C. independence of work units
D. all of these
7. With respect to organizational structure, on the issue of centralization and
decentralization, leaders need to learn ______.
A. that centralization is paramount
B. that decentralization is paramount
C. both need to be done simultaneously
D. none of these
8. Though leaders know much about pay, bonuses, and fringe benefits, we need to
know more about ______.
A. the conditions for when they work well and when they do not
B. the optimal level of incentives
C. the gap between strata of employees and pay
D. none of these
9. With respect to training and development, how can we better achieve measurable
results with respect to leading change?
A. develop training targeted at supporting and enhancing organization change
B. training directed toward culture change
C. learning different techniques of training at individual and group levels with respect to
organization change
D. all of these
10. “Action learning” is a form of training and development that ______.
A. combines actual problem-solving in organizations
B. is about learning how to work better together
C. helps in improving the learning process in general—learning about learning
D. all of these
11. With respect to teams and teamwork in organizations, Burke identifies several good
sources about teams and teamwork. What is it that he believes is lacking?
A. determining why the collective wisdom is applied so seldom
B. what are the elements of a high-performing gene?
C. how and what are metrics with respect to teams and teamwork in organization
change?
D. all of these
12. In face of global expansion with simultaneous emphasis on ethnic groups, local
community, and subparts as the basis for individual’s primary identity and loyalty, what
does this mean for organization change?
A. strengthening parts more than the whole
B. the whole is more than the sum of its parts
C. globalization overrides fracture
D. we don’t know
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13. What is the best way to consider organizational performance?
A. return to investors
B. how a company changes society or the world
C. how it benefits customers, competitors, and employees
D. all of these
14. What are the forms of resistance?
A. blind
B. ideological
C. political
D. all of these
15. What are the areas where we need to know much more because mistakes are being
made?
A. structure with concentrations on loosely coupled systems, especially networks
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
8
B. the nature of resistance to change
C. learning agility
D. all of these
16. What are the areas, if any, where change resistance is driven by the change leader?
A. leader saying one thing then doing another
B. a misrepresentation for the chances of success
C. ignore ideas and suggestions from change recipients
D. all of these
17. The changing conception of resistance concerns ______.
A. techniques to eliminating resistance
B. knowing the difference between resistance and ambivalence
C. working through the change as though the resistance is not valid
Instructor Resource
Burke, Organization Change, 5th edition
SAGE Publishing, 2018
D. none of these
18. With respect to selection, what are the biases that influence us?
A. the problem with cloning effects
B. stereotyping of good leaders
C. the perception of a successful leader
D. all of these
19. In selecting leaders, we want them to have a ______.
A. strong expertise in the industry
B. a high degree of self-awareness
C. unpredictability
D. none of these
20. As a selection bias, selection of people or leadership roles are based on ______.
A. age
B. big five factors of personality
C. gender
D. none of these
21. According to Burke, potential leaders need to learn ______.
A. determining and conveying direction
B. developing an executive temperament
C. practicing and supporting others lifelong learning growth and change
D. all of these
22. The criteria for selection of individuals or leadership include ______.
A. above average mental ability
B. the necessity for thinking in complex ways
C. strong people skills
D. all of these
23. According to a study by Irwin (2016), in order to move up the corporate ladder to
attain a high executive position, it clearly helps ______.
A. to have been gone the ascent up the ladder at a much lower wrong
B. switching industries
C. to have experience in as many of the businesses functional areas as possible
D. none of these
24. “Learning agility” emphasizes ______.
A. gaining understanding of an issue quickly
B. identifying patterns and connections
C. forcible assertion of one’s conclusions
D. A and B
25. Learning agility dimensions demonstrate ______.
A. willingness to experiment
B. collaboration
C. feedback seeking
D. all of these
26. Learning agility dimensions demonstrate ______.