45. 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
46. 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.
47. 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.
48. 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
49. ____ 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
50. 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.
51. 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.
52. Cyrus’ 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
53. 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
54. According to Spotlight on Skills in Chapter 8, the eight-step plan for implementing change in an
organization includes all of the following EXCEPT:
a.
establish a sense of urgency
b.
form a powerful coalition of managers
c.
communicate the vision
d.
empower others to act on the vision
e.
all of these are steps in the plan
55. 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. He is exhibiting what obstacle to change?
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
56. 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
57. 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
58. 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 are using
a.
force field analysis.
b.
barrier analysis.
c.
negotiation.
d.
assessment of goals.
e.
all of these.
59. ____ 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
60. 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
61. 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.
62. 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
63. 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
64. 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
65. 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
66. ____ uses formal bargaining to win acceptance and approval of a desired change.
a.
Education
b.
Participation
c.
Coercion
d.
Negotiation
e.
Top management support
67. 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
68. 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
69. 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
70. Of the companies on Fortune magazine’s first list of America’s 500 largest corporations published in
1955, how many survived the next half century?
a.
11
b.
71
c.
231
d.
391
e.
471
71. _________ refers to innovations in products, services, or processes that radically change an industry’s
rules of the game for producers and consumers.
a.
Restructuring innovation
b.
Trickle up innovation
c.
Productive innovation
d.
Disruptive innovation
e.
Reverse innovation
72. For the compact disc industry, the advent of MP3 technology can best be described as what type of
innovation?
a.
Disruptive innovation
b.
Service innovation
c.
Productive innovation
d.
Restructuring innovation
e.
Reverse innovation
73. Sandra works for a bank that is renowned for being the first commercial bank in the United States to
introduce online banking. This can best be described as what type of innovation?
a.
Package innovation
b.
Product innovation
c.
Service innovation
d.
Supply chain innovation
e.
Human resource innovation
74. Artful Innovations Inc. operates with open channels of communication and an established suggestion
system that encourages brainstorming and freewheeling discussions. Artful Innovations can best be
described as what type of organization?
a.
Experimental organization
b.
Cooperative organization
c.
Entrepreneurial organization
d.
Disruptive organization
e.
Creative organization
75. The horizontal linkage model is best applied in what type of business environment?
a.
Low pressure environment
b.
Stable environment
c.
Environment that requires speed
d.
Customer service environment
e.
Manufacturing environment
76. At LifeCycle Products, a team of individuals from all areas of the company is currently working under
a very strict deadline to develop the company’s newest product. Luckily, the team is provided with a
high level of resources and empowerment from management. This team can best be described as a(n):
a.
Cross-funtional team
b.
Fast-cycle team
c.
Brainstorming team
d.
Skunkwork team
e.
New-venture team
77. Cooltown University recently invited members of its social network group to enter a contest on
U-Tube to design the best video promoting the university. This is an example of what innovative
approach?
a.
Social group innovation
b.
Network innovation
c.
Techsourcing
d.
Crowdsourcing
e.
Insourcing
78. “The Brain” is a permanent secret group within one of the nation’s largest auto manufacturers.
Members of this elite group focus intently on developing new and innovative automobile technologies.
“The Brain” can best be described as what type of group or team?
a.
Cross-functional team
b.
Fast-cycle team
c.
Brainstorming team
d.
Skunkwork
e.
New-venture team
79. Left-Right Industries employs a diverse set of individuals with strong personalities. Unfortunately,
this means that there is a great deal of interpersonal disagreement among employees. What
organizational tool would work best in this circumstance to manage conflict?
a.
Organizational development
b.
Skunkwork
c.
Telecommuting
d.
Downsizing
e.
Small-group innovation
80. High-Low Productions recently appointed 75 employees and external stakeholders to a temporary
group that would discuss problems and opportunities, and would gather perspectives on changes that
need to take place within the company. High-Low Productions is utilizing which organizational
change tool?
a.
Organizational development
b.
Skunkwork
c.
Telecommuting
d.
Focus group
e.
Large-group intervention
81. Which of the following is a characteristic of the large-group intervention model?
a.
Results in incremental change
b.
Learning for the small group
c.
Addresses the entire system
d.
Gradual time frame
e.
Limited distribution
82. The final step to be managed in the change process is:
a.
Freezing
b.
Implementation
c.
Intervention
d.
Planning change
e.
Envisioning change
83. _________ is the lack of information about future events.
a.
Uncertainty
b.
Risk
c.
Worry
d.
Stress
e.
Change resistance
84. 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
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. A(n) ____________________ is a change in the organization’s product or service outputs.
3. 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
____________________.
4. 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 ____________________.
5. 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
____________________.
6. ____________________ is the generation of novel ideas that may meet perceived needs or respond to
opportunities for the organization.
7. ____________________ change is related to the organization’s production process, i.e., how the
organization does its work.
8. 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.
9. The ____________________ model is an approach to product change that emphasizes shared
development of innovations among several departments.
10. A strategy based on the ability to deliver products and services faster than competitors is called
____________________.
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. 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.
24. An OD specialist who contracts with an organization to facilitate change is called a(n)
____________________.
25. 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
____________________.
26. 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
____________________.
27. A disparity between existing and desired performance levels is known as a(n)
____________________.
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.
7. Explain the concept of force field analysis.
8. Describe the tactics for overcoming resistance to change.