Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
to use Lewin’s three-step model in order to facilitate the change and come up with a plan
he can implement in the near future.
Referring to SCENARIO 10-3, one reason the mechanics were resistant to move was
likelya. the threat to the established power relationships.
b. structural inertia.
c. group inertia.
d. cynicism.
e. fear of the unknown.
48) You have heard that your department is going to reorganize. You are opposed to the
reorganization because you fear you may lose your job. The reason for your resistance is
a. low tolerance for change.
b. self-interest.
c. perceptual error.
d. selective information processing.
e. cynicism.
49) It is easiest for management to deal with resistance to change when resistance is
a. overt and immediate.
b. hidden and intense.
c. immediate, and hidden.
d. implicit and immediate.
e. overt and deferred.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
50) Change is more likely to be smooth and effective when the company
a. sets a specific end date for the change.
b. implements change in the background.
c. communicates its rationale.
d. uses force to implement the change.
e. hires a change agent from outside the company.
51) SCENARIO 10-4
Your supervisor has to restructure the jobs within your division, and some of your
colleagues are not pleased. One colleague, Don, is concerned that he will not be able to
perform the new tasks. Since he is paid by the amount he produces, his pay may be
reduced. Doug just dislikes any uncertainty and has developed a negative attitude about
work and the proposed changes. Another colleague, Tony, is afraid that his job may be in
jeopardy and that he may be laid off.
Referring to SCENARIO 10-4, the source of Don’s resistance isa. cynicism.
b. self-interest.
c. low tolerance for change.
d. fear of the unknown.
e. misunderstanding.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
52) SCENARIO 10-4
Your supervisor has to restructure the jobs within your division and some of your
colleagues are not pleased. One colleague, Don, is concerned that he will not be able to
perform the new tasks. Since he is paid by the amount he produces, his pay may be
reduced. Doug just dislikes any uncertainty and has developed a negative attitude about
work and the proposed changes. Another colleague, Tony, is afraid that his job may be in
jeopardy and that he may be laid off.
Referring to SCENARIO 10-4, the source of Tony’s resistance isa. self-interest.
b. misunderstanding.
c. low tolerance for change.
d. fear of the unknown.
e. cynicism.
53) SCENARIO 10-4
Your supervisor has to restructure the jobs within your division and some of your
colleagues are not pleased. One colleague, Don, is concerned that he will not be able to
perform the new tasks. Since he is paid by the amount he produces, his pay may be
reduced. Doug just dislikes any uncertainty and has developed a negative attitude about
work and the proposed changes. Another colleague, Tony, is afraid that his job may be in
jeopardy and that he may be laid off.
Referring to SCENARIO 10-4, the source of Doug’s resistance isa. low tolerance for
change.
b. self-interest.
c. misunderstanding.
d. fear of the unknown.
e. lack of trust.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
54) Research shows that cynicism during the change process often results in
a. more positive critical analysis of the situation by employees.
b. increased attention by all employees.
c. lower commitment on the part of employees.
d. increased job satisfaction because it forces the status quo.
e. greater motivation and hard work by all employees in order to keep the status quo.
55) The built-in mechanisms that organizations have in order to produce stability are
referred to as
a. structural inertia.
b. economic factors.
c. personal security.
d. selective information processing.
e. policies and procedures.
56) Shanice has noticed that, since most of her staff has been with the organization for a
long time, although they seem to want to change their behaviour to adapt to changes in
the organization, their strong group norms seem to be holding them back. This is an
example of
a. self-interest.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
b. selective information processing.
c. economic factors.
d. group inertia.
e. need for security.
57) A major element contributing to cynicism about change is
a. confusion in the workplace.
b. having new work processes.
c. working with new colleagues.
d. fear of the future.
e. lack of opportunity for participation.
58) When change agents do not have all the information they need, and there may be
considerable resistance to change, a common and useful strategy that can help
successfully implement the change is
a. co-optation.
b. support.
c. education.
d. participation.
e. coercion.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
59) When an organization is faced with a true crisis, members of the organization will
likely be ________ efforts to change the culture.
a. responsive and accepting of
b. resistant to
c. blind to
d. willing to negotiate
e. involved in
60) Tim is aware that Shawna, one of his most talented employees, is trying to maintain
the status quo in his department despite the fact that radical changes are needed. Those
staff members who look up to Shawna are following her lead and being resistant as well.
Tim decides to address this by promoting Shawna to be his “right hand.” This approach
to overcoming resistance is known as
a. coercion.
b. manipulation.
c. negotiation.
d. co-optation.
e. participation.
61) SCENARIO 10-5
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
Johnson Farm Products is expanding its traditional business with farmers to now include
home gardeners. You are one of the regional sales managers for the company. This
change has not been met with enthusiasm by the company’s salespeople, who have had
good long-term relationships with the farmers in the area. You know that the change will
be difficult if you cannot get cooperation from the salespeople and enthusiasm from the
farmers.
Referring to SCENARIO 10-5, you have decided to ask the salespeople to submit
suggestions for the proposed changes. This method for overcoming resistance is referred
to asa. education and communication.
b. participation and involvement.
c. negotiation and education.
d. manipulation and co-optation.
e. facilitation and support.
62) SCENARIO 10-5
Johnson Farm Products is expanding its traditional business with farmers to now include
home gardeners. You are one of the regional sales managers for the company. This
change has not been met with enthusiasm by the company’s salespeople, who have had
good long-term relationships with the farmers in the area. You know that the change will
be difficult if you cannot get cooperation from the salespeople and enthusiasm from the
farmers.
Referring to SCENARIO 10-5, you have brought in a demographer to explain the
changing nature of the area to the salespeople. You are attempting to overcome resistance
to change through the use ofa. education and communication.
b. participation and involvement.
c. negotiation and support.
d. manipulation and negotiation.
e. co-optation and commitment.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
63) SCENARIO 10-5
Johnson Farm Products is expanding its traditional business with farmers to now include
home gardeners. You are one of the regional sales managers for the company. This
change has not been met with enthusiasm by the company’s salespeople, who have had
good long-term relationships with the farmers in the area. You know that the change will
be difficult if you cannot get cooperation from the salespeople and enthusiasm from the
farmers.
Referring to SCENARIO 10-5, you have stated to your staff, “It’s my way or the
highway!” You are attempting to overcome resistance to change through the use ofa.
education and communication.
b. participation and involvement.
c. negotiation and communication.
d. manipulation and co-optation.
e. facilitation and support.
64) Selection and promotion policies are particularly important strategies for preserving
the status quo. Employees are hired because they fit with the organization’s culture. This
practice
a. is a form of facilitation and support.
b. is a form of co-optation.
c. brings progressive change to an organization’s culture because new employees like
their new workplace and exhibit job satisfaction.
d. works against cultural change.
e. is a form of group inertia.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
65) ________ 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. Co-optation
b. Manipulation
c. Coersion
d. Facilitation
e. Education
66) The dominant culture of an organization conveys the core values of the organization.
a. True
b. False
67) Culture enhances stability and organizational commitment.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
68) Culture serves as a control mechanism that guides and shapes the attitudes and
behaviour of employees.
a. True
b. False
69) Research suggests that there are seven characteristics of culture. One of them is
attention to detail, the degree to which organizational activities emphasize maintaining
the status quo in contrast to growth.
a. True
b. False
70) One of the key elements in organizational culture is that it gives employees meaning
to their work; this, however, is becoming less important in today’s workplace.
a. True
b. False
71) Values are the stable and long-lasting beliefs about what is important.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
72) The term dominant refers to the cultural attributes of the leading organization in a
particular industry.
a. True
b. False
73) Selection and promotion policies have typically little impact upon cultural change.
a. True
b. False
74) Sometimes it is imperative that the culture of an organization be changed in order to
improve the performance of employees and the organization as a whole.
a. True
b. False
75) All socialization efforts are directed toward getting individuals to divest themselves
of characteristics they held prior to joining the organization.
a. True
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 10— Organizational Culture and Change
b. False
76) Culture is a liability when the shared values do not agree with those that will further
the organization’s effectiveness.
a. True
b. False
77) Weak cultures are more likely than strong cultures to have a controlling influence on
employee behaviours.
a. True
b. False
78) The assimilation strategy to merge organizational cultures works best when one of
the cultures is strong.
a. True
b. False