1. All of the following are planned corporate changes except:
a. installing a computer-controlled machine tool.
b. responding to an increase in excise tax on gasoline.
c. preparing materials and making arrangements for a workforce diversity-training workshop.
d. scheduling production runs for the peak vacation period of June through August.
2. Which of the following is NOT a term used to describe organizations that will succeed in meeting the competitive
challenges that businesses face?
a. Adaptive
b. Flexible
c. Responsive
d. Mechanistic
3. Though downsizing can increase shareholder value by better aligning costs and revenues, American Airlines has
increased organizational effectiveness by:
a. reengineering and restructuring.
b. outsourcing and delegating.
c. identifying attractive joint ventures.
d. reevaluating and changing operating methods.
4. Which of the following is NOT an external force that can stimulate the need for change?
a. Diversity in labor force
b. Competitor’s pricing decisions
c. Changes in employees’ expectations
d. Effective date of new federal employment law
5. All of the following are part of globalizing an organization except:
a. disseminating and gathering information.
b. developing people.
c. finding the most appropriate structure.
d. focusing on behavior rather than attitudes.
6. Which of the following is an example of an external force for change?
a. Replacement of top-level managers
b. A company‘s third quarterly loss
c. Increased female participation in workforce
d. Lack of co-ordination between departments
7. An example of an internal force for change is:
a. increased grievance rate.
b. technological advancement.
c. shrinking applicant pool.
d. government regulations.
8. Which of the following types of changes is made when an organization moves to a radically different, and
sometimes unknown, future state?
a. Strategic
b. Regulatory
c. Transformational
d. Incremental
9. When an organization fine-tunes its operations, it is going through a(n):
a. incremental change.
b. strategic change.
c. transformational change.
d. transactional change.
10. When the organization makes a large-scale change, such as organizational restructuring, the change would be
considered:
a. strategic.
b. technological.
c. transformational.
d. radical.
11. A price adjustment in gasoline by an oil company in response to an excise tax increase is a(n) change.
a. incremental
b. nonreversible
c. strategic
d. transactional
12. A person who acts as the initiator and assumes responsibility for transitioning individuals, teams, and organizations
to a desired future state is called a(n):
a. consultant.
b. change agent.
c. arbitrator.
d. liaison official.
13. The most massive scope of change is known as:
a. regulatory change.
b. strategic change.
c. transitional change.
d. transformational change.
14. Internal change agents have certain advantages in managing the change process. Which of the following is NOT
considered one of those stronger advantages?
a. They bring a fresh and new perspective to the change process.
b. They know the organization’s political system.
c. They understand the organization’s culture.
d. They will be careful because they have to live with the outcomes.
15. Outside change agents may be preferred by employees because they are viewed as:
a. being different from them.
b. having the support of top management.
c. impartial and not prone to favoritism.
d. indifferent to past mistakes due to limited knowledge of an organization‘s history.
16. Which of the following statements best reflects the scholarly position on the proper pace of change for
organizations?
a. Rapid change is more likely to succeed since it creates momentum.
b. Short, sharp changes are actually rare and not experienced by most firms.
c. Change in a large organization may occur incrementally in some parts of a firm and quickly in others.
d. Researchers can’t agree on which pace of change is most beneficial.
17. Effective change leaders build strong relationships with all of the following except:
a. within their leadership team.
b. between the team and organizational members.
c. between the team and key environmental players.
d. between the team and support staff.
18. Change leaders within organizations tend to be all of the following except:
a. being more task-oriented than general managers.
b. being able to operate in more than one leadership style.
c. being comfortable with uncertainty.
d. being balanced in both technical and interpersonal skills.
19. An employee’s resistance to change that introduces ambiguity into what was once a comfortable situation is the
result of:
a. fear of failure.
b. fear of conflict.
c. fear of loss.
d. fear of the unknown.
20. An internally initiated change can frequently stall or even be rendered unsuccessful because of:
a. organizational politics.
b. congruent values.
c. competitors’ response.
d. uncertainty reductions.
21. Fear of loss and the unknown are:
a. the reasons why individuals resist change.
b. a person‘s irrational responses to change.
c. a part of the reaction to the separation stage in a career.
d. the steps proceeding the withdrawal stage in the career life cycle.
22. An empathetic and supportive approach to change would be most appropriate when:
a. the source of resistance is misinformation.
b. there is significant goal conflict.
c. change is resisted due to fear of loss and the unknown.
d. employees lack knowledge and skills to take ownership in the process.
23. A participative approach to overcoming resistance to change would be appropriate when:
a. skill deficiencies are evident.
b. goals are compatible but several groups resist.
c. rumors and non-factual information have upset employees.
d. distrust and lack of credibility exist.
24. All of the following are key strategies for managing resistance to change except:
a. rewards.
b. participation.
c. empathy.
d. communication.
25. Which of the following key strategies for managing resistance to change does the phrase “that which we create, we
support” reflect?
a. Support
b. Communication
c. Participation
d. Lateral thought
26. The introduction of U.S. business practices after an acquisition where employees feel they are being forced to
substitute corporate values for personal or national values is referred to as:
a. political economy.
b. economic imperialism.
c. hegemony.
d. state capitalism.
27. The contemporary view of managing resistance to change by establishing a feeling of ownership among employees
is:
a. delegation.
b. empathy.
c. communication.
d. participation.
28. Reducing forces for status quo is designated as in Lewin’s change model.
a. changing
b. moving
c. unfreezing
d. refreezing
29. In Lewin’s force field analysis technique, the maintenance of status quo can be viewed as a(n):
a. state of equilibrium.
b. restraining force.
c. immovable object.
d. potential for agitation.
30. Lewin’s change model proposes that for change efforts to be successful:
a. there must be top management support.
b. resources should be allocated appropriately.
c. rigid hierarchical organizational structure is essential.
d. the three-stage process must be completed.
31. The final step in Lewin’s change model is:
a. moving.
b. transition.
c. change.
d. refreezing.
32. The establishment of new attitudes, values, and behaviors as the new status quo is consistent with the
in Lewin’s change model.
a. unfreezing
b. moving
c. refreezing
d. change
stage
33. A measures the skills and competencies that employees must have to achieve the goals of the change.
a. force field analysis
b. process consultation
c. needs analysis
d. systematic survey
34. Organization development:
a. focuses primarily on the individual in bringing about change.
b. emphasizes intervention at the lowest possible level of the organization.
c. utilizes behavioral science theory and research to increase effectiveness.
d. uses unstructured, task-oriented problem solving in organizations.
35. All of the following are targets of diagnosis in organization development except:
a. job analysis.
b. structure.
c. leadership.
d. support systems.
36. Which of the following is NOT one of Levinson’s areas for diagnostic analysis?
a. Data about organization’s history
b. Data about attitudes and relationships
c. Data about structure and processes
d. Data about external stake holder groups
37. All of the following are key questions to ask as part of the diagnostic process for change except:
a. What are the forces preserving the status quo?
b. What are the goals to be accomplished by the change?
c. What are the most likely sources of resistance to change?
d. What are the most effective lead variables for change?
38. is a widely used intervention method whereby employee attitudes are solicited using a questionnaire.
a. Management by objectives
b. Team building
c. Process consultation
d. Survey feedback
39. A good organization development effort that can relieve role ambiguity and conflict is:
a. management by objectives.
b. team building.
c. survey feedback.
d. process consultation.
40. Continuous improvement focused on innovation and respect for people is the primary objective of:
a. quality programs.
b. role negotiation.
c. career planning.
d. management by objectives.
41. When external assistance is provided to executives concerning their interpersonal skills, conflict resolution styles,
decision approaches, and leadership styles, is being used.
a. team building
b. survey feedback
c. process consultation
d. sensitivity training
42. All of the following are group-focused development techniques except:
a. role negotiation.
b. management by objectives.
c. team building.
d. survey feedback.
43. For survey feedback to be an effective method, certain guidelines should be used. Which of the following is not a
guideline?
a. Feedback should be reported in a group format.
b. Employees should not suffer negative repercussions for their responses.
c. Employees should be informed of the purpose of the survey.
d. Follow-through should be completed by an external change agent.
44. M5 Networks is a cloud enterprise telephone company started by five people. It has won awards as one of the 75
“coolest telecom providers” and “most engaged” workplace. The company hired School of Rock instructors to give
music lessons to employees in order to focus on trust. In the context of organization development, this is an example
to:
a. improve their leadership.
b. improve team building.
c. better manage the organization wide technique MBO.
d. improve employees role negotiation skills.
45. Which of the following is NOT an individually targeted organization development technique?
a. Quality programs
b. Job redesign
c. Career planning
d. Stress management programs