Question 1

Which of the following is an aspect of organizational change?
A) Organizational change involves moving from the organization's present state to a target or future state.
B) Many sources of pressure push managers to change their organizations.
C) People in organizations often resist change.
D) Each answer is an aspect of organizational change.

Accepted Answer

Organizational change encompasses moving from a current to a future state, dealing with pressures to change, and managing resistance from people within the organization.

Question 2

Which of the following is not an internal force for organizational change?
A) Dissatisfaction.
B) High turnover.
C) Workforce diversity.
D) Felt conflict.

Accepted Answer

Workforce diversity is typically considered an external force for organizational change, as it often reflects broader societal changes or shifts in the labor market, rather than arising from within the organization itself.

Question 3

Which of the following is an external force for organizational change?
A) Threat of acquisition.
B) Felt stress.
C) Slow decision processes.
D) Poor communication.

Accepted Answer

Threat of acquisition is considered an external force for organizational change because it originates from outside the organization and can significantly impact its operations, requiring adjustments or changes in response.

Question 4

Which of the following statements is true?
A) Forces for change usually come from within the organization; forces against change usually come from outside the organization.
B) Forces for change usually come from outside the organization; forces against change usually come from inside the organization.
C) Forces for and against change come from inside and outside the organization.
D) No statement is true.

Accepted Answer

Forces for and against change can originate both internally and externally, as organizations are influenced by a variety of internal dynamics and external pressures.

Question 5

Which of the following is a possible force opposing change in organizations?
A) Consumer groups.
B) Unions.
C) Employees.
D) All answers are possible forces opposing change.

Accepted Answer

All listed options, including consumer groups, unions, and employees, can potentially oppose change within organizations due to various reasons such as fear of negative impacts, loss of jobs, or dissatisfaction with new policies.

Question 6

Which of the following statements is false about organizational change?
A) Internal forces for change appear as dissatisfaction, discontent, felt stress, and dysfunctionally high conflict.
B) Threats of acquisition can induce management to change its organizational structure to inhibit the takeover effort.
C) Decision-making processes may have become dysfunctionally slow, and turnover and absenteeism may be high, triggering organizational change.
D) The increased interest in global markets, and the need to compete across many borders, will not press managers to consider major changes in their organizations.

Accepted Answer

The statement in D is false because the increased interest in global markets and the need to compete internationally often forces managers to consider significant changes in their organizations to remain competitive, adapt to different market demands, and leverage global opportunities.

Question 7

An organization that is bought out with little or no warning will likely experience ______________ change.
A) Planned.
B) Unplanned.
C) Neither planned nor unplanned.
D) Both planned and unplanned.

Accepted Answer

Unplanned change typically occurs in response to unexpected events, such as a sudden buyout, which leaves the organization little time to prepare or adapt in advance.

Question 8

An organization whose managers have developed a carefully thought out strategy and mission will likely experience ______________ change.
A) Planned.
B) Unplanned.
C) Neither planned nor unplanned.
D) Both planned and unplanned.

Accepted Answer

Planned change is typically a result of a carefully thought out strategy and mission, as it involves deliberate efforts to improve the organization.

Question 9

Which of the following is a target of planned organizational change.
A) Organizational design.
B) Organizational culture.
C) Decision processes.
D) All answers are targets of planned organizational change.

Accepted Answer

Planned organizational change can target various aspects of an organization, including its design, culture, and decision-making processes. These elements are interconnected and often need to be addressed together to achieve comprehensive and effective change.

Question 10

Organizational change that occurs when the organization moves from its present state to a future state without affecting all organizational systems is ________________ change.
A) Revolutionary.
B) Evolutionary.
C) Unplanned.
D) No answers are correct.

Accepted Answer

Evolutionary change refers to gradual, incremental adjustments an organization makes as it adapts to its environment and moves toward a future state, without overhauling all of its systems at once.

Question 11

Which of the following is a phase in the evolutionary model of planned organizational change?
A) Develop a need for change.
B) Move toward the change.
C) Stabilize the change.
D) All answers are phases in the evolutionary model of planned organizational change.

Accepted Answer

The evolutionary model of planned organizational change includes phases such as developing a need for change, moving toward the change, and stabilizing the change, making all the provided options correct phases in this model.

Question 12

Organizational change that unfolds over long periods of stability followed by bursts of major change is ______________ change.
A) Revolutionary.
B) Evolutionary.
C) Unplanned.
D) No answers are correct.

Accepted Answer

Revolutionary change refers to significant, often rapid transformations in an organization that occur in bursts after periods of stability, contrasting with evolutionary change, which is gradual and continuous.

Question 13

In the revolutionary change process, feverish change activities aimed at changing the strategic direction of the organization are
A) Deep structures.
B) Equilibrium periods.
C) Revolutionary periods.
D) No answers are correct.

Accepted Answer

Revolutionary periods are characterized by significant, rapid changes in an organization's strategy, structure, and culture, often in response to a crisis or major external threat. This is when the organization undergoes fundamental changes to its strategic direction.

Question 14

In the revolutionary change process, an organization that moves steadily toward its goals is experiencing
A) Deep structures.
B) Equilibrium periods.
C) Revolutionary periods.
D) No answers are correct.

Accepted Answer

Equilibrium periods are times when an organization is stable and moves steadily toward its goals, contrasting with revolutionary periods which involve significant, often disruptive change.

Question 15

In the revolutionary change process, enduring features of the organization's design and process that let the organization succeed are
A) Deep structures.
B) Equilibrium periods.
C) Revolutionary periods.
D) No answers are correct.

Accepted Answer

Deep structures are the enduring features of an organization's design and process that enable it to succeed. These include its core values, long-standing practices, and fundamental organizational principles that remain stable even through periods of change.

Question 16

Which of the following is false about employees' reasons for resisting organizational change?
A) People misunderstand the goal of the change.
B) People have a high tolerance for change.
C) People distrust the change target and change agent.
D) People perceive losing something they value.

Accepted Answer

People often resist organizational change due to a low tolerance for change, not a high one. This resistance can stem from fear of the unknown, discomfort with new routines, or perceived threats to job security or status.

Question 17

Which of the following statements is false about managers' responses to resistance to change?
A) Forcefully reducing resistance to change may increase resistance to change.
B) Managers can use resistance to change as a chance to get more information.
C) Managers should strive for a complete lack of resistance to change.
D) The presence of resistance can alert the change agent to involve those affected by the change in diagnosing reasons for resistance.

Accepted Answer

Resistance to change is a natural phenomenon in organizations, and a complete lack of resistance is unrealistic and not necessarily desirable. Resistance can provide valuable feedback and opportunities for improvement, so aiming for no resistance at all is not a practical or beneficial goal for managers.

Question 18

Which of the following is a way managers can reduce resistance to change in organizations?
A) Use ceremonies to disengage from the past.
B) Communicate information about the change.
C) Involve key people who will be affected by the change.
D) All answers are ways managers can reduce resistance to change in organizations.

Accepted Answer

All the options listed are recognized methods for reducing resistance to change within organizations. Using ceremonies helps symbolically conclude the old ways, communicating about the change ensures transparency and understanding, and involving key stakeholders in the process helps in gaining their support and addressing their concerns, making the transition smoother.

Question 19

Which of the following methods of reducing resistance to change is the most politically based?
A) Committing enough resources.
B) Co-opting.
C) Communicating information about the change.
D) Using change agents who are similar to the targets of change.

Accepted Answer

Co-opting involves bringing individuals who are resistant to change into the decision-making process, often by giving them a role or position. This method is politically based as it aims to reduce opposition through inclusion and appeasement, rather than through direct confrontation or persuasion.

Question 20

Which of the following is true about leadership and organizational change?
A) Charismatic leaders combine their charisma with an inspirational vision to propel an organization forward to a new equilibrium period.
B) Transformational leaders inspire followers to pursue desired organizational changes.
C) A leader with the leadership mystique presents a sense of mission (vision) to followers.
D) Each answer is true about leadership and organizational change.

Accepted Answer

Each statement accurately reflects concepts related to leadership and organizational change. Charismatic leaders use their charm and vision to motivate change, transformational leaders inspire followers towards change, and the leadership mystique involves presenting a compelling vision to followers.

Quiz 18: Organizational Change and Development

Which of the following is an aspect of organizational change?

Which of the following is not an internal force for organizational change?

Which of the following is an external force for organizational change?

Which of the following statements is true?

Which of the following is a possible force opposing change in organizations?

Which of the following statements is false about organizational change?

An organization that is bought out with little or no warning will likely experience ______________ change.

An organization whose managers have developed a carefully thought out strategy and mission will likely experience ______________ change.

Which of the following is a target of planned organizational change.

Organizational change that occurs when the organization moves from its present state to a future state without affecting all organizational systems is ________________ change.

Which of the following is a phase in the evolutionary model of planned organizational change?

Organizational change that unfolds over long periods of stability followed by bursts of major change is ______________ change.

In the revolutionary change process, feverish change activities aimed at changing the strategic direction of the organization are

In the revolutionary change process, an organization that moves steadily toward its goals is experiencing

In the revolutionary change process, enduring features of the organization's design and process that let the organization succeed are

Which of the following is false about employees' reasons for resisting organizational change?

Which of the following statements is false about managers' responses to resistance to change?

Which of the following is a way managers can reduce resistance to change in organizations?

Which of the following methods of reducing resistance to change is the most politically based?

Which of the following is true about leadership and organizational change?