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| 1 | |
The set of shared, taken-for –granted values, beliefs, and implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments is |
| | A) | organizational socialization. |
| | B) | Organization development. |
| | C) | organizational culture. |
| | D) | resistance to change |
| | E) | learning mode |
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| 2 | |
Espoused values represent the explicitly stated values and norms that are preferred by an organization which |
| | A) | can be seen if the organization is closely observed. |
| | B) | cannot be seen as they are only practised in the offices, not in public. |
| | C) | fortunately result in an organization where everyone knows what to expect from co-workers. |
| | D) | Are seen in all employees at work and in their leisure time. |
| | E) | unfortunately do not automatically produce the desired behaviours. |
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| 3 | |
The values and norms that are exhibited by employees are referred to as |
| | A) | re-enacted values. |
| | B) | entrenched values. |
| | C) | embedded values |
| | D) | enacted values. |
| | E) | enabled values. |
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| 4 | |
All of the following are functions of organizational culture EXCEPT |
| | A) | Give members an organizational identity |
| | B) | Facilitate collective commitment |
| | C) | Promote cultural stability |
| | D) | Promote social system stability |
| | E) | Helping members make sense of their surroundings |
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| 5 | |
The organization's preferred values, beliefs, expectations, and behaviours are learned |
| | A) | during orientation. |
| | B) | from others in the organization. |
| | C) | from the handbook. |
| | D) | during the job interview. |
| | E) | from the supervisor at the performance appraisal. |
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| 6 | |
The culture is embedded in an organization through all of the following EXCEPT |
| | A) | Promising every employee a raise each year. |
| | B) | Publishing a list of corporate values. |
| | C) | Use of sales contests. |
| | D) | By setting challenging goals. |
| | E) | Through in-house leadership development. |
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| 7 | |
The Encounter phase of organizational socialization begins |
| | A) | when the first conflict is resolved. |
| | B) | when the individual is introduced to the department. |
| | C) | when the employment contract has been signed. |
| | D) | during the final job interview where the immediate supervisor is present. |
| | E) | when HR explains the benefit plans. |
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| 8 | |
Which of the following is NOT a behavioural outcome of becoming a socialized insider? |
| | A) | Performs role assignments |
| | B) | Remains with organization |
| | C) | Spontaneously innovates |
| | D) | Organizes work activities |
| | E) | Spontaneously cooperates |
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| 9 | |
According to the Model of Organizational Socialization, all of the following are perceptual and social processes that occur during anticipatory socialization EXCEPT |
| | A) | Anticipating realities about the organization |
| | B) | Anticipating possible conflict with one’s co-workers |
| | C) | Anticipating realities about the new job |
| | D) | Anticipating organization’s needs for one’s skills and abilities |
| | E) | Anticipating organization’s sensitivity to one’s needs and values |
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| 10 | |
Higher job and career satisfaction and working on more challenging job assignments are reported by |
| | A) | college graduates |
| | B) | university graduates |
| | C) | high school graduates |
| | D) | executives |
| | E) | mentored employees |
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| 11 | |
Which of these involves socially derived, taken-for-granted assumptions about how to think and act? |
| | A) | Organizational behaviour |
| | B) | Organizational culture |
| | C) | Societal culture |
| | D) | Societal behaviour |
| | E) | Economic culture |
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| 12 | |
Which of these is not a key external force for change? |
| | A) | Demographic characteristics |
| | B) | Technological advancements |
| | C) | High turnover and conflict |
| | D) | Market changes |
| | E) | Social and political pressures |
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| 13 | |
The tobacco industry, experiencing a lot of pressure to alter the way they market their products within the United Stated, is an example of which external force? |
| | A) | Demographic characteristics |
| | B) | Technological advancements |
| | C) | Unfreezing |
| | D) | Market changes |
| | E) | Social and political pressures |
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| 14 | |
The purpose of the __________ stage, in Lewin's model, is to help employees learn new concepts or points of view. |
| | A) | changing |
| | B) | unfreezing |
| | C) | melting |
| | D) | refreezing |
| | E) | altering |
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| 15 | |
According to Lewin's Change model, which of the following is NOT one of the stages? |
| | A) | unfreezing |
| | B) | changing |
| | C) | profreezing |
| | D) | hierarchy of management, division of refreezing |
| | E) | refreezing |
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| 16 | |
The change is stabilized by helping employees integrate the changed behaviour or attitude into their normal way of doing things at which stage? |
| | A) | Changing |
| | B) | Unfreezing |
| | C) | Melting |
| | D) | Refreezing |
| | E) | Altering |
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| 17 | |
How many steps are there in Kotter’s Steps to Leading Organizational Change? |
| | A) | 4 |
| | B) | 6 |
| | C) | 7 |
| | D) | 8 |
| | E) | 3 |
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| 18 | |
Which step to leading an organizational change plans for and creates short-term improvements? |
| | A) | Empower broad based action. |
| | B) | Create Short term wins. |
| | C) | Anchor new approaches into the culture. |
| | D) | Create the guiding coalition. |
| | E) | Establish a sense of urgency |
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| 19 | |
Which of the following is a characteristic of organizational development? |
| | A) | profound change |
| | B) | value loaded |
| | C) | process oriented |
| | D) | all of these answers are correct |
| | E) | Diagnosis/prescription cycle |
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| 20 | |
Surprise and fear of the unknown, fear of failure, loss of status and peer pressures are all reasons for |
| | A) | employee absenteeism. |
| | B) | organizational development success. |
| | C) | resistance of change in the workplace. |
| | D) | employee turnover. |
| | E) | job dissatisfaction. |
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| 21 | |
When someone who is not directly affected by a change actively resists it to protect the interest of his or her friends and co-workers, which of the following resistance to change reasons is occurring? |
| | A) | Surprise and fear the unknown |
| | B) | Fear of failure |
| | C) | Loss of status and/or job security |
| | D) | Peer pressure |
| | E) | Personality conflict |
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| 22 | |
Which of the following is not a leading reason why people resist change? |
| | A) | Surprise and fear the unknown |
| | B) | Fear of success |
| | C) | Loss of status and/or job security |
| | D) | Peer pressure |
| | E) | Personality conflict |
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| 23 | |
Providing as much information as possible about change and informing employees about the reasons/rationale for the change is considered to be part of |
| | A) | building an organization's learning capability. |
| | B) | creating a foundation of a learning organization. |
| | C) | unlearning the organization. |
| | D) | building commitment to learning. |
| | E) | strategies for overcoming resistance to change. |
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