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1 | |
Absenteeism and turnover are examples of internal forces for change. |
| | A) | True |
| | B) | False |
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2 | |
Amoung the three types of change, adaptive change is lowest in complexity, cost, and uncertainty. |
| | A) | True |
| | B) | False |
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3 | |
Benchmarking is a process by which a company compares its performance with that of high-performing organizations. |
| | A) | True |
| | B) | False |
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4 | |
According to the systems model of change, any change, no matter how large or small, creates additional change throughout the organization. |
| | A) | True |
| | B) | False |
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5 | |
Fragmentation encourages sharing, cooperation, and collaboration. |
| | A) | True |
| | B) | False |
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6 | |
Which of the following is an external force for change? |
| | A) | Job dissatisfaction |
| | B) | Absenteeism |
| | C) | Social pressures |
| | D) | Manager behaviour |
| | E) | Ummet needs |
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7 | |
Introducing a practice new to the organization is an example of _________ change. |
| | A) | adaptive |
| | B) | strategic |
| | C) | radically innovative |
| | D) | innovative |
| | E) | functional |
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8 | |
Which of the following is an assumption of Lewin's change model? |
| | A) | Effective change requires the proper reinforcement. |
| | B) | The change process involves adapting something previously learned. |
| | C) | People can be made to change even when they are not motivated to do so. |
| | D) | If the goals of change are highly desirable, resitance will be virtually nonexistent. |
| | E) | Organizing arrangements are the hub of all organizational changes. |
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9 | |
According to the systems model of change, organization culture and group processes are examples of _________ target element of change. |
| | A) | people |
| | B) | organizing arrangements |
| | C) | social factors |
| | D) | methods |
| | E) | goals |
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10 | |
According to John Kotter, the first step managers must take in order for organizational change efforts to succeed is |
| | A) | generate short-term wins. |
| | B) | create a guiding coalition. |
| | C) | develop a vision and strategy. |
| | D) | establish a sense of urgency. |
| | E) | communicate the change vision. |
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11 | |
_________ is an emotional/behavioural response to real or imagined threats to an established work routine. |
| | A) | Intergroup conflict |
| | B) | Resistance to change |
| | C) | Role overload |
| | D) | Stress |
| | E) | Job dissatisfaction |
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12 | |
Employees deal with _________ by generating grapevine rumours. |
| | A) | peer pressure |
| | B) | fear of failure |
| | C) | surprise and fear of the unknown |
| | D) | personality conflicts |
| | E) | a loss of job security |
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13 | |
_________ learning occurs through systematic gathering of internal and external information. This information tends to be quantitative and analysed via formal systems. |
| | A) | Synthetic |
| | B) | Analytic |
| | C) | Interactive |
| | D) | Institutional |
| | E) | Experimental |
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14 | |
Competition tends to generate |
| | A) | an overemphasis on being good rather than looking good. |
| | B) | learning through free admission of failure. |
| | C) | a hesitancy to accept difficult tasks or assignments. |
| | D) | a fixation on long-term goals and solutions. |
| | E) | a reactive attitude toward change. |
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15 | |
Experimenting with new ideas, processes, and structural arrangements are leadership activities which |
| | A) | work to focus ideas with impact. |
| | B) | work to generate ideas with impact. |
| | C) | build a commitment to empowerment. |
| | D) | build a commitment to learning. |
| | E) | work to generalise ideas with impact. |
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2002 A McGraw-Hill Online Learning Centre