Q&A Hero

Q: In addition to thinking about personal impacts, employees think about the benefits of change to the organization.a. Trueb. False

Q: Which of the following is a least constructive coping mechanism to change?a. Proselytizationb. Interrogationc. Complaintsd. Sabotage

Q: Change initiatives may cause mixed feelings from change recipients based on the impact of all factors except:a. Their relationship with othersb. Their ability to do their jobc. Their compensation and bonusesd. The fit with their needs and values

Q: Which of the following correlations between age and resistance to change is true?a. Age is negatively related to resistanceb. Younger workers are more likely to accept changec. Younger and older workers respond to change in the same wayd. Age is positively related to resistance

Q: Which of the following is not a reason for a change recipient to decide to support the change?a. The benefits to them outweigh the costsb. The change has a high personal relevancec. The change is consistent with their valuesd. The change will make their job more interesting

Q: Recipients of change are usually passive participants.a. Trueb. False

Q: Describe the elements of an informal organization.

Q: Resistance to change should be avoided at all costs.a. Trueb. False

Q: Stakeholders with a positive commitment and a high understanding of the change will provide the strongest consensus.a. Trueb. False

Q: The early majority is the most apt group to seek change.a. Trueb. False

Q: Organizational members can be classified as all of the following except:a. Central connectorsb. Troublemakersc. Boundary spannersd. Information brokers

Q: The movements of stakeholders follow which of the paths below?a. Interest, awareness, desire for action, leadershipb. Awareness, discussion, communication, participationc. Awareness, interest, desire for action, take actiond. Denial, grief, bargaining, acceptance

Q: In a stakeholder map, one may want to depict all of the following factors except:a. Stakeholder wants & needsb. Stakeholder linkagesc. Likely stakeholder response to the changed. Stakeholder wealth relative to others

Q: Provide the four areas of change and an example of each.

Q: Which of the following is not a step in conducting a force field analysis?a. Identifying the strengths of forces acting in the situationb. Understand the forces and how they might increase leverage for changec. Examine the financial impact of the change in the short and long termd. Identify ways to increase support and reduce resistance

Q: Who might be included in a stakeholder analysis?

Q: What is a force field analysis?a. A process of identifying driving and restraining forcesb. A process of tempering power by leveling the playing fieldc. A process of identifying the best routes to accomplish changed. A process of creating alliances

Q: What does homeostasis mean?a. A tendency toward changeb. A tendency toward equilibriumc. A tendency toward complexityd. A tendency toward laziness

Q: The more __________ people are, the more they will be willing to change.a. Intelligentb. Dissatisfiedc. Seniord. Involved

Q: Individuals will usually choose whether or not to accept a change program based on what?a. How much they trust the leaderb. How detailed the change plan isc. How others around them react to the changed. How they perceive the change will impact them personally

Q: In order to assess culture at its deepest level, change agents should ask which question?a. Are humans basically good, neutral, or evil?b. How often has the mission changed?c. Do people really believe the mission?d. What is the incentive and reward system?

Q: What is an example of a cultural artifact?a. The way employees dressb. The basic underlying assumptions of a groupc. The organization’s publicized missiond. The size of the organization

Q: Which of the following aspects of culture is most difficult to change?a. Cultural artifactsb. Espoused beliefs and valuesc. Underlying assumptionsd. How people relate to one another

Q: Which of the follow is true about Scheins definition of culture?a. It’s a pattern of basic assumptions that has been implemented by a single leaderb. It’s a set of assumptions that is taught as one of a variety of ways of perceiving problemsc. It’s a set of assumptions that is considered valid by senior leadershipd. It’s a set of assumptions that has been learned by a group as the correct way to think about problems

Q: Organizational culture has a standard definition that is widely understood.a. Trueb. False

Q: Managers use different power tactics when trying to influence superiors as opposed to subordinates.a. Trueb. False

Q: Which of the following tends to be the least popular power tactic?a. Referring to a higher authorityb. Bargainingc. Developing coalitionsd. Applying sanctions

Q: Which of the following is not one of Hardys dimensions of power?a. Resource powerb. Charisma powerc. Process powerd. Meaning power

Q: Which would not necessarily be a characteristic of a powerful department within an organization?a. Positional powerb. Network powerc. Knowledge powerd. Personality power

Q: Which kind of power tends to be least important on its own?a. Positional powerb. Network powerc. Knowledge powerd. Personality power

Q: Organizations would be better off if they didnt have to deal with power dynamics.a. Trueb. False

Q: What is the definition of politics as described in the book?a. Gathering power and allies to further one’s own objectives over another’sb. Conflict and debate of those pursuing powerc. Brokering power to meet one’s own goalsd. Ability and success of governing others

Q: Employees who are deeply committed to the organization will generally demonstrate the most support for change initiatives.a. Trueb. False

Q: Organizational politics are not an inherently negative force.a. Trueb. False

Q: What is likely to happen when a new CEO comes into an organization?a. The CEO will fire most of the employeesb. The CEO will continue with business as usualc. The CEO will be immediately acceptedd. The CEO may challenge power and culture dynamics

Q: If a merger makes good business sense, an organization might not pursue it due to which of the following reasons?a. Shareholders may be upsetb. It may be too expensivec. The cultures of the two organizations clashd. There is not unanimity among the board

Q: In order to get a full picture of the informal organization, which stakeholder(s) must be considered?a. Yourselfb. The CEOc. The lowest level employeesd. Former employees

Q: Moving forward without formal approval establishes creeping commitment to the change project.a. Trueb. False

Q: Formal approval tends to follow the same general decision-making process in most organizations.a. Trueb. False

Q: How might change leaders increase the likelihood of gaining approval?

Q: Acceptance can be increased despite initial resistance if the project has been through a rigorous review.a. Trueb. False

Q: Acceptance is enhanced in which of the following situations?a. By involving others in the discussion and thoroughly discussing alignmentb. By presenting the change proposal after others have already put forward their ideasc. By keeping the project quiet until the project is formally approvedd. By not including people who may resist the initial idea

Q: Change proposals should only be introduced once formal approval is obtained.a. Trueb. False

Q: If leadership has a low tolerance for ambiguity, the approval process is likely to be:a. More rigorousb. More straightforwardc. Quickerd. Lengthy

Q: When approaching a formal approval process, change agents should utilize all of the following strategies EXCEPT:a. Identify the decision-maker’s attitude and work with that personb. Be as vague about the project as possible in order to set accurate expectationsc. Connect the project to the vision and strategy of the organizationd. Use the appropriate process to legitimize the proposal

Q: Incremental changes require ______________, while larger more influential changes require _____________.a. Less dedication, sustained passionb. More employee buy-in, leadership commitmentc. Fewer resources, formal approvald. Numerous task forces, town hall meetings

Q: Leveraging structural and systematic change will create major animosity with ones employees.a. Trueb. False

Q: While having a good strategy is important, it is ineffective if which characteristic isnt present?a. Delegationb. Oversightc. Alignmentd. Dedication

Q: Which decision should be made first?a. Structureb. Culturec. Tasksd. Strategy

Q: There is one best way to structure an organization.a. Trueb. False

Q: In the implementation stage, which reporting structure is most effective?a. Brainstorming sessionsb. Task forcec. Town hall meetingd. Having the people who generate ideas also make the decisions

Q: How does an organizations design impact the behavior of its members?a. Design either inhibits or facilitates collaborationb. Design suits some personalities better than othersc. Design determines the size an organization can reachd. Design inhibits creativity

Q: Organizations need to align their formal structures and systems with the environment.a. Trueb. False

Q: What kinds of lateral relations will help increase information flow?

Q: One way that organizations can reduce their information-processing challenges is by:a. Sending more emailsb. Adding slack resourcesc. Making departments more reliant on each otherd. Working harder and longer

Q: What is the role of information systems?a. To develop needed information and get it to the right peopleb. To make sure all employees understand what’s going on in the organizationc. To keep employees accountable for mistakes they may be makingd. To develop annual reports for shareholders

Q: As uncertainty ____________, the amount of information that needs to be processed between decision makers _______________.a. Decreases, increasesb. Increases, decreasesc. Increases, increasesd. Increases, stays the same

Q: In what kinds of industries would an organic organization work best?

Q: Which of the following kinds of organizations is most likely to be mechanistic?a. A tech start-upb. A schoolc. A nuclear power plantd. An architecture firm

Q: Which of the following is not a characteristic of a mechanistic organization?a. Tasks are broken down into separate partsb. There is a narrow span of controlc. There is a straightforward planning processd. Communication is abundant and flows horizontally

Q: The formality of an organization is defined by the extent to which structures and processes of the organization are written down and expected to be followed.a. Trueb. False

Q: Organizations that have a more decentralized decision-making process tend to be structured in what way?a. Hierarchicalb. Flatc. Formald. Informal

Q: What part of structure does the chain of command reflect?a. The formal power structureb. The informal power structurec. The organization’s cultured. The change process

Q: What are common ways that larger, more complex companies are organized?a. Larger companies tend to be organized purely by functionb. Every product and category is integrated into each department to ensure integrationc. Departments may be organized by product or geographic area, and there may be people who specialize, bringing together all parts of the organizationd. They consolidate all locations to manage all aspects of the company more closely from one entity

Q: What is integration?a. How much one task overlaps with anotherb. The degree in which each individual tasks fits in with the organization’s overall missionc. The degree to which responsibility is meaningfully assigned instead of having unnecessary levels of management and bureaucracyd. The extent to which all disparate tasks and jobs are combined into a cohesive whole

Q: Some organizations do not require any formalization because they are so small.a. Trueb. False

Q: How does the degree of differentiation change over the life an organization?a. Differentiation generally remains stable throughout the life of the organizationb. As the number of employees increases, there is greater differentiationc. As an organization becomes more successful and profitable, there is a greater need to differentiate tasksd. As a workforce becomes more embedded and cross-trained, the degree of differentiation diminishes

Q: Which of the following is not an example of formal systems?a. Strategic planning, accounting and control systemsb. Pay and reward practicesc. Performance managementd. Organizational culture

Q: What are formal structures designed for?a. To support the strategic direction of the firm by enhancing efficiency and effectivenessb. To clarify roles and responsibilitiesc. To ensure accountability and oversightd. To create a coherent organization chart

Q: Visions should be clear, challenging, and tangible.a. Trueb. False

Q: A vision can be used to strengthen or transform existing cultures.a. Trueb. False

Q: What are some factors that obstruct managerial judgment and lead to organizational failure?

Q: Which of the following is not a strategy for avoiding groupthink?a. Have the leader play an impartial roleb. Solicit input from informed outsiders and expertsc. Establish a methodical decision-making processd. Self-censoring and conflict avoidance

Q: What are strategic frames?a. Strategic plans that are developed as part of the change processb. Flexible frames that center around core valuesc. Sets of assumptions about how the world works that may act as blindersd. Framework to develop change plans and strategic direction

Q: How does existing culture impact organizational change efforts?a. Culture is generally supportive of organizational changeb. Since change often flies in the face of culture, it is one of the biggest stumbling blocks of changec. Culture represents a more difficult barrier in poorly performing firms than successful firmsd. Culture is simple to alter to new change projects

Q: What best describes the approach of information and education?a. Identifying common goals and using them to surmount resistanceb. Helping the organization understand that it is near a crisisc. Build awareness and support through dissemination of informationd. Use higher-order values to motivate others

Q: What is the challenge with the approach of identifying a transformational vision?a. It may be seen as superficial or easily ignoredb. It may be too hard to craftc. Change agents may take the vision too seriouslyd. It isn’t as effective as other approaches

Q: Charisma is essential for change agents to have.a. Trueb. False

Q: What are the risks and benefits of generating an organizational crisis when one doesnt already exist in order to mobilize staff?

Q: What is the recommended balance between extrinsic and intrinsic rewards?a. Organizations should stay away from extrinsic rewards entirely to avoid bribery and unethical behaviorb. Since intrinsic cannot really be controlled, organizations should focus on what extrinsic rewards will drive behaviorc. Some intrinsic rewards and moderate equitable extrinsic rewards nested in teams increase communication and commitmentd. Organizations should aim for a 50/50 split to keep rewards in balance