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Student name:__________
1) Are there ethical implications of change management? If so explain.
2) In what ways do employees resist change and what can managers do about overt and
covert resistance?
3) Briefly describe the concept of organizational development.
4) Describe the major steps in the Model of Organizational Change and Development.
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5) If an organization is considering task and technological approaches to organizational
change, what types of changes are they likely to make?
6) Within the context of the objectives of change and development activities, describe what
is meant by depth of intervention.
7) Describe the 4-D framework and provide an example of its application steps.
8) In your new position as an organizational development consultant, you are tasked to lead
an organizational change effort. What potential impediments and conditions should your team be
aware of?
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9) Today’s managers and faced with ________ change. We must also recognize that the rate
of change has been ______.
A) continual; accelerating
B) sporadic; inconsistent
C) continual; decelerating
D) sporadic; accelerating
10) In Lewin’s third step, reinforcement and locking in new behaviors and attitudes is
accomplished through _______.
A) rewards
B) recognition
C) training/orientation programs
D) All of the above.
11) Using the terms of the general model for organizational change, it is during the _______
stage that employees are encouraged to acquire new behaviors and attitudes that support the new
direction of the organization.
A) learning
B) practice
C) moving
D) selling
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12) Which of the following is not one of the steps in Kurt Lewin’s approach to learning?
A) Unfreeze
B) Introduce change
C) Movement to new learning
D) Refreeze
13) A _________ is a person who acts as the initiator of change activities.
A) change leader
B) change agent
C) cheerleader
D) mediator
14) The success of any change program rests heavily on the quality and workability of the
relationship between the change agent and the _______ within the organization.
A) key decision makers
B) union employees
C) financial specialist
D) board of trustees
15) In a recent article, Jack Welch, former CEO of General Electric, estimated that no more
than ___ percent of employees fit the category of internal change agent.
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A) 2
B) 5
C) 10
D) 20
16) Refreezing a learned behavior takes reinforcement and _______________.
A) feedback
B) punishment
C) repetition
D) reward
17) The task of the change agent is to challenge the goals of _______________.
A) upper management
B) shareholders
C) workers
D) the status quo
18) External change agents are temporary employees of the organization; they are typically
engaged for _______________.
A) the duration of the change process
B) a maximum of one year
C) six months or less
D) planning meetings only
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19) The ultimate goal of _______________ is to have the learned behavior become a habit.
A) unfreezing
B) learning
C) moving
D) refreezing
20) An external change agent is usually a _______________ who has training and experience
in the behavioral sciences.
A) university professor or private consultant
B) private consultant or junior manager
C) senior manager or university professor
D) junior/senior manager or senior union official
21) People who are involved in a change effort need to have _______________ that enables
them to know what is to happen and why they are to do what they are to do.
A) exclusive information
B) one-on-one coaching
C) advance information
D) All of the choices are correct.
22) A shift in work processes or movement of people is likely to threaten:
A) Friendships
B) Patterns of social on-the-job interactions
C) Routines
D) All of the choices are correct.
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23) Which of the following would be considered the most vigorous resistance to change?
A) Sabotage
B) Teaching others how to resist
C) Not paying attention
D) Complaining
24) Organizations are structured to promote stability. This potential barrier to change has
been termed structural _______________.
A) velocity
B) force fields
C) foundations
D) inertia
25) The more people at all levels in the organization are involved in change
_______________, the higher the likelihood of success.
A) monitoring
B) implementation
C) planning
D) All of the choices are correct.
26) Communication is a(n) _________ factor in successful change programs.
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A) onetime
B) ongoing
C) intermittent
D) latent
27) Learning organizations typically have all of the following characteristics except:
A) Open discussions and accessibility to information and data
B) A steady influx of new employees with new ideas
C) Clear vision expressed at all levels
D) Clear goals and concepts of performance expectations
28) Organizations seldom undertake significant change without a strong shock from their
_______________.
A) workers
B) stakeholders
C) environment
D) customers
29) Internal forces for change can usually be traced to process and _______________
problems.
A) behavioral
B) financial
C) management
D) training
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30) _______________ is a symptom of a behavioral problem that must be diagnosed.
A) A high level of absenteeism
B) High turnover
C) Low morale
D) All of the choices are correct.
31) There _____________ for accurate diagnosis of the problem within the organizational
change and development process.
A) must be unfreezing
B) is one best methodology
C) is no formula
D) are five recommended methodologies
32) Examples of external forces for change include all of the following except:
A) social and political change
B) technology
C) process problems
D) economic
33) The survey approach is a useful diagnostic approach if the potential focus of change is
_______________.
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A) a small work group
B) a typical workgroup
C) the total organization
D) a large workgroup
34) MBO programs are considered ___________ approach to change.
A) a small group
B) a technological
C) a human capital
D) All of the above
35) Management by objectives is a philosophy of management that reflects a
_______________ approach to managing.
A) reactive
B) proactive
C) neutral
D) hands-off
36) Depth of intended change refers to the scope and _______________ of the change
efforts.
A) cost
B) frequency
C) consequences
D) intensity
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37) Research reviews of the record-of-change efforts conclude that __________ approaches
have better success than __________ ones.
A) multimethod; single-method
B) limited; system wide
C) single-method; multimethod
D) ethnocentric; geocentric
38) ______________ approaches to organizational change refer to managerial actions that
attempt to improve effectiveness by introducing change through formal policies and procedures.
A) Process
B) Structural
C) Mechanistic
D) Organic
39) Reengineering approaches typically fall into the all of the following categories except:
A) Streamlining
B) Documenting
C) Integrating
D) Transforming
40) _______________ breaks a core process into segments to eliminate waste, delays, and
slow response time.
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A) Streamlining
B) Automating
C) Integrating
D) Transforming
41) _______________ is the unification of systems, processes, or work-related activities
across functional lines.
A) Reengineering
B) Integrating
C) Streamlining
D) Transforming
42) __________ is described as creating radical changes in processes, systems, and/or
structures that meet customer needs efficiently and are economically sound.
A) Contriving
B) Machinating
C) Reengineering
D) Previsioning
43) James Champy and Michael Hammer advocate an approach to structure and process that
begins with _________________.
A) behavioral considerations
B) a clear, blank sheet of paper
C) an employee involvement perspective
D) All of the above.
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44) Job enlargement and job enrichment are primary examples of _____ approaches to
organizational change.
A) technological
B) structure
C) systems
D) task
45) The most widely used method for developing employee productivity is/are
_______________.
A) new equipment
B) new procedures
C) training programs
D) mentoring
46) A necessary prerequisite to effective, lasting organizational change is _______________
change.
A) technological
B) communications
C) individual
D) structural
47) _______________ transformations will ultimately fail if the individuals involved are not
receptive to change.
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A) Structural
B) Task
C) Technological
D) All of the choices are correct.
48) Tom Watson, Jr., president of IBM from 1952 to 1971, identified all of the following as
cornerstones of his firm’s approach to business except:
A) Respect each individual
B) Provide the best service possible to each customer
C) Make excellence a way of life
D) Merge work with fun whenever possible
49) Formalized mentor-mentee relationships should always be _______________, for both
parties.
A) mandatory
B) supervised
C) voluntary
D) challenging
50) A number of positive benefits to the organization have been identified as outcomes of
mentoring programs. These include:
A) Early identification of talent that might otherwise go unnoticed.
B) Sensing by mentors of employee attitudes and morale.
C) Transmission of informal organizational expectations.
D) All of the above.
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51) What is the ultimate goal of introspection?
A) Learning
B) Improving self-confidence
C) Egolessness
D) Achieving a balance in life
52) Under the six sigma approach, one expects no more than _____ defects per 1 million
parts produced.
A) 1
B) 3.4
C) 10.4
D) 24
53) Appreciative inquiry is a method of focusing on positive or _______________
opportunities.
A) negative
B) potential
C) profitable
D) missed
54) The correct sequence of phases in appreciative inquiry is:
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A) Dreaming, designing, discovering, delivering
B) Discovering, designing, dreaming, delivering
C) Dreaming, discovering, designing, delivering
D) Discovering, dreaming, designing, delivering
55) All of the following are included in what scholars have identified as sources of influence
on the outcome of management change programs except:
A) Communications equity
B) Leadership climate
C) Formal organization
D) Organizational culture
56) The nature of the work environment that results from the leadership style and
administrative practices of managers is termed the _______________ climate.
A) leadership
B) restrictive
C) overlord
D) suppression
57) The implementation of change has two dimensions: timing and _______________.
A) cost
B) scope
C) duration
D) management
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58) With any change program, there must be some provision for evaluating the program in
terms of expenditures and _______________.
A) results
B) turnover
C) profits
D) innovation
59) What is the ultimate goal of “refreezing” in the general model of organizational change
and development?
60) Why may a theoretically sound change approach not achieve any of the anticipated
results?
61) What happens in Lewin’s moving stage?
62) What are the steps in Kurt Lewin’s change process?
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63) Why are outside change agents often used to facilitate change and what is there general
purpose?
64) What are some of the drawbacks to using a top-down, coercive, or threatening approach
to implement changes?
65) How might organizational change lead to cognitive dissonance?
66) List five of the characteristics of learning organizations.
67) Those who study and practice organizational change agree that environmental triggers are
not sufficient to initiate change. What more is required?
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68) Besides getting what they want, what is the underlying general goal of a wildcat strike or
a walkout?
69) Identify at least two general environmental forces that can trigger change. Are these
forces sufficient to initiate change?
70) Name four different approaches for collecting data on employee problems.
71) What is the difference between the formal and informal components of an organization?
72) What is the ultimate purpose of team building?
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73) What is “six sigma” measure?
74) Many companies are now incorporating some form of introspection training into their
management change programs. Identify five goals typical of an introspection program.
75) What does being “egoless” mean, as it relates to business concerns?
76) Kurt Lewin developed a change cycle commonly known as Six Sigma.
⊚ true
⊚ false
77) In the general model of organizational change, unfreezing refers specifically to
empowering employees to open their “frozen” minds and make decisions for themselves.
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⊚ true
⊚ false
78) People who receive a positive reward are more likely to do the same thing in a similar
situation.
⊚ true
⊚ false
79) According to Jack Welch, former CEO of General Electric, all leaders are change agents.
⊚ true
⊚ false
80) As a general rule, an external change agent will distance him- or herself from top
management.
⊚ true
⊚ false
81) The external change agent has a comparative advantage over the internal change agent
when significant strategic changes must be evaluated.
⊚ true
⊚ false
82) In work situations where change is obviously the best choice, the change agent seldom
encounters fear, anxiety, or resistance.
⊚ true
⊚ false
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83) When a change occurs, people will freely admit that they lack the skills to be a good
performer.
⊚ true
⊚ false
84) If change is threatening the balance of power in an organization, it will be resisted.
⊚ true
⊚ false
85) As they avoid anticipatory stress, changes that are imposed with little warning are not
likely to be resisted by employees.
⊚ true
⊚ false
86) Some organizations and industries are not suited to being learning organizations.
⊚ true
⊚ false
87) As a force for change, external forces are the most important things for a manager to
control.
⊚ true
⊚ false
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88) The knowledge explosion is more related to higher levels of education and is unrelated to
technology.
⊚ true
⊚ false
89) Well-run organizations are free of employee discontent.
⊚ true
⊚ false
90) Identifying organizational problems is far more difficult than identifying individuals’
problems.
⊚ true
⊚ false
91) The choice of a particular development method depends on the nature of the problem that
management has diagnosed and the depth of the intended change.
⊚ true
⊚ false
92) Structural approaches to organizational change attempt to improve effectiveness by
introducing change through formal policies and procedures.
⊚ true
⊚ false
93) Typically, the exact procedures employed in implementing a management by objectives
approach should not vary from organization to organization and from unit to unit.
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⊚ true
⊚ false
94) Downsizing can mean replacing employees with computerized systems.
⊚ true
⊚ false
95) Using “reengineering” as a code word for “downsizing” will help to limit the morale
impact on the organization.
⊚ true
⊚ false
96) Human capital approaches are a category of change methods designed to help individuals
learn and grow professionally and perhaps personally.
⊚ true
⊚ false
97) Members of new teams often pay more attention to the tasks of the team than to the
relationships among the team members.
⊚ true
⊚ false
98) A coach is a knowledgeable individual who is committed to providing support to other,
usually junior, organizational members.
⊚ true
⊚ false
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99) Management attention and commitment to a change effort is typically only needed in its
early stages as employees will generally be responsible for the implementation and success of the
later steps in the process.
⊚ true
⊚ false
100) Implementing a change that doesn’t consider the constraints imposed by the prevailing
conditions within the organization may amplify the problem that triggered the process.
⊚ true
⊚ false
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Answer Key
Test name: chapter 17
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