Organization Culture and Change Test Bank Docx Ch12

Chapter 12: Organization Culture and Change

True/False

1. The organizational culture is what you see and hear when walking around an organization as a visitor, a customer, or an employee.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Organizational culture can have a big impact on performance through its influence on employees and customers.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Symbols are the tales about events conveying core values.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Enterprising cultures emphasize collaboration and trust according to LeadershipIQ’s description of common organizational cultures.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Collaboration is the process of helping new members learn the cultures and values of the organization.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Organizational culture is usually described from the perspective of two levels—the external level and the internal level.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. The observable culture is visible and readily apparent at the surface of every organization.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Core values are beliefs and values shared by organization members.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Workplace spirituality refers to inclusiveness, pluralism, and respect for diversity in the workplace.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. In a truly multicultural organization, the organizational culture communicates and supports core values that respect and empower the full diversity of its members.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. The foundation for ethnocentrism is respect for the full value of human beings.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Socialism is the belief that one’s membership group or subculture is superior to all others.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Occupational and functional subcultures are formed among people who work together and have roots in the same cultural community, country, or region of the world.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Ethnocentrism can creep into organizations and adversely affect the way people relate to one another.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Ethnic subcultures or national subcultures are formed among persons who share the same skills and work responsibilities.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. In the context of leaking pipeline problem, decisions of high-performing women to drop out of upward-tracking carrier paths are not always based on outright gender prejudice.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. The leaking pipeline problem gives an advantage to advancement by women and minorities in organizations.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. The glass ceiling leads to the leaking pipeline problem.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Microaggressions are intentional structural biases.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Existence of biculturalism in an organization implies fear of discrimination among organizational subcultures.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Comprehension

1. Ideally, every manager should act as a change leader.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. A status quo leader is a change leader who is forward-looking, proactive, supportive of new ideas, and open to criticism.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Change leaders are risk-takers.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. In the context of change leadership, innovation is embraced by status quo managers.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Bottom-up change tries to tap into ideas and initiative at lower organizational levels and lets them percolate upward.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Transformational change is usually led from the bottom.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Transformational change is at the top of the organizational change pyramid.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Planned change has a better chance of success when people are used to doing things the traditional way.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. The “changing phase” is the first phase in Lewin’s model for planned change.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Lewin’s model for planned change depicts change as a non-linear, dynamic process.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. When making changes, organizations should check benefits, compatibility, simplicity, and triability of the change.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Education and communication are positive ways to deal with resistance to change that uses discussions, presentations, and demonstrations to educate people beforehand about a change.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

Multiple Choice

1. _____ is the system of shared beliefs and values that guides behavior in organizations.
2. Organizational culture
3. Organizational tactics
4. Organizational dynamics
5. Organizational motives
6. Organizational workflow

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Jimi has been working at Drazer Inc., a consulting firm, for two days now. He is told by one of his colleagues about the different dos and don’ts of the organization, their values and beliefs, and the way people communicate and form groups. This information gives Jimi an insight into the:
2. turnover rate in the organization.
3. level of employee satisfaction in the organization.
4. culture of the organization.
5. degree of collectivism in the organization.
6. profile of his job at the organization.

Learning Objective: 12.1

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. _____ is the process through which new members learn the culture of an organization.
2. Unfreezing
3. Ethnocentrism
4. Socialization
5. Ethical reasoning
6. Creative visualization

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. The _____ is what one sees and hears when walking around an organization as a visitor, a customer, or an employee.
2. role culture
3. power culture
4. core culture
5. observable culture
6. person culture

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. It is Beth’s second month at her new job, and she has noticed that people dress casually every Friday. She feels that her co-workers are helpful, and her bosses are friendly. She is comforted by the fact that if in doubt she can always ask for help and not be afraid of being shunned and embarrassed. Which of the following organizational cultures has influenced Beth?
2. Observable culture
3. Power culture
4. Core culture
5. Task culture
6. Role culture

Learning Objective: 12.1

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Chen’s team has successfully completed one of the most important projects of the company. To recognize the long hours and the extra effort that Chen’s team had put in, the organization gives them half a day off and organizes a team lunch. This is associated with which of the following organizational cultures?
2. Power culture
3. Core culture
4. Task culture
5. Observable culture
6. Role culture

Learning Objective: 12.1

Difficulty: Easy

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Every year Food-n-Serve throws a party for all the employees. Employees that exceed expectations on their yearly evaluation get to eat first. The party is an example of ____ in the ____ culture.
2. heroes; core
3. heroes; observable
4. rites and rituals; core
5. rites and rituals; observable
6. symbols; core

Learning Objective: 12.1

Difficulty: Moderate

AACSB: Analytical thinking

Bloom’s Taxonomy: Comprehension

1. The founder of Food-n-Serve believes feeding the homeless is a key component of the organization’s success. Every year, the founder and employees serve free food in the local homeless shelters to support the founder’s vision. This is an example of celebrating an organizational____ in the ____ culture.
2. hero; core
3. hero; observable
4. symbol; core
5. symbol; observable
6. ceremony; core

Learning Objective: 12.1

Difficulty: Moderate

AACSB: Analytical thinking

Bloom’s Taxonomy: Comprehension

1. Food-n-SERVE’s key goal is ensure the local homeless shelters have enough food. They also believe that employees should serve their communities, so they give their employees 40 hours a year to serve in the local community. The organization’s focus on service is an example of focusing on organizational ____ in the ____ culture.
2. stories; core
3. stories; observable
4. symbols; core
5. symbols; observable
6. rites and rituals; core

Learning Objective: 12.1

Difficulty: Moderate

AACSB: Analytical thinking

Bloom’s Taxonomy: Comprehension

1. Which of the following scenarios is an example of the observable culture of an organization?
2. The prohibition of the use of camera phones in the office premises
3. The hostility toward whistleblowers
4. The rewarding of a team’s achievement by conducting a team outing
5. The emphasis on deadlines
6. The encouragement of innovation

Learning Objective: 12.1

Difficulty: Moderate

AACSB: Analytical thinking

Bloom’s Taxonomy: Comprehension

1. Shapiro, who has made the maximum number of sales done in a day at Denrex Inc., a marketing company, is considered the best salesperson at the company. He is portrayed as a hero and a benchmark that others should reach. This gives an understanding of which of the following organizational cultures of the company?
2. Power culture
3. Core culture
4. Task culture
5. Observable culture
6. Role culture

Learning Objective: 12.1

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. The _____ of an organization consists of the main values, or underlying assumptions and beliefs that shape and guide people’s behaviors in an organization.
2. power culture
3. core culture
4. task culture
5. observable culture
6. role culture

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. At Ray’s Café, the owner always treats the customer with respect, and if any customer complains about the quality of the coffee or cakes, the owner himself addresses the issue to the customer’s satisfaction. This has ensured that Ray’s Café has become a very popular coffee shop. This represents Ray’s Café’s _____.
2. power culture
3. task culture
4. core culture
5. peripheral culture
6. ceremonial culture

Learning Objective: 12.1

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Value-based management:
2. improves the observable culture of an organization.
3. increases an organization’s tolerance for ambiguity.
4. communicates and enacts an organization’s core beliefs.
5. suppresses the idea of innovation within the organization.
6. emphasizes the rigidity of the organization’s regulations.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. _____ create(s) meaning and shared community among organizational members.
2. Ecological fallacy
3. Workplace spirituality
4. Workplace etiquette
5. Organizational ethics
6. Bureaucratic informality

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Which of the following is based on the principle that people are inwardly enriched by meaningful work and a sense of personal connection with others inside and outside of the organization?
2. Ecological fallacy
3. Acculturation
4. Ethnocentrism
5. Power culture
6. Workplace spirituality

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Which characteristic of multiculturalism implies that members of both minority cultures and majority cultures are influential in setting key values and policies?
2. Structural division
3. Pluralism
4. Integration
5. Absence of prejudice and discrimination
6. Minimum intergroup conflict

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. In the context of multicultural organizations, structural integration implies that:
2. diversity does not lead to destructive conflicts between members of majority and minority cultures.
3. a variety of training and task-force activities address the need to eliminate culture-group biases.
4. members of both minority cultures and majority cultures are influential in setting key values and policies.
5. various forms of mentoring and support groups assist in the career development of minority-culture members.
6. minority-culture members are well represented in jobs at all levels and in all functional responsibilities.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. In multicultural organizations, informal network integration implies that:
2. diversity does not lead to destructive conflicts between members of majority and minority cultures.
3. a variety of training and task-force activities address the need to eliminate culture-group biases.
4. members of both minority cultures and majority cultures are influential in setting key values and policies.
5. various forms of mentoring and support groups assist in the career development of minority-culture members.
6. minority-culture members are well represented in jobs at all levels and in all functional responsibilities.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. At the corporate office in Texas, expatriates have been assigned mentors who guide them on new projects. The mentors familiarize the expatriates with American culture and ways of doing business. Which of the characteristics of multiculturalism is evident here?
2. Structural integration
3. Pluralistic differentiation
4. Informal network integration
5. Absence of prejudice and discrimination
6. Minimum intergroup conflict

Learning Objective: 12.2

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Kidz-Candies Inc. is famous for its candies with international flavors such as “Tuscan-blue,” “straw-berry.” The company has experts from across the globe who develop new flavors from their country of origin. This has resulted in influence of various cultures on policies of the company. In the context of multicultural organizations, this is an example of _____.
2. structural integration
3. pluralism
4. informal network integration
5. ethnocentrism
6. minimum intergroup conflict

Learning Objective: 12.2

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. In the context of multicultural organizations, _____ are groups of people who share similar beliefs and values based on their work or personal characteristics.
2. gender subcultures
3. organizational subcultures
4. core culture groups
5. generational subcultures
6. ethnocentric groups

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. In a multicultural organization, minimum intergroup conflict ensures that:
2. diversity does not lead to destructive conflicts between members of majority and minority cultures.
3. a variety of training and task-force activities address the need to eliminate culture-group biases.
4. various forms of mentoring and support groups assist in the career development of minority-culture members.
5. minority-culture members are well represented in jobs at all levels and in all functional responsibilities.
6. members of both minority cultures and majority cultures are influential in setting key values and policies.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Which characteristic of multiculturalism implies that a variety of training and task-force activities address the need to eliminate culture-group biases?
2. Structural integration
3. Pluralistic differentiation
4. Informal network integration
5. Absence of prejudice and discrimination
6. Minimum intergroup conflict

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Which of the following is true about ethnocentrism?
2. It helps in bringing together people of various cultures.
3. It forms among people who work together and share similar ages.
4. It is the belief that one’s membership group or subculture is superior to all others.
5. It forms among persons who work together and share the same gender identities.
6. It refers to the belief that women cannot handle senior positions in organizations.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. _____ are formed among persons who work together and share similar ages, such as Millennials and Baby Boomers.
2. Organizational sects
3. Generational subcultures
4. Ethnic subcultures
5. Gender subcultures
6. Functional subcultures

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Frenzen Inc., a tech support company, ensures that its employees are not overworked. The employees get half a day off every alternate Friday, when the men go to the local sports bar and the women hold their coffee club meetings. Which of the following subcultures is evident at the multicultural Frenzen Inc.?
2. Ethnocentric subculture
3. Generational subculture
4. Formal subculture
5. Occupational subculture
6. Functional subculture

Learning Objective: 12.2

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. The manager at Fillend Inc. noticed that his workforce displayed a very clear distinction between the old timers and the rest of the population. He decided to address this gap between the _____ that could affect the organization’s performance.
2. organizational sects
3. generational subcultures
4. ethnic subcultures
5. gender subcultures
6. functional subcultures

Learning Objective: 12.2

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. _____ are formed among persons who share the same skills and work responsibilities.
2. Cohort subcultures
3. Generational subcultures
4. Ethnic or national subcultures
5. Gender subcultures
6. Occupational and functional subcultures

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Some employees at Altirol Inc. have decided to have inter-departmental basketball matches in the organization. There would be four teams: the accounting team, the finance team, the marketing team, and the product delivery team. Senior managers are concerned about this decision as they feel that the emphasis on _____ within their multicultural organization might have adverse effects on the combined workforce.
2. organizational sects
3. generational subcultures
4. ethnic subcultures
5. gender subcultures
6. functional subcultures

Learning Objective: 12.2

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Which of the following is an invisible barrier to advancement by women and minorities in organizations?
2. Generational subcultures
3. Ethnocentrism
4. Multiculturalism
5. Glass ceiling
6. Revolving door

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Rene has noticed that in her organization, only men are promoted to the senior positions. She feels that she is as qualified as her male counterparts, but has been denied any promotion for the past two years. Though she likes her job, she feels unappreciated and decides to quit the organization. This is an example of _____.
2. the leaking pipe problem
3. a power distance culture
4. a generation subculture
5. a gender subculture
6. the functional silos issue

Learning Objective: 12.2

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. _____ occurs when minority members adopt characteristics of majority cultures in order to succeed.
2. Ethnocentrism
3. Nepotism
4. Discrimination
5. Biculturalism
6. Segregation

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Jim Bates from the corporate office in Ireland has been working at the American branch of Inventors Inc. since a month. He has joined American conversation classes to overcome his strong accent. Though he misses Irish food, he prefers to eat out with his American colleagues. This is an example of _____.
2. ethnocentrism
3. socialization
4. discrimination
5. biculturalism
6. diversity

Learning Objective: 12.2

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. With respect to diversity leadership, the “affirmative action” management approach to diversity refers to:
2. creating upward mobility for minorities and women.
3. building quality relationships with respect for diversity.
4. achieving full utilization of diverse human resources.
5. adopting characteristics of majority cultures in order to succeed.
6. helping people better understand and respect individual differences.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. With respect to diversity leadership, the “valuing differences” leadership approach to diversity refers to:
2. creating upward mobility for minorities and women.
3. building quality relationships with respect for diversity.
4. achieving full utilization of diverse human resources.
5. adopting characteristics of majority cultures in order to succeed.
6. allowing members to reach their full potential.

Page: 276

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. With respect to diversity leadership, the “leading diversity” management approach refers to:
2. creating upward mobility for minorities and women.
3. building quality relationships with respect for diversity.
4. achieving full inclusivity and respect for all.
5. adopting characteristics of majority cultures in order to succeed.
6. helping people better understand and respect individual differences.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. A _____ in a multicultural organization takes initiative in trying to alter the behavior of another person or social system.
2. groupthinker
3. change leader
4. biculturalist
5. mediator
6. status quo manager

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Michael has been a manager at Rexgen Systems for two years. He is known to be a risk-taker and always waits for the next big project. He is a hard worker and takes initiative to handle critical issues. Michael is a _____.

A. passive manager

B. change leader

C. benevolent autocrat

D. group thinker

E. status quo manager

Learning Objective: 12.3

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Mexan Ltd. needs to handle its new account in the most effective and innovative way to ensure that its new client signs more contracts in the future. The enthusiastic team members of Danny’s team come up with a number of innovative suggestions and strategies. However, Danny, fearing uncertainty and the unpredictability of a new process, rejects all the innovative ideas and asks his team to stick to the traditional way of working. Danny depicts the characteristics of a _____.

A. benevolent leader

B. change leader

C. proactive manager

D. democratic manager

E. status quo manager

Learning Objective: 12.3

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. With respect to change leadership, which of the following implies initiation of change from senior management?
2. Bottom-up change
3. Incremental change
4. Frame-bending change
5. Top-down change
6. Organic change

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. Edward, the director of Grover Inc., decides to make some changes in the structure of his organization. He believes that this will improve the performance of the organization. This change is an example of _____.
2. bottom-up change
3. incremental change
4. organic change
5. top-down change
6. frame-bending change

Learning Objective: 12.3

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Which of the following is the main reason for the failure of top-down change?

A. The inability to include senior staff in the decision making process

B. The inability to apply it to use it to make major and comprehensive redirection of the organization

C. The unfair advantage given to the lower-level employees over the higher-level management

D. Its focus on too much dialogue and participation

E. Poor implementation strategies where lower-level inputs are not taken into consideration

Learning Objective: 12.3

Difficulty: Moderate

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Comprehension

1. In the context of change leadership, _____ implies that change initiatives come from lower levels in the organization.
2. bottom-up change
3. radical change
4. transformational change
5. top-down change
6. frame-breaking change

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. In the context of organizational change, _____ results in a major and comprehensive redirection of the organization.
2. bottom-up change
3. incremental change
4. transformational change
5. frame-bending change
6. continuous improvement change

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. Which of the following is true of transformational change?
2. It is usually led from the top.
3. It is a modest, frame-bending change.
4. It does not intend to break and remake the system.
5. It involves gradual and continual change toward the desired result.
6. It involves evolutions in products, processes, technologies, and work systems.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Comprehension

1. Raybern’s company is not able to meet targets, and this is affecting the company’s revenues. Raybern decides to hold weekly meetings with employees from all functional levels of the organization to find a solution to the company’s problem. He listens to the employees carefully, and based on their suggestions, he gradually implements certain changes in the organization. This is an example of _____.
2. bottom-up change
3. radical change
4. transformational change
5. top-down change
6. frame-breaking change

Learning Objective: 12.3

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. In the context of organizational change, _____ change bends and adjusts existing ways to improve performance.
2. radical
3. incremental
4. transformational
5. top-down
6. frame-breaking

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. Which of the following is true of incremental change?
2. It is a radical or frame-breaking change.
3. Its execution results in a major and comprehensive redirection of the organization.
4. It involves the evolution of products, processes, technologies, and work systems.
5. It creates fundamental shifts in strategies, culture, structures, and even the underlying sense of purpose or mission.
6. Its intent is to break and remake the system.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Comprehension

1. RZB Ltd., a clothing manufacturer, decides to upgrade its machines and train its workers in order to improve its productivity. These changes are examples of _____ change.
2. radical
3. incremental
4. transformational
5. top-down
6. frame-breaking

Learning Objective: 12.3

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Blues perfumes recently replaced its CEO. The new CEO has decided to change the organizational structure, introduce more transparency, and tweak the current style of communication to increase effectiveness and clarity. In the context of organizational change, this is an example of _____.
2. bottom-up change
3. incremental change
4. transformational change
5. frame-bending change
6. continuous improvement change

Learning Objective: 12.3

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. _____ is at the lowest level in an organizational change pyramid.
2. Radical change
3. Incremental change
4. Transformational change
5. Top-down change
6. Frame-breaking change

Learning Objective: 12.3

Difficulty: Moderate

AACSB: Analytical thinking

Bloom’s Taxonomy: Comprehension

1. According to Kurt Lewin’s model for planned change, which of the following phases involves preparing a system for change?
2. Unfreezing phase
3. Changing phase
4. Refreezing phase
5. Improvising phase
6. Coercing phase

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. Which of the following scenarios depict the unfreezing stage according to Lewin’s model for planned change?
2. A firm firing an employee owing to bad performance
3. A firm rearranging existing teams in order to cope with the new system upgrade that has to be made
4. A firm re-establishing its competency in the market by executing transformational changes
5. A firm hiring new employees because it is experiencing a high rate of employee turnover
6. A firm deciding to outsource some of its projects because of lack of appropriate talent and high costs of working in-house

Learning Objective: 12.3

Difficulty: Moderate

AACSB: Analytical thinking

Bloom’s Taxonomy: Application

1. Delaying a sense of urgency for change and neglecting to build a coalition of influential persons who support the change, is a major reason for the failure of the _____ phase in the Lewin’s model for planned change.
2. unfreezing
3. changing
4. refreezing
5. improvising
6. coercing

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Comprehension

1. The final phase in Lewin’s planned change process is _____.
2. unfreezing
3. changing
4. refreezing
5. improvising
6. coercing

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. According to Kurt Lewin’s model for planned change, which of the following phases involves stabilizing the system after change?
2. Unfreezing phase
3. Structuring phase
4. Refreezing phase
5. Improvising phase
6. Coercing phase

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. In which of the following phases in Lewin’s planned change process is it important to evaluate results, provide feedback to the people involved, and make any required modifications in the original change?
2. Unfreezing phase
3. Structuring phase
4. Refreezing phase
5. Improvising phase
6. Coercing phase

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. The most common error in the refreezing phase in Lewin’s model for planned change is:
2. facilitating the forgetting or abandoning of change with the passage of time.
3. declaring victory too soon and withdrawing support before the change is really fixed in normal routines.
4. implementing change before people are prepared and feel a need for it.
5. not creating a sense of urgency for change and neglecting to build a coalition of influential persons who support it.
6. preparing for more change even before the present one is fully implemented.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Comprehension

1. Which of the following specifically involves making continual adjustments as changes are being implemented?
2. Unfreezing
3. Changing
4. Refreezing
5. Improvising
6. Coercing

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. The owner of Makers & Bakers Ltd. has purchased a few new machines. To ensure that the new machines are effective, he continually gathers feedback from his employees and makes relevant changes by customizing the machines based on their feedback. What kind of change is depicted here?
2. Framing change
3. Improvisational change
4. Transformational change
5. Coercive change
6. Radical change

Learning Objective: 12.3

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Which of the following change strategies in an organization pursues change through formal authority and/or the use of rewards or punishments?
2. Rational persuasion strategy
3. Environmental-adaptive strategy
4. Shared power strategy
5. Force-coercion strategy
6. Collaborative strategy

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. With respect to the force-coercion strategy, _____ involves straightforward and unilateral action to “command” that change take place.
2. direct forcing
3. political maneuvering
4. diplomatic coercing
5. indirect maneuvering
6. alliance forming

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. With respect to change strategies, _____ is more likely to get slower results with high commitment and long term internalization.
2. rational persuasion strategy
3. top-down strategy
4. shared power strategy
5. force-coercion strategy
6. authoritarian strategy

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Comprehension

1. With respect to the force-coercion strategy, _____ involves working indirectly to gain special advantage over other persons and thereby make them change.
2. direct forcing
3. political maneuvering
4. unilateral decision-making
5. rational persuading
6. authoritarian planning

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. When making a change, the organization should ask “Do the people involved see a clear advantage in making the change?” This is an example of checking
2. Benefits
3. Compatibility
4. Resistance
5. Simplicity
6. Triability

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. When making a change, the organization should ask “Is the change perceived as breaking comfort levels?” This is an example of checking
2. Benefits
3. Compatibility
4. Resistance
5. Simplicity
6. Triability

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. When making a change, the organization should ask “How complex is the change?” This is an example of checking
2. Benefits
3. Compatibility
4. Resistance
5. Simplicity
6. Triability

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. When making a change, the organization should ask “Are things moving too fast?” This is an example of checking
2. Benefits
3. Compatibility
4. Resistance
5. Simplicity
6. Triability

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. It is important to find a good fit between your personal preferences and the pace and nature of change in the career field and organizations in which you choose to work. To achieve this fit, you have to understand:
2. the behavior of your co-workers.
3. your tolerance for ambiguity.
4. your tolerance for the observable culture of the organization.
5. your perceptions about the core culture of the organization.
6. how to suppress personal preferences and adhere to organizational changes.

Learning Objective: 12.1

Difficulty: Moderate

AACSB: Analytical thinking

Bloom’s Taxonomy: Comprehension

1. Which of the following change strategies in an organization pursues change through empirical data and sound argument?
2. Rational persuasion strategy
3. Environmental-adaptive strategy
4. Shared power strategy
5. Force-coercion strategy
6. Authoritarian strategy

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. With respect to change strategies, a(n) _____ pursues change by participation in assessing change needs, values, and goals.
2. rational persuasion strategy
3. reason-based strategy
4. shared power strategy
5. force-coercion strategy
6. authoritarian strategy

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

1. Which of the following change strategies is empowerment based and highly participative?
2. Rational persuasion strategy
3. Environmental-adaptive strategy
4. Shared power strategy
5. Force-coercion strategy
6. Authoritarian strategy

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Comprehension

1. _____ tries to covertly influence others by selectively providing information and structuring events in favor of the desired change.
2. Education and communication
3. Explicit and implicit coercion
4. Manipulation and co-optation
5. Negotiation and agreement
6. Facilitation and support

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Comprehension

1. _____ provides incentives to gain support from those who are actively resisting or ready to resist change initiatives.
2. Education and communication
3. Explicit and implicit coercion
4. Manipulation and co-optation
5. Negotiation and agreement
6. Facilitation and support

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Comprehension

1. Lexiren Inc. follows an organizational culture where new leaders are given the opportunity to present their ideas. The company follows a flexible organizational structure where creativity, growth, and change are valued. In the context of organizational cultures, which of the following cultures is reflected in the given scenario?
2. Team culture
3. Hierarchical culture
4. Entrepreneurial culture
5. Rational culture
6. Autocratic culture

Learning Objective: 12.1

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Lexiren Inc. follows an organizational culture where new leaders share responsibilities with more experienced leaders. The company emphasizes collaboration and trust. In the context of organizational cultures, which of the following cultures is reflected in the given scenario?
2. Team culture
3. Hierarchical culture
4. Entrepreneurial culture
5. Rational culture
6. Autocratic culture

Learning Objective: 12.1

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Ramon, a new employee at SRV Inc., finds that the company encourages formal attire and manners of speech. He notices that people are very organized in their approach to different tasks and all communication follows a strict hierarchy. In the given context, Ramon is observing the _____ culture at the organization.
2. observable
3. core
4. informal
5. team
6. horizontal

Learning Objective: 12.1

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. When Andre started working for the company, he would often be told about the achievements of one of his colleagues, Jose, by his manager. Jose had, on many occasions, been named “Employee of the Month”. Which of the following components of the observable culture of Andre’s organization is illustrated in this example?
2. Ceremonies
3. Legends
4. Symbols
5. Heroes
6. Metaphors

Learning Objective: 12.1

Difficulty: Moderate

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Darelen Inc. has majority of workers from Spanish communities and a minority of workers from the Finnish community. The policies and values of the company are directly influenced by both cultures. In the context of characteristics of multicultural organizations, this is an example of _____.
2. network integration
3. structural diversity
4. pluralism
5. nepotism
6. ethnocentrism

Learning Objective: 12.2

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Suzanne, a marketing manager at Ralens Inc. is criticized for being “too lenient” when interacting with women and “too harsh” when communicating with men. This situation best exemplifies the existence of _____.
2. occupational subculture
3. gender paradox
4. glass ceiling
5. double-bind dilemma
6. discriminatory jeopardy

Learning Objective: 12.2

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. The finance and accounts team members in a company who are Europeans believe that they are the most important contributors to the organization. Which of the following concepts is best illustrated by this example?
2. Ethnocentrism
3. Generational subcultures
4. Structural integration
5. Pluralism
6. Leaking pipeline problem

Learning Objective: 12.2

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Abigail, an ambitious professional, worked very hard as an assistant manager in an organization for three years. Even though she had worked with efficiency and determination she was not promoted to the manager’s position. She finally gave up pursuing her career goals. Which of the following concepts is illustrated in this example?
2. Functional subculture
3. Scaffolding
4. Biculturalism
5. Force management strategy
6. Leaking pipeline problem

Learning Objective: 12.2

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Brad, a manager, felt that his subordinates needed to change the way they functioned to enhance performance. He interacted with them and made them aware that their present way of doing things was not effective enough. He tried to ensure that the employees accepted that change was inevitable. On the basis of the given information, it can be concluded that Brad is in the _____ phase of the planned change.
2. freezing
3. unfreezing
4. structuring
5. refreezing
6. improvising

Learning Objective: 12.3

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Clayton, a manager, wanted to implement some changes in the processes at work. He used facts and reports of conducted surveys to show that the change would prove advantageous to all concerned and increase performance. Which of the following strategies is being applied by Clayton to incorporate change?
2. Force Strategy
3. Coercion strategy
4. Rational persuasion
5. Political maneuvering
6. Shared power strategy

Learning Objective: 12.3

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Marco, a new employee at Krone Inc., is resisting change in processes because he is feeling apprehensive about the fast rate at which change is occurring. In the context of resistance to change, which of the following represents Marco’s thought process?
2. Disrupted habits
3. Loss of face
4. Lack of purpose
5. Work overload
6. Poor timing

Learning Objective: 12.3

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Marco, an employee at Krone Inc., is resisting change in processes because he thinks his way of doing things is working. In the context of resistance to change, which of the following represents Marco’s thought process?
2. Disrupted habits
3. Loss of face
4. Lack of purpose
5. Work overload
6. Poor timing

Learning Objective: 12.3

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Marco, an employee at Krone Inc., is resisting change in processes because he feels like people are making fun of him because he likes doing things the way he’s always done them. In the context of resistance to change, which of the following represents Marco’s thought process?
2. Disrupted habits
3. Loss of face
4. Lack of purpose
5. Work overload
6. Poor timing

Learning Objective: 12.3

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Marco, a new employee at Krone Inc., is resisting change in processes because no one has explained to him why the new way of doing things is better than the way his supervisor originally showed him when he got hired. In the context of resistance to change, which of the following represents Marco’s thought process?
2. Disrupted habits
3. Loss of face
4. Lack of purpose
5. Work overload
6. Poor timing

Learning Objective: 12.3

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Marco, a new employee at Krone Inc., is resisting change in processes because he is overwhelmed by all the changes the company has made since he started the job. In the context of resistance to change, which of the following represents Marco’s thought process?
2. Disrupted habits
3. Loss of face
4. Lack of purpose
5. Work overload
6. Poor timing

Learning Objective: 12.3

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Marco, a new employee at Krone Inc., is resisting change in processes because he doesn’t understand the changes or when the changes will happen. In the context of resistance to change, which of the following represents Marco’s thought process?
2. Fear of the unknown
3. Loss of confidence
4. Loss of control
5. Work overload
6. Poor timing

Learning Objective: 12.3

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Marco, a new employee at Krone Inc., is resisting change in processes because he isn’t sure he can do all the new things they are asking him to do. In the context of resistance to change, which of the following represents Marco’s thought process?
2. Fear of the unknown
3. Loss of confidence
4. Loss of control
5. Work overload
6. Poor timing

Learning Objective: 12.3

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

1. Marco, a new employee at Krone Inc., is resisting change in processes because he feels like he can’t say anything to influence the changes that are occurring. In the context of resistance to change, which of the following represents Marco’s thought process?
2. Fear of the unknown
3. Loss of confidence
4. Loss of control
5. Work overload
6. Poor timing

Learning Objective: 12.3

Difficulty: Hard

AACSB: Application of knowledge

Bloom’s Taxonomy: Application

Essay

1. Briefly describe the characteristics of a multicultural organization.

• Pluralism—members of both minority cultures and majority cultures are influential in setting key values and policies.

• Structural integration—minority-culture members are well represented in jobs at all levels and in all functional responsibilities.

• Informal network integration—various forms of mentoring and support groups assist in the career development of minority-culture members.

• Absence of prejudice and discrimination—A variety of training and task-force activities address the need to eliminate culture-group biases.

• Minimum intergroup conflict—Diversity does not lead to destructive conflicts between members of majority and minority cultures.

Learning Objective: 12.2

Difficulty: Moderate

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. How does the glass ceiling affect women?

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Comprehension

1. Write a short note on how resistance to change can be used to achieve a better “fit” among the planned change, the situation, and the people involved.

1. Check the benefits—Make sure the people involved see a clear advantage in making the change. People should know “what is in it for me” or “what is in it for our group or the organization as a whole.”

2. Check the compatibility—Keep the change as close as possible to the existing values and ways of doing things. Minimizing the scope of change helps keep it more acceptable and less threatening.

3. Check the simplicity—Make the change as easy as possible to understand and use. People should have access to training and assistance to make the transition to new ways as easy as possible.

4. Check the triability—Allow people to try the change little by little, making adjustments as they go. Don’t rush the change, and be sure to adjust the timing to best fit work schedules and cycles of high/low workloads.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Analytical thinking

Bloom’s Taxonomy: Knowledge

Text Entry

1. Organizational ____ is the system of shared beliefs and values that guides behavior in organizations.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. __________ is the process through which new members learn the culture of an organization.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. The __________ culture is visible in the way members behave, and in the stories, heroes, rituals, and symbols that are part of daily organizational life.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. The core ____ consists of the core values, or underlying assumptions and beliefs that shape and guide people’s behaviors in an organization.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. A(n) ____ leader is someone whose words and actions consistently communicate core values.

Learning Objective: 12.1

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. A(n) ____ organization has core values that respect diversity.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. ____ subcultures form among persons who work together and share similar ages, such as millennials and baby boomers.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. The ____ dilemma is where female leaders get criticized when they act consistent with female subculture stereotypes and when they act consistent with male subculture stereotypes.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Occupational and functional subcultures form among persons who share the same skills and work _____.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. _____ subcultures form among people who work together and have roots in the same ethic community or nationality.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. The glass _____ is an invisible barrier to advancement by women and minorities in organizations.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. ____ bias exists as organizational norms and practices that discourage or inhibit the advancement of women and minorities.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. The glass ____ is a self-imposed persona adopted by LGBTQ persons in order to hide their sexual orientation and gender identities from others.

Learning Objective: 12.2

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. A ____ leader takes initiative in trying to change the behavior of another person or within a social system.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. Transformational change results in a major and comprehensive ______ of the organization.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. _____ change bends and adjusts existing ways to improve performance.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. ____ is the phase at which change is stabilized.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. _____ change makes continual adjustments as changes are being implemented.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. A rational persuasion strategy pursues change through ______________ data and rational argument.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge

1. A(n) ____ power strategy pursues change by participation in assessing change needs, values, and goals.

Learning Objective: 12.3

Difficulty: Easy

AACSB: Diverse and multicultural work environments

Bloom’s Taxonomy: Knowledge