Change Management Study Guide Questions
Course Introduction
Change Management explores the theories, strategies, and practical techniques necessary to effectively lead and manage organizational change. The course examines the causes and types of change within various environments and guides students through models of change processes, resistance to change, and the roles of leadership and communication. Students analyze case studies to gain insights into successful and unsuccessful change initiatives, and develop skills in planning, implementing, and sustaining change while considering the human, operational, and strategic dimensions involved.
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ORGB 5th Edition by Debra L. Nelson
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18 Chapters
1128 Verified Questions
1128 Flashcards
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Chapter 1: Organizational Behavior and Opportunity
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Sample Questions
Q1) Which of the following best defines a challenge?
A)It is the mastery of abilities essential to successful functioning in organizations.
B)It is the unofficial and less visible part of a system.
C)It is the transformation or modification of an organization and/or its stakeholders.
D)It is the call to competition, contest, or battle.
Answer: D
Q2) One of the advantages of structured, experiential learning is that:
A)it explains people's actions and behavior in terms of their histories and personal value systems.
B)a person can explore new behaviors and skills in a comparatively safe environment.
C)it focuses on factors outside the person to understand behavior.
D)the behavior of employees at all levels in an organization is affected.
Answer: B
Q3) Total quality management is a total dedication to continuous improvement.
A)True
B)False
Answer: True
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3
Chapter 2: Challenges for Managers
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Sample Questions
Q1) Sexual coercion includes crude comments or behaviors that convey hostility toward a particular gender.
A)True
B)False
Answer: False
Q2) _____ is a cultural orientation in which people belong to loose social frameworks and their primary concern is for themselves and their families.
A)Collectivism
B)Individualism
C)Communitarianism
D)Socialism
Answer: B
Q3) Mr.Okazaki, a Japanese manager employed at the Honda plant in Marysville, Ohio, is an expatriate.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Personality, Perception and Attribution
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Sample Questions
Q1) People with an internal locus of control don't react well to close supervision, so managers should:
A)control their work environments.
B)provide them with a more structured work setting.
C)give them considerable voice in how work is performed.
D)keep a close watch on all their actions.
Answer: C
Q2) The three major categories of factors that influence our perception of another person include:
A)characteristics of ourselves, the target person, and the situation.
B)availability of information, the target person, and the situation.
C)timing, availability, and consistency of information.
D)characteristics of ourselves, the target person, and consistency of information.
Answer: A
Q3) The Extraversion/Introversion preference represents perception or information gathering.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Attitudes, Emotions and Ethics
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Sample Questions
Q1) Attitudes are an important factor in organizational behavior because:
A)they influence performance evaluations of managers.
B)they are easily accessed.
C)they are closely linked to behavior.
D)they last longer than emotions.
Q2) To prevent and manage workplace deviance behavior, managers should:
A)increase the power distance in the organization.
B)give all employees high performance ratings.
C)terminate employees who show deviance.
D)encourage positive attitudes among employees.
Q3) Syntax & Co., a waste management firm, announces that it has invented an environment-friendly machine for nuclear waste treatment.Julie, a junior employee at the company, discovers that the waste is not being treated, but instead, it is being dumped in a river outside the city.Julie believes that this is unethical and is not sure whether she should reveal this information to the public.The tension caused by this conflict is called _____.
A)emotional contagion
B)cognitive dissonance
C)peripheral route
D)emotional dissonance
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Chapter 5: Motivation at Work
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Sample Questions
Q1) _____ of motivation focus on the elements in an environment, including the consequences of behavior, as the basis for understanding and explaining people's behavior at work.
A)External theories
B)Process theories
C)Internal theories
D)Route theories
Q2) Theory Y assumptions are appropriate for employees motivated by lower-order needs.
A)True
B)False
Q3) Briefly explain McGregor's Theory X and Theory Y.
Q4) What are some of the characteristics of high achievers?
Q5) Alderfer's growth need category encompasses Maslow's _____.
A)interpersonal love needs
B)safety needs
C)physiological needs
D)self-actualization needs
Q6) Identify the seven basic strategies provided by Adam's theory for restoring equity.
Page 7
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Chapter 6: Learning and Performance Management
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Sample Questions
Q1) Supervisors should start coaching and counseling sessions:
A)with critical feedback.
B)that begin with the core concern.
C)with something positive.
D)that are general and non-specific.
Q2) Briefly describe individual reward systems and team reward systems.
Q3) The notion of entitlement at work:
A)engenders active, responsible behavior.
B)engenders passive, irresponsible behavior.
C)rests on a direct link between performance and rewards.
D)increases the positive value in the organizational reward system.
Q4) Distinctiveness is a cue indicating the frequency of behavior over time.
A)True
B)False
Q5) Success in the mentoring relationship depends on openness and trust.
A)True
B)False
Q6) Briefly describe the informational cues based on which attributions are made.
Q7) Briefly distinguish between positive and negative reinforcement with the help of a job-related example.
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Chapter 7: Stress and Well-Being at Work
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Sample Questions
Q1) Which of the following organizational stress prevention methods is a type of secondary prevention?
A)Job redesign
B)Role negotiation
C)Goal setting
D)Team building
Q2) An important secondary stress prevention activity for individuals is:
A)time management.
B)leisure time pursuits.
C)learned optimism.
D)physical exercise.
Q3) Briefly describe the phenomenon of stress with respect to the workplace.
Q4) The sympathetic nervous system and the endocrine (hormone)system work together to trigger four mind-body changes that prepare a person for fight or flight.
A)True
B)False
Q5) The stress response is inherently bad and destructive.
A)True
B)False
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Chapter 8: Communication
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Sample Questions
Q1) In contrast with two-way communication, one-way communication:
A)is more suitable for complex tasks.
B)requires feedback from the listener.
C)allows for reflective listening.
D)is faster but often less accurate.
Q2) Janice feels uncomfortable working late hours in office every day.She decides to discuss the matter with her boss, Merwyn.Being a recent hire, she is hesitant and nervous to complain so early in her tenure.As she begins to speak, Merwyn notices anxiety and discomfort in her facial expression and body language.Using reflective listening, in response to Janice's concerns, Merwyn should first:
A)paraphrase Janice's expressed concerns.
B)clarify Janice's implicit thoughts and feelings.
C)reflect Janice's core feelings.
D)make affirming contact with Janice.
Q3) Communicative disease refers to loneliness and social isolation resulting from the absence of heartfelt communication in relationships.
A)True
B)False
Q4) Explain how language is a potential barrier to communication.
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Chapter 9: Work Teams and Groups
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Sample Questions
Q1) In the context of diversity, the effect of _____ within a team is often studied in relation to social identity theory and self-categorization theory.
A)creativity
B)structure
C)cohesion
D)dissimilarity
Q2) Which of the following statements is true of group cohesion?
A)It results in feelings of emotional isolation and loneliness.
B)It emphasizes individual leadership, personal accountability, and exclusive work.
C)It includes the purpose of a group and the methods the group employs.
D)It can enhance job satisfaction for members and improve organizational productivity.
Q3) Two of the important process issues in work teams are the managing of cooperative behaviors and the managing of _____.
A)competitive behaviors
B)task functions
C)maintenance functions
D)behavioral norms
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Chapter 10: Decision Making by Individuals and Groups
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Sample Questions
Q1) In the context of the decision-making process, after a solution is implemented, the next step is to:
A)monitor the situation.
B)calculate the probability of success.
C)evaluate alternatives.
D)evaluate data.
Q2) Which of the following is a symptom of groupthink?
A)Illusions of group immorality
B)Illusions of vulnerability
C)Low cohesiveness
D)Peer pressure
Q3) Devil's advocacy or dialectical inquiry facilitates groupthink.
A)True
B)False
Q4) Bounded rationality assumes that managers _____ because the costs of optimizing in terms of time and effort are too great.
A)satisfice
B)optimize
C)examine facts and details
D)reject heuristics
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Chapter 11: Power and Political Behavior
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Sample Questions
Q1) In the context of power, the person using power is known as a(n)_____.
A)agent
B)target
C)philanthropist
D)altruist
Q2) Reward power leads to better performance, but only as long as the employee sees a clear and strong link between performance and rewards.
A)True
B)False
Q3) For an agent to have referent power over a target, the agent should be superior to the target.
A)True
B)False
Q4) A guideline for the ethical use of legitimate power is that managers should inform subordinates of rules and penalties.
A)True
B)False
Q5) Identify the characteristics of powerful people in organizations provided by Kanter.
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Chapter 12: Leadership and Followership
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Sample Questions
Q1) Transactional leaders inspire and excite followers to high levels of performance.
A)True
B)False
Q2) In the context of Fiedler's contingency theory of leadership, _____ are primarily gratified by accomplishing tasks and getting work done.
A)task-oriented leaders
B)relationship-oriented leaders
C)achievement-oriented leaders
D)task structure-oriented leaders
Q3) _____ recognizes the benefits of authoritative, democratic, and consultive styles of leader behavior.
A)The situational decision making model
B)Vroom-Yetton-Jago normative decision model
C)The rational decision making model
D)Fiedler's contingency theory of leadership
Q4) Effective followers practice self-management and self-responsibility.
A)True
B)False
Q5) What are the characteristics of an effective follower?
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Chapter 13: Conflict and Negotiation
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Sample Questions
Q1) _____ is a withdrawal mechanism that provides an escape from a conflict through daydreaming.
A)Flight
B)Fantasy
C)Withdrawal
D)Displacement
Q2) A win-win style that is high on both assertiveness and cooperativeness is known as _____.
A)competing
B)accommodating
C)compromising
D)collaborating
Q3) Uma's department head asks her to socialize less with nonmanagement employees.Uma is also told by her project manager that she can be a better team member by socializing more with other nonmanagement team members.This is an example of _____.
A)interrole conflict
B)intrarole conflict
C)person-role conflict
D)interpersonal conflict
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Chapter 14: Jobs and the Design of Work
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Sample Questions
Q1) Job enlargement was developed to overcome:
A)technostress resulting from job enrichment.
B)the ambiguity associated with the Job Characteristics Model.
C)the difficulty of coordinating work within an organization.
D)employees' lack of motivation due to job rotation.
Q2) In comparison with other approaches to job design, which of the following is most likely a negative outcome of the mechanistic approach?
A)Lower job satisfaction
B)Greater chance of errors
C)Greater chance of mental stress
D)Higher financial costs due to changes
Q3) The _____ was developed to diagnose jobs by measuring five core job characteristics and three critical psychological states in the Job Characteristics Model.
A)Job Diagnostic Survey
B)Motivating Potential Survey
C)Career Growth Survey
D)Organizational Position Survey
Q4) Discuss the scientific management approach to work design as advocated by Frederick Taylor.
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Chapter 15: Organizational Design and Structure
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Sample Questions
Q1) One potential problem with _____ is that corporations can become pitted against sovereign nations when rules and laws conflict across national borders.
A)specialization
B)globalization
C)decentralization
D)formalization
Q2) Identify a true statement about Woodward's classification schemes for technology.
A)Mass technology is classified as the least complex.
B)Beer making is an example of mass technology.
C)Process technology is classified as the most complex.
D)Unit technology is large-batch manufacturing technology.
Q3) An organization chart shows:
A)formal lines of authority and responsibility.
B)the number of people working in the organization.
C)the list of task activities for each job.
D)the number of positions in each department.
Q4) Describe how the personalities of an organization's managers may adversely affect the structure of the organization.
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Chapter 16: Organizational Culture
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Sample Questions
Q1) Values reflect a person's inherent beliefs of what should or should not be.
A)True
B)False
Q2) _____ are the most visible and accessible level of culture.
A)Values
B)Artifacts
C)Assumptions
D)Socialization processes
Q3) _____ are characterized by cautious management that tries to protect its own interests.
A)Linear organizations
B)Adaptive cultures
C)Matrix organizations
D)Nonadaptive cultures
Q4) Identify a true statement about organizational culture.
A)It is overwhelming and has an adverse effect on the productivity of an employee.
B)It can lead to dysfunctional conflict in an organization.
C)It serves as a safety valve to indicate problems in an organization.
D)It provides a sense of identity to members of an organization.
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Chapter 17: Career Management
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Sample Questions
Q1) One of the important attributes that a person should possess if he or she wants to climb the corporate ladder in the present age is _____.
A)nonadaptive skill
B)emotional intelligence
C)the one-employer focus
D)corporate allegiance
Q2) Employees are required to negotiate effective psychological contracts during the establishment stage.
A)True
B)False
Q3) In the context of the establishment stage, working out the _____ with an organization begins with entry into a new job, but the contract is modified as an individual proceeds through the career.
A)nondisclosure act
B)psychological contract
C)corporate allegiance
D)union contract
Q4) Why are mentors important in an organization?
Q5) Briefly discuss the differences between the new and old meaning of career.
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Chapter 18: Managing Change
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Sample Questions
Q1) Which of the following is an essential first step for any organization development intervention?
A)Diagnosis
B)Force field analysis
C)Brainstorming
D)Process consultation
Q2) Before any organization development intervention is planned, _____.
A)force field analysis should be used for decision making
B)a thorough organizational diagnosis should be conducted
C)individuals should be encouraged to discard old behaviors
D)new attitudes, values, and behaviors should be established as the new status quo
Q3) Which of the following is a disadvantage that internal change agents have in managing the change process in an organization?
A)They do not know about the organization's history and political system.
B)They are careless about managing change.
C)They do not understand the organization's culture.
D)They are too close to the situation to have an objective view of what needs to be done.
Q4) Briefly explain the external and internal forces for change in organizations.
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