Organizational change an action oriented toolkit 3rd edition cawsey test bank

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Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016.

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Chapter 6: Navigating Organizational Politics and Culture Test Bank 1. In order to get a full picture of the informal organization, which stakeholder(s) must be considered? @ Answer Location: Intro; Cognitive Domain: Application; Question Type: MC *a. Yourself b. The CEO c. The lowest level employees d. Former employees 2. If a merger makes good business sense, an organization might not pursue it due to which of the following reasons? @ Answer Location: Intro; Cognitive Domain: Application; Question Type: MC a. Shareholders may be upset b. It may be too expensive *c. The cultures of the two organizations clash d. There is not unanimity among the board 3. What is likely to happen when a new CEO comes into an organization? @ Answer Location: Intro; Cognitive Domain: Application; Question Type: MC a. The CEO will fire most of the employees b. The CEO will continue with business as usual c. The CEO will be immediately accepted *d. The CEO may challenge power and culture dynamics 4. Employees who are deeply committed to the organization will generally demonstrate the most support for change initiatives. @ Answer Location: Intro; Cognitive Domain: Application; Question Type: TF a. True *b. False 5. Organizational politics are not an inherently negative force. @ Answer Location: Power Dynamics in Organizations; Cognitive Domain: Analysis; Question Type: TF *a. True b. False 6. What is the definition of politics as described in the book? @ Answer Location: Power Dynamics in Organizations; Cognitive Domain: Comprehension; Question Type: MC a. Gathering power and allies to further one’s own objectives over another’s b. Conflict and debate of those pursuing power *c. Brokering power to meet one’s own goals

Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016.

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d. Ability and success of governing others 7. Organizations would be better off if they didn’t have to deal with power dynamics. @ Answer Location: Power Dynamics in Organizations; Cognitive Domain: Analysis; Question Type: TF a. True *b. False 8. Which kind of power tends to be least important on its own? @ Answer Location: Power Dynamics in Organizations; Cognitive Domain: Analysis; Question Type: MC *a. Positional power b. Network power c. Knowledge power d. Personality power 9. Which would not necessarily be a characteristic of a powerful department within an organization? @ Answer Location: Departmental Power; Cognitive Domain: Comprehension; Question Type: MC a. Ability to cope with environmental uncertainty b. Low sustainability *c. A significant amount of people d. Centrality 10. Which of the following is NOT one of Hardy’s dimensions of power? @ Answer Location: Departmental Power; Cognitive Domain: Comprehension; Question Type: MC a. Resource power *b. Charisma power c. Process power d. Meaning power 11. Which of the following tends to be the least popular power tactic? @ Answer Location: Departmental Power; Cognitive Domain: Comprehension; Question Type: MC a. Referring to a higher authority b. Bargaining c. Developing coalitions *d. Applying sanctions 12. Managers use different power tactics when trying to influence superiors as opposed to subordinates. @ Answer Location: Departmental Power; Cognitive Domain: Application; Question Type: TF

Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016.

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*a. True b. False 13. Organizational culture has a standard definition that is widely understood. @ Answer Location: Organizational Culture and Change; Cognitive Domain: Knowledge; Question Type: TF a. True *b. False 14. Which of the follow is true about Schein’s definition of culture? @ Answer Location: Organizational Culture and Change; Cognitive Domain: Comprehension; Question Type: MC a. It’s a pattern of basic assumptions that has been implemented by a single leader b. It’s a set of assumptions that is taught as one of a variety of ways of perceiving problems c. It’s a set of assumptions that is considered valid by senior leadership *d. It’s a set of assumptions that has been learned by a group as the correct way to think about problems 15. What is an example of a cultural artifact? @ Answer Location: Organizational Culture and Change; Cognitive Domain: Application; Question Type: MC *a. The way employees dress b. The basic underlying assumptions of a group c. The organization’s publicized mission d. The size of the organization 16. Which of the following aspects of culture is most difficult to change? @ Answer Location: Organizational Culture and Change; Cognitive Domain: Application; Question Type: MC a. Cultural artifacts b. Espoused beliefs and values *c. Underlying assumptions d. How people relate to one another 17. In order to assess culture at it’s deepest level, change agents should ask which question? @ Answer Location: Organizational Culture and Change; Cognitive Domain: Application; Question Type: MC *a. Are humans basically good, neutral, or evil? b. How often has the mission changed? c. Do people really believe the mission? d. What is the incentive and reward system?

18. Individuals will usually choose whether or not to accept a change program based on what?

Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016.

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@ Answer Location: Understanding the Perceptions of Change; Cognitive Domain: Application; Question Type: MC a. How much they trust the leader b. How detailed the change plan is c. How others around them react to the change *d. How they perceive the change will impact them personally 19. The more __________ people are, the more they will be willing to change. @ Answer Location: Understanding the Perceptions of Change; Cognitive Domain: Application; Question Type: MC a. Intelligent *b. Dissatisfied c. Senior d. Involved 20. What does homeostasis mean? @ Answer Location: Identifying the Organizational Dynamics at Play; Cognitive Domain: Knowledge; Question Type: MC a. A tendency toward change *b. A tendency toward equilibrium c. A tendency toward complexity d. A tendency toward laziness 21. What is a force field analysis? @ Answer Location: Identifying the Organizational Dynamics at Play; Cognitive Domain: Application; Question Type: MC *a. A process of identifying driving and restraining forces b. A process of tempering power by leveling the playing field c. A process of identifying the best routes to accomplish change d. A process of creating alliances 22. Who might be included in a stakeholder analysis? @ Answer Location: Identifying the Organizational Dynamics at Play; Cognitive Domain: Application; Question Type: SA *a. Stakeholders might include shareholders, leadership, employees, customers, clients, and agents of the organization 23. Which of the following is NOT a step in conducting a force field analysis? @ Answer Location: Force Field Analysis; Cognitive Domain: Application; Question Type: MC a. Identifying the strengths of forces acting in the situation b. Understand the forces and how they might increase leverage for change *c. Examine the financial impact of the change in the short and long term d. Identify ways to increase support and reduce resistance

Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016.

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24. Provide the four areas of change and an example of each. @ Answer Location: Force Field Analysis; Cognitive Domain: Application; Question Type: SA *a. 1. Continuous change, i.e., constant tweaking of the system to improve operations; 2.

High resistance, i.e., strong pockets of the organization resisting any change in the organization; 3. Breakpoint change, i.e., strong pressures and resistance until a breakthrough which snaps the organization into a changed state; 4. Flip-flop change, i.e., change that is easily made and can easily reverse 25. In a stakeholder map, one may want to depict all of the following factors EXCEPT: @ Answer Location: Stakeholder Analysis; Cognitive Domain: Application; Question Type: MC a. Stakeholder wants & needs b. Stakeholder linkages c. Likely stakeholder response to the change *d. Stakeholder wealth relative to others 26. Organizational members can be classified as all of the following EXCEPT: @ Answer Location: Stakeholder Analysis; Cognitive Domain: Knowledge; Question Type: MC a. Central connectors *b. Troublemakers c. Boundary spanners d. Information brokers 27. The movements of stakeholders follow which of the paths below? @ Answer Location: Stakeholder Analysis; Cognitive Domain: Application; Question Type: MC a. Interest, awareness, desire for action, leadership b. Awareness, discussion, communication, participation *c. Awareness, interest, desire for action, take action d. Denial, grief, bargaining, acceptance 28. The early majority is the most apt group to seek change. @ Answer Location: Stakeholder Analysis; Cognitive Domain: Comprehension; Question Type: TF a. True *b. False 29. Stakeholders with a positive commitment and a high understanding of the change will provide the strongest consensus. @ Answer Location: Stakeholder Analysis; Cognitive Domain: Application; Question Type: TF *a. True b. False

Cawsey, Organizational Change, Third Edition © SAGE Publications, 2016.

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30. Resistance to change should be avoided at all costs. @ Answer Location: Summary; Cognitive Domain: Application; Question Type: TF a. True *b. False 31. Describe the elements of an informal organization. @ Answer Location: Key Terms; Cognitive Domain: Analysis; Question Type: SA *a. Structures, systems, and processes that emerge spontaneously including informal leadership, influence, norms, and communication