Question 1

Dominique noticed that whenever she told her employees that they needed to improve customer service, they paid little attention. She had the strong impression that they thought they were doing a good enough job. In this particular instance, what would be Dominique's best strategy for dealing with their complacency?
A)encouraging them more when she sees them doing something right
B)talking even more specifically about the organization's weaknesses
C)backing up her points with general principles rather than data
D)putting them in direct contact with unhappy customers
E)making the performance goals easier to attain

Accepted Answer

Putting employees in direct contact with unhappy customers may help them understand the importance of improving customer service and the impact it has on the business. Actual experiences and interactions may be more effective in changing their mindset than simply talking about it or encouraging them when they do something right.

Question 2

Aspiring leaders of change tend to ________ their vision.
A)under communicate
B)overcomplicate
C)underestimate
D)overcommunicate
E)undermine

Accepted Answer

Aspiring leaders of change often under communicate their vision, meaning they do not share it enough or clearly enough with others to ensure understanding and buy-in.

Question 3

Realizing that current practices are inappropriate and that new behavior must be enacted is part of ________, a required stage for managing resistance.
A)stabilizing
B)moving
C)storming
D)norming
E)unfreezing

Accepted Answer

The stage of realizing that current practices are inappropriate and that new behavior must be enacted is known as unfreezing. This is a required stage for managing resistance because before change can occur, individuals must be motivated to let go of their old ways.

Question 4

Gustavo, chief executive officer for Pacific Sunshine, maker of high-end aquariums, has spent some time working as an "undercover boss" on the production line, and what he sees is not pleasing. He has observed shoddy workmanship and a lackadaisical attitude reflected in the quality of the company's products. In Gustavo's estimation, current production quality is not what it should or could be. He has thus
A)started a service initiative.
B)uncovered a performance gap.
C)performed a force-field analysis.
D)discovered a need for job posting.
E)identified adapters.

Accepted Answer

Gustavo has observed a gap between the current quality of production and what it should or could be. This suggests that there is a performance gap that needs to be addressed.

Question 5

Tactics to stop complacency include
A)shielding employees from unhappy customers.
B)reducing feedback from external sources.
C)making resources more visible.
D)giving pep talks.
E)setting stretch goals.

Accepted Answer

Setting stretch goals can help prevent complacency by encouraging employees to constantly strive for improvement and not become stagnant in their work. Shielding employees from unhappy customers and reducing feedback from external sources can actually contribute to complacency as employees may not realize the areas in which they need to improve. Making resources more visible and giving pep talks can be helpful in motivating employees, but may not necessarily prevent complacency.

Question 6

Among the methods for managing resistance to change, using ________ runs the risk of leaving people angry at the initiators.
A)participation and involvement
B)facilitation and support
C)negotiation and rewards
D)manipulation and cooptation
E)explicit and implicit coercion

Accepted Answer

Explicit and implicit coercion involves forcing people to accept change, which can lead to resentment and anger towards those initiating the change.

Question 7

Joel's boss has just given him an incredible opportunity-an assignment to go work at the company's Hawaii office for two weeks, three months from now-but he is not excited. The problem is that his family needs him because his mother will have just had surgery, and his elderly father cannot take care of her on his own. Joel's resistance to the Hawaii assignment is based on
A)surprise.
B)peer pressure.
C)differing assessments.
D)timing.
E)self-interest.

Accepted Answer

Joel's resistance to the Hawaii assignment is based on timing, as he cannot leave his family when they will need him due to his mother's surgery.

Question 8

When employees do not see the advantage of a particular change compared to current practices or do not recognize how such a change fits with the firm's strategy, the result is most likely resistance to change driven by
A)surprise.
B)timing.
C)inertia.
D)misunderstanding.
E)self-interest.

Accepted Answer

When employees don't see the benefits of a particular change or don't understand how it fits into the company's strategy, they may misunderstand the change and resist it.

Question 9

In the context of motivating change, "moving" refers to
A)the management's realization that its current practices are no longer appropriate.
B)strengthening the new behaviors that support the change.
C)instituting the change, which begins with establishing a vision.
D)the process of identifying performance gaps.
E)the process of breaking from the old ways of doing things.

Accepted Answer

"Moving" in the context of motivating change refers to instituting the change, which begins with establishing a vision. This phase involves implementing new processes and behaviors to move from the current state to the desired future state.

Question 10

Total organization change is also referred to as
A)organizational ambidexterity.
B)force-field analysis.
C)the genius of the and.
D)large group intervention.
E)proactive change.

Accepted Answer

Large group intervention is a term used to describe methodologies aimed at involving a significant portion of an organization in the change process, thus representing a form of total organization change. This approach is designed to engage a large number of organizational members in making decisions and solving problems to bring about comprehensive change.

Question 11

Tyra Kendrick, Western Division manager, knows that the upcoming year's budget and planning process will be a challenge. For the first time in ten years, the company is changing its budgeting, salary administration, and marketing approach, and a major reorganization will be involved. She expects the managers and staff to resist the planned changes. How might she influence her managers to accept and publicly support the changes?
A)Involve her managers in design and implementation of the budget and planning process.
B)Centralize authority and limit empowerment during the changes.
C)Lay down the law, reminding her managers of who is boss.
D)Remind her managers that she will not have patience or understanding with staff affected by the changes.
E)Withhold information from her managers regarding the nature and logic associated with the changes.

Accepted Answer

By involving her managers in the design and implementation of the budget and planning process, Tyra Kendrick can increase their sense of ownership and buy-in for the changes. This collaborative approach also allows for open communication and the opportunity to address any concerns or resistance from the managers. Centralizing authority and limiting empowerment, laying down the law, and withholding information are not effective ways to gain support and cooperation from her managers. Threatening to withhold understanding or patience only creates a negative work environment and undermines any potential for successful organizational change.

Question 12

Resistance to change is
A)usually motivated by self-interest and peer pressure.
B)typically overestimated by management.
C)the same across the board, from company to company.
D)common at all levels of an organization.
E)a key to organization development.

Accepted Answer

The answer of Resistance to change is
A)usually motivated by self-interest...

Question 13

When people think a change will cause them to lose something of value, this may bring about resistance to change motivated by
A)misunderstanding.
B)management tactics.
C)self-interest.
D)surprise.
E)different assessments.

Accepted Answer

Resistance to change often stems from self-interest, as individuals may feel that they will lose something of value, whether it's job security, status, or familiarity. This can create a sense of fear or anxiety about the change and motivate individuals to resist it.

Question 14

Identifying the specific forces that prevent people from changing and those that will drive people toward change is called
A)force-field analysis.
B)strategic maneuvering.
C)operational planning.
D)trend analysis.
E)situational assessment.

Accepted Answer

Force-field analysis is a technique that helps identify the driving and restraining forces that affect change in an organization or situation. It involves identifying the current situation, determining the driving forces that promote change, and identifying the restraining forces that prevent it. Through this analysis, one can identify ways to strengthen the driving forces and reduce the restraining forces, which can lead to successful change. The other options are not appropriate because they do not involve the specific analysis of the forces that promote or prevent change.

Question 15

When resistance to change results from adjustment problems, a good way of managing the resistance to change is through
A)education and communication.
B)facilitation and support.
C)negotiation and rewards.
D)manipulation and cooptation.
E)explicit and implicit coercion.

Accepted Answer

When resistance to change results from adjustment problems, it is best to manage the resistance through facilitation and support. This can include providing training and support to help employees adjust to the changes, offering counseling or coaching to address any personal or emotional issues related to the change, and providing resources to help employees adapt to the new situation. Facilitation and support can help alleviate fear and anxiety associated with the change and encourage employees to embrace the new ways of working.

Question 16

Safety is a big concern at the Glory Canning Company, and so the company has spent a great deal of money on an education program that includes cartoons, stickers, skits put on by employees, daily announcements, and array of other promotional methods and items. Nevertheless, employees have proven less than enthusiastic about the initiative. Most likely their resistance is due to
A)inertia.
B)self-interest.
C)peer pressure.
D)management tactics.
E)surprise.

Accepted Answer

The answer of Safety is a big concern at the...

Question 17

A relatively quick and inexpensive way to manage resistance to change is
A)education and communication.
B)participation and involvement.
C)facilitation and support.
D)negotiation and rewards.
E)manipulation and cooptation.

Accepted Answer

Manipulation and cooptation are often quicker and less costly methods to manage resistance compared to other options, though they may not be the most ethical or sustainable solutions.

Question 18

When change initiators do not have all the information they need to design the change and others have considerable power to resist, the best approach to managing resistance to change is through
A)participation and involvement.
B)facilitation and support.
C)negotiation and rewards.
D)manipulation and cooptation.
E)explicit and implicit coercion.

Accepted Answer

When change initiators do not have all the information they need to design the change and others have considerable power to resist, the best approach to managing resistance to change is through participation and involvement. This approach allows individuals to have a voice and be part of the change process, which can result in greater buy-in and commitment to the change. It also ensures that all relevant information is considered and incorporated into the change design process. Facilitation and support can also be effective, but may not address the underlying resistance to change that stems from a lack of involvement and participation. Negotiation and rewards, manipulation and cooptation, and explicit and implicit coercion are not recommended approaches as they can damage relationships, reduce trust, and result in negative consequences for both individuals and the organization.

Question 19

Individual team members may not strongly oppose a change suggested by management, but the opinions of their coworkers may encourage resistance due to
A)self-interest.
B)surprise.
C)peer pressure.
D)different assessments.
E)inertia.

Accepted Answer

Peer pressure can influence team members to resist a change even if they do not personally oppose it. This can be due to a desire to conform to the opinions of their coworkers or avoid being seen as disloyal to the team.

Question 20

One cause for complacency is
A)too much negative talk.
B)a frank discussion of weaknesses.
C)too many visible resources.
D)the presence of a major crisis.
E)high performance standards.

Accepted Answer

When there are too many visible resources, individuals or organizations may become complacent and rely too heavily on those resources, rather than continuing to push themselves towards improvement.

Quiz 18: Creating and Leading Change

Aspiring leaders of change tend to ________ their vision.

Realizing that current practices are inappropriate and that new behavior must be enacted is part of ________, a required stage for managing resistance.

Tactics to stop complacency include

Among the methods for managing resistance to change, using ________ runs the risk of leaving people angry at the initiators.

When employees do not see the advantage of a particular change compared to current practices or do not recognize how such a change fits with the firm's strategy, the result is most likely resistance to change driven by

In the context of motivating change, "moving" refers to

Total organization change is also referred to as

Resistance to change is

When people think a change will cause them to lose something of value, this may bring about resistance to change motivated by

Identifying the specific forces that prevent people from changing and those that will drive people toward change is called

When resistance to change results from adjustment problems, a good way of managing the resistance to change is through

A relatively quick and inexpensive way to manage resistance to change is

When change initiators do not have all the information they need to design the change and others have considerable power to resist, the best approach to managing resistance to change is through

Individual team members may not strongly oppose a change suggested by management, but the opinions of their coworkers may encourage resistance due to

One cause for complacency is