56.
(p. 221)
Japanese companies using the kaizen approach have been successful at implementing
change because:
A.
employees are actively involved in making operational and change decisions.
B.
managers involve employees in the change process only in the final stage.
C.
it typically tends to seek change and increased business productivity through large–
scale, radical shifts.
D.
it takes a short-term approach to improvement.
57.
(p. 221)
Organizational development is best described as:
A.
the sum total of organizational culture.
B.
C.
the process that measures the impact of a change on employees based on the intensity
and the scope of readjustment.
D.
a planned, companywide, systematic method of achieving change in an organization.
58.
(p. 222)
Which of the following is a value on which OD change agents base their procedures?
A.
Emphasis on hierarchy
B.
Minimizing survey feedback
C.
Confrontation
D.
Authoritative management
9-15
59.
(p. 222)
An OD intervention is best described as a:
A.
planned, companywide, systematic method of achieving change in an organization.
B.
training tool that teaches members of an organization how to solve their problems.
C.
model that uses a five-step process to implement planned change in a large
organization.
D.
model in which the status quo is presented as a battlefield being fought for by two
armies.
60.
(p. 222)
Which of the following is an OD intervention technique?
A.
Introducing heavy-handed authority
B.
Organizational goal setting
C.
Survey feedback
D.
Emphasis on hierarchy
Fill in the Blank Questions
61.
(p. 208)
_____ means being able to deal with change and its effects without allowing them to injure
you emotionally.
Coping
62.
(p. 208)
The _____ is a tool that measures the relative impact of many kinds of changes, which are
rated from 100 to zero on the basis of their intensity and the adjustment problems they can
create.
Holmes-Rahe Readjustment Scale
9-16
63.
(p. 211)
_____ is the last of the three general steps in the process involved in the acceptance of
personal loss. This is where “experimenting” and “completion” take place.
Beginning
64.
(p. 211)
_____ is the first of the three general steps in the process involved in the acceptance of
personal loss. This is where “emotional standstill,” “denial,” and “anger” take place.
Ending
65.
(p. 212)
In the context of the process of personal change, the _____ is a transition phase in which
uncomfortable feelings of “helplessness” and “bottoming out” may take place before
recovery begins.
neutral zone
66.
(p. 212)
William Bridges refers to the ____, as “a gap in the continuity of existence.”
neutral zone
67.
(p. 212)
The _____ stage involved in the process of personal change is most likely to witness a
person retreating into isolation.
helplessness
68.
(p. 213)
In the context of adjusting to personal changes, slipping backward to an earlier stage of
growth is referred to as ____.
regression
9-17
69.
(p. 214)
In the context of adjusting to personal changes, _____ is the process of returning to a point
where you know who you are and feel good about yourself once again.
healing
70.
(p. 215)
The _____ is a workplace change model involving three steps: unfreezing the status quo,
making changes, and then refreezing to the previous work mode.
Lewin change model
71.
(p. 215)
_____ is the last stage of the Lewin change model.
Refreezing
72.
(p. 217)
According to the _____ model, the status quo is like a battlefield being fought for by two
armies: the driving forces and the restraining forces.
force field analysis
73.
(p. 217)
According to the force field analysis model, the _____ forces are trying to take over and
change the status quo.
driving
74.
(p. 217)
James Brian Quinn developed the _____ to address the forces of change in large
organizations.
logical incrementalism
75.
(p. 218)
In the logical incrementalism model, the _____ is a stage characterized by a vague feeling
or awareness of a threat or opportunity.
general concern
9-18
76.
(p. 221)
The _____ approach to coping with organizational change primarily involves employees’
participation and feedback in operational and change decisions, and encourages active
communication among top managers and workers.
kaizen
77.
(p. 221)
_____ is a planned, companywide, systematic method of achieving change in an
organization.
Organizational development
78.
(p. 222)
An OD change agent’s job is to use ____, which are training tools that teach members of
the organization how they can solve the problems they are facing.
OD interventions
79.
(p. 222)
In the context of organizational development, the person responsible for an organizational
change effort is known as a(n) ____.
change agent
80.
(p. 222)
In the context of organizational development, _____ include team building, sensitivity
training, role playing, and survey feedback.
OD interventions
Short Answer Questions
81.
(p. 208)
Elaborate on the meaning of coping with change.
Coping means being able to deal with change and its effects without allowing them to
injure you emotionally. Significant changes happen to everyone. The first step is to realize
that intense change is a part of being a human in today’s changing world.
82.
(p. 210)
List the seven categories of dramatic changes happening in a person’s life.
The most important dramatic changes in a person’s life can be placed in seven categories:
(1) loss, (2) separation, (3) relocation, (4) a change in relationship, (5) a change in
direction, (6) a change in health, and (7) personal growth.
83.
(p. 210)
List the basic characteristics that all seven major life changes have in common.
The characteristics that all seven major life changes have in common are: (1) they happen
to everyone; (2) many of them seem to happen without your control; (3) each one of these
changes has its own ripple effect; (4) people feel the results of change before, during, and
after the event.
84.
(p. 211)
List the seven stages of personal change.
Seven stages of personal change that make up the process of healthy reaction to change
are: (1) emotional standstill, (2) denial, (3) anger, (4) helplessness, (5) bottoming out, (6)
experimenting, and (7) completion.
85.
(p. 211–
212)
Give a brief description of the denial stage involved in the seven stages of personal
change.
Although many peoples’ minds can accept a major change, they often continue to deny it
emotionally. This denial can take many different forms. If the loss is a death, bereaved
people might not allow themselves to believe the loved one is really gone. With denial, the
mind is keeping the sufferer from accepting reality fully and completely. Ideally, this denial
period would be over in a few weeks or months. The longer the period lasts, the longer it
would take to move through the healing process.
86.
(p. 212)
What are the mistakes that an individual is likely to make in the “helplessness” stage of
dealing with personal loss?
An individual in the helplessness stage will usually make one of two mistakes. Either the
suffering person might try to share too much emotion with other people, or will retreat into
isolation. Both extremes are negative. The first one is a quick way to lose friends, and the
second is self-destructive.
87.
(p. 213)
Once the cycle of dealing with personal loss is complete, is it normal to go through
occasional regression? Give reasons to support your answer.
Occasional regression is normal. Regression often takes place, even in the best of mending
cycles. Even when a person’s progress has been normal and healthy, he or she still will
likely have bad days now and then—days when it seems the change happened only
yesterday. The important thing to know about regressions is that it is normal and human
and is nothing to be disturbed about.
88.
(p. 213–
214)
What is a disadvantage associated with the seven-step recovery diagram?
A disadvantage of the seven-step recovery diagram is that people might be tempted to
think they should passively let the steps involved in the process to happen to them. The
process is a natural process, but sufferers still need to maintain control of their destinies.
89.
(p. 215)
List the steps involved in the Lewin change model.
One of the most popular workplace change models is the Lewin change model. The Lewin
change model contains three steps: unfreezing the status quo, moving to a new condition,
and refreezing to create a new status quo.
90.
(p. 215)
According to Kurt Lewin, what are the three required levels in an organization where any
change has to happen?
Kurt Lewin saw three different levels where any change has to happen. First, the
individuals who work for a company must be convinced that a change is essential, and then
guided to the necessary attitudes and behaviors. Next, the systems of an organization need
to be changed. Systems include work design, information systems, and compensation
plans. Finally, the organizational climate must be adjusted. Essential climate change areas
include methods of conflict management and the decision-making processes.
91.
(p. 215–
216)
Describe the unfreezing stage of the Lewin change model.
On the individual level, the unfreezing could involve promoting employees or letting them
go, preparing them for change, or convincing them of the need for a change. On the
structural level, redesigning the organization could be the focus of the change effort. On
the climate level, the company could create a new open–door policy or begin a data-based
feedback system showing how employees are reacting to the proposed changes. In the
unfreezing process, fear in some form is nearly always one of the major obstacles.
92.
(p. 216)
What is the current criticism against the Lewin change model?
The most important criticism of the Lewin change model has been that refreezing is not a
realistic concept in today’s business world. The 21st century faces a growing number of
change situations, where taking the time to refreeze would simply hinder progress. The
refreezing step is unrealistic when environmental and technological changes are everyday
realities.
93.
(p. 217)
How can driving forces be strengthened in the force field analysis model?
The driving forces can be strengthened in several ways. If resistance takes place, more
driving forces must be added. Another method is to improve the quality of the driving
forces. Diminishing the restraining forces involves persuasion by showing the benefits of
change—in short, eliminating the many factors that keep change from happening.
94.
(p. 217)
What are the advantages of the force field analysis?
Force field analysis is positive in three ways. First, it gets the changers to plan for the
change. Second, it allows those who are organizing the change to take a close look at the
forces likely to restrain them and put together a strategy to overcome that restraint. Third,
analyzing the restraining forces before a conflict starts can often keep the conflict from
beginning at all.
95.
(p. 218)
Briefly describe the five stages of logical incrementalism.
The five stages of logical incrementalism are:
1. General concern: A vague feeling or awareness of a threat or opportunity.
2. Broadcasting a general concern or idea without details: The new idea is tried out on
others in general terms, with details to be filled in later. This procedure is often described
as the trial balloon.
3. Development of a formal plan for change: The new idea is outlined both in terms of its
nature, and of the method of making it happen.
4. Using an opportunity or crisis to begin the change plan: Something important that gets
everyone’s attention, such as a crisis that the change plan can solve, can be used to get
the ball rolling.
5. Ongoing adaptation of the plan: Many managers see logical incrementalism as an
accurate description of how change occurs in most successful companies.
96.
(p. 218–
219)
Why do employees resist change?
Employees may resist change for a number of different reasons. For one thing, the status
quo is often just too comfortable. Among the other reasons people resist change are as
follows: (1) hearing only what they want or expect to hear, (2) fear of the unknown, (3) fear
of loss, (4) resentment of the change agent, (5) belief that the change is wrong, and (6)
rebellion against the speed of change.
97.
(p. 221)
How has the kaizen approach helped Japan’s economic growth.
One of the reasons for Japan’s economic success has been its companies’ approach to
business. This approach, termed kaizen, involves employees’ participation and feedback in
operational and change decisions, and encourages active communication among top
managers and workers. A literal translation of the term is “to become good through
change.” The concept of kaizen is one of restructuring and organizing every aspect of a
system to ensure optimal efficiency.
98.
(p. 221–
222)
Briefly describe organizational development.
Organizational development (OD) is a planned, companywide, systematic method of
achieving change in an organization. It requires the participation and support of top
management. Usually the change agent is an outside consultant who specializes in planned
change. This person is called an OD change agent. This agent’s job is to use OD
interventions, which are training tools that teach members of the organization how they
can solve the problems they are facing.
99.
(p. 222)
What are the values that OD change agents base their procedures on?
OD change agents base their procedures on specific ideals concerning organizations.
These specific ideals usually involve the following values: (1) participative operations, (2)
equality, (3) respect for others, (4) confrontation, and (5) trust and mutual support.
100.
(p. 222)
Why is OD often used as a tool for empowerment?
Empowered employees feel that they are in control of their own contributions to the firm.
Also, OD can help in making employees more comfortable and accepting of the new
position that empowerment gives them.