Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
True / False
1. The median age in the United States has gradually increased over the last several decades.
a.
True
b.
False
2. The four areas in which the pressures for change are the most powerful involve people, technology, information
processing and communication, and competition.
a.
True
b.
False
3. Despite their efforts to do so, baby boomers have failed to affect U.S. employment practices.
a.
True
b.
False
4. The generation of workers born between 1960 and 1980 are referred to as Generation X.
a.
True
b.
False
5. Employees must be prepared for constant change.
a.
True
b.
False
6. As the rate of technological change increases, it becomes important to respond more slowly to change in order to make
the proper decisions.
a.
True
b.
False
7. Advances in information processing and communication have paralleled each other.
a.
True
b.
False
8. The first step of Lewin's model of planned change involves refreezing.
a.
True
b.
False
9. The three steps of Lewin's model of planned change are unfreezing, change, and refreezing.
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
a.
True
b.
False
10. Unfreezing is the process by which people become aware of the need for change.
a.
True
b.
False
11. Refreezing is the process of generating actual change in the organization.
a.
True
b.
False
12. The final step in the continuous change process model involves recognizing and defining a problem.
a.
True
b.
False
13. A major problem with training programs is transferring employee learning to the workplace.
a.
True
b.
False
14. Management development programs rely heavily on participative methods such as case studies and role playing to
instruct employees.
a.
True
b.
False
15. Total quality management efforts usually focus on teams, and the principles of team building must be applied to make
them work.
a.
True
b.
False
16. The survey feedback process includes five distinct stages that begin with problem identification.
a.
True
b.
False
17. Process analysis involves developing plans for improvement.
a.
True
b.
False
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
18. A change in the organization may threaten the specialized expertise that individuals and groups have developed over
the years.
a.
True
b.
False
19. Groups that are satisfied with current resource allocation methods may resist any change they believe will threaten
future allocations.
a.
True
b.
False
20. Because of perceptual limitations such as lack of attention or selective attention, a person may not recognize a change
in a rule or procedure and thus may not alter his or her behavior.
a.
True
b.
False
21. Many efforts to create change in organizations adopt too narrow a focus.
a.
True
b.
False
22. Problems related to resistance, control, and power can be overcome by broad participation in planning the change.
a.
True
b.
False
23. Open communication is an important factor in managing resistance to change and overcoming information and control
problems during transitions.
a.
True
b.
False
24. Managers should take a holistic view of the organization and the change project in order to successfully manage
change and development.
a.
True
b.
False
25. Employees who contribute to the change in any way need to be rewarded.
a.
True
b.
False
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
26. The utility and value of management development are currently more an article of faith than a proven fact.
a.
True
b.
False
Multiple Choice
27. Generation X includes people who were born
a.
between 1930 and 1945.
b.
between 1910 and 1930.
c.
between 1945 and 1960.
d.
between 1970 and 1980.
e.
between 1960 and 1980.
28. Baby Boomers were born between the years
a.
1930-1945
b.
1960-1970
c.
1945-1960
d.
1970-1980
e.
1980-2000
29. The number of people born in the U.S. between 1945 and 1960 was approximately
a.
38 million.
b.
27 million.
c.
100 million.
d.
56 million.
e.
38 million.
30. The areas in which the pressures for change appear most powerful involve all of the following except
a.
people.
b.
technology.
c.
information processing.
d.
competition.
e.
All of these are powerful pressures for change.
31. The group of people born between 1980 and 2000 are called
a.
Generation X.
b.
Millennials.
c.
Generation Y.
d.
Generation Z
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
e.
Baby-boomers.
32. The changes that are occurring in organizations include all of the following EXCEPT
a.
cultures.
b.
structures.
c.
work relationships.
d.
customer relationships.
e.
profit motives.
33. Information processing and communication changes include all of the following EXCEPT
a.
a new generation of computers.
b.
people may not need offices.
c.
work stations will be more electronic than paper and pencil.
d.
organizations will have systematic plans for changes.
e.
satellite systems for data transmission.
34. The first step in Lewin's Process Model of change is
a.
refreezing.
b.
unfreezing.
c.
change itself.
d.
planning.
e.
observing.
35. In the continuous change process model, the final step is
a.
measurement, evaluation, and control.
b.
OB modeling.
c.
a system audit and modification.
d.
the change agent.
e.
transition management.
36. Transition management
a.
is the responsibility of an outside consultant.
b.
is the responsibility of the change agent.
c.
relieves the regular management team of its normal duties.
d.
halts business as usual during the change process.
e.
deals with the unintended consequences of change.
37. Organization development
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
a.
focuses on technological change.
b.
has yet to emerge as a distinct field of study.
c.
works best as a spontaneous process.
d.
is designed to combat unwanted change.
e.
is the process of planned change using scientific knowledge.
38. Each of the following is true of organization development EXCEPT
a.
it is designed specifically to improve organizations.
b.
it attempts to plan organization changes.
c.
it is based on knowledge of the behavioral sciences.
d.
it excludes spontaneous initiatives.
e.
All of these are parts of organization development.
39. Which of the following is NOT considered an example of organization development?
a.
Job enlargement to reduce absenteeism and improve morale
b.
Automating an assembly line to increase production
c.
Autonomous work teams to improve cohesiveness
d.
Job enrichment to satisfy esteem needs
e.
Sensitivity training to improve communications
40. A structural change affects all of the following EXCEPT
a.
performance appraisals.
b.
rewards.
c.
communication.
d.
decision-making.
e.
All of these are affected by structural changes.
41. The degree to which members of a work organization are able to satisfy important personal needs through their
experiences in the organization is called
a.
structural change.
b.
system-wide change.
c.
change agent success.
d.
total quality management.
e.
quality of work life.
42. Most quality-of-work-life efforts espouse a goal of
a.
humanizing the workplace.
b.
reduced interpersonal conflict.
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
c.
strengthened competitive advantage.
d.
increasing the quality of the work performed.
e.
decreasing expenses and waste on the job.
43. The expected benefits from quality-of-work-life programs include all of the following EXCEPT
a.
positive attitudes.
b.
increased centralization of leadership.
c.
increased effectiveness of the organization.
d.
increased goal accomplishment.
e.
increased productivity.
44. Technological change focuses on
a.
indirect alteration of jobs.
b.
quality inputs to the process.
c.
the way inputs are transformed into outputs.
d.
broad system-wide changes.
e.
the way standards are created and enforced.
45. The second step in the integrative framework for the implementation of task redesign is
a.
diagnosis of the work system and context.
b.
recognition of a need for a change.
c.
go/no-go decision.
d.
cost-benefit analysis of proposed changes.
e.
selection of task redesign as a potential intervention.
46. When introducing job changes, managers must consider all of the following EXCEPT
a.
the total work environment within which the job exists.
b.
whether the job changes require adjustments in other organizational components.
c.
how to limit what employees know about the changes.
d.
whether workers have, or can easily obtain, the newly required skills.
e.
who will design the changes.
47. Each of the following is a popular type of people-oriented change technique EXCEPT
a.
training
b.
management development
c.
team building
d.
survey feedback
e.
All of these are popular people-oriented change techniques.
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
48. A major problem of training programs is
a.
identifying actual training needs.
b.
finding the time and funding for the training effort.
c.
motivating employees to want to learn.
d.
transferring employee training to the workplace.
e.
finding "role model" trainers.
49. With respect to management development, which of the following is NOT true?
a.
The value of management development is a proven fact.
b.
Management development objectives must be compatible with organizational objectives.
c.
Management development is a long-range process.
d.
Organizations must use care in identifying their unique developmental needs.
e.
Management development is multifaceted and complex.
50. Which of the following is NOT true of the use of data collected through the survey feedback process?
a.
Results should only be reviewed by top management.
b.
Results are returned to all levels of the organization.
c.
Results are used for solving problems.
d.
Results are used to identify problems.
e.
Results are aggregated by group or department.
51. All of the following statements about change are true EXCEPT
a.
An organization may resist change.
b.
Change is inevitable.
c.
An organization may promote change.
d.
Resistance to change is inevitable.
e.
Resistance to change should be eliminated.
52. With respect to managing change, management should consider resistance to change as
a.
something to be overcome as quickly as possible.
b.
a signal to carefully examine the advantages and disadvantages of a change.
c.
something to be avoided.
d.
an opportunity to reinforce their authority.
e.
a commonplace, everyday event and not worry about it.
53. Which of the following is one of the organizational sources of resistance to change found by Katz and Kahn?
a.
Threatened expertise
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
b.
Rapidity of change
c.
Decentralization
d.
Formalization
e.
Specificity of change
54. Which of the following is NOT an organizational source of resistance to change as identified by Katz and Kahn?
a.
overdetermination
b.
threatened expertise
c.
centralization
d.
group inertia
e.
All of these represent resistance to change.
55. Overdetermination is sometimes called
a.
structural inertia.
b.
organizational inertia.
c.
group inertia.
d.
group stability.
e.
organizational stability.
56. Which of the following organizational sources of resistance occurs when decision-making authority is redistributed?
a.
Fear of the unknown
b.
Narrow focus of change
c.
Threatened power
d.
Habit
e.
Resource allocation
57. Sam has good working relationships with his boss and coworkers, and is concerned that the upcoming organization
change might disrupt these. Sam is most likely to resist the change because of
a.
lack of awareness.
b.
fear of the unknown.
c.
economic factors.
d.
habit.
e.
social factors.
58. When managers consider the impact of a change on the culture, the dominant coalition, and the people, tasks, and
structure of the organization, they are more likely to be successful because they have
a.
taken a holistic view.
b.
secured top management support.
c.
considered international issues.
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
d.
started small.
e.
encouraged participation.
59. Which of the following is NOT one of the keys to successful change management?
a.
Reward those who contribute to change.
b.
Secure top management support.
c.
Encourage participation by those affected by the change.
d.
Maximize employee job satisfaction.
e.
Foster open communication.
60. In the absence of information regarding a change, employees may fill the gap with
a.
inappropriate or false information.
b.
sensitive participation.
c.
a contribution.
d.
a holistic view.
e.
a synopsis.
61. Which of the following keys to successful organization change management would help a manager reduce the spread
of rumors regarding a change?
a.
Start small
b.
Secure top management support
c.
Foster open communication
d.
Encourage participation
e.
Take a holistic view
62. Each of the following is a reason to secure top management support for a change except
a.
to reduce fear of obsolescence.
b.
to head off problems of power.
c.
to avoid problems of control.
d.
to keep key managers informed.
e.
to get the dominant coalition on the side of change.
63. Who is often acknowledged after a change effort?
a.
People who were hired once the change began.
b.
People who were hired only after the change had ended.
c.
People who worked hardest to speed up the change.
d.
People who quickly grasped new work assignments.
e.
People who tried to stop it.
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
64. Which generation is characterized by a distinct and separate life stage in between adolescence and adulthood in which
young people jump from job to job and relationship to relationship?
a.
Generation X
b.
Millennials
c.
Generation Y
d.
Generation Z
e.
Baby Boomers
65. Which generation is characterized by living at home with few responsibilities, experimenting with life, and putting off
marriage, childbearing, home purchases, and other adult responsibilities?
a.
Generation X
b.
Millennials
c.
Generation Y
d.
Generation Z
e.
Baby Boomers
66. Which of the following does NOT tend to be true of Millennials?
a.
they celebrate diversity
b.
they are group oriented
c.
they are optimistic
d.
they want everyone to be treated the same
e.
they understand technology quickly
67. On the job, which of the following is generally NOT true of Millennials?
a.
they prefer positive reinforcement
b.
they prefer not to work in teams
c.
they like clear job assignments
d.
they want flexibility in how to do their jobs
e.
they want to be treated as individuals
68. The second step in Lewin's Process Model of change is
a.
refreezing.
b.
unfreezing.
c.
change itself.
d.
planning.
e.
observing.
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
69. The third step in Lewin's Process Model of change is
a.
refreezing.
b.
unfreezing.
c.
change itself.
d.
planning.
e.
observing.
70. How many steps are in Lewin's Process Model of change?
a.
1
b.
2
c.
3
d.
4
e.
5
71. In Lewin's Process Model of change, the process by which people become aware of the need for change is called
a.
refreezing.
b.
unfreezing.
c.
congealing.
d.
annealing.
e.
dissolving.
72. In Lewin's Process Model of change, the process by which new behaviors are made relatively permanent and resistant
to further change is called
a.
refreezing.
b.
unfreezing.
c.
congealing.
d.
annealing.
e.
dissolving.
73. In the continuous change process model, the person responsible for managing the change effort is called a(n)
a.
transition manager.
b.
change agent.
c.
ombudsman.
d.
modification mogul.
e.
evolution emissary.
74. The process of systematically planning, organizing, and implementing change, from the disassembly of the current
state to the realization of a fully functional future state within an organization, is called
a.
unfreezing.
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
b.
transition management.
c.
refreezing.
d.
change agency.
e.
organizational design.
75. Organization development involves attempts to plan organization changes, which excludes _________ initiatives.
a.
spontaneous
b.
premeditated
c.
strategic
d.
ineffective
e.
none of these
76. The specific intention of organization development must be to improve organization effectiveness. This point excludes
changes that
a.
merely seek to reduce costs.
b.
merely imitate what others have done.
c.
sound good in theory but don't work in practice.
d.
do not bring about increased dividends for shareholders.
e.
none of these
77. The system-wide application of behavioral science knowledge to the planned development and reinforcement of
organizational strategies, structures, and processes for improving organizational effectiveness is called
a.
change agency.
b.
process change.
c.
transition management.
d.
organization development.
e.
none of these
78. Which of the following is a system-wide organization development involving a major restructuring of the organization
or institution of new programs?
a.
process change
b.
transition management
c.
change agent
d.
structural change
e.
strategic initiative
79. The first step in the integrative framework for the implementation of task redesign is
a.
diagnosis of the work system and context.
b.
recognition of a need for a change.
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
c.
go/no-go decision.
d.
cost-benefit analysis of proposed changes.
e.
selection of task redesign as a potential intervention.
80. The third step in the integrative framework for the implementation of task redesign is
a.
diagnosis of the work system and context.
b.
recognition of a need for a change.
c.
go/no-go decision.
d.
cost-benefit analysis of proposed changes.
e.
selection of task redesign as a potential intervention.
81. The fourth step in the integrative framework for the implementation of task redesign is
a.
diagnosis of the work system and context.
b.
recognition of a need for a change.
c.
go/no-go decision.
d.
cost-benefit analysis of proposed changes.
e.
selection of task redesign as a potential intervention.
82. The fifth step in the integrative framework for the implementation of task redesign is
a.
diagnosis of the work system and context.
b.
recognition of a need for a change.
c.
go/no-go decision.
d.
cost-benefit analysis of proposed changes.
e.
selection of task redesign as a potential intervention.
83. The sixth step in the integrative framework for the implementation of task redesign is
a.
implementation of any supplemental changes.
b.
formulation of the strategy for redesign.
c.
evaluation of the task redesign effort.
d.
implementation of the task changes.
e.
selection of a change agent.
84. The seventh step in the integrative framework for the implementation of task redesign is
a.
implementation of any supplemental changes.
b.
formulation of the strategy for redesign.
c.
evaluation of the task redesign effort.
d.
implementation of the task changes.
e.
selection of a change agent.
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
85. The eighth step in the integrative framework for the implementation of task redesign is
a.
implementation of any supplemental changes.
b.
formulation of the strategy for redesign.
c.
evaluation of the task redesign effort.
d.
implementation of the task changes.
e.
selection of a change agent.
86. The ninth step in the integrative framework for the implementation of task redesign is
a.
implementation of any supplemental changes.
b.
formulation of the strategy for redesign.
c.
evaluation of the task redesign effort.
d.
implementation of the task changes.
e.
selection of a change agent.
87. In the integrative framework for the implementation of task redesign, which of the following is NOT diagnosed during
the "diagnosis of the work system and context" step?
a.
leader behavior
b.
board of directors diversity
c.
technology
d.
organization design
e.
group and social processes
88. How much does corporate America invest in management development?
a.
under a million dollars
b.
millions of dollars
c.
tens of millions of dollars
d.
hundreds of millions of dollars
e.
billions of dollars
89. Which of the following is NOT a goal of team building?
a.
setting team goals and priorities
b.
analyzing how work is performed
c.
examine how a group is working
d.
examine relationships among the people doing the work
e.
All of these are goals of team building.
90. Team building is a(n) _________ process.
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
a.
simple
b.
one-time
c.
ongoing
d.
inefficient
e.
efficient
91. Which organizational source of resistance to change occurs when group norms act as a brake on individual attempts at
behavior change?
a.
changes in resource allocation
b.
narrow focus of change
c.
overdetermination
d.
threatened expertise
e.
group inertia
92. Which organizational source of resistance to change occurs when changes to tasks don't take into account the
interdependence among organizational elements such as people, structure, tasks, and the information system?
a.
changes in resource allocation
b.
narrow focus of change
c.
overdetermination
d.
threatened expertise
e.
group inertia
93. Which organizational source of resistance to change occurs when a job redesign or a structural change transfers
responsibility for a specialized task from the current expert to someone else?
a.
changes in resource allocation
b.
narrow focus of change
c.
overdetermination
d.
threatened expertise
e.
group inertia
94. Which organizational source of resistance to change occurs when groups who have access to valuable assets are
concerned that they won't after the change?
a.
changes in resource allocation
b.
narrow focus of change
c.
overdetermination
d.
threatened expertise
e.
group inertia
95. Which source of individual resistance to change is grounded in the fact that it is easier to do a job the same way every
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
day, and learning an entirely new set of steps makes the job more difficult?
a.
economic factors
b.
habit
c.
fear of the unknown
d.
lack of awareness
e.
social factors
96. Which source of individual resistance to change occurs when people are simply scared of anything unfamiliar?
a.
economic factors
b.
habit
c.
fear of the unknown
d.
lack of awareness
e.
social factors
97. Which source of individual resistance to change occurs when people resist change for fear of what others will think?
a.
economic factors
b.
habit
c.
fear of the unknown
d.
lack of awareness
e.
social factors
98. Which source of individual resistance to change occurs when people do not alter their behavior because they don't
realize that a change has been made?
a.
economic factors
b.
habit
c.
fear of the unknown
d.
lack of awareness
e.
social factors
99. Which source of individual resistance to change occurs when people fear that change will make their jobs obsolete or
reduce their opportunities for future pay increases?
a.
economic factors
b.
habit
c.
fear of the unknown
d.
lack of awareness
e.
social factors
100. Which organizational source of resistance to change occurs because numerous organizational systems are in place to
maintain stability?
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
a.
changes in resource allocation
b.
narrow focus of change
c.
overdetermination
d.
threatened expertise
e.
group inertia
Completion
101. The last step in Lewin's change process is ____________________.
102. The ____________________ change process model emphasizes that change is constantly occurring at various stages
within the organization.
103. A(n) ______________ is a person who helps manage a change effort.
104. According to the continuous change process model, in the measurement, evaluation, and ____________________
phase, top management assesses the degree to which the change is having the desired effect.
105. ___________________________________ ensures that a firm functions properly during the change process.
106. ___________________________________ is the process of planned change and improvement of the organization
through application of scientific knowledge.
107. ____________________ of ___________________________________ programs differ, but most espouse a goal of
humanizing the workplace.
108. The four popular types of people-oriented change techniques are training, management development programs, team
building, and ___________________________________.
109. The third stage of the survey feedback process, ___________________________________, involves examining
group decision making and communication.
110.
A _________ organization facilitates the learning of all its members and continuously transforms itself.
Matching
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
Match each of the following scenarios with the stage of Lewin's model that would be most relevant for addressing it.
a.
After spending a lot of money training your employees to use the new software for writing TPR reports, you want
to make sure that they don't just go back to using the old software after training ends.
b.
Your most senior employee is not willing to change the software she uses to writes her TPR report because she
thinks the software that she's using now is better.
c.
You implement a new policy for writing TPR reports, which will now be created with different software.
111. change
112. refreezing
113. unfreezing
Match each of the following scenarios with the type of resistance to change that it most clearly exemplifies.
a.
The structural changes at Rayu's company involve no downsizing and will dramatically reduce inefficiency and red
tape. Still, Rayu doesn't like the changes because he doesn't want to put forth effort into learning a new way of
doing things.
b.
Vega was on vacation when the new process for bug documentation rolled out. Nobody bothered to tell her, so she
documented several bugs using the old process.
c.
Bianca loves the new corporate dress code. However, her coworkers make fun of her for adhering to it, so after a
few days, she stops.
d.
Giles is against the new structural changes because he's afraid that they will cost him his job.
e.
Cammy was all for the structural changes at her company until she realized that fewer people were going to report
to her after the changes.
f.
Kenny, the director of a hospital pharmacy, decides to upgrade the decades-old pharmacy software to a sleeker and
newer system. After the upgrade, the pharmacy's electronic records become incompatible with those of the
inpatient and outpatient clinics, which are still using old software. The workarounds this requires cause an overall
decline in efficiency despite the fact that the new software system is indeed better in the abstract.
g.
Edmond's job has been redesigned to be more in line with his talents and interests. Although he knows logically
that the changes are good, Edmond resists the changes for the simple reason that he's uncomfortable with anything
unfamiliar.
114. lack of awareness
115. threatened power
116. habit
117. economic factors
Name:
Class:
Date:
Chapter 16—Organization Change and Change Management
118. narrow focus of change
119. social factors
120. fear of the unknown
Essay
121. Describe, discuss, and give examples of the four basic forces for organization change.
122. Describe, discuss, and give examples of Lewin's Process Model of planned change.
123. Describe the steps you would take in conducting a survey feedback process.
124. Explain how organizations can simultaneously promote and resist change.
125. Describe, discuss, and give examples of at least three managerial keys to successfully conducting organizational
change and development. Ensure the potential impact of each key is addressed.
