Ob Test 3

Front 1

the diffusion of change is more likely to succeed when

Back 1

the pilot study was successful

the pilot study receives favorable recognition and rewards

pilot study managers are
transferred to other areas of the organization

Front 2

Senior executives at a large retail organization want employees to become more customer friendly. Employees think they are serving customers well enough and the company is the dominate player in the market. what should the executives do in this situation?

Back 2

find information in the external environment indicating that the company's dominate position will be threatened unless they become more customer friendly.

Front 3

the highest priority and first strategy required for any organizational change is to

Back 3

communicate the need for change and keep employees informed about what they can expect from the change effort.

Front 4

Driving forces

Back 4

many DF are unknown to emplyees beyond the top ranks of the organization

some DF are well known to the employees

customer expectations represent a powerful driver for change

organizational change is more likely to occure if employees experience reasonably strong DF

NOT: DF should be created by leaders if there are no reasons for change.

Front 5

Increasing Driving Forces and reducing Restraining Forces tends to:

Back 5

Unfreeze the status Quo

Front 6

which model of Org. change explicitly refers to unfreezing the current sit. and refreezing the desired state?

Back 6

Force Field Analysis

Front 7

According to the action research model, what occurs before diagnosing the need for change?

Back 7

establish the client consultant relationship

Front 8

a parallel learning structure

Back 8

includes highly participative teams constructed alongside the formal organizational hierarchy

Front 9

when managing change, learning interventions should be used

Back 9

to break routines that cause resistance to change

Front 10

action research is

Back 10

a highly participative process of planned change

Front 11

which of these conditions limits the diffusion of change to other parts of the organization?

Back 11

every employee involved in the pilot project stays with the project, rather than being moved to other areas of the organization

Front 12

resistance to org. change may be caused by:

Back 12

employee perceptions that the new conditions have higher costs

the psychological costs of uncertainty

change effort wont work

Front 13

in org change, employee involvement should be used:

Back 13

when the company needs more employee commitment to the change and has sufficient time

Front 14

force field analysis includes:

Back 14

driving forces
restraining forces
unfreezing
refreezing

NOT: Process Forces

Front 15

effective strategy to unfreeze the status quo

Back 15

NOT: strengthen existing team norms and org. systems

educating employees about the change effort

encouraging employees to participate in the change effort

provide stress management programs

negotiate alternative beliefs

Front 16

force field analysis helps change agents to:

Back 16

diagnose the situation better by understanding the driving and restraining forces

Front 17

emplyees wish to slow down a change effort, what is the best strategy for dealing with this:

Back 17

negotiation

Front 18

third party interventions are defined in terms of their

Back 18

level of process control and level of decision control

Front 19

which type of resistance tries to "prove" that the decision is wrong or that the agent is incompetent

Back 19

Saving Face

Front 20

action research

Back 20

goal is to bring about change
process tests theory
process involves employees
organizations are open systems

NOT: process is most successful when people reveal their secrets

Front 21

employees resist change when

Back 21

rewards are incongruent with the new state of affairs

percieve higher costs and lower benefits

percieve a lack of skill required

Front 22

positive Org. behavior is grounded in

Back 22

Appreciated Inquiry

Front 23

what two strategies for minimizing resistance to change should be used last?

Back 23

Coercion, negotiation

Front 24

what do action research and future search events have in common?

Back 24

both encourage employee involvement in the change process

Front 25

organizational change interventions

Back 25

NOT: ethical issues are rarely a concern

work well in N america, tend to work well in Asia

N america view change as linear

open dialogue work better with low power distance cultures

open dialogue may threaten privacy rights

Front 26

what theory states that dual philosophy that change is both applied change and theory testing

Back 26

Action Research

Front 27

which strategy is recommended when two companies have weak cultures

Back 27

integration

Front 28

adaptive culture

Back 28

seak out opportunities, responsibility for the organizations performance

Front 29

hidden elemenets of culture include

Back 29

employee beliefs and values

NOT: physical structures, languages

Front 30

organizations with an adaptive corporate culture

Back 30

are focused outwardly on customers and others outside the organization rather than inwardly

Front 31

Organizational stories

Back 31

NOT: communicate org. culture is they describe a positive event, and undermine culture if they describe a negative event

Front 32

organizations that tolerate subcultures with dissenting values

Back 32

may eventually use those dissenting values to build a new set of dominate values in the future

Front 33

organizational subcultures

Back 33

NOT: org. should subdue subcultures that oppose the firms dominate values

Front 34

socialization: technical info, performance feedback, job duties

Back 34

supervisor

Front 35

what effect does postdecisional justification have on organizational socialization?

Back 35

increases the reality shock that people experience during the encounter stage of socialization

Front 36

adaptive culture

Back 36

employees with a strong sense of ownership and an external focus on stakeholder needs

Front 37

corporate leaders can improve the ethical conduct of employees by:

Back 37

embedding ethical values in the corporate culture

Front 38

emplyees learn about the org. culture

Back 38

long before the first day of work

Front 39

a strong corporate culture increases performance by:

Back 39

controlling emplyee decisions and behavior

Front 40

whenever an advertising firm lands a new contract, the succussful team rings a loud bell and breaks out a bottle of champaign. this is considered:

Back 40

a ceramony

Front 41

companies w/ strong org. cultures are more effective

Back 41

if the cultural values are compatible w/ the organizational enviornment

Front 42

org. culture

Back 42

a powerful form of social control that influences employee decisions and behavior

social glue that bonds employees together

mental model for org. events

Front 43

what is the significance of artifacts?

Back 43

represent the directly observable symbols and signs of an org. culture

Front 44

strategy for merging cultures: confusion, conflict, resentment, and stress

Back 44

deculturation

Front 45

strength of organizational culture

Back 45

organizations with stronger cultures tend to perform better than those with weak cultures when the culture content fits the external enviornment

Front 46

artifact

Back 46

language

Front 47

what effect do co-workers have on the socialization of new employees?

Back 47

provide valuable support and information to newcomers

reduce stress

offer information

Front 48

one of the first steps in a merge, to minimize cultural clashes is to:

Back 48

conduct a bicultural audit

Front 49

a realistic job preview:

Back 49

builds a loyal work force by demonstrating that the company cares about the welfare of its employees

Front 50

adaptive corporate culture

Back 50

employees believe that it is both necessary and inevitable to keep pace with a changing external enviornment

Front 51

main purpose of realistic job previews

Back 51

help applicants form accurate expectations of the organization and job

Front 52

potentially an artifactL

Back 52

artwork on walls

greetings for visitors

names for confrence rooms

Front 53

deepest element of organizational culture is

Back 53

assumptions

Front 54

employees learn ___ through organizational socialization

Back 54

company history

forming relationships within the company

knowledge of power

technical jargon

Front 55

the building in which employees work

Back 55

reflects potentially influences, and is a possible artifact of organizational culture

Front 56

supportive leadership is most appropriate when:

Back 56

the employee lacks experience in the job

Front 57

some leadership theories in Path-goal theory are derived from

Back 57

behavioral leadership theory

Front 58

which leadership style or combination of styles would be most effective for skilled workers?

Back 58

participative style

Front 59

two dimensions of leadership highlighted in behavioral leadership perspective are also identified in:

Back 59

path-goal theory

Front 60

when we stereotype leaders we:

Back 60

tend to evaluate leadership effectiveness on the persons appearance and behavior

Front 61

the competency (trait) perspective takes the view that:

Back 61

leadership is a characteristic of the person.

Front 62

transactional leaders

Back 62

improve efficiency

Front 63

more important since org. switch from supervisors to team based structure?

Back 63

leadership substitutes

Front 64

gender and leadership

Back 64

NOT: leadership rating of women have decreased relative to the rating of men

Front 65

situational leadership model

Back 65

readiness of followers

Front 66

contingency model of leadership: best leadership style depends on

Back 66

level of situational control

Front 67

leadership and gender

Back 67

male and female leaders generally do not differ in their use of task oriented and people oriented leadership

Front 68

one problem w/ competancy (trait) perspective

Back 68

it implies a universal rather than contingency approach to leadership

Front 69

cross cultural studies of leadership report that:

Back 69

charismatic visionary is a universally recognized leadership concept

Front 70

executives act as coaches

Back 70

servant leadership

Front 71

path-goal theory of leadership

Back 71

directive leadership is ineffective when employees are experienced and work in routine jobs

Front 72

leadership

Back 72

includes the process of influencing others

actions that change work environment so employees can perform better

applies to people in any level of the organization

Front 73

telling, selling, participating, and delegating

Back 73

hersey and blanchards situational leadership theory

Front 74

not a leadership perspective?

Back 74

attitudianl

Front 75

drive, integrety, and emotional intelligence are:

Back 75

competencies of effective leaders

Front 76

leadership style identifies in path-goal

Back 76

achievment-oriented leadership

Front 77

task oriented leaders tend to

Back 77

establish challenging goals

Front 78

which leadership perspective that consider task oriented and people oriented styles

Back 78

behavioral perspective and path-goal

Front 79

path-goal: participative style is effective when:

Back 79

none

Front 80

which leadership theory is universal rather than contingency approach

Back 80

competancy perspective
transformational perspective
behavioral perspective

Front 81

path-goal: participative style is effective when:

Back 81

none

Front 82

which leadership theory is universal rather than contingency approach

Back 82

competancy perspective
transformational perspective
behavioral perspective

Front 83

conflict managment style has low cooperativeness and low assertiveness?

Back 83

avoiding

Front 84

not in conflict process model

Back 84

conflict zone

Front 85

effective negotiators

Back 85

set negotiation goals for themselves

Front 86

initial, target, and resistance are three elements in

Back 86

bargaining zone model

Front 87

conflict managment style when other party will take advantage of information sharing

Back 87

forcing

Front 88

which third party conflict resolution strategy manages the process and contect of interaction between disputing parties but does not impose a solution?

Back 88

mediation

Front 89

improving communication and understanding should occur

Back 89

only after differentation between the two sides has been reduced

Front 90

yielding conflict managment style should be used when:

Back 90

the issues is much less important to you than to the other party

Front 91

interpersonal conflict managment style has a win-lose orientation?

Back 91

forcing, yielding, avoiding and compromising

Front 92

ambigous roles, scarce resources, and task interdependance are:

Back 92

sources of potential conflict

Front 93

constructive conflict

Back 93

encourages people to think about different points of view

Front 94

bargaining zone model identifies:

Back 94

the relative locations of various bargaining positions between the parties

Front 95

direct communication minimizes conflict by:

Back 95

reducing reliance on streotypes and improving understanding of the other partys circumstances

Front 96

conflict process: follows conflict perceptions and emotions:

Back 96

manifest conflict

Front 97

which will weaken your case in a win-lose situation?

Back 97

you have to complete negotiations quickly to meet your time deadline

Front 98

divergent beliefs due to unique backgrounds and experiences

Back 98

differentation

Front 99

organizational conflict

Back 99

NOT: job and occupational specialization tend to minimize conflict

Front 100

conflict process: precedes conflict outcomes

Back 100

manifest conflect

Front 101

constructive conflict

Back 101

is a positive application of conflict in organizations

Front 102

alternative dispute resolution: direct dialogue .. negotiations ....

Back 102

involve a mentor

Front 103

conflict process model includes:

Back 103

conflict outcomes, conflict emotions, and sources of conflict

Front 104

constructive conflict

Back 104

encourages employees to re-examine their basic assumptions about a problem and its possible solution

Front 105

conflict management refers to interventions that:

Back 105

alter the level and form of conflict in ways that maximize its benefits and minimize its dysfunctional consequences

Front 106

the problem solving interpersonal style has:

Back 106

high assertiveness and high cooperativeness

Front 107

produces the highest risk on conflict?

Back 107

scarce resources and high task interdependance

Front 108

communication is a potential source of conflict:

Back 108

parties use stereotypes when communication is lacking

ineffective comm. leads to escalation in the conflict cycle

perceptions of conflict reduce a persons motivation to communicate in the future

Front 109

business enviornment: integrated and dynamic

Back 109

organic structure

Front 110

matrix organizational structure

Back 110

overlays two organizational structures in order to leverage the benefits of both types of structure

Front 111

business enviornment: skilled employees with clear job duties

Back 111

functional structure

Front 112

company 1 markets a line designed and manufactured by other companies

Back 112

network

Front 113

organic structures are better than mechanistic structures for:

Back 113

hostile enviornments

Front 114

which org. structure consists of several organizations?

Back 114

network structure

Front 115

contingencies of organizational design

Back 115

technology

organizational size

organizational enviornment

Front 116

departmentalization: organizes employees around specific skills or other resources

Back 116

functional structure

Front 117

departmentalization

Back 117

NOT: discourages coordination through informal communication

Front 118

departmentalization: unique partnership teams that provide customized products for a limited time

Back 118

virtual corporation

Front 119

companies form network structures when:

Back 119

they operate in an enviornment where technology is changing quickly

Front 120

integrator roles

Back 120

support informal communication as a coordinating mechanism

Front 121

as org. grow..:

Back 121

NOT: informal communication becomes more prevalant as a coordinating mechanism

Front 122

coordinating mechanism

Back 122

training
clarifying work procedures
informal communication

Front 123

freer trade, advances in IT, and more global customers press companies to:

Back 123

shift away from geographically based to more client based divisionalized structures

Front 124

standardizing work through job descriptions and procedures

Back 124

is more common in organic rather than mechanistic structures

Front 125

mechanistic org. structure works better than an organic structure when:

Back 125

the org. adopts a cost leadership strategy

Front 126

as org. grow older they:

Back 126

become more formalized

Front 127

organizations form two clusters based on their span of control, centralization and formalization. These two are called

Back 127

organic vs mechanistic

Front 128

formalization

Back 128

reduce organizational flexibility

make some employees feel alienated

make rules and procedures that focus on attention rather than serving stakeholders

Front 129

decentralization

Back 129

NOT: organizational operating in diverse environments are more effective when they centralize decision making

Front 130

the recognition that an organization has only a few core competencies pushes towards more:

Back 130

network structures

Front 131

to increase efficiency and make it easier to match employee competencies w/ job requirements, companies:

Back 131

divide work into specialized jobs

Front 132

team based org. structures are usually found

Back 132

in the manufacturing operations of larger divisionalized structures

Front 133

which form of departmentalization tends to require the most coordination and has a high potential for conflict?

Back 133

matrix structure

Front 134

mechanistic structures operate best:

Back 134

in stable enviornments

Front 135

team based organization:

Back 135

employees
self directed work teams
semi autonomus responsibility

Front 136

divisionalized structure

Back 136

NOT: limits the ability to expand operations

Front 137

departmentalization: very flat hierarchy, little formalization and organizes employees around work processes

Back 137

Team based structure