49. Which of the following is the reinforcement stage of organization development in which individuals
acquire a desired new skill or attitude and are rewarded for it by the organization?
a.
Refreezing
b.
Restating
c.
Unfreezing
d.
Changing
e.
Jumping
50. Which of the following is the intervention stage of organization development in which individuals
experiment with new workplace behavior?
a.
Refreezing
b.
Restating
c.
Unfreezing
d.
Changing
e.
Jumping
51. A step in the diagnosis stage of organizational development in which participants are made aware of
problems is referred to as _____,
a.
change agent
b.
changing
c.
refreezing
d.
unfreezing
e.
exercising
52. Organizational development specialists identify three distinct steps for achieving behavioral and
attitudinal changes. These are
a.
freezing, changing, and intervention.
b.
unfreezing, change agent, and freezing.
c.
unfreezing, changing, and refreezing.
d.
intervention, refreezing, and change agent.
e.
none of these.
53. At which stage of the change process do managers evaluate problems and opportunities?
a.
Monitor forces for change
b.
Need for change
c.
Initiate change
d.
Implement change
e.
Internal forces
54. _____ indicates a disparity between existing and desired performance levels.
a.
Environmental opportunity
b.
Need for change
c.
Behavioral occurrence
d.
Critical incident
e.
Organizational structural imbalance
55. The final step to be managed in the change process is:
a.
freezing
b.
implementation
c.
intervention
d.
planning change
e.
envisioning change
56. Kyle is seeing, on a regular basis, a difference between current and expected performance levels. She
should begin:
a.
to gather more data.
b.
to implement change.
c.
to perceive a need for change.
d.
to change the reward system.
e.
all of these.
57. Recently, a high level manager at Trophy Trinkets noted a rise in customer satisfaction complaints.
This rise is inconsistent with Trophy’s goals in this area. This manager has identified:
a.
a need for change.
b.
a critical incident.
c.
a behavioral occurrence.
d.
an environmental opportunity.
e.
a SWOT analysis.
58. Cyrus’s Resort has proposed some major structural changes within their organization. Some of the
employees fear that they will lose power with the changes. They begin voicing resistance to the
changes. What barrier to change are they exhibiting?
a.
Disagreements about the benefits
b.
Self interests
c.
A lack of understanding and trust
d.
Uncertainty
e.
Goals and rewards
59. _____ is the lack of information about future events.
a.
Uncertainty
b.
Risk
c.
Worry
d.
Stress
e.
Change resistance
60. After every quarterly board meeting, Bernice’s Bracelets, Inc. announces big changes. They usually do
not follow through on these changes. What is causing this lack of enthusiasm?
a.
Disagreements about the benefits
b.
Self interests
c.
A lack of trust
d.
Goals and assessments
e.
Competitors
61. You are the production manager for Connor’s Construction, Inc. You decide to change the production
procedure to increase efficiency. One of your long-time foremen is resisting the change, insisting that
the idea won’t work. Which of the following obstacle is he exhibiting?
a.
Different assessment and goals
b.
Uncertainty about the future
c.
A lack of trust
d.
All of these
e.
Uncertainty about the future and a lack of trust only
62. Beth’s Barnyard, Inc. has decided to restructure the entire organization. You hold a meeting with your
employees to notify them of the change. You do not give them any detailed information. Which of the
barriers to change would you expect your employees to exhibit?
a.
Disagreements about the benefits
b.
Uncertainty about the future
c.
A lack of trust
d.
Fear of organizational loss
e.
All of these
63. What is force field analysis?
a.
The analysis of the forces that drive customers to a certain organization
b.
The analysis of the forces that drive the organization of a company
c.
The process of determining which forces drive and which resist a proposed change
d.
The process by which an organization forces changes to occur
e.
none of these
64. Harvest International is anticipating changes in their production procedures. You have been assigned
to identify potential barriers to the change and suggest solutions to these barriers. You would use:
a.
force field analysis.
b.
barrier analysis.
c.
negotiation.
d.
assessment of goals.
e.
all of these.
65. _____ schedule materials to arrive at a company just as they are needed on the production line.
a.
Mass customization system
b.
LIFO system
c.
First-in-First-out system
d.
Just-in-time inventory system
e.
Last-in-First-out
66. Inventory managers at SYX Enterprises utilize an inventory control system where materials are
scheduled to arrive just as they are needed on the production line. This is referred to as:
a.
restructuring.
b.
force-field control.
c.
total quality management.
d.
just-in-time inventory control.
e.
skunkwork inventory control.
67. When trying to overcome the resistance for change, which approach is best suited when change is
technical?
a.
Coercion
b.
Top management support
c.
Negotiation
d.
Participation
e.
Communication
68. Communication and education tactic to change implementation should be used when:
a.
initiators clearly have power.
b.
group has power over implementation.
c.
change is technical.
d.
users need to feel involved.
e.
group will lose out in change.
69. TooEasy, Inc. is changing from a manual ordering system to a computer-based ordering system. As
part of the implementation procedures, the company invests in detailed, comprehensive training
classes. What approach to change implementation is TooEasy using?
a.
Communication and education
b.
Top management support
c.
Participation
d.
Coercion
e.
Negotiation
70. The _____ approach to change implementation should be used when users have power to resist.
a.
education
b.
participation
c.
coercion
d.
top management support
e.
domination
71. Which approach should a group use to resist change if the group has power over implementation and if
the group will lose out in the change?
a.
Negotiation
b.
Top management support
c.
Participation
d.
Coercion
e.
Education
72. _____ uses formal bargaining to win acceptance and approval of a desired change.
a.
Education
b.
Participation
c.
Coercion
d.
Negotiation
e.
Top management support
73. Before implementing new changes in work schedules, Trudy’s Trinkets works with the union to ensure
a smooth transition. What approach to change is this company using?
a.
Negotiation
b.
Top management support
c.
Participation
d.
Coercion
e.
Education
74. Which approach to change implementation should be used when a crisis exists?
a.
Education
b.
Participation
c.
Coercion
d.
Top management support
e.
None of these
75. Sandbox Sally’s, Inc. is making some changes to the work schedules of its employees. Some of the
employees are not happy with the changes. As their manager, Harry tells them that they can accept it
or leave. What approach to change implementation is Harry using?
a.
Negotiation
b.
Top management support
c.
Participation
d.
Coercion
e.
Education
76. Which of the following symbolizes to all employees that the change is important for the organization?
a.
Education
b.
Coercion
c.
Participation
d.
Negotiation
e.
Top management support
CASE
Scenario – Jaimie Hall
The continuing development and improvement of computer information systems has made a powerful
impression on Jaimie Hall, CEO of See-Saw City (SSC). The current computer system at SSC is seven
years old, and while still highly useful and reliable, Jaimie is wondering if a new system would be
more efficient and more useful. Jaimie recognized that some of her managers would prefer to keep the
old system, while others have been requesting that the company update its information capability.
1. Jaimie recognized that creativity is an essential ingredient in developing solutions to organizational
problems. Which of the following is NOT a characteristic of a creative manager?
a.
Conceptual fluency and open mindedness
b.
Originality
c.
Focused approach
d.
Commitment
e.
All of these are characteristics.
2. Jaimie also recognizes that there are four roles in organizational change. Which of the following is
NOT one of those roles?
a.
Inventor
b.
Champion
c.
Sponsor
d.
Investor
e.
All of these are included.
3. In planning how to implement the new system, Jaimie can anticipate some resistance to the new
system. This resistance can come from all of the following, EXCEPT :
a.
self interest of the resisting employees.
b.
lack of understanding of the new system.
c.
uncertainty, or a lack of information.
d.
different departments pursuing different goals.
e.
all of these can create resistance.
4. To overcome the resistance to the new system, Jaimie can use any of the following techniques,
EXCEPT:
a.
education and communication.
b.
participation in designing the system.
c.
negotiation.
d.
coercion.
e.
all of these can be used.
COMPLETION
1. _____ is defined as the adoption of a new idea or behavior by an organization.
2. _____ change is related to the organization’s production process, i.e., how the organization does its
work.
3. The innovation strategy for changing products and technologies that involves creating conditions and
systems to facilitate internal and external coordination and knowledge sharing is known as _____ .
4. _____ is the generation of novel ideas that may meet perceived needs or respond to opportunities for
the organization.
5. A(n) _____ is a change in the organization’s product or service outputs.
6. The innovation strategy for changing products and technologies that involves designing the
organization to encourage creativity and the initiation of new ideas is known as _____ .
7. A(n) _____ is an in-house program that provides a safe harbor where ideas from employees
throughout the organization can be developed without interference from company bureaucracy or
politics.
8. The _____ model is an approach to product change that emphasizes shared development of
innovations among several departments.
9. The innovation strategy for changing products and technologies that involves creating conditions and
systems to facilitate internal and external coordination and knowledge sharing is known as _____ .
10. The innovation strategy for changing products and technologies that involves managers putting in
place processes and structures to ensure that new ideas are carried forward for acceptance and
implementation is known as _____ .
11. _____ means extending the search for and commercializing new ideas beyond the boundaries of the
organization and even beyond the boundaries of the industry.
12. _____ extends the search for and commercialization of new ideas beyond the boundaries of the
organization.
13. A(n) _____ is a person who sees the need for and champions productive change within the
organization.
14. The _____ role in organizational change involves providing a “reality test.”
15. A(n) _____ is a separate small, informal, highly autonomous, and often secretive group that focuses
on breakthrough ideas for the business.
16. A(n) _____ is a unit separate from the rest of the organization and is responsible for developing and
initiating a major innovation.
17. _____ change is a change in the attitudes and behaviors of a few employees in the organization.
18. _____ change is a major shift in the norms, values, attitudes, and mindset of the entire organization.
19. The application of behavioral science knowledge to improve an organization’s health and effectiveness
is known as _____ .
20. A type of OD intervention that enhances the cohesiveness of departments by helping members learn to
function as a team is called _____.
21. A type of OD intervention in which questionnaires on organizational climate and other factors are
distributed among employees and the results reported back to them by a change agent is called _____ .
22. An approach that brings together participants from all parts of the organization (and may include key
outside stakeholders as well) to discuss problems or opportunities and plan for major change is called
_____ .
23. An OD specialist who contracts with an organization to facilitate change is called a(n) _____.
24. A step in the diagnosis stage of organizational development in which participants are made aware of
problems in order to increase their willingness to change their behavior is called _____ .
25. A step in the reinforcement stage of organizational development in which individuals acquire a desired
new skill or attitude and are rewarded for it by the organization is referred to as _____ .
26. A disparity between existing and desired performance levels is known as a(n) _____ .
27. The second stage in Lewin’s change model, _____ , occurs when individuals experiment with new
behavior and learn new skills to be used in the workplace.
28. _____ symbolizes to all employees that the change is important for the organization.
SHORT ANSWER
1. List the three distinct steps for achieving behavioral and attitudinal change.
2. List the four reasons why employees tend to resist change.
3. List the five specific tactics that can be used to overcome employee resistance to change.
ESSAY
1. What is organizational change and what are two major areas of change in organizations?
2. Describe the three innovative strategies for new products and technologies.
3. Describe the five characteristics of creative people and organizations.
4. Explain the horizontal linkage model.
5. Name and briefly describe the four roles in championing an idea for organizational change.
6. Describe the three distinct stages for achieving behavioral and attitudinal change in an organization.
ANS:
7. Explain the concept of force field analysis.
8. Describe the tactics for overcoming resistance to change.