Question 1

An intervention that is imposed through a top-down hierarchy via directive leadership is called a __________________.
A) "change to"
B) "changing"
C) "dictating to"
D) punctuated equilibrium

Accepted Answer

A "change to" intervention is imposed through a top-down hierarchy via directive leadership, where decisions are made by those at the top and passed down to subordinates.

Question 2

_______________ is an idea, practice, or object that is new and is adopted by an individual or team.
A) Creativity
B) Innovation
C) Mutation
D) Punctuated equilibrium

Accepted Answer

Innovation refers to a new idea, practice, or object. It involves creating something new, improving something that already exists, or combining existing things in a new way. It requires taking a risk and trying something that has not been done before.

Question 3

This form of organizational learning involves changes in individual behaviors or processes but not organizational processes.
A) deuteron learning
B) double-loop learning
C) single-loop learning
D) triple-loop learning

Accepted Answer

Single-loop learning is a form of organizational learning where changes are made in individual behaviors or processes but not in organizational processes. It involves identifying and correcting errors in order to maintain the status quo rather than questioning and changing underlying assumptions or values.

Question 4

In the I-P-O model, this stage is characterized by how information is analyzed and reorganized.
A) input
B) outcome
C) output
D) process

Accepted Answer

The process stage is characterized by the analysis and reorganization of information. This stage involves considering different methods of transforming input into output, and determining the best approach. It also involves designing systems and procedures to ensure that the output is of the desired quality and meets the needs of stakeholders.

Question 5

The key skills for facilitating successful change management are _______________.
A) administrative skills
B) conceptual skills
C) people skills
D) technical skills

Accepted Answer

People skills are crucial for change management as they involve communication, empathy, and the ability to motivate and manage resistance among individuals affected by change.

Question 6

Cosette is the CEO of a company who has initiated a change with little input from her employees. She directed her employees to always greet a customer when they first come in contact with them in the store. This is an example of a _______________ intervention.
A) "change to"
B) "change up"
C) "changing"
D) "changing from"

Accepted Answer

The phrase "change to" suggests a change in a specific behavior or process, which is demonstrated by the new directive given to employees.

Question 7

Russell created several committees, with employees from all levels, when it was determined that the organizational culture needed to change. He hopes the committees with adopt policies that allow for flexibility during the change process. This is an example of a _______________ intervention.
A) "buy in"
B) "change to"
C) "change up"
D) "changing"

Accepted Answer

The answer of Russell created several committees, with employees from...

Question 8

In writings separated by nearly five decades, influential industrial-organizational theorists Mary Parker Follett and Chris Argyris both highlighted the importance of allowing _______________ throughout the change process.
A) employee criticism
B) employee defiance
C) employee participation
D) employee resistance

Accepted Answer

Both Mary Parker Follett and Chris Argyris stressed the importance of employee participation in the change process. They believed that involving employees in decision-making and problem-solving leads to better outcomes and creates a sense of ownership and commitment to the changes being made. While they acknowledged that resistance and criticism may occur, they viewed these as natural reactions to change that can be addressed through open communication and collaboration.

Question 9

Randi has identified how the sales figures in her company have been under the estimates for the past five quarters. This has led her to redesign how her sales team attempts to balance starting new accounts with efforts to increase current accounts. She has recently given bonuses to persons who opened the most new accounts in the past two quarters. Her ideas for change most closely follow _______________.
A) Chris Argyris
B) Kurt Lewin
C) Hugo Munsterberg
D) Mary Parker Follet

Accepted Answer

Kurt Lewin is known for his theory of change management and group dynamics. His theory includes the stages of unfreezing, changing, and refreezing. Randi's approach of identifying the issue, giving bonuses for behavior change, and redesigning the sales team's approach aligns with Lewin's theory of change management.

Question 10

In general, "changing" interventions have many advantages of "change to" interventions because of the former involve greater levels of employee participation and buy-in to the processes. What is an important disadvantage of "changing" interventions relative to "change to" interventions?
A) decreased employee motivation because of a lack of a voice in the change process
B) the greater levels of employee resistance during the change process as well as after the new processes are being reinforced
C) the lengthy preparation for the change process and the process-intensive work during and following its implementation
D) reduced feelings of efficacy about being able to carry out successfully the new workplace processes

Accepted Answer

"Changing" interventions often require more time for preparation and involve more process-intensive work during and after implementation, compared to "change to" interventions which are typically more directive and less participatory.

Question 11

Joaquin is reviewing the literature on the processes involved in introducing organizational change within businesses. Which of the following ideas is consistent with a tenet of the punctuated equilibrium model?
A) change should be introduced gradually to allow for evolutionary change
B) change should be introduced quickly to eliminate the change for resistance to occur
C) change should be introduced quickly to ensure that people who resistance can be terminated
D) change should occur in large increments so employees appreciate the return to the original status quo

Accepted Answer

The punctuated equilibrium model suggests that organizations go through long periods of stability (equilibrium), interrupted by short bursts of fundamental change (revolutionary periods), and then return to stability. Gradual changes allow for evolutionary adjustments within these periods of stability, aligning with the model's perspective on how change occurs.

Question 12

During change processes, it is not uncommon for organizational members to become overloaded with information and to have work processes disrupted. What do researchers like Herold and his colleagues (2008) recommend for dealing with this?
A) avoiding change interventions except when necessary for the survival of the organization
B) delegating employees to be "change targets" to absorb the rapid exchange of information and day-to-day adjustments and thus protect the organization
C) force all employees to work additional hours to learn the new information and processes as quickly as possible to protect the organization
D) generate anonymous and confidential mechanisms for employees to criticize the change and thus improve the overall change process

Accepted Answer

The answer of During change processes, it is not uncommon...

Question 13

One aspect that is necessary for successful organizational change as well as organizational learning is the presence of innovation. Which of the following is a key component of the innovation process?
A) access to the smartest and most diligent employees
B) attentive management support for innovation
C) high levels of self-efficacy
D) low degree of organizational slack

Accepted Answer

Attentive management support for innovation is a key component of the innovation process. This support can involve providing resources, encouragement, and recognition to employees who are engaged in innovative activities. Access to talented employees and high levels of self-efficacy can also be important factors, but without management support, these factors may not result in successful innovation. A low degree of organizational slack may actually hinder innovation by not allowing employees the time or resources needed to experiment with new ideas.

Question 14

This type of organizational learning involves "learning about learning." It involves studying and learning from the context in which learning occurred to determine what facilitated or inhibited the learning process.
A) deutero learning
B) double-loop learning
C) methodical learning
D) single-loop learning

Accepted Answer

Deutero learning, or "learning about learning," involves reflecting on and understanding the context and processes that facilitate or inhibit learning, allowing organizations to adapt and improve their learning strategies.

Question 15

What organizational change information-gathering method obtains feedback quickly from a large number of employees and/or customers quickly with minimal cost from face-face interactions during the information-gathering activities?
A) deliberative dialogue
B) feedback loops
C) surveys
D) SWOT

Accepted Answer

Surveys allow for quick and cost-effective gathering of feedback from a large number of people without requiring face-to-face interactions. This method can also provide anonymous responses, which may encourage more honest and open feedback.

Question 16

Contrast the "change to" and "changing" approaches to organizational change.

Accepted Answer

The answer of Contrast the "change to" and "changing" approaches...

Question 17

Demonstrate how systematic change management has been a recurrent theme in industrial-organizational psychology's history.

Accepted Answer

The answer of Demonstrate how systematic change management has been...

Question 18

Discuss the necessity of change for organizations and the importance of managing change properly.

Accepted Answer

The answer of Discuss the necessity of change for organizations...

Question 19

What are some key ideas for organizational leaders to remember regarding change management and development?

Accepted Answer

The answer of What are some key ideas for organizational...

Question 20

Describe the benefits an organizations gains from "changing" through the strategic planning process.

Accepted Answer

The answer of Describe the benefits an organizations gains from...

Quiz 12: Organizational Change and Learning

An intervention that is imposed through a top-down hierarchy via directive leadership is called a __________________.

_______________ is an idea, practice, or object that is new and is adopted by an individual or team.

This form of organizational learning involves changes in individual behaviors or processes but not organizational processes.

In the I-P-O model, this stage is characterized by how information is analyzed and reorganized.

The key skills for facilitating successful change management are _______________.

Cosette is the CEO of a company who has initiated a change with little input from her employees. She directed her employees to always greet a customer when they first come in contact with them in the store. This is an example of a _______________ intervention.

Russell created several committees, with employees from all levels, when it was determined that the organizational culture needed to change. He hopes the committees with adopt policies that allow for flexibility during the change process. This is an example of a _______________ intervention.

In writings separated by nearly five decades, influential industrial-organizational theorists Mary Parker Follett and Chris Argyris both highlighted the importance of allowing _______________ throughout the change process.

In general, "changing" interventions have many advantages of "change to" interventions because of the former involve greater levels of employee participation and buy-in to the processes. What is an important disadvantage of "changing" interventions relative to "change to" interventions?

Joaquin is reviewing the literature on the processes involved in introducing organizational change within businesses. Which of the following ideas is consistent with a tenet of the punctuated equilibrium model?

During change processes, it is not uncommon for organizational members to become overloaded with information and to have work processes disrupted. What do researchers like Herold and his colleagues (2008) recommend for dealing with this?

One aspect that is necessary for successful organizational change as well as organizational learning is the presence of innovation. Which of the following is a key component of the innovation process?

This type of organizational learning involves "learning about learning." It involves studying and learning from the context in which learning occurred to determine what facilitated or inhibited the learning process.

What organizational change information-gathering method obtains feedback quickly from a large number of employees and/or customers quickly with minimal cost from face-face interactions during the information-gathering activities?

Contrast the "change to" and "changing" approaches to organizational change.

Demonstrate how systematic change management has been a recurrent theme in industrial-organizational psychology's history.

Discuss the necessity of change for organizations and the importance of managing change properly.

What are some key ideas for organizational leaders to remember regarding change management and development?

Describe the benefits an organizations gains from "changing" through the strategic planning process.