Exam 1

Front 1

Managers can learn from employee resistance by

Back 1

giving the employees voice.

Front 2

____________ directly targets patterns of employee actions and interactions in order to achieve and sustain outstanding performance.

Back 2

transformational change

Front 3

Employee resistance to change is caused by:

Back 3

all of the above

Front 4

Which of the following is a good example of a trigger event?

Back 4

all of the above

Front 5

A trigger event refers to:

Back 5

a shift in the environment that precipitates a need for altered strategies and new patterns of employee behavior

Front 6

Strategic renewal refers to

Back 6

a change in an organization’s strategy involving some combination of new products/services, new markets, and a new business model

Front 7

When people participate in the process of defining a problem and its solution, they will be:

Back 7

more likely to change their behaviors in accordance with that solution.

Front 8

Which of the following is NOT a reason to go global?

Back 8

simplify operations

Front 9

Engaging executives in turnaround refers to:

Back 9

stabilizing the company’s financial position

Front 10

Going global always means:

Back 10

organizational change

Front 11

Effective change involves:

Back 11

all of the above

Front 12

hich of the following is NOT considered to be a part of the external environment based on the Congruence Model of Effectiveness?

Back 12

company’s financial position

Front 13

In process-driven change, ____________ is used as a ___________ rather than a ____________ of new behaviors.

Back 13

content; reinforcer; driver

Front 14

Which of the following is NOT a part of people alignment?

Back 14

Retraining

Front 15

Based on Lewin’s Change Model, moving is found in which stage?

Back 15

Stage 2

Front 16

____________ is an approach to change that emphasizes the methods of conceiving, introducing and institutionalizing new behaviors.

Back 16

process-driven change

Front 17

The group ____________ is (are) the shared expectations of how group members ought to behave

Back 17

norms

Front 18

n Lewin’s view, getting group members to change their behaviors, and having those new behaviors become lasting rather than fleeting, involves breaking a(n) “____________.

Back 18

social habit

Front 19

____________ offers a complex and systemic perspective on how and why people behave and organizations operate.

Back 19

organizational development

Front 20

Using the model of effective change implementation, beginning a change process with a new structure, such as a balanced scorecard measuring system, would be considered:

Back 20

an implementation trap

Front 21

In managing change, conflict

Back 21

should be managed collaboratively.

Front 22

Company X recently merged with Company Y. After extensive discussions with employees from both companies, a new direction was identified. The executives decided to create a new structure to reinforce this move. This is an example of Lewin’s Change Model in which stage?

Back 22

Stage 3: refreezing

Front 23

Effective organizational change starts with:

Back 23

changing the context of individual behavior.

Front 24

____________ take(s) as a starting point for change the work that needs to be undertaken in order for a unit to achieve outstanding performance.

Back 24

task alignment

Front 25

Organizations seeking to create a dialogue will need to create ____________.

Back 25

psychological safety

Front 26

In order to be effective, the process of diagnosis should involve:

Back 26

none of the above

Front 27

Which of the following is NOT an advantage of using interviews in the initial stage of change?

Back 27

provides extensive quantifiable data

Front 28

The process of ____________ can help build motivation and commitment to altering patterns of behavior.

Back 28

organizational diagnosis

Front 29

Which of the following is correct in regards to advantages of behavioral observation at the initial stage of change in organizational diagnosis?

Back 29

all of the above

Front 30

A ____________ is any individual possessing a broad range of diagnostic and developmental skills who facilitates a change intervention.

Back 30

consultant

Front 31

Which of the following statement is correct?

Back 31

all of the above

Front 32

Removing the artifacts of status differentials is called:

Back 32

egalitarianism.

Front 33

Targeting an organizational system guided by a framework that focuses on interactions refers to which guiding principles of organizational diagnosis?

Back 33

systematic focus

Front 34

____________ is one of the key sources of organizational silence and distortion in communication.

Back 34

Hierarchy/Power distance

Front 35

____________ refers to a belief on the part of employees that the organizational climate is conducive for taking personal risks, especially around dialogue.

Back 35

Psychological safety

Front 36

____________ is a structural change that pushes decision making down to lower levels of the organization.

Back 36

Decentralizing

Front 37

____________ is the process by which individuals receive data from the external environment, analyze that data, and adjust their thinking and behaviors accordingly

Back 37

Learning

Front 38

One of the advantages of diagnostic interviews over questionnaires is that interviews:

Back 38

generate detailed insight into the dynamics of an organization

Front 39

____________ is/are the process of learning about the dynamics of an organization’s functioning.

Back 39

Diagnosis

Front 40

Which of the following is a correct statement related to informal design elements?

Back 40

defining relationships within the organization and between the organization

Front 41

Change pilots are best described as:

Back 41

small, experimental units of change implementation.

Front 42

____________ refers to the number of external factors impacting organizational operation.

Back 42

Environmental complexity

Front 43

Informal design addresses questions of ____________.

Back 43

both A and B

Front 44

Changing an organization’s design is a process known as ____________.

Back 44

organizational redesign

Front 45

Cross-functional teams are a good way to establish:

Back 45

integration.

Front 46

Company Y introduces a new system of job design that includes a renewed focus on customer service. This would be considered:

Back 46

informal design.

Front 47

Which of the following applies to traditional control mechanisms?

Back 47

all of the above

Front 48

Before embarking on change implementation, organizational leaders must face 3 key challenges in organization design:

Back 48

integration/differentiation, control/creativity and decision-making allocation.