Multiple Choice
Identify the choice that best completes the
statement or answers the question.
|
|
|
1.
|
Most business analysts felt that Westinghouse was virtually dead in the
1990s. But _____ change has allowed it to become a leader in the international atomic energy
business.
a. | incremental | b. | cultural | c. | functional | d. | transformational | e. | operational |
|
|
|
2.
|
Henry Adamo works for a textile manufacturer. He has developed a fabric
that has superior stain, water, and bacterial resistance that he believes would be welcomed by pet
owners. He used personal energy and effort to convince his company that this would be a
profitable new textile product. Adamo is an idea:
a. | originator | b. | creator | c. | champion | d. | incubator | e. | venturist |
|
|
|
3.
|
_____ is an implementation tactic that generally should not be used because
employees feel victimized; however it may be necessary in crisis situations.
a. | Communication and education | b. | Negotiation | c. | Obtaining top
management support | d. | Coercion | e. | Participation |
|
|
|
4.
|
Organizational efforts to improve basic operational and work processes in
different parts of the company is known as:
a. | macro change | b. | organizational change | c. | incremental
change | d. | change management | e. | continuous
improvement |
|
|
|
5.
|
Which of the following events is NOT one of the four events that comprise the
change sequence?
a. | the perceived need triggers the initiation of change | b. | organization
managers monitor forces and become aware of a need for change | c. | the change is
implemented | d. | internal and external forces for change exist | e. | continuous
improvement is monitored |
|
|
|
6.
|
The reasons people resist change include:
a. | interpersonal conflicts and lack of awareness of organizational
goals | b. | uncertainty and different assessments and goals | c. | self-Interest and
lack of understanding and trust | d. | B and C | e. | A and
C |
|
|
|
7.
|
Five tactics for dealing with resistance to change include:
a. | Communication and education | b. | Participation and coercion | c. | Top management
support and negotiation | d. | A and B but not C | e. | A, B and
C |
|
|
|
8.
|
The types of organizational change include:
a. | Strategy, technology, and products | b. | Structure and
culture/people | c. | Top management directed and structural | d. | A and B | e. | A and
C |
|
|
|
9.
|
Any changes in the way in which the organization is designed and managed are
known as:
a. | Structural changes | b. | Product changes | c. | Incremental
changes | d. | Divisional changes | e. | Directional
changes |
|
|
|
10.
|
Any changes in employees’ values, norms, attitudes, beliefs, and
behaviours are known as:
a. | Structural changes | b. | Workforce changes | c. | Hierarchy
changes | d. | Employee changes | e. | Culture/people
changes |
|
|
|
11.
|
The application of behavioural science techniques to improve an
organization’s health and effectiveness is known as:
a. | Organizational Theory (OT) | b. | Organizational Behaviour
(OB) | c. | Organizational Development (OD) | d. | Employee Development (ED) | e. | Culture Development
(CD) |
|
|
|
12.
|
A type of organizational development intervention that enhances the cohesiveness
of departments by helping members learn to function as a team known as:
a. | Structural development | b. | Team building | c. | Group task
analysis | d. | Employee training strategic planning | e. | Organizational cultural
development |
|
|
|
13.
|
Three types of organizational development intervention that have emerged in
recent years include:
a. | Survey-feedback activities | b. | Team building | c. | Large-group
interventions | d. | A, B and C | e. | A and B but not
C |
|
|
|
14.
|
A type of OD intervention in which questionnaires on organizational climate and
other factors are distributed among employees and their results are reported back to them by a change
agent known as:
a. | Structural change analysis | b. | Executive feedback | c. | Survey
feedback | d. | Employee analysis | e. | Culture/people information
gathering |
|
|
|
15.
|
A type of OD intervention that brings together participants from all parts of
the organization (and may include key outside stakeholders as well) to discuss problems or
opportunities and plan for major change is known as:
a. | Structural intervention | b. | Executive intervention | c. | External
consulting | d. | Large-group intervention | e. | Organization-wide
strategy |
|
|
|
16.
|
Three distinct stages for achieving behavioural and attitudinal change
include:
a. | unlocking, changing, and relocking | b. | unfreezing, changing, and
refreezing | c. | unmanaging, changing and remanaging | d. | unplanning, changing and
replanning | e. | unlearning, changing and relearning |
|
|
|
17.
|
An organizational development specialist who contracts with an organization to
facilitate change is known as a(n):
a. | project leader | b. | change developer | c. | change
agent | d. | manager | e. | learning
specialist |
|