Chapter 15: Organizational Change and Structure

Test Bank

Multiple Choice

1. What are the stages of DADA syndrome?

A. denial, anger, depression, and acceptance

B. denial, acceptance, depression, and anger

C. depression, anger, denial, and acceptance

D. depression, acceptance, denial, and anger

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Comprehension

Answer Location: The DADA Process

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

2. Which DADA syndrome stage is characterized by experiencing low emotional states and lack of motivation?

A. depression

B. anger

C. aggravation

D. acceptance

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Comprehension

Answer Location: The DADA Process

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

3. Which model of planned change explains how to initiate, manage, and stabilize the change process?

A. the DADA syndrome

B. organizational intervention

C. Kotter’s forces for change

D. Lewin’s basic change model

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Knowledge

Answer Location: Lewin’s Basic Change Model

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

4. Looking at Lewin’s basic change model, ______ requires explaining the rationale for change, breaking down the status quo, challenging existing beliefs, and understanding how starting on a new path is essential for the company’s survival.

A. transforming

B. refreezing

C. reconstructing

D. unfreezing

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Knowledge

Answer Location: Lewin’s Basic Change Model

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

5. Which one of Lewin’s basic change model stages is the most difficult and stressful part of the change process?

A. transforming

B. refreezing

C. reconstructing

D. unfreezing

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Comprehension

Answer Location: Lewin’s Basic Change Model

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

6. Which stage of Lewin’s basic change model is one in which people begin to make peace with their doubts and uncertainties and embrace the new direction of the company?

A. transforming

B. refreezing

C. reconstructing

D. unfreezing

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Knowledge

Answer Location: Lewin’s Basic Change Model

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

7. Which stage of Lewin’s basic change model is characterized by employees appearing to have embraced the change and where managers reinforce the new approach and help people internalize the changes?

A. transforming

B. refreezing

C. reconstructing

D. unfreezing

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Knowledge

Answer Location: Lewin’s Basic Change Model

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

8. Which of the following is true according to Lewin’s force field analysis?

A. Restraining forces have to be stronger than driving forces for change to work.

B. Driving forces have to be stronger than restraining forces for change to work.

C. Driving forces and restraining forces must be equal for chain to work.

D. Driving forces are always stronger than restraining forces during change initiatives.

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Comprehension

Answer Location: Lewin’s Force Field Analysis

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

9. Which one of Lewin’s basic change model stages is where managers need to give employees time to adjust to change and ensure they are communicating with them consistently and effectively and reinforcing their vision for change?

A. transforming

B. refreezing

C. reconstructing

D. unfreezing

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Comprehension

Answer Location: Lewin’s Basic Change Model

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

10. Which one of Lewin’s basic change model stages is where managers promote a sense of stability and consistency by creating reward systems, tracking behaviors, and setting up continuous training to further enhance skills?

A. transforming

B. refreezing

C. reconstructing

D. unfreezing

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Comprehension

Answer Location: Lewin’s Basic Change Model

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

11. Amy is in charge of facilitating the change process for her company. She realizes that the first thing she needs to do is to explain the rationale for the change, break down the status quo, and challenge existing beliefs to understand how to start on a new path. She also knows that this will be the most difficult and stressful part of the change process, because challenging deeply held beliefs about the way things are done can provoke strong reactions from people. Amy is involved in which stage of Lewin’s basic change model?

A. transforming

B. refreezing

C. reconstructing

D. unfreezing

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Application

Answer Location: Lewin’s Basic Change Model

Difficulty Level: Hard

TOP: AACSB Standard: Application of knowledge

12. Outside influences for change in organizations, such as competitors’ actions and customers’ changing preferences are called ______.

A. external forces

B. interior pressures

C. internal forces

D. exterior pressures

Learning Objective: 15.2: Identify the forces for change in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: Forces for Change

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

13. Which component below is an internal force for change discussed in the textbook?

A. social and political pressures

B. organizational restructuring

C. technological advancements

D. customers demographic characteristics

Learning Objective: 15.2: Identify the forces for change in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Forces for Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

14. Which component below is an external force for change discussed in the textbook?

A. organizational restructuring

B. management changes

C. customers changing preferences

D. intrapreneurship

Learning Objective: 15.2: Identify the forces for change in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Forces for Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

15. Tailored marketing to appeal to interracial or same sex couples is a way for organizations to adapt to which force for change?

A. management changes

B. demographic characteristics

C. intrapreneurship pressures

D. technological advancements

AND: B

KEY: Learning Objective: 15.2: Identify the forces for change in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: External Forces for Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

16. Many organizations now use social networks to market their products, build awareness of their brands, and connect more fully with their consumers because of which external force for change?

A. customers demographic characteristics

B. market changes

C. social and political pressures

D. technological advancements

Learning Objective: 15.2: Identify the forces for change in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: External Forces for Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

17. Negative feedback from customers that has the potential to reach countless others online can immediately influence sales, and it can also enhance or damage the organization’s reputation in the long term. This relates to which force for change?

A. management changes

B. customers demographic characteristics

C. social and political pressures

D. customer and market changes

Learning Objective: 15.2: Identify the forces for change in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: External Forces for Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

18. Major restaurant chain Chipotle has eliminated the use of genetically modified ingredients (GMOs); whole foods has committed to labeling any products containing GMOs by 2018, and Walmart is expanding its range of organic foods that are also free of GMOs. These are all examples of reactions to which force for change?

A. management changes

B. customers demographic characteristics

C. social and political pressures

D. technological advancements

Learning Objective: 15.2: Identify the forces for change in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: External Forces for Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

19. When employees have to change the way that they do work due to changes in reporting relationships and the organizational hierarchy, then they are responding to which force for change?

A. organizational restructuring

B. management changes

C. customers changing preferences

D. intrapreneurship

Learning Objective: 15.2: Identify the forces for change in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Internal Forces for Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

20. Which force for change is defined as encouraging employees to come up with new ideas and new ways of doing things?

A. organizational restructuring

B. management changes

C. customers changing preferences

D. intrapreneurship

Learning Objective: 15.2: Identify the forces for change in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: Internal Forces for Change

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

21. Dweeby Manufacturing has noticed a steady decline in product sales this last quarter. Their marketing traditionally focused on appealing to women, but an increasing number of men are now doing the household shopping and chores. In response, they are shifting their marketing campaign. Dweeby Manufacturing is adapting to which organizational force for change?

A. management changes

B. demographic characteristics

C. social and political pressures

D. technological advancements

Learning Objective: 15.2: Identify the forces for change in organizations.

REF: Cognitive Domain: Application

Answer Location: External Forces for Change

Difficulty Level: Hard

TOP: AACSB Standard: Application of knowledge

22. Employee Dave Myers discovered that one of W. L. Gore products used for push-pull cables could be used to coat guitar strings for more comfortable strumming. W. L. Gore launched the guitar strings under the brand ELIXIR Strings, and they have become the forerunner in the acoustic guitar string market. This exemplifies which organizational force for change?

A. organizational restructuring

B. management changes

C. customers changing preferences

D. intrapreneurship

Learning Objective: 15.2: Identify the forces for change in organizations.

REF: Cognitive Domain: Application

Answer Location: Internal Forces for Change

Difficulty Level: Hard

TOP: AACSB Standard: Application of knowledge

23. ______ is defined as people’s unwillingness to accept or support modifications in the workplace.

A. Innovation inertia

B. Intrapreneurship

C. Resistance to change

D. Demographic force

Learning Objective: 15.3: Describe where resistance to change comes from and how to reduce it.

REF: Cognitive Domain: Knowledge

Answer Location: Resistance to Change

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

24. Which of the following is an example of an individual source of resistance to change?

A. limited focus of change

B. threat to expertise

C. fear of the unknown

D. decisions that disrupt traditions

Learning Objective: 15.3: Describe where resistance to change comes from and how to reduce it.

REF: Cognitive Domain: Comprehension

Answer Location: Individual Sources of Resistance to Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

25. Which source of resistance to change makes an organization slow to change after having followed the same rules and procedures for many years?

A. structural inertia

B. group inertia

C. limited focus of change

D. threat to expertise

Learning Objective: 15.3: Describe where resistance to change comes from and how to reduce it.

REF: Cognitive Domain: Comprehension

Answer Location: Organizational Sources of Resistance to Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

26. Which source of resistance to change arises when only a small number of departments apply the change rather than the whole organization?

A. structural inertia

B. group inertia

C. limited focus of change

D. threat to expertise

Learning Objective: 15.3: Describe where resistance to change comes from and how to reduce it.

REF: Cognitive Domain: Comprehension

Answer Location: Individual Sources of Resistance to Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

27. Which source of resistance to change means that even if individuals agree with the change, they may be constrained by group norms?

A. structural inertia

B. group inertia

C. limited focus of change

D. threat to expertise

Learning Objective: 15.3: Describe where resistance to change comes from and how to reduce it.

REF: Cognitive Domain: Knowledge

Answer Location: Organizational Sources of Resistance to Change

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

28. Libby is in charge of implementing the new calendar system for her school. The school decided to move from a 5-day to a 7-day rotation schedule. She knew that the new schedule change would be hard for people to accept at first. She decided to clearly explain to employees the problem with the old schedule and the benefits to this new schedule. Libby planned to use which method to reduce resistance to change?

A. education and communication

B. coercion

C. manipulation

D. consultation

Learning Objective: 15.3: Describe where resistance to change comes from and how to reduce it.

REF: Cognitive Domain: Application

Answer Location: Reducing Resistance to Change

Difficulty Level: Hard

TOP: AACSB Standard: Application of knowledge

29. Which approach to addressing resistance to change can be described as involving employees in the change?

A. coercion

B. participation

C. education and communication

D. manipulation

Learning Objective: 15.3: Describe where resistance to change comes from and how to reduce it.

REF: Cognitive Domain: Comprehension

Answer Location: Reducing Resistance to Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

30. Using which approach to addressing resistance to change would a manager offer an improved compensation package or other incentives in exchange for agreeing to implement the changes?

A. negotiation

B. participation

C. education and communication

D. coercion

Learning Objective: 15.3: Describe where resistance to change comes from and how to reduce it.

REF: Cognitive Domain: Comprehension

Answer Location: Reducing Resistance to Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

31. Which resistance to change approach could be expensive, especially if others to seek the same treatment?

A. negotiation

B. participation

C. education and communication

D. manipulation

Learning Objective: 15.3: Describe where resistance to change comes from and how to reduce it.

REF: Cognitive Domain: Comprehension

Answer Location: Reducing Resistance to Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

32. Which approach to addressing resistance to change is most commonly used in a crisis when leaders need everyone on board with the changes and right away?

A. negotiation

B. participation

C. coercion

D. manipulation

Learning Objective: 15.3: Describe where resistance to change comes from and how to reduce it.

REF: Cognitive Domain: Comprehension

Answer Location: Reducing Resistance to Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

33. Richard’s company was recently purchased by a big conglomerate. Everyone in the office was on board with this news except for Abigail. Richard told Abigail that if she did not agree to the new merger then he was going to demote her once the process was over. Richard has used which form of reducing resistance to change?

A. negotiation

B. participation

C. coercion

D. manipulation

Learning Objective: 15.3: Describe where resistance to change comes from and how to reduce it.

REF: Cognitive Domain: Application

Answer Location: Reducing Resistance to Change

Difficulty Level: Hard

TOP: AACSB Standard: Application of knowledge

34. ______ is defined as the framework of work roles and functions that help shape and support employee behavior.

A. Organizational structure

B. Organizational change

C. Organizational strategy

D. Organizational culture

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: Organizational Structure

Difficulty Level: Easy

TOP: AACSB Standard: Systems and process in organizations

35. The advantages of ______ may include increased efficiency and more accurate production as single workers become more skilled in the one particular task that is assigned.

A. departmentalization

B. increased span of control

C. formalization

D. specialization

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Specialization and Division of Labor

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

36. ______ is the degree to which jobs are divided into specific tasks.

A. Departmentalization

B. Span of control

C. Division of labor

D. Chain of command

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: Specialization and Division of Labor

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

37. Division of labor is also known as ______.

A. work specialization

B. chain of command

C. span of control

D. departmentalization

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Specialization and Division of Labor

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

38. Many organizations are moving away from ______ because too much of it can lead to bored employees with narrow skill sets.

A. departmentalization

B. span of control

C. chain of command

D. specialization

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Specialization and Division of Labor

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

39. ______ is defined as a process of grouping people with related job duties, skills, and experiences into the same area within the overall organizational structure.

A. Work specialization

B. Formalization

C. Span of control

D. Departmentalization

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: Departmentalization

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

40. A manufacturing plant may be divided into production, sales and marketing, accounting, and human resources with very little crossover between the departments. This is an example of which concept below?

A. departmentalization

B. span of control

C. bureaucracy

D. chain of command

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Departmentalization

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

41. Which concept below is defined as a flow of authority and power from the highest to the lowest levels of the organization?

A. work specialization

B. chain of command

C. span of control

D. departmentalization

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: Chain of command

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

42. In order to get approval for travel, employees must get their travel authorization signed by a manager before the travel authorization is sent to the finance office for approval. This is an example of what component of organizational structure?

A. departmentalization

B. span of control

C. chain of command

D. specialization

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Application

Answer Location: Chain of Command

Difficulty Level: Hard

TOP: AACSB Standard: Application of knowledge

43. ______ is the number of direct reports assigned to a given manager.

A. Work specialization

B. Chain of command

C. Span of control

D. Departmentalization

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: Span of Control

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

44. Which of the following is an advantage of a wide span of control?

A. Managers have better control of employees.

B. Managers are less likely to be overloaded with work.

C. fewer opportunities for collaboration

D. higher employee morale due to increased responsibility

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Span of Control

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

45. The ______ is a formalized structure based on centralization and departmentalization.

A. organic model

B. span of control

C. bureaucracy structure

D. mechanistic model

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Mechanistic and Organic Models

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

46. Which of the following is a characteristic associated with the organic model of organizational structure?

A. the presence of cross-functional teams

B. departmentalization

C. little communication between upper and lower managers

D. employees tend to work separately

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Mechanistic and Organic Models

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

47. ______ is the degree to which rules and procedures are standardized in an organization.

A. Work specialization

B. Formalization

C. Bureaucracy

D. Departmentalization

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: Formalization and Bureaucracy

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

48. ______ is an organizational style characterized by formalized rules and regulation, specialized routine tasks, division of labor, and centralized authority.

A. Work specialization

B. Formalization

C. Span of control

D. Bureaucracy

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: Formalization and Bureaucracy

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

49. Jill has been promoted from assistant manager to manager of Willie’s Oyster House. She had responsibility for 10 staff members, but she now has responsibility for 50 staff members, which means her ______ has increased.

A. esteem power

B. formalization

C. span of control

D. centralization

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Application

Answer Location: Span of Control

Difficulty Level: Hard

TOP: AACSB Standard: Application of knowledge

50. At GG’s Gourmet, employees of lower levels are given the power to make decisions and solve problems without having to seek approval from management. This is an example of what type of organizational structure?

A. decentralized

B. centralized

C. customer-focused

D. leader-focused

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Application

Answer Location: Centralization and Decentralization

Difficulty Level: Hard

TOP: AACSB Standard: Application of knowledge

51. Which type of organizational structure is more common in small organizations where there is one central authority figure, usually a business owner, who tends to make the decisions?

A. divisional

B. simple

C. matrix

D. functional

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: Formalization and Bureaucracy

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

52. Which type of organizational structure can be described as having the benefit of no layers of management, which allows decisions to be made and implemented quickly?

A. Divisional

B. Simple

C. Matrix

D. Functional

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Formalization and Bureaucracy

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

53. Which type of organizational structure has drawbacks, including the reality that the business owner may become overloaded with work or may be reluctant to delegate when necessary, which could slow down the progress of the organization?

A. divisional

B. simple

C. matrix

D. functional

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Formalization and Bureaucracy

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

54. Which type of organizational structure groups employees according to the tasks they perform for the organization, such as marketing, finance, and human resources?

A. divisional

B. simple

C. matrix

D. functional

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: Formalization and Bureaucracy

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

55. Which type of organizational structure works well for smaller organizations, where employees are managed by means of clear levels of authority, but with a risk of lack of communication between the different departments because of their tendency to work separately from each other?

A. divisional

B. simple

C. matrix

D. functional

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Formalization and Bureaucracy

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

56. Alex has a small business of physical trainers. He has one location with three trainers and a front desk receptionist. He makes all the decisions on his own regarding his company. What type of organizational structure does Alex work in?

A. divisional

B. simple

C. matrix

D. functional

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Application

Answer Location: Formalization and Bureaucracy

Difficulty Level: Hard

TOP: AACSB Standard: Application of knowledge

57. Laura is the CEO of her company. There are about 25 people in her company as a whole. She manages a team consisting of departments called sales and marketing, accounting, technology, human resources, and administration. Even though her company is relatively small, she has to be careful of the lack of communication between the departments because of their tendency to work apart from each other. Laura works in which type of organizational structure?

A. divisional

B. simple

C. matrix

D. functional

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Application

Answer Location: Formalization and Bureaucracy

Difficulty Level: Hard

TOP: AACSB Standard: Application of knowledge

58. Which type of organizational structure groups employees by products and services, by geographic regions, or by customers?

A. divisional

B. simple

C. matrix

D. functional

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: Formalization and Bureaucracy

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

59. With a ______ organizational structure groups that are performing similar tasks may be at risk of duplicating their work and they may also compete for shared resources?

A. divisional

B. simple

C. matrix

D. functional

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Formalization and Bureaucracy

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

50. Nathan is the CEO of an organization that is located all over the United States. Because there are different needs across the United States, he has grouped his employees in regions: East Coast, Central, and West Coast. He realizes that he is duplicating a few tasks within the organization, such as accounting and human resources, but it is the best structure for him at this time. Nathan is using which type of organizational structure?

A. divisional

B. dimple

C. matrix

D. functional

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Application

Answer Location: Formalization and Bureaucracy

Difficulty Level: Hard

TOP: AACSB Standard: Application of knowledge

51. Which type of organizational structure can be explained by each president of a region having managers for accounting, marketing, and human resources reporting to him or her?

A. divisional

B. simple

C. matrix

D. functional

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Formalization and Bureaucracy

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

52. Which type of organizational structure combines both functional and divisional departmentalization, with dual lines of authority?

A. divisional

B. simple

C. matrix

D. functional

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: Formalization and Bureaucracy

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

53. Grace is the CEO of an organization with its managers reporting to both a geographical manager and a product division manager. Staffers report to a functional manager who can help with skills and help prioritize and review work, and to a product line manager who sets direction on product offerings by the company. Grace is part of which type of organizational structure?

A. divisional

B. simple

C. matrix

D. functional

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Application

Answer Location: Formalization and Bureaucracy

Difficulty Level: Hard

TOP: AACSB Standard: Application of knowledge

54. Which type of organizational development intervention focuses on job design, tasks, and division of labor?

A. quality of worklife interventions

B. structural interventions

C. sociotechnical system design interventions

D. task–technology interventions

Learning Objective: 15.5: Describe the concept of organizational development in organizations and identify different types of OD change interventions.

REF: Cognitive Domain: Knowledge

Answer Location: Structural interventions

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

55. The concept of the ______ was established to improve the relationship between people and machines to increase organizational effectiveness and efficiency.

A. quality of worklife

B. task–technology system

C. sociotechnical system

D. process consultation

Learning Objective: 15.5: Describe the concept of organizational development in organizations and identify different types of OD change interventions.

REF: Cognitive Domain: Comprehension

Answer Location: Sociotechnical Systems Redesign

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

56. Volvo ended its mechanistic approach--where people worked separately on a production line, specializing in one task--by creating a new design in which a group of highly skilled employees worked together to assemble the cars using a collection of parts. As a result, people no longer felt like they were “machines” and became more motivated, productive, and effective. This is an example of which organizational development intervention?

A. sociotechnical system design

B. task–technology

C. quality of worklife

D. people-focused

Learning Objective: 15.5: Describe the concept of organizational development in organizations and identify different types of OD change interventions.

REF: Cognitive Domain: Comprehension

Answer Location: Sociotechnical Systems Redesign

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

57. Which type of organizational development intervention alters the relationship between the employees and the workplace?

A. quality of work life

B. structural

C. sociotechnical system design

D. task–technology

Learning Objective: 15.5: Describe the concept of organizational development in organizations and identify different types of OD change interventions.

REF: Cognitive Domain: Knowledge

Answer Location: Quality of Worklife Interventions

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

58. Which type of organizational development intervention focuses on improving employee satisfaction in relationship to pay, compensation, job security, responsibilities, performance, work–life balance, health, and career opportunities?

A. sociotechnical system design

B. task–technology

C. quality of worklife

D. people-focused

Learning Objective: 15.5: Describe the concept of organizational development in organizations and identify different types of OD change interventions.

REF: Cognitive Domain: Comprehension

Answer Location: Quality of Worklife Interventions

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

59. Due to a tragedy in Sofia’s life, she has become a single parent. However, she is lucky because her company offers telecommuting and backup childcare centers close by to support parents working from home. Sofia works for a company that has likely participated in which type of organizational development intervention?

A. sociotechnical system design

B. task–technology

C. people-focused

D. quality of worklife

Learning Objective: 15.5: Describe the concept of organizational development in organizations and identify different types of OD change interventions.

REF: Cognitive Domain: Application

Answer Location: Quality of Worklife Interventions

Difficulty Level: Hard

TOP: AACSB Standard: Application of knowledge

60. ______ is a type of program designed to raise awareness of group dynamics and any existing prejudices towards others.

A. Intergroup development

B. Sensitivity training

C. Quality of worklife

D. Process consultation

Learning Objective: 15.5: Describe the concept of organizational development in organizations and identify different types of OD change interventions.

REF: Cognitive Domain: Knowledge

Answer Location: People-Focused Interventions

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

61. Andri is involved in a group of workers who exhibit prejudices to the frontline employees. His company has developed a group to role play and discusses the differences between these two groups. While in the group, they are invited to share their perspectives. They are then shown productive ways to alleviate tensions without causing conflict. Andri’s company is engaging in which type of organizational development intervention?

A. task–technology

B. people-focused

C. sociotechnical system design

D. quality of worklife

Learning Objective: 15.5: Describe the concept of organizational development in organizations and identify different types of OD change interventions.

REF: Cognitive Domain: Application

Answer Location: People-Focused Interventions

Difficulty Level: Hard

TOP: AACSB Standard: Application of knowledge

62. ______ is a type of organizational development intervention, which attempts to increase groups’ awareness or understanding of their behaviors in the workplace.

A. Intergroup development

B. Sensitivity training

C. Quality of worklife

D. Process consultation

Learning Objective: 15.5: Describe the concept of organizational development in organizations and identify different types of OD change interventions.

REF: Cognitive Domain: Comprehension

Answer Location: People-Focused Interventions

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

True/False

1. Lewin’s force field analysis model states that the drivers for change must be stronger than the restraining forces in order for the change to work.

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Comprehension

Answer Location: Lewin’s Force Field Analysis

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

2. Sixty to seventy percent of all organizational change projects are successful.

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Knowledge

Answer Location: The Change Process

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

3. Intrapreneurship is an external force for change.

Learning Objective: 15.2: Identify the forces for change in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: Internal Forces for Change

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

4. Technological advancement is an external force for change.

Learning Objective: 15.2: Identify the forces for change in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: External Forces for Change

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

5. Coercion is the most common approach to addressing resistance to change.

Learning Objective: 15.3: Describe where resistance to change comes from and how to reduce it.

REF: Cognitive Domain: Comprehension

Answer Location: Reducing Resistance to Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

6. The structure of an organization has very little impact on the behavior of employees.

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Knowledge

Answer Location: Organizational Structure

Difficulty Level: Easy

TOP: AACSB Standard: Systems and process in organizations

7. An organization’s structure affects how successfully it can coordinate and accomplish its work activities.

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Specialization and Division of Labor

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

8. In a mechanistic model, decision-making is participative and distributed throughout the organization.

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Mechanistic and Organic Models

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

9. The matrix structure combines both divisional and functional departmentalization with dual lines of authority.

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Formalization and Bureaucracy

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

10. The divisional structure is sometimes called multidivisional structure and it groups employees by products and services, by geographic regions, or by customers.

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Formalization and Bureaucracy

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

11. Generational shifts often make it important to revise benefit and reward programs in organizations.

Learning Objective: 15.5: Describe the concept of organizational development in organizations and identify different types of OD change interventions.

REF: Cognitive Domain: Knowledge

Answer Location: Structural Interventions

Difficulty Level: Easy

TOP: AACSB Standard: Systems and processes in organizations

12. Typically, structural intervention is carried out in three different ways: changing rewards systems, changing the culture, and reorganizing the structure itself.

Learning Objective: 15.5: Describe the concept of organizational development in organizations and identify different types of OD change interventions.

REF: Cognitive Domain: Comprehension

Answer Location: Structural Interventions

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

13. Task–technology intervention focuses on the relationship between the employees and the workplace.

Learning Objective: 15.5: Describe the concept of organizational development in organizations and identify different types of OD change interventions.

REF: Cognitive Domain: Comprehension

Answer Location: Quality of Worklife Interventions

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

Short Answer

1. The first stage in Lewin’s change model is ______, which requires explaining the rationale for change, breaking down the status quo, challenging existing beliefs, and understanding how starting a new path is essential for the company’s survival.

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Comprehension

Answer Location: Lewin’s Force Field Analysis

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

2. When change is forced, the manager risks inciting the ______, a four-stage concept that is experienced by individuals facing unwanted change.

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Comprehension

Answer Location: DADA Syndrome

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

3. Management change and Intrapreneurship are considered which type of force for change?

Learning Objective: 15.2: Identify the forces for change in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: External Forces for Change

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

4. The first step of Kotter’s 8 Step Change Model is to create a sense of _____, making employees aware of how important change is to them.

Learning Objective: 15.3: Describe where resistance to change comes from and how to reduce it.

REF: Cognitive Domain: Comprehension

Answer Location: Kotter’s 8 Step Change Model

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

5. Kotter’s final step in the change model is to ______ the change by telling success stories, ensuring new hires are made aware of the change ideals and values, and publicly acknowledging the employees most instrumental in the change process.

Learning Objective: 15.3: Describe where resistance to change comes from and how to reduce it.

REF: Cognitive Domain: Comprehension

Answer Location: Kotter’s 8 Step Change Model

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

6. The ______ of an organization separates people geographically, hierarchically, or both; it builds and limits relationships by setting up lines of reporting and teams; and it defines employees’ responsibilities by outlining their area of influence and accountability.

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Organizational Structure

Difficulty Level: Medium

TOP: AACSB Standard: Systems and process in organizations

7. In a ______ organizational structure, such as McDonald’s or Burger King, senior management makes all the major decisions.

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Centralization and Decentralization

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

8. ______ is characterized by formalized rules and regulations, specialized routine tasks, division of labor, and centralized authority.

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Comprehension

Answer Location: Formalization and Bureaucracy

Difficulty Level: Medium

TOP: AACSB Standard: Systems and processes in organizations

Essay

1. Explain the DADA Syndrome.

Learning Objective: 15.1: Compare and contrast various conceptualizations of the change process.

REF: Cognitive Domain: Analysis

Answer Location: The DADA Process

Difficulty Level: Hard

TOP: AACSB Standard: Analytical thinking

2. Where does resistance to change come from and how can one reduce this resistance to change?

Learning Objective: 15.3: Describe where resistance to change comes from and how to reduce it.

REF: Cognitive Domain: Analysis

Answer Location: Resistance to Change

Difficulty Level: Hard

TOP: AACSB Standard: Analytical thinking

3. What are some ways that behavior in organizations is shaped by organizational structure?

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Analysis

Answer Location: Organizational Structure

Difficulty Level: Hard

TOP: AACSB Standard: Analytical thinking

4. Compare and contrast the four types of organizational structures discussed in the textbook.

Learning Objective: 15.4: Discuss how organizational structure helps shape behavior in organizations.

REF: Cognitive Domain: Analysis

Answer Location: Formalization and Bureaucracy

Difficulty Level: Hard

TOP: AACSB Standard: Analytical thinking

5. Describe the steps in the organizational development model.

Learning Objective: 15.5: Describe the concept of organizational development in organizations and identify different types of OD change interventions.

REF: Cognitive Domain: Analysis

Answer Location: Organizational Development

TOP: AACSB Standard: Analytical thinking

Difficulty Level: Hard