Question 1

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.

Accepted Answer

In the absence of information, employees may resort to speculation and rumors, which could lead to inappropriate or false information being circulated.

Question 2

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

Accepted Answer

When decision-making authority is redistributed, it can threaten the power of those who previously held that authority, leading to resistance from this source. Fear of the unknown, narrow focus of change, habit, and resource allocation are other sources of resistance to change, but they do not directly relate to the redistribution of decision-making authority.

Question 3

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.

Accepted Answer

According to Katz and Kahn, centralization can actually facilitate change by providing a clear locus of authority for decision-making. Overdetermination, threatened expertise, and group inertia are all recognized as sources of resistance to change. Therefore, option E is incorrect as it states all options represent resistance.

Question 4

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.

Accepted Answer

Quality of work life refers to the extent to which employees are able to fulfill their personal needs and achieve job satisfaction within the work organization. Therefore, option E, quality of work life, is the best choice. Choices A, B, C, and D do not accurately describe the concept of employees' personal needs and job satisfaction in the workplace.

Question 5

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.

Accepted Answer

The statement "The value of management development is a proven fact" is not entirely true as there may be cases where management development programs may not have the desired impact or outcomes. While there is evidence to suggest that management development can be beneficial, it is not always a guaranteed success.

Question 6

Which of the following is NOTone 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.

Accepted Answer

While employee job satisfaction is important for overall organizational success, it is not directly related to successful change management. The other options are all key components of effective change management.

Question 7

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.
D) started small.
E) encouraged participation.

Accepted Answer

Taking a holistic view involves considering all aspects and stakeholders of the organization, which can help managers anticipate potential challenges and plan accordingly. This approach is more likely to lead to successful change implementation.

Question 8

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.

Accepted Answer

The answer of The second step in the integrative framework...

Question 9

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.

Accepted Answer

Resistance to change should be taken as a signal to carefully examine the advantages and disadvantages of a change. It is important to understand the reasons behind the resistance, whether they are valid concerns that need to be addressed, or if they are just a reaction to the change itself. By examining the resistance, management can find ways to address concerns and overcome resistance, ultimately leading to a successful change implementation. The other options are not productive approaches to managing resistance to change.

Question 10

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.

Accepted Answer

Results should not only be reviewed by top management, but should also be shared with all levels of the organization to promote transparency and encourage problem-solving efforts at all levels.

Question 11

The expected benefits from quality-of-work-lifeprograms 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.

Accepted Answer

Increased centralization of leadership is not typically an expected benefit of quality-of-work-life programs. These programs aim to improve employee well-being, job satisfaction, and overall work-life balance, which in turn are expected to lead to positive attitudes, increased effectiveness, goal accomplishment, productivity, and other similar benefits.

Question 12

Most quality-of-work-lifeefforts espouse a goal of
A) humanizing the workplace.
B) reduced interpersonal conflict.
C) strengthened competitive advantage.
D) increasing the quality of the work performed.
E) decreasing expenses and waste on the job.

Accepted Answer

Quality-of-work-life efforts aim to make the workplace more humane, recognizing that employees are not just machines but individuals with personal lives, interests, and needs. By promoting a more caring, supportive, and rewarding environment, companies can improve job satisfaction, employee morale, and overall productivity. While reducing interpersonal conflict, strengthening competitive advantage, increasing work quality, and decreasing waste are also important objectives, they may not be the primary focus of quality-of-work-life programs.

Question 13

Overdetermination is sometimes called
A) structural inertia.
B) organizational inertia.
C) group inertia.
D) group stability.
E) organizational stability.

Accepted Answer

Overdetermination refers to the phenomenon where multiple factors or causes are responsible for a particular outcome. Structural inertia refers to the resistance to change within an organization due to its established structures and processes, and is often cited as a contributing factor to overdetermination. Therefore, A is the best choice. B, C, D, and E are not as accurate as they do not specifically relate to the concept of overdetermination.

Question 14

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.

Accepted Answer

Transferring employee training to the workplace is often challenging because it requires employees to apply what they've learned in a real-world setting, which can be difficult without proper support and reinforcement.

Question 15

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.

Accepted Answer

It is not appropriate or ethical to limit what employees know about job changes. Transparency and open communication are key to successfully introducing changes in the workplace. Therefore, option C is the only option that does not apply when introducing job changes.

Question 16

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.

Accepted Answer

Technological change is mainly concerned with how inputs are converted into outputs through the use of technology. It focuses on improving the efficiency, effectiveness, and productivity of the production process through the use of new techniques, tools, and equipment. The other options mentioned (A, B, D, and E) may also be affected by technological change, but they are not the primary focus.

Question 17

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.

Accepted Answer

The statement that resistance to change should be eliminated is not entirely true. While it is important for organizations to recognize and address resistance to change, it is not always possible or desirable to completely eliminate it. Some degree of resistance to change can be a natural and healthy response, and can actually lead to better decisions and outcomes if managed effectively.

Question 18

Which of the following is one of the organizational sources of resistance to change found by Katz and Kahn?
A) Threatened expertise
B) Rapidity of change
C) Decentralization
D) Formalization
E) Specificity of change

Accepted Answer

According to Katz and Kahn, threatened expertise is one of the organizational sources of resistance to change. This resistance occurs when individuals or groups perceive that their expertise, experience, or status in the organization is threatened by the change.

Question 19

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.

Accepted Answer

All of the options listed - training, management development, team-building, and survey feedback - are popular types of people-oriented change techniques. Therefore, there is no one correct option except for E.

Question 20

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.

Accepted Answer

The answer of Sam has good working relationships with his...

Quiz 16: Organization Change and Change Management

In the absence of information regarding a change, employees may fill the gap with

Which of the following organizational sources of resistance occurs when decision-making authority is redistributed?

Which of the following is NOT an organizational source of resistance to change as identified by Katz and Kahn?

The degree to which members of a work organization are able to satisfy important personal needs through their experiences in the organization is called

With respect to management development, which of the following is NOT true?

Which of the following is NOTone of the keys to successful change management?

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

The second step in the integrative framework for the implementation of task redesign is

With respect to managing change, management should consider resistance to change as

Which of the following is NOT true of the use of data collected through the survey feedback process?

The expected benefits from quality-of-work-lifeprograms include all of the following EXCEPT

Most quality-of-work-lifeefforts espouse a goal of

Overdetermination is sometimes called

A major problem of training programs is

When introducing job changes, managers must consider all of the following EXCEPT

Technological change focuses on

All of the following statements about change are true EXCEPT

Which of the following is one of the organizational sources of resistance to change found by Katz and Kahn?

Each of the following is a popular type of people-oriented change technique EXCEPT

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