Chapter 15 Organizational Change Assignment 3

55. The philosophy of positive organizational behaviour provided a deep grounding for:  A.parallel learning structures. B.action research. C.appreciative inquiry. D.force field analysis. E.Positive organizational behaviour is deeply grounded in none of these practices.  56. Which organizational change intervention is best known for its problem-solving approach to change?  A.Paralegal learning structures B.Process consultation C.Force field analysis D.Action research E.Appreciative inquiry  57. Which of the following is NOT a key principle of appreciative inquiry?  A.Construction ist B.Anticipato ry C.Poeti c D.Asynchrono us E.Positiv e  58. What key principle of appreciative inquiry states that organizations are open books, so we have choices in how they may be perceived, framed and described?  A.Literal principle B.Figurative principle C.Poetic principle D.Book principle E.Open page principle  59. The four stages of appreciative inquiry, in order, are:  A.problem identification, envisioning, choosing the best solution, appreciating. B.dialoguing, innovating, creating, appreciating. C.problem identification, causal analysis, recommended solutions, choosing the best solution. D.discovery, dreaming, designing, delivering. E.None of these states the four stages in order.  60. Appreciative inquiry begins by:  A.determining the cause of the problem. B.determining whether there is a problem that needs to be fixed. C.involving employees in the process of refreezing. D.identifying the positive elements of an organization or work unit that is performing well. E.creating a common image among participants of what should be in their own organization.  61. Discovery, dreaming, designing and delivering are the four stages of:  A.parallel learning structures. B.force field analysis. C.action research. D.future search events. E.None of these activities.  62. In organizational change, future search events mainly:  A.coerce employees to accept the change. B.involve employees and build commitment to the change process. C.give executives the opportunity to negotiate with employees to accept the changes. D.train employees in the skills required for the change process. E.refreeze the desired conditions.  63. Which of the following organizational change activities is identified with "bringing the entire system into the room"?  A.Future search conferences B.Action research C.Appreciative inquiry D.Force field analysis E.Parallel learning structures  64. Of what value are future search events in organizational change?  A.They are an effective form of coercion so that employees agree to abide by the change process. B.They mainly select the best person to serve as the change agent for the process. C.They build commitment to the change process by involving as many employees as possible. D.They interfere with the change process and therefore should be avoided whenever possible. E.They are mainly a forum whereby senior executives can tell employees about their future corporate plans.  65. A parallel learning structure:  A.is a feature of all organizational change interventions. B.includes highly participative teams constructed alongside the formal organizational hierarchy. C.exists in organizations where employees work in two or more buildings. D.is mostly comprised of senior management and some professional staff members. E.All of these statements describe a parallel learning structure.  66. A major consumer-products company wanted to create a more entrepreneurial and marketing-oriented culture. After failing to bring about the change through middle management, senior executives worked directly with selected teams of front-line employees. These teams, which represented each area of the organization, worked on special projects outside the normal organizational structure. This intervention is closest to which organizational change strategy?  A.Appreciative inquiry B.Process consultation C.Parallel learning structures D.Action research E.Search conferences  67. ABC Corp. selected employees from across the organization to find new ways to serve customers. The team operated independently of the main organization and experimented with new service delivery approaches. This team is most similar to:  A.the action research approach to organizational change. B.a parallel learning structure. C.the appreciative inquiry approach to organizational change. D.the process of diffusing organizational change. E.the process of creating an urgency to change.  68. Which of the following statements about organizational change interventions is FALSE?  A.Ethical issues are rarely a concern with organizational change interventions. B.Organizational change activities that work well in North America may not work as well in Asia. C.Organizational change techniques in North America view change as linear, punctuated by tension and conflict. D.Organizational change interventions that encourage open dialogue and conflict tend to work better in cultures with low power distance and low collectivism. E.Organizational change interventions that encourage open dialogue and conflict may threaten individual privacy rights.  69. Which of the following statements about the force field model is TRUE?  A.It is equally applicable in any cultural setting. B.It views change as linear. C.It views change as continuous and cyclical by nature. D.The model has no inherent cultural dimensions. E.Both "A" and "D" are true.  70. What are some of the ethical issues associated with organizational change practices that are discussed in your text?  A.They run the risk of violating individual privacy rights. B.They could potentially increase management's power. C.They could be discriminatory. D.All of the above are ethical issues associated with organizational change practices. E.Only "A" and "B" apply.  71. In force field analysis, stability occurs when the driving forces and restraining forces are roughly of equal strength in opposite directions.  TrueFalse  72. The force field analysis model states that stability is achieved only when the driving forces for change subside and are replaced by restraining forces acting in the same direction.  TrueFalse  73. In Lewin's force field analysis model, refreezing involves producing a disequilibrium between the current and unfrozen state.  TrueFalse  74. In Lewin's force field analysis model, refreezing occurs when the organization's systems and structures are aligned with the desired behaviors.  TrueFalse  75. Employee resistance to change most often takes the form of overt work behaviours.  TrueFalse  76. According to some experts, the subtle forms of resistance create the greatest obstacles to change because they are not as visible.  TrueFalse  77. Employee resistance to change is a dysfunctional and irrational response to a desirable initiative which should be eliminated in modern organizations.  TrueFalse  78. Resistance to change potentially engages people to think about the change strategy and process.  TrueFalse  79. Resistance to change is a form of dysfunctional conflict that must be nullified.  TrueFalse  80. When encountering resistance, change agents should view it as a resource, rather than an impediment to their change effort.  TrueFalse  81. If change agents adopted the view that resistance is a resource and harnessed its motivational force, they could strengthen commitment to change initiatives.  TrueFalse  82. In some situations, resistance to change occurs when employees are worried about the consequences of change.  TrueFalse  83. People sometimes resist change because they have concerns about the process of change itself.  TrueFalse  84. Direct costs, fear of the unknown, and incongruent organizational systems are all sources of resistance to change.  TrueFalse  85. Fear of the unknown usually motivates employees to support organizational change, because maintaining the status quo would be worse.  TrueFalse  86. One reason why employees resist change is that they dislike predictable role patterns.  TrueFalse  87. Organizational systems such as, rewards, patterns of authority, career paths, and selection criteria are not reasons why employees resist change, because the choice to resist is internal rather than externally-based.  TrueFalse  88. To minimize resistance to change, change agents need to reduce the restraining forces and increase the driving forces.  TrueFalse  89. Unfreezing occurs by making the driving forces stronger than the restraining forces.  TrueFalse  90. The preferred strategy for unfreezing the current situation is to increase the restraining forces and reduce or remove the driving forces.  TrueFalse  91. By creating a sense of urgency for change, change agents are motivating employees to change towards the new conditions.  TrueFalse  92. To bring about effective change, leaders must create an urgency to change internally rather than rely on forces outside the organization to create that urgency  TrueFalse  93. Customer feedback provides a human element that energizes employees to change their current behaviour patterns.  TrueFalse  94. The urgency for change must always be initiated from a problem-oriented perspective in order to be effective.  TrueFalse  95. Communication should be applied to reduce resistance to change where the change must occur quickly with little financial cost.  TrueFalse  96. A minimalist communication strategy should always be used to facilitate organizational change, because it minimizes the potential for misunderstandings.  TrueFalse  97. One drawback with increased communication during the change process is that it also increases the level and sources of resistance.  TrueFalse  98. Coaching and other forms of learning reduce resistance to change mainly by helping employees break previous routines and develop new role patterns.  TrueFalse  99. One problem with negotiation is that it tends to produce compliance rather than commitment to the change process.  TrueFalse  100 Negotiation is the highest priority and first strategy required for any organizational . change.  TrueFalse  101 The best way to manage resistance to change among those who will clearly lose out . from the change is to introduce coercion practices.  TrueFalse  102 Coercion should never be used to manage change in organizations. .  TrueFalse  103 Firing people and other forms of coercion are sometimes necessary to achieve . change.  TrueFalse  104 Refreezing requires the establishment of organizational systems that are compatible . with the desired change.  TrueFalse  105 Information systems and reward systems can help to refreeze the desired conditions . in organizational change.  TrueFalse  106 Successful change requires a well-articulated and appealing vision of the desired . future state.  TrueFalse 