Test Bank Chapter 12 Organization Culture And Change - Management Canada 5e | Complete Test Bank by John R. Schermerhorn Jr. DOCX document preview.
CHAPTER 12
ORGANIZATION CULTURE AND CHANGE
Question type: True/False
1) Organizational culture is the system of shared beliefs and values that develops within an organization and guides the behaviour of its members.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
2) 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: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
3) Organizational performance and effectiveness are not related to organizational culture.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
4) Corporate culture and organizational culture are two entirely different phenomena.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
5) The culture of an organization has the potential to shape attitudes and reinforce common beliefs however it does not direct behaviour nor establish performance expectations and the motivation to fulfill them.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
6) Based on the competing values framework, the four culture types are Rational, Centralized, Team and Entrepreneurial.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
7) Enterprising cultures emphasize collaboration and trust according to LeadershipIQ’s description of common organizational cultures.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
8) An entrepreneurial culture demonstrates shared authority, collaboration and emphasis on mutual support.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
9) A strong corporate culture helps an organization ensure market domination and strong profits.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
10) The best organizations with strong cultures will likely be performance orientated, encourage teamwork, risk taking, and innovation, and make the well-being of people a top management priority.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
11) Socialization is the process through which new members learn the culture of an organization.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
12) Collaboration is the process of helping new members learn the cultures and values of the organization.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
13) Organizational culture is usually described from the perspective of two levels—the external level and the internal level.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
14) An organization’s observable culture is visible and readily apparent at every level of the organization.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
15) The observable culture and the core culture represent two levels of organizational culture.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
16) Elements of the observable culture include stories, heroes, rites and rituals, and symbols.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
17) Elements of the observable culture include strategy, performance, structure, and worker involvement.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
18) Heroes are the people who are singled out for special attention in an organization’s observable culture.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
19) As part of the observable culture of an organization, norms are the ceremonies and meetings that celebrate important occasions and performance accomplishments.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
20) Avery recently began work at Spich Enterprises and was recently invited to join a group of colleagues for a coffee in the employee’s café. During the break Avery’s colleagues explained how the company had recently redesigned a process that ended up saving the company a great deal of time and money, and how the employees were treated to a gourmet lunch in the conference room. This is an example of an observable culture.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
21) Core values are beliefs and values shared by organization members.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
22) An organization’s core values are underlying assumptions and beliefs that influence the behaviour of organization members and actually contribute to elements of the observable culture.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
23) Highly successful companies typically focus on the core values of performance excellence, innovation, social responsibility, integrity, worker involvement, customer service, and teamwork.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
24) In strong cultures, the core values are constantly changing in order to adapt to changes within the organization and in the external environment.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
25) Value-based management refers to managers who actively help develop, communicate, and enact shared values within an organization.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
26) All managers and team leaders working at any level of the organization are responsible for value-based management.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
27) Value-based management will succeed when the core values support key performance objectives and provide clear, consistent ethical anchors, even though the values are not clearly understood nor accepted by everyone.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
28) Avery recently began work at Spich Enterprises and was recently invited to join a group of colleagues for a coffee in the employee’s café. During the break Avery’s colleagues explained how the company’s top management team strongly believe and follow in value-based management for the company. They then went on to explain that department managers were not required nor encouraged to apply the techniques of this management style. Avery felt that this contradicted the spirit of value-based management and concluded that the employees were incorrect. Is Avery correct (True) or incorrect (False)?
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
29) Leaders at every level need to promote core values and take responsibility for supporting individual and group performance objectives.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
30) Workplace spirituality refers to inclusiveness, pluralism, and respect for diversity in the workplace.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
31) The core value of workplace spirituality is respect for human beings.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
32) Multiculturalism refers to inclusivity, pluralism, and the respect for diversity in the workplace.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
33) According to R. Roosevelt Thomas, increased diversity reduces both organizational complexity and uncertainty.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
34) According to Thomas Kochan, increased diversity does not automatically create competitive advantage or result in higher levels of performance.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
35) Race and gender are the only diversity dimensions that are relevant to the workplace.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
36) The advantages of diversity are gained only when diversity is leveraged through training and supportive human resource practices.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
37) Since people come from different ethnic and social backgrounds, there is no relationship between diversity and organizational culture.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
38) In the context of organizational culture, inclusivity refers to the degree to which the organization is open to anyone who can perform a job, regardless of his or her race, sexual preference, gender, or other diversity attribute.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
39) Socialism is the belief that one’s membership group or subculture is superior to all others.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
40) Ethnocentrism can creep into organizations and adversely affect the way people relate to one another.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
41) Generational subcultures reflect gaps that exist between people who grew up and are growing up during different periods of history, and whose values have thus evolved under different influences.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
42) Gender subcultures reflect differences in the values and beliefs of women and men.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
43) Dakota, 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 the double-bind dilemma.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Application
Difficulty: Hard
AACSB: Analytic
44) 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: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
45) Occupational subcultures refer to people who develop strong identities with their work groups and specific areas of task responsibilities.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
46) Ethnic or national subcultures are formed among persons who share the same skills and work responsibilities.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
47) Minority members often face special economic and work challenges, and these challenges are not always highly visible as more workforce diversity is likely to exist at the upper-most levels of most organizations than at lower and middle levels.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
48) Diversity describes differences among people at work.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
49) The glass ceiling refers to a hidden barrier in some organizations that limits the advancement of women and members of other marginalized groups.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
50) In the context of the leaking pipeline problem, decisions of high-performing women to drop out of upward-tracking career paths are not always based on outright gender prejudice.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
51) The leaking pipeline problem gives an advantage to advancement by women and minorities in organizations.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
52) The daily work challenges that can be faced by minority subcultures in organizations include misunderstandings, lack of sensitivity, sexual harassment, pay discrimination, and job discrimination.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
53) Sexual harassment and pay discrimination are just two of the challenges often faced by majority groups in an organization.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
54) In the current Canadian corporate world, women typically make at least 13.0% less income than mean and in the top 100 Canadian companies hold 8.5% of the highest-paid positions..
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
55) Biculturalism occurs when members of minority cultures display majority culture characteristics that seem to be necessary for success in the workplace.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
56) The three approaches to diversity in the workplace, as described by R. Roosevelt Thomas are Employment equity, valuing differences and managing diversity.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloomcode: Knowledge
Difficulty: Easy
AACSB: Diversity
57) One of the three approaches to diversity in the workplace, as described by R. Roosevelt Thomas is managing diversity which is where an organization will build quality relationships with respect for diversity.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloomcode: Knowledge
Difficulty: Easy
AACSB: Diversity
58) Employment equity is a leadership approach in which leaders commit to changing the organizational culture to empower and include all people.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
59) High involvement management is the process of building an organizational culture that allows all members, minorities and women included, to reach their full potential.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
60) One of BioTech Ltd.’s core values is to employ older, disabled, and/or minority group members whenever possible. If two equally capable candidates apply for a position and one of the candidates falls into one of these categories BioTech will invariably hire the candidate from that group. BioTech wants to create a workplace environment that enables all employees, both current and potential, to reach their full potential. BioTech Ltd. is displaying behaviour consistent with managing diversity.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
61) Managing diversity is an approach where leadership commits the organization to education and training programs designed to help people better understand and respect individual differences.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
62) The basic building block of a diversity mature organization is the absence of a glass ceiling.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
63) Valuing diversity, managing diversity, and educational equity are three leadership approaches to diversity. Of these three approaches, managing diversity is the one that is integrated into the overall organizational mission.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
64) A change leader is a change agent who takes leadership responsibility for changing the existing pattern of behaviour of another person or social system.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
65) 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: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
66) Change leaders are willing to take risks; status quo managers are troubled by uncertainty.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
67) Status-quo leaders will result in organizations where creativity is inhibited and even discouraged, there is little opportunity to advance in one’s career or to take on new and challenging projects or roles, and where employees are fearful of expressing ideas or providing constructive criticisms.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
68) Top-down change occurs when senior managers initiate changes with the goal of having a comprehensive impact on the organization and its performance capabilities.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
69) Research has shown that 30-40% of Canadian firms that implement large-scale change within their organizations will succeed.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
70) The most common reason for top-down change failure is poor implementation.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
71) Bottom-up change tries to tap into ideas and initiative at lower organizational levels and lets them percolate upward.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
72) Bottom-up change occurs when the initiatives for change come from any and all parts of the organization, not just top management.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
73) Bottom-up change initiatives are necessary to build institutional capability for sustainable change and organizational learning.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
74) The most successful and enduring change leadership is that which can harness the advantages of both top-down and bottom-up change.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
75) Transformational change is usually led from the bottom.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
76) The goal of incremental change is to keep the organization moving forward with continuous improvements to processes, products and work systems.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
77) Transformational change is a type of planned change that results in a major and comprehensive redirection of the organization.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
78) Planned change takes steps to best align the organization with anticipated future challenges.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
79) Planned change has a better chance of success when people are used to doing things the traditional way.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
80) Reactive change is a type of planned change that bends and nudges existing systems and practices to better align them with emerging problems and opportunities.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
81) The phases of Kurt Lewin’s model for planned change are unfreezing, changing, refreezing and improvising.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
82) Unfreezing is the change phase in which a situation is prepared for change and felt needs for change are developed.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
83) The “changing phase” is the first phase in Lewin’s model for planned change.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
84) Changing, the second phase of Lewin’s planned organizational change model, can be implemented by identifying new, more effective ways of behaving; choosing appropriate changes in tasks, people, culture, technology, and/or structure; and taking action to put changes in tasks, people, culture, technology, and/or structure into place.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
85) The organizational targets for change include tasks, people, structure, technology, and culture.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
86) Refreezing is the phase of stabilizing the change and creating the conditions for its long-term continuity.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
87) People may not want to change even when conditions require it; consequently, managers and change agents need to deal with people’s tendencies to resist change.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
88) Kurt Lewin’s model for planned change depicts change as a non-linear, dynamic process.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
89) The owner of Makers & Bakers Ltd. has purchased a new kneading machine. To ensure that the new machine is effective, the continually gathers feedback from the employees and makes relevant changes by customizing the machines based on their feedback. This is an example of an improvisational change.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
90) A force-coercion strategy for change involves the use of formal authority and/or rewards or punishments.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
91) The two force-coercion strategies are political manoeuvring and indirect forcing.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
92) Spiel Industries manufactures vintage board games for global customers. With the recent COVID-19 pandemic online sales quadrupled in the space of a month and management realized that their current manufacturing process would not be able to keep up with demand for very long. The process, techniques and equipment currently in use have not changed since the early 70s and needs to be changed. Upper management determined that the best change strategy for this planned change is a shared power strategy.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
93) Political maneuvering is a version of the force-coercion change strategy that is used when the change agent takes direct and unilateral action to command that change occurs.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
94) A manager who uses a rational persuasion change strategy relies on special knowledge, empirical data, and rational argument to bring about change.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
95) Change agents who use the rational persuasion change strategy believe that people are guided by reason in their actions and decision making, and use information and facts to communicate the desirability of change.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
96) Change agents who use the rational persuasion change strategy believe they do not need to convince others of the cost-benefit value of the change, since it appears reasonably obvious.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
97) Change agents who rely on a shared power strategy believe that people behave as they do because of socio-cultural norms and commitments to others’ expectations, and are sensitive to the way group pressures can support or inhibit change.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
98) The key benefit of a shared power change strategy is release and sharing of creativity, experience and energy.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
99) The nudge theory aids management in understanding what can influence decision making.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
100) Resistance to change can be viewed as feedback that an informed change agent can use constructively to modify a planned change to better fit situational needs and goals.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
101) Resistance to change should be stopped as quickly as possible before it destroys the planned changed effort.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Medium
AACSB: Analytic
102) A manager who uses participation and involvement in order to overcome employee resistance to change will allow others to contribute ideas and help design and implement the change.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
103) When people resist change, they are most often defending something important that appears threatened.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
104) The presence of resistance to change usually means that nothing can be done to achieve a better “fit” among the planned change, the situation, and the people involved.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
105) People will resist planned change due to fear of the unknown, loss of confidence, loss of control, and/or loss of face; and not because of poor timing, work overload, or disrupted habits.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
106) Technological change may best be approached as an ongoing process that will inevitably require improvisation as things are being implemented.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
107) In implementing new technology, the change agent should continually gather and process information relating to the change, and improvise and review the implementation process and the new technology to meet the needs of the local situation.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
108) Two of the least risky and most desirable approaches to resistance are manipulation and co-optation and explicit and implicit coercion because they have no negative consequences.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
109) The facilitation and agreement approach for overcoming resistance to change involves providing encouragement and training, actively listening to problems, and helping resistors to deal with performance pressures.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
110) One of the four basic resistance-to-change checkpoints is to check participation.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
111) Good advice for an organizational resistance to change would be to: check the benefits, check the compatibility, check the simplicity, and to check the “tryability” of the change.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
112) 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: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
Question type: Multiple Choice
113) The system of shared beliefs and values that develops within an organization and guides the behaviour of its members is called ___.
a) organizational culture
b) corporate behavioural guidelines
c) corporate climate
d) systemic culture
e) social culture
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
114) Blair has been working at Drazer Inc., a consulting firm, for two days now. Over these two days Blair has 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 Blair an insight into the
a) turnover rate in the organization.
b) level of employee satisfaction in the organization.
c) culture of the organization.
d) degree of collectivism in the organization.
e) profile of his job at the organization.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
115) Morgan is new to the Onyx Organization and still learning much about the organization and its policies and procedures. During a recent meeting with the accounting department supervisor, Morgan asked why accounting procedures are not modified to reflect more modern practices. The supervisor replied with, “That is the way we do things here.” The supervisor’s comment is an example of ___.
a) the supervisor’s motto
b) the organizational culture
c) the corporate mission
d) a supervisor’s principle
e) an outdated production manual
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
116) The internal culture of an organization has the potential to ___.
a) shape attitudes and reinforce common beliefs
b) encourage positive work behaviour
c) establish performance expectations and the motivation to fulfill them
d) all of the above
e) none of the above
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Comprehension
Difficulty: Medium
AACSB: Analytic
117) Which of the following is not one of the questions that can help one to determine an organization’s culture?
a) How tight or loose is the structure?
b) Do most decisions reflect change or the status quo?
c) What outcomes or results are most highly valued?
d) What are the policies and procedures of the organization?
e) Is the competitive style internal or external?
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
118) Which of the following is not one of the four types of organization culture?
a) Team
b) Rational
c) Hierarchical
d) Group
e) Entrepreneurial
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
119) 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?
a) team culture
b) hierarchical culture
c) entrepreneurial culture
d) rational culture
e) autocratic culture
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
120) Morgan is new to the Onyx Organization and still learning much about the organization and its policies and procedures. During a recent meeting with the different department supervisors and employees, Morgan noted that everyone was encouraged to present their ideas and to build upon those ideas. No idea was ever turned away or spoken negatively of. If a new idea was to be adopted, then the individual or group that presented the idea was given the responsibility to develop and grow the idea. Based on this information, Onyz Organization demonstrates which of the following organizational cultures?
a) Team
b) Entrepreneurial
c) Hierarchical
d) Rational
e) Dependable
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
121) The process through which new members learn the culture of an organization is called
a) employee relationship management.
b) orientation.
c) socialization.
d) organizational culture.
e) acculturation.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
122) The two levels of culture in organizations are ___.
a) strategic and operational
b) functional and dysfunctional
c) observable and core
d) core and environmental
e) rites and rituals
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
123) Which of the following aspects is part of the core culture of an organization?
a) symbols
b) rituals
c) values
d) policies and procedures
e) stories
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
124) Which of the following aspects is not part of the observable culture of an organization?
a) symbols
b) rituals
c) values
d) heroes
e) stories
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
125) The _______ culture is what one sees and hears when walking around an organization as a visitor, a customer, or an employee.
a) strong
b) power
c) core
d) observable
e) person
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
126) The special use of language and other nonverbal expressions to communicate important aspects of corporate life are the ___ of observable organizational culture.
a) norms
b) stories
c) heroes
d) rites and rituals
e) symbols
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
127) The underlying assumptions and beliefs that shape and guide the behaviour of organization members and actually give rise to the different aspects of observable culture can be described as the ___.
a) pre-observable culture
b) human values
c) core values
d) rites of passage
e) behavioural guidelines
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
128) Which of the following scenarios gives us an insight into the observable culture of TZN Systems, a tech consulting firm?
a) the requirement that all employees wear their id tags
b) the reward and recognition given to the best employees on a monthly basis
c) the belief that hard work leads to favourable results
d) the priority given to quality
e) the expectation of integrity in all tasks
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
129) Which of the following scenarios is an example of the observable culture of an organization?
a) the prohibition of the use of camera phones in the office premises
b) the hostility toward whistleblowers
c) the rewarding of a team’s achievement by conducting a team outing
d) the emphasis on deadlines
e) the encouragement of innovation
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
130) Adrian’s team has successfully completed one of the most important projects for the company and to recognize the long hours and the extra effort that Adrian’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?
a) power culture
b) core culture
c) task culture
d) observable culture
e) role culture
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
131) Addison recently made the the greatest number of successful sales in a single day at Denrex Inc., a marketing company. Addison is considered the best salesperson at the company and 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?
a) power culture
b) core culture
c) task culture
d) observable culture
e) role culture
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
132) Avery, a new employee at SRV Inc., finds that the company encourages formal attire and manners of speech and that people are very organized in their approach to different tasks. Avery has also noted that all communication follows a strict hierarchy and protocol. In the given context, Avery is observing the ___ culture at the organization.
a) observable
b) core
c) informal
d) team
e) horizontal
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
133) When Bailey started working for the company, colleagues would often talk about the achievements of Cassidy, an employee in the shipping department. Cassidy had, on many occasions, been named “Employee of the Month”. Which of the following components of the observable culture of Bailey’s organization is illustrated in this example?
a) ceremonies
b) legends
c) symbols
d) heroes
e) metaphors
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
134) At Ray’s Café, the owner and employees treat the customer with courtesy and respect. Should a customer have any complaints about the quality of the coffee or cakes, the owner 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 ___.
a) power culture
b) task culture
c) core culture
d) peripheral culture
e) ceremonial culture
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
135) An investment firm is reviewing the performance of a small corporation, noting its track record in product innovation, the quality of work life of employees, and the organization’s degree of involvement in environmental concerns. The investment firm seems to be interested in gathering information about which aspect of the company’s culture?
a) profits
b) core culture
c) observable culture
d) environmental concerns
e) Displayed corporate culture
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
136) Highly successful companies typically focus on which of the following core values?
a) strategy, performance, structure, and worker involvement
b) stories, symbols, heroes, and rites and rituals
c) performance excellence, innovation, social responsibility, integrity, worker involvement, customer service, and teamwork
d) symbols, stories, and strategies
e) observable behaviour, management strategy, mission statement, and strategic objectives
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
137) ___ refers to managers who actively help develop, communicate, and enact shared values within an organization.
a) Normative guidance
b) Value-based management
c) Executive morality
d) Rules-based leadership
e) Transactional leadership
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
138) The responsibility for value-based management rests with ___.
a) nonsupervisory personnel
b) lower management
c) middle managers
d) top managers
e) all managers and team leaders working at any level of the organization
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
139) Value-based management
a) improves the observable culture of an organization.
b) increases an organization’s tolerance for ambiguity.
c) communicates and enacts an organization’s core beliefs.
d) suppresses the idea of innovation within the organization.
e) emphasizes the rigidity of the organization’s regulations.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
140) A _______ leader is one whose words and actions consistently demonstrate and communicate the organization’s core values.
a) team
b) symbolic
c) change
d) status-quo
e) strong
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
141) ___involves practices that create meaning and shred community among organizational members.
a) Socialization
b) Acculturation
c) Core values
d) Value-based management
e) Workplace spirituality
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
142) A sample of values in a spiritual organizational culture includes
a) trust and respect.
b) meaningful purpose.
c) honesty.
d) ethics and social responsibility.
e) all of the above
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
143) 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?
a) ecological fallacy
b) acculturation
c) ethnocentrism
d) power culture
e) workplace spirituality
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
144) Which of the following protects women, indigenous people, persons with disabilities or visible minorities from discriminatory hiring and employment decisions?
a) Bill C-16
b) Canadian Human Rights Act
c) Canadian Criminal Code
d) Employment Equity Act
e) Canada Labour Standards Regulations
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
145) According to R Roosevelt Thomas Jr., the way people are treated at work, with inclusion and respect, or with exclusion and disrespect is a direct reflection of
a) value-based management.
b) organizational culture.
c) workplace spirituality.
d) socialization.
e) none of the above
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
146) ___ refers to inclusivity, pluralism, and respect for diversity in the workplace.
a) Cultural diversity
b) Cultural management
c) Multiculturalism
d) A strong culture
e) An ethical culture
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
147) ___ display characteristics such as structural integration, informal network integration, and minimum intergroup conflict.
a) Pluralistic organizations
b) Structurally designed organizations
c) Conflict resolution companies
d) Multicultural organizations
e) Technologically advanced organizations
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
148) Which of the following statements best describes a multicultural organization?
a. One that is based on pluralism and operate with inclusivity and respect for diversity, thereby valuing the talents, ideas, and creative potential of all organization members.
b. An organization that is characterized by an absence of prejudice and discrimination, and minimum intergroup conflict.
c. One where the organizational culture communicates and supports core values that respect and empower the full diversity of its members.
d. All answer statements are correct.
e. None of the answer statements is correct.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
149) Kendall is applying for a position with a medium-sized, rapidly growing insurance company, and notices that there are several senior citizens and female managers of different racial backgrounds. They all seem to be very supportive of the other workers. Kendall concludes that this company must be a(n)___.
a) dysfunctional place to work
b) good organization for women
c) minority-owned organization
d) multicultural organization
e) ethically sound organization
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
150) Which characteristic of multiculturalism implies that members of both minority cultures and majority cultures are influential in setting key values and policies?
a) structural division
b) pluralism
c) integration
d) absence of prejudice and discrimination
e) minimum intergroup conflict
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
151) ___ describe(s) differences among people at work.
a) Workforce characteristics
b) Differential attributes
c) Diversity
d) Personality dimensions
e) Alternative characteristics
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
152) The advantages of diversity are gained only when diversity is leveraged through ___ and ___.
a) planning; controlling
b) training; supportive human resource practices
c) training; organization development
d) leading; supportive human resource practices
e) teamwork; individual performance excellence
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Medium
AACSB: Analytic
153) In the context of multicultural organizations, structural integration implies that
a) diversity does not lead to destructive conflicts between members of majority and minority cultures.
b) a variety of training and task-force activities address the need to eliminate culture-group biases.
c) members of both minority cultures and majority cultures are influential in setting key values and policies.
d) various forms of mentoring and support groups assist in the career development of minority-culture members.
e) minority-culture members are well represented in jobs at all levels and in all functional responsibilities.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
154) In multicultural organizations, informal network integration implies that
a) diversity does not lead to destructive conflicts between members of majority and minority cultures.
b) a variety of training and task-force activities address the need to eliminate culture-group biases.
c) members of both minority cultures and majority cultures are influential in setting key values and policies.
d) various forms of mentoring and support groups assist in the career development of minority-culture members.
e) minority-culture members are well represented in jobs at all levels and in all functional responsibilities.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
155) At the corporate office in Texas, expatriates have been assigned mentors who guide them on new projects. The mentors familiarize the expatriates with Canadian culture and ways of doing business. Which of the characteristics of multiculturalism is evident here?
a) structural integration
b) pluralistic differentiation
c) informal network integration
d) absence of prejudice and discrimination
e) minimum intergroup conflict
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
156) Kidz-Candies Inc. is famous for its candies with international flavours such as “Tuscan-blue,” “straw-berry.” The company has experts from across the globe who develop new flavours 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 ___.
a) structural integration
b) pluralism
c) informal network integration
d) ethnocentrism
e) minimum intergroup conflict
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
157) 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 ___.
a) network integration
b) structural diversity
c) pluralism
d) nepotism
e) ethnocentrism
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
158) In a multicultural organization, minimum intergroup conflict ensures that
a) diversity does not lead to destructive conflicts between members of majority and minority cultures.
b) a variety of training and task-force activities address the need to eliminate culture-group biases.
c) various forms of mentoring and support groups assist in the career development of minority-culture members.
d) minority-culture members are well represented in jobs at all levels and in all functional responsibilities.
e) members of both minority cultures and majority cultures are influential in setting key values and policies.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
159) Which characteristic of multiculturalism implies that a variety of training and task-force activities address the need to eliminate culture-group biases?
a) structural integration
b) pluralistic differentiation
c) informal network integration
d) absence of prejudice and discrimination
e) minimum intergroup conflict
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
160) In the context of multicultural organizations, ___ are groups of people who share similar beliefs and values based on their work or personal characteristics.
a) gender subcultures
b) organizational subcultures
c) core culture groups
d) generational subcultures
e) ethnocentric groups
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
161) ___ are common to groups of people with similar values and beliefs based upon shared work responsibilities and personal characteristics.
a) Self-managed teams
b) Work teams
c) Subcultures
d) Social groups
e) Separate cultures
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
162) Which of the following is true about ethnocentrism?
a) It helps in bringing together people of various cultures.
b) It forms among people who work together and share similar ages.
c) It is the belief that one’s membership group or subculture is superior to all others.
d) It forms among persons who work together and share the same gender identities.
e) It refers to the belief that women cannot handle senior positions in organizations.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
163) ___ is the belief that one’s membership group or subculture is superior to all others.
a) Pluralism
b) Inclusivity
c) The glass ceiling
d) Multiculturalism
e) Ethnocentrism
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
164) The finance and accounting team members in a company, all of whom are of European descent believe that they are the most important contributors to the organization. Which of the following concepts is best illustrated by this example?
a) ethnocentrism
b) generational subcultures
c) structural integration
d) pluralism
e) leaking pipeline problem
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
165) Which of the following statements provides an accurate description about subcultures?
a) Functional subcultures are composed of “salaried professionals” such as lawyers, scientists, engineers, and accountants.
b) Occupational subcultures refer to people who develop strong identities with their work groups and specific areas of task responsibilities.
c) Ethnic subcultures reflect gaps that exist between people who grew up and are growing up during different periods of history, and whose values have thus evolved under different influences.
d) Gender subcultures reflect differences in the values and beliefs of women and men.
e) Functional subcultures consist of different ethnic and racial groups that work well together.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
166) The subcultures that can be found in an organization include all of the following except
a) occupational subcultures.
b) functional subcultures.
c) gender subcultures.
d) national subcultures.
e) divisional subcultures.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
167) ___ are formed among persons who work together and share similar ages, such as Millennials and Baby Boomers.
a) Organizational sects
b) Generational subcultures
c) Ethnic subcultures
d) Gender subcultures
e) Functional subcultures
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
168) The _________ occurs when female leaders are inappropriately criticized for being either too soft or too harsh, depending on who they are dealing with.
a) glass ceiling
b) leaking pipeline problem
c) gender discrimination
d) double-bind dilemma
e) gender gap problem
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
169) Friesen Ltd., a tech support company, ensures that its employees are not overworked. This is accomplished, in part by giving employees each a half a day off every alternate Friday, when the sales staff go to the local virtual golf facility and the accounting staff go to a nearby fitness facility. Which of the following subcultures is evident at the multicultural Friesen Ltd.?
a) ethnocentric subculture
b) generational subculture
c) formal subculture
d) occupational subculture
e) functional subculture
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
170) The manager at Fillend Inc. noticed that the workforce displayed a very clear distinction between the staff who were older than 45 years of age and the rest of the population. He decided to address this gap between the ___ that could affect the organization’s performance.
a) organizational sects
b) generational subcultures
c) ethnic subcultures
d) gender subcultures
e) functional subcultures
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
171) ___ are formed among persons who share the same skills and work responsibilities.
a) Cohort subcultures
b) Generational subcultures
c) Ethnic or national subcultures
d) Gender subcultures
e) Occupational and functional subcultures
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
172) Some employees at Altirol Inc. have decided to have inter-departmental basketball matches in the organization. There would be four teams: accounting, finance, marketing, 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.
a) organizational sects
b) generational subcultures
c) ethnic subcultures
d) gender subcultures
e) functional subcultures
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
173) Which of the following is an invisible barrier to the career advancement of women and minorities in organizations?
a) generational subcultures
b) ethnocentrism
c) multiculturalism
d) glass ceiling
e) revolving door
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
174) Despite several similar studies confirming that higher gender diversity on corporate boards leads to better corporate performance, there is only one female board member to every six males in Canada. This absence of gender diversity reflects ___.
a) harassment
b) discrimination
c) a glass ceiling
d) double-bind dilemma
e) pluralism
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
175) Abigail, an ambitious professional, worked very hard as an assistant manager in an organization for five years. Abigail has been denied two promotions over the past five years, even though she was very qualified for each of the positions. Her performance evaluations have consistently shown that she has worked with efficiency and determination. Recently Abigail was again denied a promotion, this time to a management position. Abigail finally gave up and submitted her resignation from the company. Which of the following concepts is illustrated in this example?
a) functional subculture
b) scaffolding
c) double-bind dilemma
d) force management strategy
e) leaking pipeline problem
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
176) The daily work challenges that can be faced by minority subcultures in organizations include all of the following except
a) misunderstanding.
b) lack of sensitivity.
c) sexual harassment.
d) clear advancement paths.
e) pay discrimination.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
177) ___ is the process of building an organizational culture that allows all members, minorities and women included, to reach their full potential.
a) Inclusion management
b) Managing diversity
c) Workplace management
d) Environmental development
e) High involvement management
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
178) As the newly appointed manager of a one of the major divisions of a large company, Lane has decided to update and implement a new division objective. The objective is to create a workplace environment that allows all kinds of people, regardless of age, gender, ethnic background and so forth to reach their full potential in the pursuit of the division’s objectives. Lane’s statement indicates a commitment to ___.
a) impressing the company’s top executives
b) management by objectives
c) managing the natural environment
d) managing diversity
e) human resource management
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
179) With respect to diversity leadership, the “employment equity” leadership approach to diversity refers to
a) creating upward mobility for minorities and women.
b) building quality relationships with respect for diversity.
c) achieving full utilization of diverse human resources.
d) adopting characteristics of majority cultures in order to succeed.
e) helping people better understand and respect individual differences.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
180) With respect to diversity leadership, the “valuing differences” leadership approach to diversity refers to
a) creating upward mobility for minorities and women.
b) building quality relationships with respect for diversity.
c) achieving full utilization of diverse human resources.
d) adopting characteristics of majority cultures in order to succeed.
e) allowing members to reach their full potential.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
181) With respect to diversity leadership, the “managing diversity” leadership approach to diversity refers to
a) creating upward mobility for minorities and women.
b) building quality relationships with respect for diversity.
c) achieving full utilization of diverse human resources.
d) adopting characteristics of majority cultures in order to succeed.
e) helping people better understand and respect individual differences.
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
182) A ___ is a one who takes leadership responsibility for changing the existing pattern of behaviour of another person or social system.
a) change leader
b) behavioural leader
c) managerial agent
d) social worker
e) social system manager
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
183) Part of any manager’s job should be to act as a ___ in the workplace.
a) behavioural agent
b) managerial agent
c) change agent
d) social change manager
e) social system manager
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
184) A ___ in a multicultural organization takes initiative in trying to alter any negative behaviour of another person or social system.
a) groupthinker
b) change leader
c) biculturalist
d) mediator
e) status quo manager
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
185) Which of the following statements does not accurately contrast change leadership with status quo management?
a) Change leaders are threatened by change; status quo managers are confident of their ability.
b) Change leaders are willing to take risks; status quo managers are bothered by uncertainty.
c) Change leaders seize opportunities; status quo managers prefer predictability.
d) Change leaders expect surprise; status quo managers support the current state of affairs.
e) Change leaders make things happen; status quo managers wait for things to happen.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
186) Morgan has been a manager at Rexgen Systems for four years and is known as a risk taker and always ready to take on and lead the next big project. Morgan is a hard worker and takes initiative to handle critical issues. Morgan is a ___.
a) passive manager
b) change leader
c) benevolent autocrat
d) group thinker
e) status quo manager
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
187) Starcan Ltd. needs to find a way to handle its newest 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 Quinn’s team have come up with a number of innovative suggestions and strategies to accomplish this objective. However, fearing uncertainty and the unpredictability of a new process, Quinn rejects all the team’s ideas and asks that they stick to the traditional way of working. Quinn’s actions are characteristics of a ___.
a) benevolent leader
b) change leader
c) proactive manager
d) democratic manager
e) status quo manager
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
188) ___ occurs when senior managers initiate changes with the goal of having a comprehensive impact on the organization and its performance capabilities.
a) Top-down change
b) Bottom-up change
c) Incremental change
d) Outside-in change
e) Inside-out change
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
189) Top-down change is initiated and directed by top management, and usually includes all of the following implications except
a) top-down change may be perceived as insensitive to the needs of lower-level personnel.
b) top-down change may encounter excessive resistance.
c) top-down change relies on the willingness of middle-level and lower-level managers to actively support top management initiatives.
d) top-down change can be implemented effectively through the use of force.
e) top-down change may fail due to insufficient commitment of lower-level employees to changing.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
190) Robin, director of Grover Inc., decides to make some changes in the structure of the organization, believing that this will improve the overall performance of the organization. This change is an example of ___.
a) bottom-up change
b) incremental change
c) organic change
d) top-down change
e) frame-bending change
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
191) 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: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easu
AACSB: Analytic
192) ___ occurs when the initiatives for change come from any and all parts of the organization, not just top management.
a) Top-down change
b) Bottom-up change
c) Incremental change
d) Outside-in change
e) Inside-out change
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
193) In the context of change leadership, ___ implies that many change initiatives come from lower levels in the organization.
a) bottom-up change
b) radical change
c) transformational change
d) top-down change
e) frame-breaking change
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
194) The implications of bottom-up change include all of the following except
a) initiatives for change come from people throughout the organization.
b) bottom-up change is essential for organizational innovation.
c) change is made possible through empowerment, involvement, and participation.
d) bottom-up change facilitates the adaptation of operations and technologies to the changing work environment.
e) bottom-up change requires the approval and close oversight of top-level managers.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
195) Sloan’s company is not able to meet production targets, and this is affecting the company’s sales. Sloan decides to hold weekly meetings with employees from all functional levels of the organization to find a solution to the company’s problem. After carefully listening to all of the suggestions made by the employees Sloan gradually implements certain changes in the organization. This is an example of ___.
a) bottom-up change
b) radical change
c) transformational change
d) top-down change
e) frame-breaking change
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
196) Which of the following is true of transformational change?
a) It is usually led from the top.
b) It is a modest, frame-bending change.
c) It does not intend to break and remake the system.
d) It involves gradual and continual change toward the desired result.
e) It involves evolutions in products, processes, technologies, and work systems.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
197) In the context of organizational change, ___ results in a major and comprehensive redirection of the organization.
a) bottom-up change
b) incremental change
c) transformational change
d) frame-bending change
e) continuous improvement change
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
198) ___ is a type of planned change that results in a major and comprehensive redirection of the organization.
a) Reactive change
b) Planned change
c) Transactional change
d) Transformational change
e) Incremental change
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
199) Which of the following statements provide useful lessons regarding how to lead transformational change?
a) Establish a sense of urgency for change.
b) Create and communicate a change vision.
c) Celebrate short-term “wins” and recognize those who help.
d) Stay with it; keep the message consistent; champion the vision.
e) All of the above are useful lessons regarding how to lead transformational change.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
200) A(n)___ is at the lowest level in an organizational change pyramid.
a) Radical change
b) Incremental change
c) Transformational change
d) Top-down change
e) Frame-breaking change
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
201) ___ is a type of planned change that bends and nudges existing systems and practices to better align them with emerging problems and opportunities.
a) Reactive change
b) Planned change
c) Transactional change
d) Transformational change
e) Incremental change
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
202) Which of the following is true of incremental change?
a) It is a radical or frame-breaking change.
b) Its execution results in a major and comprehensive redirection of the organization.
c) It involves the evolution of products, processes, technologies, and work systems.
d) It creates fundamental shifts in strategies, culture, structures, and even the underlying sense of purpose or mission.
e) Its intent is to break and remake the system.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
203) RZB Ltd., a clothing manufacturer, has decided to upgrade its machines to machines that have all of the latest technological advances. RZB will also institute a comprehensive training workshop for its workers in order to ensure the safety of the workers and to improve productivity. These changes are examples of a___ change.
a) radical
b) incremental
c) transformational
d) top-down
e) frame-breaking
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
204) Blues Perfumes recently replaced its CEO. The new CEO has decided to change the organizational structure, introduce more transparency, and fine-tune the current style of communication to increase effectiveness and clarity. In the context of organizational change, this is an example of a___.
a) bottom-up change
b) incremental change
c) transformational change
d) frame-bending change
e) continuous improvement change
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
205) Which of the following statements is correct with respect to internal forces for organizational change?
a) There are no internal forces for change, only external forces.
b) A change in one part of the organization can create the need for change in another part of the system.
c) Internal forces for change are not as significant to the organization as external forces.
d) Internal forces for change can only be identified after dealing effectively with the external forces.
e) Once an internal force for change has been addressed, it will not have an impact on the organization again.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Synthesis
Difficulty: Hard
AACSB: Analytic
206) The growing health awareness among consumers has begun to affect the fast food industry. Sales are down and more consumers are asking fast food companies to add more nutritious items to their menu, which the industry has started doing. This is an example of which of the following external forces of change?
a) change in technological developments
b) change in economic conditions
c) change in government laws and regulations
d) change in social forces and values
e) change in globalization
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Synthesis
Difficulty: Hard
AACSB: Analytic
207) The unfreezing, changing, and refreezing phases are all parts of what process?
a) planned change process
b) decision-making process
c) conflict resolution process
d) organization design process
e) negotiation process
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
208) According to Kurt Lewin’s model for planned change, which of the following phases involves preparing a system for change?
a) unfreezing phase
b) changing phase
c) refreezing phase
d) improvising phase
e) coercing phase
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
209) Which of the following scenarios depict the unfreezing stage according to Lewin’s model for planned change?
a) a firm firing an employee owing to bad performance
b) a firm rearranging existing teams in order to cope with the new system upgrade that has to be made
c) a firm re-establishing its competency in the market by executing transformational changes
d) a firm hiring new employees because it is experiencing a high rate of employee turnover
e) 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: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
210) 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.
a) unfreezing
b) changing
c) refreezing
d) improvising
e) coercing
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
211) Changing, the second phase of Lewin’s planned organizational change model, can be implemented by ___.
a) identifying new, more effective ways of behaving
b) choosing appropriate changes in tasks, people, culture, technology, and/or structure
c) taking action to put changes in tasks, people, culture, technology, and/or structure into place
d) all of the above
e) none of the above
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
212) The final phase in Lewin’s planned change process is ___.
a) unfreezing
b) changing
c) refreezing
d) improvising
e) coercing
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
213) According to Kurt Lewin’s model for planned change, which of the following phases involves stabilizing the system after change?
a) unfreezing phase
b) structuring phase
c) refreezing phase
d) improvising phase
e) coercing phase
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
214) In which of the following phases in Kurt 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?
a) unfreezing phase
b) structuring phase
c) refreezing phase
d) improvising phase
e) coercing phase
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
215) The most common error in the refreezing phase in Lewin’s model for planned change is
a) facilitating the forgetting or abandoning of change with the passage of time.
b) declaring victory too soon and withdrawing support before the change is really fixed in normal routines.
c) implementing change before people are prepared and feel a need for it.
d) not creating a sense of urgency for change and neglecting to build a coalition of influential persons who support it.
e) preparing for more change even before the present one is fully implemented.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
216) Which of the following specifically involves making continual adjustments as changes are being implemented?
a) unfreezing
b) changing
c) refreezing
d) improvising
e) coercing
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
217) Taylor is manager of the packaging and shipping department of mid-sized company and feels that the employees in the department need to change the way they function to enhance efficiency and performance. Taylor interacted with the employees in order to make them aware that the way things are being done at present was not working well enough for the department. Taylor gave the employees specific examples of where performance was below standard. Taylor tried to ensure that the employees accepted that change in the department was inevitable. On the basis of the given information, it can be concluded that Taylor is in the ___ phase of the planned change.
a) freezing
b) unfreezing
c) structuring
d) refreezing
e) improvising
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
218) The owners of Western Jeans Ltd. have purchased a number of the newest sewing machines and had them installed and all of the old machines removed. To ensure that the employees were comfortable with the new machines and that the machines performed as effectively as expected, the owners continually gathered feedback from the employees at the end of each day for the first two weeks after the machines were installed. The owners would then make relevant changes by customizing the machines based on the employee’s feedback. What kind of change is depicted here?
a) framing change
b) improvisational change
c) transformational change
d) coercive change
e) radical change
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloomcode: Application
Difficulty: Medium
AACSB: Analytic
219) Which of the following change strategies pursues change through formal authority and/or the use of rewards or punishments?
a) rational persuasion strategy
b) environmental-adaptive strategy
c) shared power strategy
d) force-coercion strategy
e) collaborative strategy
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
220) With respect to the force-coercion strategy, ___ involves working indirectly to gain special advantage over other persons and thereby make them change.
a) direct forcing
b) political maneuvering
c) unilateral decision-making
d) rational persuading
e) authoritarian planning
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
221) A local accounting firm was bought by a larger firm whose management had different goals and objectives. The local firm’s employees’ jobs and roles were re-evaluated and changed without their input, and when they voiced their concern, they were told that they had to accept the changes or else resign. The new management is applying which change strategy?
a) rational persuasion
b) shared power
c) force-coercion
d) expertise
e) direct action
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
222) With respect to the force-coercion strategy, ___ involves straightforward and unilateral action to “command” that change take place.
a) direct forcing
b) political maneuvering
c) diplomatic coercing
d) indirect maneuvering
e) alliance forming
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
223) A change agent may take direct and unilateral action to command that change occurs. Which version of force-coercion is being used in that case?
a) informational manipulation
b) indirect forcing
c) direct forcing
d) power sharing
e) lateral maneuvering
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
224) With respect to change strategies, a ___ strategy is more likely to get slower results with high commitment and long-term internalization.
a) rational persuasion
b) top-down
c) shared power
d) force-coercion
e) authoritarian
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
245) Which of the following change strategies in an organization pursues change through empirical data and sound argument?
a) rational persuasion strategy
b) environmental-adaptive strategy
c) shared power strategy
d) force-coercion strategy
e) authoritarian strategy
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
226) Suppose that a manager uses special knowledge, empirical data, and rational argument to bring about change. This manager is relying on the ___ change strategy.
a) normative-reeducative
b) rational persuasion
c) political manoeuvring
d) facilitation-support
e) force-coercion
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
227) Whitney is the manager for the customer services department and wanted to implement some changes in the processes at work. Whitney gathered productivity and customers reports for the last year and conducted surveys of both employees and customers to show that the change would prove advantageous to all concerned and would increase performance and customer satisfaction. Which strategy is Whitney using to incorporate the change?
a) force strategy
b) coercion strategy
c) rational persuasion
d) political maneuvering
e) shared power strategy
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
228) A(n) ___ strategy engages people in a collaborative process of identifying values, assumptions, and goals from which support for change will naturally emerge.
a) shared power
b) rational persuasion
c) unfreezing-refreezing
d) facilitation-support
e) force-coercion
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
229) With respect to change strategies, a(n) ___ pursues change by participation in assessing change needs, values, and goals.
a) rational persuasion strategy
b) reason-based strategy
c) shared power strategy
d) force-coercion strategy
e) authoritarian strategy
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
230) Which of the following characteristics does not accurately describe the behaviour of a change agent who uses a shared power strategy?
a) The change agent relies on reward power.
b) The change agent understands change in the context of attitudes, values, skills, and significant relationships.
c) The change agent believes that people behave as they do because of socio-cultural norms and commitments to others’ expectations.
d) The change agent recognizes that people have varied needs and complex motivations.
e) The change agent is sensitive to the way group pressures can support or inhibit change.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
231) 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
a) the behaviour of your co-workers.
b) your tolerance for ambiguity.
c) your tolerance for the observable culture of the organization.
d) your perceptions about the core culture of the organization.
e) how to suppress personal preferences and adhere to organizational changes.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Synthesis
Difficulty: hard
AACSB: Analytic
232) ___ can be viewed as feedback that an informed change agent can use constructively to modify a planned change to better fit situational needs and goals.
a) Political maneuvering
b) Power sharing
c) Rational persuasion
d) Forced coercion
e) Resistance to change
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
233) Which perspective on resistance to change is most appropriate for the contemporary manager?
a) Resistance must be stopped immediately because it can destroy the planned changed effort.
b) Resistance is best ignored when making changes.
c) Resistance provides feedback that can be used to achieve a better fit between the planned change, the situation, and the people involved.
d) Once resistance occurs, the change will surely fail.
e) Persuading people to change is better than forcing them to change.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Medium
AACSB: Analytic
234) A manager uses education and communication in order to overcome employee resistance to change. This means that the manager will most likely take which of the following actions?
a) Allow employees to help design and implement the desired change.
b) Make use of discussions, presentations, or demonstrations to groups of employees in order to inform people of the proposed change.
c) Offer incentives, trade-offs or provide special benefits.
d) Use covert attempts to influence his/her employees.
e) Enlist the help of key personnel in planning the change.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
235) A manager who uses participation and involvement in order to overcome employee resistance to change will most likely take which of the following actions?
a) Use discussion, presentations, and demonstrations to educate people beforehand about the change.
b) Allow others to contribute ideas and help design and implement the change.
c) Provide encouragement and training beforehand about the change.
d) Try to covertly influence others by selectively providing information in favour of the desired change.
e) Threaten resistors with a variety of undesirable consequences.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
236) The ___ approach for overcoming resistance to change involves providing encouragement and training, actively listening to problems, and helping resistors to deal with performance pressures.
a) manipulation and co-optation
b) education and communication
c) facilitation and agreement
d) facilitation and support
e) participation and involvement
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
237) Attempting covert influence by selectively providing information and structuring events in favour of the desired change is the ___ strategy of overcoming resistance to change.
a) manipulation and co-optation
b) explicit and implicit coercion
c) facilitation and agreement
d) facilitation and support
e) participation and involvement
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
238) Threatening and/or reminding employees of undesirable consequences if they do not agree to proposed changes is the ___ approach to overcoming resistance to change.
a) manipulation and co-optation
b) explicit and implicit coercion
c) facilitation and agreement
d) facilitation and support
e) participation and involvement
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
239) All of the following are reasons why people resist planned change except
a) not understanding what is happening or what comes next.
b) feeling overwhelmed by the situation or that things are moving too fast.
c) feeling incapable of performing well under the new system.
d) not seeing any reason for the change.
e) self-centred, narrow-minded thinking.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
240) Technological change is most advantageous to organizations under which of the following conditions?
a) when unexpected events occur
b) when there is a good fit with work needs, practices, and people
c) when employees are inadequately prepared to use the technology
d) when the manager is unwilling to customize the new technology to the needs of the local situation
e) when the manager is reluctant to gather new information relating to change
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
241) In implementing a new technology to a work process such as replacing human labour with robotics, new computer equipment and/or software, or updated equipment and machines with more advanced models, the change agent should ___.
a) be alert to resistance
b) continually gather and process information relating to the change
c) be willing to customize the new technology to best meet the needs of the local situation
d) all of the above
e) none of the above
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
220) Fear of the unknown, disrupted habits, and poor timing are
a) reasons for dismissal.
b) reasons why people resist change.
c) consequences of decision-making.
d) reasons for unionization.
e) reasons for rewards.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
243) To check the benefits of a change means to
a) make sure the people involved see a clear advantage in making the change.
b) see nothing of the change until it is too late to react.
c) make sure the change is as far away from the existing values of the organization as possible.
d) measure the increase in profits of the change.
e) to include a reason to celebrate.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Comprehension
Difficulty: Medium
AACSB: Analytic
244) An effective technique for dealing with resistance to change is
a) punishment and termination.
b) education and communication.
c) cutting of benefits and transfer.
d) loss of pension and a reduction in pay.
e) celebrate the fear.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
245) Tatum, an employee at Krone Inc., is resisting a change to a work process. Tatum is feeling apprehensive about the fast rate at which change is occurring in the company especially since Tatum only started working for the company a short time ago and is still learning the old process. In the context of resistance to change, which of the following represents Tatum’s thought process?
a) disrupted habits
b) loss of face
c) lack of purpose
d) work overload
e) poor timing
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Application
Difficulty: Medium
AACSB: Analytic
Question type: Essay
246) What is organizational culture? What is a strong culture? Why is a strong culture important for organizational success in the 21st century business environment?
A strong culture is important for organizational success in the 21st century business environment because of the need to respond effectively to competitive demands and a rapidly changing environment. While all organizations face competitive demands and changing times, they face widely varying problems and opportunities and there is no one best way to deal with them. The key to success is finding the best design to master the unique situational needs and challenges for each organization, and to support that design with a strong and positive culture.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
247) Consider the post-secondary institution you are currently attending. Describe the institution’s observable culture and its core culture, and include specific examples where applicable.
In answering the “core culture” part of this question, students might draw on their knowledge of the institution’s mission statement or on their perceptions of what the college/university as a whole is committed to accomplishing. Students might also approach this part of the question from the perspective of evaluating the extent to which the college/university possesses the core values that are typically associated with highly successful organizations namely, performance excellence, innovation, social responsibility, integrity, employee involvement, customer/client service, and teamwork.
Learning Objective 12.1: Explain organizational culture and its influence on behaviour in organizations.
Section Reference 12.1: Organizational Cultures
Bloom’s: Synthesis
Difficulty: Hard
AACSB: Reflective Thinking
248) 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: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
249) What is diversity? Explain how diversity can benefit an organization. What impact does diversity have on organizational performance and competitive advantage?
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
250) Define or describe what the glass ceiling is and how it affects women and/or specific minorities?
Learning Objective 12.2: Describe subcultures and diversity in multicultural organizations.
Section Reference 12.2: Multicultural Organizations and Diversity
Bloom’s: Comprehension
Difficulty: Easy
AACSB: Analytic
251) Briefly define or describe the following terms:
Bottom-up Change
Top-down Change
Transformational Change
Incremental Change
In top-down change, senior managers initiate changes with the goal of improving organizational performance. Any change that is driven from the top and perceived as insensitive to the needs of lower-level personnel can -easily fail. Successful top-down change is led in ways that earn the support of -others throughout the organization.
Transformational change is radical or frame-breaking planned change that results in a major and comprehensive redirection of the organization. It creates fundamental shifts in strategies, culture, structures, and even the underlying sense of purpose or mission. Transformational change is led from the top and designed to change the basic character of the organization. Transformational change seeks substantial changes in outcomes in the areas that today are critical for success -performance, commitment, retention, enthusiasm, initiative and accountability.
Incremental change is a modest, frame-bending version of planned organizational change. It bends and nudges existing systems and practices to better align them with emerging -problems and opportunities. The intent isn’t to break and remake the system, rather to move it forward through continuous improvements. Incremental change works in the realm of skills and behaviours. This type of change is sufficient in a low-turbulence environment where the gap between current reality and the vision is not large.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
252) What are the three phases in Lewin’s planned change process? Give examples of what change leaders can do to accomplish each phase successfully. How do the phases of Lewin’s planned change process relate to the stages in the general model of organization development?
Lewin’s three-phase process of planned change relates to the second, third, and fourth stages of the general model of organization development, which is described below:
Stage 1: establish a working relationship—create links with members of the client system.
Stage 2: diagnosis—gathering and analyzing data, and setting appropriate change objectives. This relates to Lewin’s unfreezing stage.
Stage 3: intervention—taking collaborative action to implement desired changes. This relates to Lewin’s changing stage.
Stage 4: evaluation—following up to reinforce and support change. This relates to Lewin’s refreezing stage.
Stage 5: achieve a terminal relationship—withdraw to leave members of the client system as self-reliant.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Synthesis
Difficulty: Hard
AACSB: Analytic
253) There is an approach to change called “Explicit and Implicit Coercion”, including examples of this type of change resistance management. Explain this approach and why it is risky in terms of negative consequences.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Analysis
Difficulty: Medium
AACSB: Analytic
254) Describe each of the sources of resistance to change, and provide an example to illustrate each. If possible, draw on personal experience or the observation of others’ experiences for your examples.
Fear of the unknown—not understanding what is happening or what comes next.
Disrupted habits—feeling upset when old ways of doing things can’t be followed.
Loss of confidence—feeling incapable of performing well under the new ways of doing things.
Loss of control—feeling that things are being done “to” you rather than “by” or “with” you.
Poor timing—feeling overwhelmed and that things are moving too fast.
Work overload—not having the physical or psychic energy to commit to the change.
Loss of face—feeling inadequate or humiliated because the “old” ways apparently weren’t “good” ways.
Lack of purpose—not seeing a reason for the change and/or not understanding its benefits.
Learning Objective 12.3: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Synthesis
Difficulty: Hard
AACSB: Reflective Thinking
255) Describe 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 “tryability”—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: Identify alternative change strategies and types of resistance to change found in organizations.
Section Reference 12.3: Organizational Change
Bloom’s: Knowledge
Difficulty: Easy
AACSB: Analytic
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Management Canada 5e | Complete Test Bank
By John R. Schermerhorn Jr