Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
Objective: 10-3 Can organizational culture have a downside?
79) Cultural compatibility is not an issue that key executives look at when the
organization is considering a merger or acquisition.
a. True
b. False
80) “Refreezing” is an optional step in the three-step model and is required only for some
changes.
a. True
b. False
81) Change agents can be managers or nonmanagers, employees of the organization, or
outside consultants.
a. True
b. False
82) Driving forces hinder movement from the existing cultural equilibrium.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
83) Unfreezing is defined as “change efforts that are intended to overcome the pressures
of individual resistance and group conformity.”
a. True
b. False
84) Appreciative inquiry consists of four steps, one of which is discovery, where the
strengths of the employees and the organization are the starting point to discovering what
the organization does best.
a. True
b. False
85) Action research refers to a change process based on the systematic collection of data
and then selection of change actions based on what the analyzed data indicate.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
86) An example of an unfreezing strategy is when management offers incentives, such as
paid moving costs or pay increases to employees in order to encourage them to accept the
change.
a. True
b. False
87) Resistance to change is most difficult to manage when it is overt and immediate.
a. True
b. False
88) Implicit and deferred resistance is the most difficult to manage because resistance
actions that are postponed and very subtle will “cloud” the link between the change and
the reaction to it.
a. True
b. False
89) If an individual believes his or her income will be affected negatively by a particular
change, resistance will increase. This is an example of a low tolerance for change.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
90) Cynicism is an excellent source of change, as it brings out the critical evaluation of
the status quo and is the starting point of successful change.
a. True
b. False
91) Co-optation is a resistance strategy that is meant to have key executives and
employees buy into the change by giving them a key role in the change decision.
a. True
b. False
92) Structural inertia is a source of organizational resistance to change.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
93) Any redistribution of decision-making authority can threaten long-established power
relationships within the organization.
a. True
b. False
94) Employees tend to increase resistance to change efforts and decisions in which they
have participated.
a. True
b. False
95) By trying to bring about change, senior executives may engage in political actions in
order to present the change in a positive light.
a. True
b. False
96) Managers who have spent their entire careers with a single organization and achieved
senior positions are often major impediments to change.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
97) If employees are asked to participate in change efforts, they need to have some
expertise to make a meaningful contribution.
a. True
b. False
98) What is organizational culture? Describe in detail the seven dimensions of culture
and how they are evident in organizations. Give specific examples to support your
answer.
Suggested answer:
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
Objective: 10-1 What is the purpose of organizational culture?
99) How is organizational culture created and sustained in organizations? Discuss in
detail how a culture begins, how employees learn culture, and how culture continues.
Give specific examples to support your answer.
Suggested answer:
100) Discuss in detail the three ways in which organizational culture can be a liability in
an organization. Provide examples to support your answer.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
101) Discuss in detail how organizations manage change using Kotter’s eight-step plan
for implementing change and Lewin’s three-step model of the change process. Support
your answer with specific examples where possible.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
102) Why do people resist change? Describe in detail the individual and organizational
sources of resistance to change. Give specific examples to support your answer.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
103) Describe the factors that illustrate the levels of organizational culture and discuss in
detail the functions of organizational culture. Support your answer with specific
examples.
Suggested answer:
– Levels of culture are made up of artifacts, beliefs, values, and assumptions. Artifacts
include language, materials symbols, stories, and rituals as per Exhibit 10-2.
Functions of organizational culture:
– It has a boundary-defining role that creates distinctive organizations.
– It conveys a sense of identity to organizational members.
– It helps create commitment to something larger than the individuals.
– It enhances stability.
– It serves as a control mechanism that guides attitudes and behaviour.
– The role of culture in influencing employee behaviour is increasingly important in
today’s workplace. Culture can also influence people’s ethical behaviour.
104) Discuss the tactics that organizations use to overcome resistance to change. How are
some of these tactics related to organizational power and politics? Support your answers
with specific examples.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
Suggested answer: