Organizational Change 3rd Edition By Patrick E. Connor – Test Bank

 

 

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Sample Questions

 

 

Chapter 4: Building and Energizing the Need for Change

 

Test Bank

 

1.    The need for change is always clear and dramatic.

@ Answer Location: Intro; Cognitive Domain: Application; Question Type: TF

1.    True

*b. False

 

2.    According to the book, past experiences may cause employees to react to change in what ways?

@ Answer Location: Intro; Cognitive Domain: Analysis; Question Type: MC

1.    With blind acceptance

2.    With urgency

3.    With compliance

*d. With cynicism

 

3.    What is the main reason that change management programs often fail?

@ Answer Location: Intro; Cognitive Domain: Application; Question Type: MC

1.    Despite a shared awareness of the change vision, no one wants to change their routine

*b. There is confusion about why change is needed and what needs to change

1.    Employees hear too much information about the change and get bored

2.    The change program isn’t right for the organization

 

4.    What is responsibility diffusion?

@ Answer Location: Intro; Cognitive Domain: Comprehension; Question Type: MC

1.    When there is sufficient responsibility to go around

2.    When responsibility is subdivided so granularly that it is difficult to return completed tasks to one cohesive final product

3.    When people feel stressed but no one is entirely sure what their responsibilities are

*d. When multiple people are involved and everyone stands by, assuming someone else will act

 

5.    At the beginning of a change project, when are leaders in a position to engage others in the conversation about the plan going forward?

@ Answer Location: Intro; Cognitive Domain: Application; Question Type: MC

1.    Once the leaders have a town hall meeting arranged and a catchy vision that will drive action

2.    Once everyone in the organization understands the problem and has given their input on how to react

*c. Once leaders determine the need for change, the choices available, develop a change vision, and develop a shared understanding about the situation

1.    Once the urgency is so enormous that the organization has no other choice but to close its doors

 

6.    When considering a change project, there are only a few choices on how and what to allocate resources to.

@ Answer Location: Intro; Cognitive Domain: Application; Question Type: TF

1.    True

*b. False

 

7.    In order to foster an understanding of the need for change, change leaders should do which of the following?

@ Answer Location: Understanding the Need for Change; Cognitive Domain: Application; Question Type: MC

*a. Make sense out of internal and external data, understand the perspectives of stakeholders and their own concerns and perspectives

1.    Engage the marketing team to communicate the vision and plan clearly

2.    Persuade everyone to adopt their point of view so they have complete buy-in

3.    Work to understand how they compare against competitors so that they can put the need for change in a larger context

 

8.    What situation makes it easiest to instigate change?

@ Answer Location: Seek Out and Make Sense of External Data; Cognitive Domain: Comprehension; Question Type: MC

1.    The stakes are low so the organization can change gradually

2.    Everything else is stable so people only have to accept one change instead of many

3.    When everyone else’s organizations are changing so people don’t feel left out

*d. When there is an external urgency to complete the change

 

9.    Leaders should not attempt to track all external data.

@ Answer Location: Seek Out and Make Sense of External Data; Cognitive Domain: Application; Question Type: TF

*a. True

1.    False

 

10.  What kinds of data from the external environment should leaders monitor and why?

@ Answer Location: Seek Out and Make Sense of External Data; Cognitive Domain: Analysis; Question Type: SA

*a. Trade papers, published research and news reports, comments collected informally from suppliers, customers, and vendors. This is important data because it analyzes not only the environment on an industry level but also relationships between vendors and customers

 

11.  Why should change leaders take time to understand the perspectives of stakeholders throughout the change process?

@ Answer Location: Seek Out and Make Sense of the Perspectives of Stakeholders; Cognitive Domain: Analysis; Question Type: MC

1.    To ostracize people who don’t agree with the change

*b. To move effectively, enlist their support, and minimize resistance

1.    To convince them that you care about their opinion

2.    To track how many people have bought in and how many are resisting

 

12.  It is very unlikely that change leaders will ever overcommunicate during a change project.

@ Answer Location: Seek Out and Make Sense of the Perspectives of Stakeholders; Cognitive Domain: Application; Question Type: TF

*a. True

1.    False

 

13.  Internal data that change leaders should consider include all of the following except:

@ Answer Location: Seek Out and Make Sense of Internal Data; Cognitive Domain: Analysis; Question Type: MC

1.    Customer retention and satisfaction

2.    Profitability

3.    Whether or not employees pick up litter around the office

*d. Strategic intentions of competitors

 

14.  What is the biggest benefit of a change leader being self-aware?

@ Answer Location: Seek Out and Assess Your Personal Concerns and Perspectives; Cognitive Domain: Analysis; Question Type: MC

*a. They are freer to ask questions and seek help when they need it

1.    They can only focus on what they’re good at

2.    It allows them to act quickly without excessive analysis

3.    It gives them confidence to lead others through the change

 

15.  What pitfalls listed below are not necessarily from a lack of self-awareness?

@ Answer Location: Seek Out and Assess Your Personal Concerns and Perspectives; Cognitive Domain: Analysis; Question Type: MC

1.    Believing that your perspective is held by everyone

2.    Misconstruing cues and concerns as feedback rather than resistance

3.    Lacking nuanced understanding of why others may disagree or have concerns

*d. Running out of resources to adequately invest in the change project

 

16.  The vision for change must be created before the organization can focus on the need for change.

@ Answer Location: Assessing the Readiness for Change; Cognitive Domain: Application; Question Type: TF

1.    True

*b. False

 

17.  What factors determine organizational readiness for change?

@ Answer Location: Assessing the Readiness for Change; Cognitive Domain: Analysis; Question Type: MC

1.    The number of organizational change projects done in the past

*b. Leadership commitment and member confidence in the leadership

1.    The amount of money available to incentivize employees to buy in

2.    The size of the organization

 

18.  What kinds of organizations tend to be the most open to change?

@ Answer Location: Assessing the Readiness for Change; Cognitive Domain: Application; Question Type: MC

1.    Organizations where senior leadership has a significant number of initiatives and priorities

2.    Organizations with a strong culture where everyone tends to agree

3.    Organizations where employees are extremely loyal and defensive of their particular specialty

*d. Organizations that are flexible and have information readily accessible by staff

 

19.  Which of the following attributes are included in Judge and Douglas’s eight dimensions related to readiness?

@ Answer Location: Assessing the Readiness for Change; Cognitive Domain: Knowledge; Question Type: MC

*a. Accountable culture and trusting followers

1.    Compliant middle management and ambitious leadership

2.    Stable culture and opinionated followers

3.    Excessive communications and knowledgeable champions

 

20.Which of the following accurately defines systems thinking?

@ Answer Location: Assessing the Readiness for Change; Cognitive Domain: Analysis; Question Type: MC

1.    Understanding the rigid processes that enable things to get done within an organization

*b. Focusing on root causes and recognizing interdependencies across the organization’s boundaries

1.    Isolating and solving problems in individual departments

2.    Making sure all the systems in the organizations are not silos

 

21.  What is the recommended balance between extrinsic and intrinsic rewards?

@ Answer Location: Assessing the Readiness for Change; Cognitive Domain: Application; Question Type: MC

1.    Organizations should stay away from extrinsic rewards entirely to avoid bribery and unethical behavior

2.    Since intrinsic cannot really be controlled, organizations should focus on what extrinsic rewards will drive behavior

*c. Some intrinsic rewards and moderate equitable extrinsic rewards nested in teams increase communication and commitment

1.    Organizations should aim for a 50/50 split to keep rewards in balance

 

22.  What are the risks and benefits of generating an organizational crisis when one doesn’t already exist in order to mobilize staff?

@ Answer Location: Assessing the Readiness for Change; Cognitive Domain: Analysis; Question Type: SA

*a. Risks: may be viewed as manipulative and increase resistance and cynicism; may squander change leader’s reputation. Benefits: helps communicate the need for change and provides the urgency staff needs to buy in

 

23.  What is the challenge with the approach of identifying a transformational vision?

@ Answer Location: Heightening Awareness of the Need for Change; Cognitive Domain: Application; Question Type: MC

*a. It may be seen as superficial or easily ignored

1.    It may be too hard to craft

2.    Change agents may take the vision too seriously

3.    It isn’t as effective as other approaches

 

24.  Charisma is essential for change agents to have.

@ Answer Location: Heightening Awareness of the Need for Change; Cognitive Domain: Analysis; Question Type: TF

1.    True

*b. False

 

25.  What best describes the approach of information and education?

@ Answer Location: Heightening Awareness of the Need for Change; Cognitive Domain: Comprehension; Question Type: MC

1.    Identifying common goals and using them to surmount resistance

2.    Helping the organization understand that it is near a crisis

*c. Build awareness and support through dissemination of information

1.    Use higher-order values to motivate others

 

26.  How does existing culture impact organizational change efforts?

@ Answer Location: Factors That Block People From Recognizing the Need for Change; Cognitive Domain: Application; Question Type: MC

1.    Culture is generally supportive of organizational change

*b. Since change often flies in the face of culture, it is one of the biggest stumbling blocks of change

1.    Culture represents a more difficult barrier in poorly performing firms than successful firms

2.    Culture is simple to alter to new change projects

 

27.  What are strategic frames?

@ Answer Location: Factors That Block People From Recognizing the Need for Change; Cognitive Domain: Comprehension; Question Type: MC

1.    Strategic plans that are developed as part of the change process

2.    Flexible frames that center around core values

*c. Sets of assumptions about how the world works that may act as blinders

1.    Framework to develop change plans and strategic direction

 

28.  Which of the following is not a strategy for avoiding groupthink?

@ Answer Location: Factors That Block People From Recognizing the Need for Change; Cognitive Domain: Application; Question Type: MC

1.    Have the leader play an impartial role

2.    Solicit input from informed outsiders and experts

3.    Establish a methodical decision-making process

*d. Self-censoring and conflict avoidance

 

29.  What are some factors that obstruct managerial judgment and lead to organizational failure?

@ Answer Location: Factors That Block People From Recognizing the Need for Change; Cognitive Domain: Application; Question Type: SA

*a. Leaders that have been softened by past successes, they avoid problems, they tend to overdose on risk, they employ the quick-fix flavor of the day

 

30.  A vision can be used to strengthen or transform existing cultures.

@ Answer Location: Developing a Powerful Vision for Change; Cognitive Domain: Application; Question Type: TF

*a. True

1.    False

 

31.  Visions should be clear, challenging, and tangible.

@ Answer Location: Developing a Powerful Vision for Change; Cognitive Domain: Application; Question Type: TF

*a. True

1.    False