Title: Chapter 01 Introduction: Stories of Change
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Chapter 01 - Introduction: Stories of Change

Chapter 01
Introduction: Stories of Change

Multiple Choice Questions
 
1. (p. 2) The CEO of Hewlett-Packard that managed the merger with Compaq Computers and who was eventually removed from the post as a result of the merger was: 
A. David Grossman
B. Abby Kohnstamm
C. Walter Hewlett
D. Carly Fiorina

Difficulty: Easy
 
2. (p. 2-3) Which of the following was NOT an obstacle that HP management had to contend with after the merger with Compaq Computer Corp.? 
A. A lawsuit attempting to dissolve the merger
B. The integration of two different corporate cultures
C. Employees fearing job cuts as a result of the merger
D. A corporate takeover attempt by Dell Computers

Difficulty: Medium
 
3. (p. 4-5) Which of the following is NOT one of the problems CEO Samuel Palmisano addressed at IBM? 
A. The gap in executive compensation between CEO and his/her team
B. The need to eliminate hierarchy and bureaucracy
C. The need to improve the delivery of global services
D. The need to eliminate company nepotism

Difficulty: Medium

4. (p. 34) The IBM change story from Chapter 1 of the text is indicative of: 
A. Change from above
B. Change from below
C. Both, change from above and below
D. Neither change from above nor below

Difficulty: Easy
 
5. (p. 5) According to the text, the organization that announced a complete move away from traditional products, consolidation of operations, a cut in dividends and a severe reduction in employment worldwide was: 
A. Hewlett-Packard
B. IBM
C. Kodak
D. McDonald's

Difficulty: Easy
 
6. (p. 8) Which of the following is NOT one of the steps taken by McDonald's in 2004 in response to pressure on the organization? 
A. Happy Meals for adults
B. New salad menu
C. Overhaul of the advertising campaign
D. Acceleration of new store openings

Difficulty: Medium
 
7. (p. 1) Which of the following is NOT a company reviewed by the authors of your text with respect to prominent stories of change? 
A. McDonald's
B. Kodak
C. IBM
D. Microsoft

Difficulty: Easy

8. (p. 2) What complaints about business operations did Ford and Boeing make to Hewlett-Packard? 
A. Separate sales teams were marketing individual products
B. Product delivery was chronically late
C. HP was deficient in technological know-how
D. HP ignored customer complaints

Difficulty: Hard
 
9. (p. 3) How many additional personnel were added to HP after the merger with Compaq Computers, Inc.? 
A. 25,000
B. 45,000
C. 65,000
D. 85,000

Difficulty: Hard
 
10. (p. 3) A key issue for CEO Carly Fiorina after the merger with Compaq Computers, Inc. was: 
A. Designing a new logo for the company
B. Communicating a vision for the future of the company
C. Combating the government's charge of antitrust violations
D. Keeping Deutsch Bank from reneging on the loan

Difficulty: Medium
 
11. (p. 3) One of the first steps taken by CEO Mark Hurd, after taking over HP, was to: 
A. Cut jobs and restructure the organization
B. Engage in a back to basics marketing campaign and introduce "management by wandering around"
C. Augment company product lines and drastically reduce prices to the consumer
D. Centralize operations and reduce the power of divisional managers

Difficulty: Hard

12. (p. 4) The event that was to become the catalyst for IBM's interest in the opportunities afforded by the emerging internet broadcast capabilities was: 
A. The 1994 Superbowl
B. The 1994 Winter Olympics
C. Broadcasting of popular music videos via the internet
D. The election results coverage of Nelson Mandela in South Africa

Difficulty: Medium
 
13. (p. 4) The IBM executive that possessed technical know-how and was a champion of the company's involvement in the internet revolution was: 
A. David Grossman
B. John Patrick
C. Abby Kohnstamm
D. Lou Gerstner

Difficulty: Medium
 
14. (p. 3) Grossman and Patrick's creation of an underground community of Web fans within IBM is an example of: 
A. Change from above
B. Change from below
C. The downside of change
D. Resistance to change

Difficulty: Easy
 
15. (p. 4) One of the first change implemented by CEO Samuel Palmisano at IBM was to: 
A. Announce massive reductions in the workforce
B. Revamp the marketing department to exploit alternative sources of revenue
C. Implement a "back to basics" campaign
D. To readjust executive compensation

Difficulty: Hard

16. (p. 5) Which of the following is NOT a management team created by CEO Samuel Palmisano at IBM? 
A. Strategy
B. Technology
C. Operations
D. Communications

Difficulty: Medium
 
17. (p. 5) CEO Samuel Palmisano's changes in structure at IBM made the organization: 
A. Taller
B. Flatter
C. Centralized
D. Bureaucratic

Difficulty: Easy
 
18. (p. 4) Which of the following was NOT one of the actions taken by CEO Samuel Palmisano at IBM? 
A. Organizational restructuring
B. Acquisition of a consulting firm to improve delivery of global services
C. Diversification of antiquated technologies and product divisions
D. Implementation of communication techniques to enhance new product development

Difficulty: Hard
 
19. (p. 5) Which of the following actions was taken by Kodak when implementing change to the digital camera market? 
A. Cutting shareholder dividends and raising capital for new technology purchases
B. Executive pay bonuses linked to increased downsizing
C. Massive advertising increases and personnel decreases
D. The filing of numerous patents and lawsuits to protect new and emerging technologies developed by the company

Difficulty: Medium

20. (p. 5) Which of the following was NOT an action taken by Kodak when implementing change when entering the digital camera market? 
A. A reduction of employees worldwide
B. A reduction in square footage of worldwide facilities
C. An increase of shareholder dividends to encourage investment
D. Raising capital for new technology purchases

Difficulty: Hard
 
21. (p. 5) Kodak planned on reducing employment worldwide with ____ job cuts by 2007. 
A. 5,000
B. 10,000
C. 15,000
D. 20,000

Difficulty: Easy
 
22. (p. 6) Which of the following was NOT a reason for concern for Kodak investors after the announcement that the company was going to aggressively enter the digital camera market? 
A. The revelation that dividends would be severely cut
B. The previous failure of a $1 billion investment into APS cameras in 1996
C. The competitive advantage of HP, Canon Inc. and Seiko Epson Corp
D. The fear of future government regulation of the industry

Difficulty: Medium
 
23. (p. 6) Which of the following was NOT one of the problems faced by Kodak during periods of change and transition as discussed in your text? 
A. The adverse effects on employees as a result of downsizing and restructuring
B. Investor concerns regarding high debt accumulation
C. Intense pressure from buy-out groups
D. A charge of antitrust violations from the federal government

Difficulty: Medium

24. (p. 7) The documentary that claimed McDonald's food caused significant health concerns when consumed exclusively for one month was: 
A. Big Mac Attack
B. Super Size Me
C. He Who Eats Fries, Dies
D. Quarter-Pounder and Then Some

Difficulty: Easy
 
25. (p. 6) Which of the following was NOT one of the diet restrictions placed upon Morgan Spurlock during his documentary about the effects of eating McDonald's food? 
A. No food or drink other than McDonald's menu items
B. Meals super-sized when given the option
C. Every item on the menu eaten at least once
D. No item on the menu could be consumed on consecutive days

Difficulty: Easy
 
26. (p. 7) Which of the following external worldwide pressures did NOT have an impact on McDonald's operations during 2004? 
A. An epidemic of mad cow disease
B. An epidemic of foot and mouth disease
C. The SARS epidemic in the Asia-Pacific region
D. A massive tsunami in Indonesia

Difficulty: Medium
 
27. (p. 7) The year that became the turning point for McDonald's in which the company experienced four consecutive quarters of declining sales and began to lose market share to Wendy's and Burger King was: 
A. 1996
B. 1999
C. 2002
D. 2005

Difficulty: Easy

28. (p. 8) What actions did McDonald's take in 2004 to reinvent the company's image and connect with the younger generation? 
A. Introduced the "Plan to Win" strategy and hired Brittany Spears to perform in commercials
B. Introduced the "I'm Loving It" slogan and featured Justin Timberlake in commercials
C. Became the official sponsor of the X-Games and reinvented the company uniforms
D. Relocated several stores to locations near malls and urban areas known to have high youth traffic

Difficulty: Hard
 
29. (p. 8) Which of the following was NOT an action taken by McDonald's to combat the perception of an unhealthy menu offering? 
A. A new salad menu
B. A focus on nutritional standards
C. Revamping the children's play areas
D. Publicly acknowledging a link between company products and obesity

Difficulty: Medium
 
30. (p. 7) Which of the following effects of the new McDonald's menu was NOT discussed in the text? 
A. An increase in the number of female customers
B. An increase in the number of evening customers
C. New online training programs to address customer service issues
D. Fewer lawsuits being filed against the company

Difficulty: Medium

True / False Questions
 
31. (p. 2) In analyzing the HP-Compaq merger, Deutsch Bank decided that a failure to continue with the merger would be more disastrous than the merger itself. 
TRUE

Difficulty: Medium

32. (p. 1) Organizational change is frequently a messy and frustrating process that requires creativity. 
TRUE

Difficulty: Easy
 
33. (p. 3) The son of the co-founder of Hewlett-Packard publicly opposed the merger with Compaq Computers. 
TRUE

Difficulty: Medium
 
34. (p. 3) The employees of HP demonstrated radical resistance to change before the merger with Compaq Computers. 
FALSE

Difficulty: Medium
 
35. (p. 4) The ‘Internet message' was spread through IBM's culture through the advocacy of lower-level personnel. 
TRUE

Difficulty: Easy
 
36. (p. 4) By the late 1990s, IBM's trading in the e-business sector accounted for approximately one-half of its revenue. 
FALSE

Difficulty: Medium

37. (p. 4) When Samuel Palmisano became CEO of IBM, he almost immediately reduced the gap in pay between the CEO an his management team. 
TRUE

Difficulty: Easy
 
38. (p. 5) CEO Samuel Palmisano at IBM restructured the organization in an effort to become more creative when striving to meet consumer needs. 
TRUE

Difficulty: Medium
 
39. (p. 6) The employment reductions announced by Kodak in 2003 during the movement into the digital market were the largest in company history. 
FALSE

Difficulty: Medium
 
40. (p. 8) McDonald's had traditionally expressed little concern about the claims that its products were linked to obesity. 
TRUE

Difficulty: Easy

Chapter 02
Images of Managing Change

Multiple Choice Questions
 
1. (p. 25) The ____ strategies assume that people are rational and follow their own self-interest. 
A. Empirical-rational
B. Normative re-educative
C. Power-coercive
D. Normative-educative

Difficulty: Medium
 
2. (p. 25) The ____ strategies assume that changes occur when people dispense with their old, normative orientations and gain commitments to new ones. 
A. Empirical-rational
B. Normative re-educative
C. Power-coercive
D. Normative-educative

Difficulty: Medium
 
3. (p. 26) The ____ strategies rely upon achieving intentional change by those with greater power gaining compliance in behavior from those with lesser power. 
A. Empirical-rational
B. Normative re-educative
C. Power-coercive
D. Normative-educative

Difficulty: Medium

4. (p. 26) In the ____ change outcomes image, some, but not all, change intentions are achievable. 
A. Intended
B. Partially intended
C. Unintended
D. Partially unintended

Difficulty: Medium
 
5. (p. 25) In the ____ change outcomes image, the dominant assumption is that intended change outcomes can be achieved. 
A. Intended
B. Partially intended
C. Unintended
D. Partially unintended

Difficulty: Medium
 
6. (p. 26) In the ____ change outcomes image, the assumption is that managers often have great difficulty in achieving intentional change outcomes. 
A. Intended
B. Partially intended
C. Unintended
D. Partially unintended

Difficulty: Medium
 
7. (p. 25) Which of the following is NOT one of the images of change outcomes discussed in the text? 
A. Intended
B. Partially intended
C. Unintended
D. Partially unintended

Difficulty: Easy

8. (p. 26) The internal forces that inhibit the ability of managers to implement desired change include all of the following, EXCEPT: 
A. Departmental or interunit politics
B. The drag of past practices and routines that are difficult to dislodge
C. The presence of deep-seated values and perceptions that are at odds with the desired change
D. Industry wide trends that impact all organizations operating in the same industry

Difficulty: Hard
 
9. (p. 26) The external forces that inhibit the ability of managers to implement the desired change include all of the following, EXCEPT: 
A. The drag of past practices and routines that are difficult to dislodge
B. A confrontational industrial relations environment
C. Legislation that mandates various requirements if an organization is to continue to function
D. Industry wide trends that impact all organizations operating in the same industry

Difficulty: Hard
 
10. (p. 27) The ____ image is based on an image of management as control and of change outcomes as being achievable. 
A. Director
B. Navigator
C. Caretaker
D. Coach

Difficulty: Medium

11. (p. 27) In the ____ image, control is still seen as at the heart of management action, although a variety of factors external to managers mean that while they may achieve some intended change outcomes, others will occur over which they have little control. 
A. Director
B. Navigator
C. Caretaker
D. Coach

Difficulty: Medium
 
12. (p. 28) In the ____ image, the (ideal) image of management is still one of control, although the ability to exercise control is severely constrained by a variety of forces, both internally and externally driven, that propel change relatively independent of a manager's intentions. 
A. Navigator
B. Caretaker
C. Coach
D. Interpreter

Difficulty: Medium
 
13. (p. 30) In the ____ image, the assumption is that change managers are able to intentionally shape the organization's capabilities in particular ways. 
A. Navigator
B. Caretaker
C. Coach
D. Interpreter

Difficulty: Medium

14. (p. 31) The ____ image to managing change places the change manager in the position of creating meaning for other organizational members, helping them to make sense of various organizational events and actions. 
A. Navigation
B. Caretaker
C. Coach
D. Interpreter

Difficulty: Medium
 
15. (p. 32) The ____ image to managing change assumes that even small changes may have a large impact on organizations and managers are not able to control the outcome of these changes. 
A. Nurturer
B. Interpreter
C. Coach
D. Caretaker

Difficulty: Medium
 
16. (p. 32) The theory that assumes that organizational change is nonlinear is fundamental rather than incremental and does not necessarily entail growth is known as: 
A. Confucian theory
B. Chaos theory
C. Self-organization protocol
D. The Semco framework

Difficulty: Medium

17. (p. 33) The ____ view change as a cyclical, processional, journey oriented process based on maintaining equilibrium, observed and followed by involved people and normal rather than the exception. 
A. Confucian/Taoist approach
B. Chaos theory
C. Self-organization
D. Semco framework

Difficulty: Medium
 
18. (p. 27) Which of the following is NOT associated with the image of the manager being able to control change? 
A. Director
B. Navigator
C. Caretaker
D. Coach

Difficulty: Medium
 
19. (p. 24) Which of the following is NOT associated with the image of the manager being able to shape change? 
A. Director
B. Coach
C. Interpreter
D. Nurturer

Difficulty: Medium
 
20. (p. 28) The ____ theories share an assumption with contingency theory that change unfolds differently over time and according to the context in which the organization finds itself. 
A. Contextualist or processual
B. Controllable and profound
C. Taoist and Confucian
D. Caretaker and Coach

Difficulty: Hard

21. (p. 29) Which of the following theories does NOT reinforce the Caretaker image of managers of change? 
A. Life-Cycle Theory
B. Population Ecology Theory
C. Chaos Theory
D. Institutional Theory

Difficulty: Medium
 
22. (p. 29) ____ theory views organizations as passing through well-defined stages from birth to death. 
A. Life-Cycle Theory
B. Population Ecology Theory
C. Chaos Theory
D. Institutional Theory

Difficulty: Easy
 
23. (p. 29) The second stage of the Life-Cycle Theory is: 
A. Birth
B. Growth
C. Maturity
D. Death

Difficulty: Easy
 
24. (p. 30) ____ theory is based upon the notion that the environment selects organizations for survival or extinction, with whole populations of organizations changing as a result of ongoing cycles of variation. 
A. Life-cycle theory
B. Population Ecology theory
C. Chaos theory
D. Institutional theory

Difficulty: Medium

25. (p. 30) ____ theory argues that change managers take similar actions across whole populations of organizations. 
A. Life-cycle Theory
B. Population Ecology Theory
C. Chaos Theory
D. Institutional Theory

Difficulty: Medium
 
26. (p. 30) According to DiMaggio and Powell, which of the following is NOT one of the pressures associated with the interconnectedness of organizations within an industry or environment due to similarity in the actions of organizations? 
A. Coercive
B. Mimetic
C. Normative
D. Ethical

Difficulty: Hard
 
27. (p. 30) Government mandated change would be an example of _____ change. 
A. Coercive
B. Mimetic
C. Normative
D. Initiated

Difficulty: Easy
 
28. (p. 30) When organizations imitate the structures and practices of other organizations in their field, usually ones considered legitimate or successful, they are engaged in ____ change. 
A. Coercive
B. Mimetic
C. Normative
D. Replicated

Difficulty: Medium

29. (p. 30) ____ is where changes occur through the professionalizing of work such that managers in different organizations utilize similar values and modes of operating in their actions and decisions. 
A. Coercive change
B. Mimetic change
C. Normative change
D. Replicated change

Difficulty: Hard
 
30. (p. 31) The traditional organization development change consultant acts as a ____ by helping to structure activities to help the organization members solve their own problems. 
A. Coach
B. Manager
C. Nurturer
D. Caretaker

Difficulty: Medium

True / False Questions
 
31. (p. 24) Management as a controlling force has been the dominant image historically. 
TRUE

Difficulty: Easy
 
32. (p. 24) Management as a shaping force has been the dominant image historically. 
FALSE

Difficulty: Easy

33. (p. 26) Power coercive strategies of change rely upon achieving intentional change by those with greater power gaining compliance in behavior from those with lesser power. 
TRUE

Difficulty: Medium
 
34. (p. 25) Power coercive strategies of change assume that changes occur when people dispense with old orientations and commit to new ones. 
FALSE

Difficulty: Medium
 
35. (p. 26) Both intended and unintended consequences may emerge from the actions of change managers. 
TRUE

Difficulty: Easy
 
36. (p. 26) There has been less attention paid to the images of intended change outcomes literature than unintended change outcomes. 
FALSE

Difficulty: Medium
 
37. (p. 29) Maturity is the final stage of Life-cycle theory. 
FALSE

Difficulty: Easy

38. (p. 30) Population ecology theory draws from biology and neo-Darwinian logic. 
TRUE

Difficulty: Medium
 
39. (p. 30) According to Population Ecology Theory, organizational variation can occur as a result of random change. 
TRUE

Difficulty: Medium
 
40. (p. 30) In general, the implication of population ecology theory is that managers have little sway over change where whole populations of organizations are impacted upon by outside forces. 
TRUE

Difficulty: Hard

Chapter 03
Why Organizations Change

Multiple Choice Questions
 
1. (p. 49) According to the ____ perspective of organizational change, firm survival depends on satisfying shareholders. 
A. Economic
B. Organizational learning
C. Alternative
D. Shaping

Difficulty: Medium
 
2. (p. 50) According to the ____ perspective of organizational change, it is assumed that organizations and human systems of all sorts are deemed to be complex and evolving and therefore cannot be reduced to a single, linear objective of maximizing shareholder value. 
A. Economic
B. Organizational learning
C. Alternative
D. Control

Difficulty: Medium
 
3. (p. 50) Which of the following is NOT one of the types of environmental pressures for change that managers face: 
A. Fashion Pressures
B. Mandated Pressures
C. Geopolitical Pressures
D. Cyclical Pressures

Difficulty: Easy

4. (p. 52) When organizations imitate the structures and practices of other organizations in their field or industry, usually ones that they consider as legitimate or successful, it is known as: 
A. Mimetic isomorphism
B. Me too management
C. Simulated change
D. Chronic adhesion

Difficulty: Medium
 
5. (p. 52) When managers respond to the latest management fad in an attempt to be seen as professional and modern or progressive mangers change the organization in line with the latest innovation in management practices, it is known as change due to: 
A. Fashion pressures
B. Mandated pressures
C. Geopolitical pressures
D. Cyclical pressure

Difficulty: Medium
 
6. (p. 53) In effect, Chevron Texaco and Coca-Cola were under court orders to improve their record of diversity management. This is an example of which type of pressure? 
A. Fashion pressure
B. Mandated pressure
C. Geopolitical pressure
D. Social pressure

Difficulty: Medium
 
7. (p. 54) Where organizations are forced to take on activities similar to those of other organizations because of outside demands placed on them to do so, it is known as: 
A. Mimetic isomorphism
B. Dichotic isomorphism
C. Coercive isomorphism
D. Regulated isomorphism

Difficulty: Medium

8. (p. 54) ____ pressures include government mandates, such as new laws and policies. 
A. Formal coercive
B. Informal coercive
C. Semi-formal coercive
D. Voluntary coercive

Difficulty: Easy
 
9. (p. 54) ____ pressures include commitment to certain types of organizational changes, such as empowerment, in order to get the support of other organizations also committed to such programs. 
A. Formal coercive
B. Informal coercive
C. Semi-formal coercive
D. Voluntary coercive

Difficulty: Medium
 
10. (p. 55) September 11, 2001 and SARS were two examples of _____ pressures impacting organizations. 
A. Mandated Pressures
B. Social Pressures
C. Market Decline Pressures
D. Geopolitical Pressures

Difficulty: Easy
 
11. (p. 55) Which of the following is NOT an example of geopolitical pressures that have impacted organizations? 
A. September 11, 2001
B. SARS
C. Escalating violence from Aceh rebel soldiers in Indonesia
D. Increased regulation trends of local governments

Difficulty: Easy

12. (p. 56) Which of the following is NOT one of the global environmental forces for change as identified by Kotter? 
A. Greater economic integration of currencies and international capital flows
B. Maturation and slowdown of domestic markets, leading to greater emphasis on exports and deregulation
C. The fall of socialist countries and their reorientation toward capitalist economies
D. Sino-Soviet progress in economic development and space exploration

Difficulty: Hard
 
13. (p. 57) In 2002, AOL Time Warner's decline in subscriptions due to the growth of broadband internet services is an example of _____ pressures. 
A. Fashion
B. Geopolitical
C. Market Decline
D. Hyper-competitive

Difficulty: Easy
 
14. (p. 59) During the 1990s, problems cited with the Walt Disney Company's board of directors included all of the following EXCEPT: 
A. Excessive ownership of company stock
B. Close ties between the CEO and directors
C. Lack of management experience
D. Minimal oversight of the company

Difficulty: Medium
 
15. (p. 62) When the environment is (objectively) stable, but managers perceive it as turbulent and take (unnecessary) actions, this is knows as: 
A. A type 1 error
B. A type 2 error
C. Institutional error
D. Transactional error

Difficulty: Medium

16. (p. 62) When managers threaten the survival of their firms by failing to take actions as they perceive their environment as stable when it is (objectively) turbulent, this is known as: 
A. A type 1 error
B. A type 2 error
C. A type 3 error
D. Non-judicious decision-making

Difficulty: Medium
 
17. (p. 62) The view that the outside world is brought into existence through an individual's perception of it is known as: 
A. The constructivists view
B. The behaviorist view
C. The cognitivist view
D. The rehabilitative view

Difficulty: Medium
 
18. (p. 63) Which of the following would be considered components of the model Forces for Change? 
A. Institutionalism
B. Transaction costs
C. Adaptability
D. Sustained advantage

Difficulty: Medium
 
19. (p. 63) Which of the following is NOT a component of the model Forces of Change? 
A. Competitive advantage
B. Cost containment
C. Impatient capital markets
D. Transaction costs

Difficulty: Medium

20. (p. 63) Which of the following would be considered components of the model of Forces for Stability? 
A. Institutionalism
B. Control
C. Competitive advantage
D. Adaptability

Difficulty: Medium
 
21. (p. 63) Which of the following is NOT a component of the model of Forces of Stability? 
A. Predictability and uncertainty reduction
B. Organizational social capital
C. Sustained advantage
D. Competitive advantage

Difficulty: Medium
 
22. (p. 64) ____ strategies are designed to keep the organization effective by adapting parts of it to changes happening in the outside environment. 
A. Buffering
B. Bridging
C. Binding
D. Bureaucratic

Difficulty: Easy
 
23. (p. 64) ____ strategies are designed to keep the organization efficient by avoiding change through shielding parts of it from the effects of the environment. 
A. Buffering
B. Bridging
C. Binding
D. Bureaucratic

Difficulty: Easy

24. (p. 65) Internal organizational pressures for change include all of the following, EXCEPT: 
A. Growth pressures
B. Identity pressures
C. New Broom pressures
D. Geopolitical pressures

Difficulty: Medium
 
25. (p. 67) The U.S. Mint's dilemma regarding whether it should produce coins as a passive organization following the dictates of the Federal Reserve and Congress or act like a market-based organization is an example of a(n): 
A. Growth crisis
B. Political crisis
C. Identity crisis
D. Management crisis

Difficulty: Medium
 
26. (p. 67) What is an advantage that a new CEO has over a predecessor? 
A. They can create energy for change within the organization
B. They are hampered by adherence to past organizational practices
C. They can tackle customer problems with a lack of credibility since they are not associated with previous problems
D. They are often paid more than the previous CEO, so there is a perception that he/she is a better leader

Difficulty: Easy

27. (p. 67) Which of the following is NOT an advantage that a new CEO has over a predecessor? 
A. They can create energy for change within the organization
B. They can focus on problems that may have been ignored in the past because hey involve organizational "sacred cows"
C. They are unhampered by adherence to past organizational practices
D. Employees are often receptive to change

Difficulty: Medium
 
28. (p. 69) The tussle between Philip Purcell and John Mack for the CEO position at Morgan Stanley after the company was bought by Dean Witter & Discover Financial Services Inc in 1997 is an example of: 
A. Geopolitical pressures
B. Economic pressures
C. Power and political pressures
D. Management pressures

Difficulty: Hard
 
29. (p. 59) According to the text, the company cited as having one of the worst corporate boards in the 1990's was: 
A. AOL Time Warner
B. Walt Disney Co
C. Verizon Corp
D. Delphi Corp

Difficulty: Easy

30. (p. 58) Hyper-competition pressures force companies to: 
A. Deliver goods and services more quickly, more customized and more flexibly
B. Take on activities similar to other organizations due to government mandate
C. Rectify poor or negative images of the organization
D. Commit to organizational changes, including employee empowerment

Difficulty: Hard

True / False Questions
 
31. (p. 52) Organizational change can occur as a simple result of the latest management fad or fashion? 
TRUE

Difficulty: Easy
 
32. (p. 54) Formal coercive pressure occurs when organizations are forced to change to meet legal or legislative requirements such as pollution requirements, tax laws or affirmative action programs. 
TRUE

Difficulty: Medium
 
33. (p. 56) Geopolitical pressures for change do NOT occur as a result of escalating mergers and acquisitions impacting an industry. 
FALSE

Difficulty: Medium

34. (p. 56) According to Kotter, the fall of socialist countries and their reorientation toward capitalist economies has created new opportunities, but has also been associated with more competition and a demand for increased speed. 
TRUE

Difficulty: Medium
 
35. (p. 59) Reputation and credibility pressures must develop slowly over time. 
FALSE

Difficulty: Easy
 
36. (p. 59) After being accused of having one of the worst corporate boards in the United States during the 1990s, the Walt Disney Company remains reluctant to incorporate any forms of change into the board structure or practices. 
FALSE

Difficulty: Medium
 
37. (p. 60) Managers generally all respond to external pressures the same way, but vary in responses to internal pressures. 
FALSE

Difficulty: Easy
 
38. (p. 61) Some organizations may fail to respond to pressures to change due to being trapped by previous organizational success. 
TRUE

Difficulty: Medium

39. (p. 62) A Type 1 error occurs when managers threaten the survival of their firms by failing to take actions as they perceive their environment as stable when it is turbulent. 
FALSE

Difficulty: Medium
 
40. (p. 63) Adaptability, impatient capital markets and competitive advantage are all forces for organizational change. 
TRUE

Difficulty: Easy

Chapter 04
What Changes in Organizations

Multiple Choice Questions
 
1. (p. 86) Change that is incremental and continuous is known as: 
A. First-order change
B. Second-order change
C. Natural change
D. Contrived change

Difficulty: Easy
 
2. (p. 86) Change that is revolutionary and discontinuous is known as: 
A. First-order change
B. Second-order change
C. Natural change
D. Contrived change

Difficulty: Easy
 
3. (p. 86) ____ occurs where incremental changes are made in anticipation to changes in the external environment. 
A. Fine-tuning
B. Adaptive change
C. Reorientation
D. Re-creation

Difficulty: Medium

4. (p. 87) ____ changes are incremental but reactive to changes made by other organizations. 
A. Fine-tuning
B. Adaptive
C. Reorientation
D. Re-creation

Difficulty: Medium
 
5. (p. 87) ____ is anticipatory, discontinuous change, which involves "frame bending". 
A. Fine-tuning
B. Adapting
C. Reorientation
D. Re-creation

Difficulty: Medium
 
6. (p. 87) ____ is second-order change that is reactive and involves "frame breaking". 
A. Fine-tuning
B. Adapting
C. Reorientation
D. Re-creation

Difficulty: Easy
 
7. (p. 87) Major upheaval where the organization breaks with past practice and directions is known as: 
A. Frame breaking
B. Frame bending
C. Frame shifting
D. Framing

Difficulty: Easy

8. (p. 87) Major modification of the organization building on past strengths and history is known as: 
A. Frame breaking
B. Frame bending
C. Frame shifting
D. Framing

Difficulty: Easy
 
9. (p. 88) ____ organizations discourage initiative by removing responsibility. 
A. Autocratic
B. Meritocratic
C. Social Club
D. Modern

Difficulty: Easy
 
10. (p. 88) ____ organizations constrain individual initiative and action by tightly regulating controls and procedures throughout the company. 
A. Autocratic
B. Meritocratic
C. Social Club
D. Antiquated

Difficulty: Medium
 
11. (p. 88) ____ organizations discourage individual initiative by requiring conformity to the team rather than to the work itself. 
A. Autocratic
B. Meritocratic
C. Social Club
D. Modern

Difficulty: Medium

12. (p. 89) ____ is reducing the number of vertical levels of the organization. 
A. Delayering
B. Outsourcing
C. Disaggregation
D. Short-term staffing

Difficulty: Easy
 
13. (p. 89) According to Palmer and Dunford, which of the following is NOT one of the commonly occurring recommendations for organizational change when coping with the hypercompetitive business environment? 
A. Empowerment
B. Flexible work groups
C. Reduction of internal and external boundaries
D. Long-term staffing

Difficulty: Medium
 
14. (p. 90) ____ is when employees are provided with authority, resources and encouraged to take action. 
A. Delayering
B. Outsourcing
C. Disaggregation
D. Empowerment

Difficulty: Easy
 
15. (p. 90) ____ is when people are contracted to the organization for a short period of time to work on specific issues/tasks. 
A. Delayering
B. Outsourcing
C. Disaggregation
D. Short-term staffing

Difficulty: Easy

16. (p. 90) ____ is breaking the organization into smaller business units. 
A. Delayering
B. Outsourcing
C. Disaggregation
D. Empowerment

Difficulty: Easy
 
17. (p. 92) A ____ transformation occurs when an organization moves from an entrepreneurial to a professional management structure. 
A. Type 1
B. Type 2
C. Type 3
D. Type 4

Difficulty: Medium
 
18. (p. 93) A ____ transformation involves the revitalization of already established companies. 
A. Type 1
B. Type 2
C. Type 3
D. None of the above

Difficulty: Medium
 
19. (p. 93) A ____ transformation involves visionary change in which the organization fundamentally changes the business in which it is involved. 
A. Type 1
B. Type 2
C. Type 3
D. None of the above

Difficulty: Medium

20. (p. 94) ____ change is one that is large enough to overcome the inertia that plagues large organizations while avoiding the cataclysmic side effects of massive revolutions. 
A. Tectonic
B. Punctuated
C. Gradual
D. Mimetic

Difficulty: Medium
 
21. (p. 94) ____ can result when the change is perceived as unnecessary, there being little gap between the current identity and the one that is implied in the change. 
A. High inertia
B. High stress
C. High disorder
D. High confusion

Difficulty: Medium
 
22. (p. 94) ____ can result when the change is perceived as unattainable and the gap is too wide between the current organizational identity and the one that will occur as a result of the change. 
A. High inertia
B. High stress
C. High disorder
D. High confusion

Difficulty: Medium
 
23. (p. 96) ____ are passing shocks that can temporarily disrupt organizations but then eventually subside. 
A. Jolts
B. Step functions
C. Oscillations
D. Tremors

Difficulty: Easy

24. (p. 96) ___ are where new conditions emerge which are permanent and requires organizations to move from one position to another in order to achieve a better fit with the environment. 
A. Jolts
B. Step functions
C. Oscillations
D. Tremors

Difficulty: Easy
 
25. (p. 96) ____ are where cycles of discontinuity occur, including expansion and contraction of an organization's market or operating environment. 
A. Jolts
B. Step functions
C. Oscillations
D. Tremors

Difficulty: Easy
 
26. (p. 99) ____ is the intentional process of permanently reducing the staff numbers in an organization. 
A. Downsizing
B. Offshoring
C. Staff enhancing
D. Aggregating

Difficulty: Easy
 
27. (p. 100) Which of the following is NOT a form of downsizing discussed in the text? 
A. Retrenchment
B. Retreating
C. Downscaling
D. Downscoping

Difficulty: Medium

28. (p. 100) _____ is done by centralizing or specializing a firm's operations to sustain or improve productivity. 
A. Retrenchment
B. Retreating
C. Downscaling
D. Downscoping

Difficulty: Medium
 
29. (p. 100) ____ is constituted by permanent alterations to employment and tangible resource capacity. 
A. Retrenchment
B. Retreating
C. Downscaling
D. Downscoping

Difficulty: Medium
 
30. (p. 100) ____ is when the firm divests activities or markets in which it operates. 
A. Retrenchment
B. Retreating
C. Downscaling
D. Downscoping

Difficulty: Medium
 
31. (p. 100) Which of the following is NOT viewed as a challenge of downsizing? 
A. Employee retention
B. Survivor Syndrome
C. Cultural adjustment
D. Lower payroll taxes

Difficulty: Easy

True / False Questions
 
32. (p. 101) "Hard landings" is the syndrome where employees remaining after downsizing question why the change occurred, feel guilty that they remain while other colleagues are unemployed and suffer from low morale. 
FALSE

Difficulty: Medium
 
33. (p. 100) Downsizing may lead to the loss of important and skilled employees. 
TRUE

Difficulty: Easy
 
34. (p. 103) Goal synthesis and identifying political barriers are challenges faced by managers introducing new technologies. 
TRUE

Difficulty: Medium
 
35. (p. 103) Contingency planning enables "what if" questions to be asked that can anticipate possible scenarios that might emerge and how they could be handled. 
TRUE

Difficulty: Easy
 
36. (p. 103) Mergers and acquisitions have been a popular form of organizational growth since the 1790s. 
FALSE

Difficulty: Medium

37. (p. 105) Cost savings is a challenge confronting managers involved in mergers and acquisitions. 
TRUE

Difficulty: Easy
 
38. (p. 86) First-order change is radical and fundamentally alters the organization at its core. 
FALSE

Difficulty: Easy
 
39. (p. 87) Adaptive changes are incremental but reactive to changes made by other organizations. 
TRUE

Difficulty: Easy
 
40. (p. 92) Not all transformational changes are of the same order of magnitude. 
TRUE

Difficulty: Medium
 
41. (p. 94) High inertia can result when the change is perceived as unattainable and the gap is too wide between the current organizational identity and the one that will occur as a result of change. 
FALSE

Difficulty: Hard

Chapter 05
Diagnosis for Change

Multiple Choice Questions
 
1. (p. 122) Which of the following is NOT a reason that implicit models of change are limited? 
A. They are likely based on the experience of one or a few individuals
B. Their generalizability may be uncertain
C. It is difficult for other individuals to be aware of the framework/assumptions within with the decisions are being made
D. Implicit models provide greater levels of analytical complexity

Difficulty: Hard
 
2. (p. 122) According to Burke, which of the following is a way in which organizational models can be useful? 
A. By reducing the manageability of a complex situation
B. By helping identify which aspects of an organization's activities are most needing attention
C. By providing uncommon language in which an organization's characteristics may be discussed
D. By minimizing the interconnectedness of various organizational properties

Difficulty: Hard
 
3. (p. 122) According to Burke, which of the following is NOT a way in which organizational models can be useful? 
A. By highlighting interconnectedness of various organizational properties
B. By providing a guide to the sequence of actions to take in a change situation
C. By demonstrating connectedness and sequential aspects of change
D. By predicting the magnitude of change

Difficulty: Hard

4. (p. 123) Which of the following is NOT a part of Weisbord's Six-Box Organizational Model? 
A. Purposes
B. Structure
C. Rewards
D. Bureaucracy

Difficulty: Easy
 
5. (p. 123) According to Weisbord's Six-Box Organizational Model, the question "Do all tasks have incentives?" would be associated with: 
A. Rewards
B. Helpful Mechanisms
C. Relationships
D. Leadership

Difficulty: Medium
 
6. (p. 123) According to Weisbord's Six-Box Organizational Model, the question "Have we adequate coordinating technologies?" would be associated with: 
A. Structure
B. Rewards
C. Helpful Mechanisms
D. Leadership

Difficulty: Medium
 
7. (p. 124) The ____ model is based upon the propositions that organizational effectiveness comes from the interaction of multiple factors; and that successful change requires attention to the interconnectedness of the variables. 
A. Six-Box Organizational
B. 7-S Framework
C. Star
D. Congruence

Difficulty: Medium

8. (p. 124) Which of the following is NOT one of the McKinsey 7-S Framework components? 
A. Strategy
B. Support
C. Systems
D. Style

Difficulty: Hard
 
9. (p. 124) According to the McKinsey 7-S Framework model, ____ refers to the formal organizational design. 
A. Structure
B. Systems
C. Staff
D. Skills

Difficulty: Medium
 
10. (p. 124) According to the McKinsey 7-S Framework model, ____ refers to the processes for development of the human resources of the organization. 
A. Structure
B. Staff
C. Skills
D. Systems

Difficulty: Medium
 
11. (p. 124) According to the McKinsey 7-S Framework model, ____ refers to the organization's vision. 
A. Systems
B. Skills
C. Strategy
D. Superordinate goals

Difficulty: Medium

12. (p. 124) According to the McKinsey 7-S framework, _____ is a reference to patterns in actions of managers and others in the organization; that is, how they actually behave when faced with the need to act. 
A. Strategy
B. Support
C. Systems
D. Style

Difficulty: Medium
 
13. (p. 126) Which of the following is NOT a component of the Star Model? 
A. Strategy
B. Structure
C. Reward systems
D. Technology practices

Difficulty: Easy
 
14. (p. 127) According to Nadler and Tushman's Congruence Model, the specific work activities to be carried out are known as the ____ component. 
A. Resources
B. Formal organizational arrangements
C. Task
D. Individial

Difficulty: Hard
 
15. (p. 128) The Burke-Litwin Model differentiates between those elements of the model that are seen as likely to be the source of ____ change and those that are more likely to be the source of change that is experienced as ____. 
A. Transformational; transactional
B. Microscopic; macroscopic
C. Positive; negative
D. Mimetic; original

Difficulty: Medium

16. (p. 129) Which of the following is NOT a component of Bolman and Deal's Four Frame Model? 
A. The structural frame
B. The economic frame
C. The political frame
D. The symbolic frame

Difficulty: Medium
 
17. (p. 129) According to the Four Frame Model, the ____ frame suggests that we see organizations as sites where participants interact in pursuit of a range of objectives, some in common and some that differ; some that complement and some that conflict. 
A. Structural
B. Human resource
C. Political
D. Symbolic

Difficulty: Medium
 
18. (p. 129) According to the Four Frame Model, the ____ frame proposes that the essence of an organization may lie not in its formal structure and processes, but in its culture. 
A. Structural
B. Human resource
C. Political
D. Symbolic

Difficulty: Medium

19. (p. 130) The analysis technique in which people are asked to describe their organization and how it operates by providing an image in the form of either a simile or a metaphor is known as: 
A. Diagnosis by image
B. Organizational imaging
C. Extrapolation by analysis
D. Meta-analysis

Difficulty: Medium
 
20. (p. 130) According to the PESTEL framework, which of the following factors would be concerned with unemployment levels? 
A. Political
B. Economic
C. Social
D. Legal

Difficulty: Medium
 
21. (p. 130) According to the PESTEL framework, which of the following factors would be concerned with demographic changes? 
A. Political
B. Environmental
C. Social
D. Economic

Difficulty: Easy
 
22. (p. 131) According to Scenario Methodology, a useful approach is to construct scenarios into the categories of: 
A. Good, bad and indifferent
B. Past, present and future
C. Extreme, minimal and average
D. Optimist, pessimistic and most likely

Difficulty: Medium

23. (p. 132) Which of the following is NOT one of the questions asked when performing Gap Analysis? 
A. Where are we now?
B. How did we get here?
C. Where do we want to go?
D. How can we get there?

Difficulty: Hard
 
24. (p. 130) What does the "S" stand for in the PESTEL framework? 
A. Social
B. Symbolism
C. Support
D. Staff

Difficulty: Easy
 
25. (p. 139) According to Johnson, which of the following is NOT an element of the cultural web? 
A. Paradigm
B. Stories
C. Symbols
D. Attitude

Difficulty: Medium
 
26. (p. 139) According to the cultural web, influential groupings in the organization is known as: 
A. Organizational structure
B. Power structures
C. Control systems
D. Paradigms

Difficulty: Medium

27. (p. 140) According to Bolman and Deal's analysis of structural dilemmas, the situation when all necessary tasks may go undone to the detriment of the whole organization is known as the ____ dilemma. 
A. Differentiation versus intregration
B. Gap versus overlap
C. Underuse versus overload
D. Lack of clarity versus lack of creativity

Difficulty: Medium
 
28. (p. 140) According to Bolman and Deal's analysis of structural dilemmas, the fact that a lack of accountability can lead to control failures but so can attempts at very close monitoring as it may be demotivating and/or encourage people to find ways to beat the system is known as the ____ dilemma. 
A. Underuse versus overload
B. Gap versus overlap
C. Excessive autonomy versus excessive interdependence
D. Too loose versus too tight

Difficulty: Medium
 
29. (p. 140) In analyzing organizational boundaries, ____ boundaries exist between organizational units. 
A. Vertical
B. Horizontal
C. External
D. Geographic

Difficulty: Medium

30. (p. 141) In analyzing organizational boundaries, ____ boundaries are those between the organization and customers or suppliers. 
A. Vertical
B. Horizontal
C. External
D. Geographic

Difficulty: Medium

True / False Questions
 
31. (p. 122) Managers perform organizational diagnosis even if they are not utilizing explicit diagnostic models. 
TRUE

Difficulty: Medium
 
32. (p. 124) According to the 7-S Framework model, "Strategy" refers to the organization's vision. 
FALSE

Difficulty: Medium
 
33. (p. 124) According to Galbraith's Star Model, an organization is at its most effective when the five major components of organizational design are in alignment. 
TRUE

Difficulty: Medium

34. (p. 126) According to Galbraith's Star Model, misalignment of any of the factors is considered to produce suboptimal performance. 
TRUE

Difficulty: Medium
 
35. (p. 128) The main contribution of the Burke-Litwin Model is that it differentiates between those elements of the model that are seen as likely to be the source of major change and those that are more likely to be the source of change this is experienced as incremental. 
TRUE

Difficulty: Hard
 
36. (p. 128) According to the Four-Frame Model, without the capacity to use multiple frames, managers may become locked into their one favored way of seeing the world. 
TRUE

Difficulty: Medium
 
37. (p. 131) Scenario analysis is generally ineffective for training pilots and similar professionals due to the fact that the simulations are incapable of creating realistic situations. 
FALSE

Difficulty: Medium
 
38. (p. 132) Gap analysis is usually criticized as being overly complex in terms of reviewing an organization's position. 
FALSE

Difficulty: Medium

39. (p. 132) Strategy is often conceived of as being at the heart of change. 
TRUE

Difficulty: Easy
 
40. (p. 135) The Strategic Inventory involves a much less sophisticated analysis than that provided by SWOT analysis. 
FALSE

Difficulty: Easy

Chapter 06
Resistance to Change

Multiple Choice Questions
 
1. (p. 160) According to the ____ perspective of resistance to change, resistance is a sign that not everybody is on board in terms of making the change and resistance can and must be overcome in order to move forward. 
A. Director
B. Navigator
C. Coach
D. Nurturer

Difficulty: Medium
 
2. (p. 160) According to the ____ perspective of change, resistance if possible but likely to be short lived and ultimately futile; at best resistance might temporarily delay change but not be able to halt its inexorable impact. 
A. Director
B. Navigator
C. Caretaker
D. Nurturer

Difficulty: Medium
 
3. (p. 160) According to the ____ perspective, resistance is something that needs to be recognized and expected as change takes people out of their comfort one; change managers need to work with resistance in a way that reveals to the resistor that such actions are not in accord with good teamwork within the organization. 
A. Navigator
B. Caretaker
C. Nurturer
D. Coach

Difficulty: Medium

4. (p. 161) Which of the following is NOT a reason why people react positively to change: 
A. Security
B. Money
C. Responsibility
D. Apathy

Difficulty: Easy
 
5. (p. 161) In reviewing the tridimensional factors regarding resistance to change, the ____ factor involves how a person feels about change. 
A. Affective component
B. Cognitive component
C. Behavioral component
D. None of the above

Difficulty: Medium
 
6. (p. 161) In reviewing the tridimensional factors regarding resistance to change, the ____ factor involves how a person thinks about change. 
A. Affective component
B. Cognitive component
C. Behavioral component
D. People do not consciously think about change

Difficulty: Medium
 
7. (p. 161) The signs of ____ resistance to change are identified as being critical, finding fault, ridiculing or using facts selectively. 
A. Active
B. Passive
C. Malignant
D. Benign

Difficulty: Easy

8. (p. 162) The signs of ____ resistance to change are identified as agreeing verbally but not following through, procrastinating or dragging one's feet. 
A. Active
B. Passive
C. Apathetic
D. Benign

Difficulty: Easy
 
9. (p. 162) Which of the following reasons is NOT cited in your text as a reason that people are resistant to change? 
A. Dislike of change
B. Discomfort with uncertainty
C. Perceived negative effects on interest
D. The belief that the specific change being proposed is appropriate

Difficulty: Medium
 
10. (p. 161) Which of the following is NOT one of the symptoms of active resistance to change? 
A. Being critical
B. Finding fault
C. Ridiculing
D. Agreeing verbally but not following through

Difficulty: Hard
 
11. (p. 165) Expectations of trust, loyalty and recognition are related to the ______ dimension of change. 
A. Formal
B. Psychological
C. Social
D. None of the above

Difficulty: Medium

12. (p. 165) The specific task that a person is employed to do, how it relates to tasks carried out by others in the organization, how performance is assessed and the associated level of remuneration is associated with the ____ dimension of change. 
A. Formal
B. Psychological
C. Social
D. None of the above

Difficulty: Medium
 
13. (p. 166) Abrahamson refers to ____ organizations where change-fatigued managers react to initiative overload by resisting further change and voicing an aggressive cynicism. 
A. Closed system
B. Permafrost
C. Clouded
D. Sleepy

Difficulty: Medium
 
14. (p. 167) ____ are influential because they are based on real-life experiences and, as such, are likely to be given greater credibility than the words-assurances of current managers. 
A. Resistors
B. Milestones
C. Scripts
D. Initiatives

Difficulty: Medium
 
15. (p. 170) When managers feel themselves ready for change, but "miss" the signs that it is needed, we sometimes refer to the situation as: 
A. Deficient Reaction Syndrome
B. The Icarus Paradox
C. Boiled Frog Syndrome
D. Strategic Atrophy

Difficulty: Hard

16. (p. 172) When characteristics that have led to organizational success, over time, become the basis for the organization's downfall, we sometimes refer to the phenomenon as: 
A. The Icarus Paradox
B. Deficient Reaction Syndrome
C. Boiled Frog Syndrome
D. Strategic Atrophy

Difficulty: Hard
 
17. (p. 171) When information that should set off warning bells is either ignored or interpreted in such a way that it is seen as confirming rather than requiring a questioning of existing strategy, we refer to this as: 
A. Deficient Reaction Syndrome
B. The Icarus Paradox
C. Enigmatic Leadership
D. Strategic Atrophy

Difficulty: Medium
 
18. (p. 172) Which of the following is NOT a part of Kotter and Schlesinger's "classic" prescription on managing resistance to change? 
A. Participation and involvement
B. Negotiation and agreement
C. Manipulation and cooptation
D. Investigation and deception

Difficulty: Medium
 
19. (p. 172) According to Jick and Peiperl, what is the first psychological stage of change? 
A. Shock
B. Defensive retreat
C. Acknowledgement
D. Adaptation and change

Difficulty: Easy

20. (p. 172) According to Jick and Peiperl, what is the second psychological stage of change? 
A. Adaptation and change
B. Acknowledgement
C. Defensive retreat
D. Shock

Difficulty: Medium
 
21. (p. 172) ____ involves a refusal to recognize the situation being faced. 
A. Denial
B. Resistance
C. Exploration
D. Commitment

Difficulty: Easy
 
22. (p. 173) In the Scott and Jaffe Model of Resistance to Change, the ____ stage is where attention is focused on the new course of action. 
A. Shock
B. Exploration
C. Resistance
D. Commitment

Difficulty: Medium
 
23. (p. 175) According to Karp, which of the following statements would be considered "the stall?" 
A. I don't want to
B. I'll get on it first thing next week
C. I think that the change would be better if it were first implemented in X's division
D. See what you're making me do

Difficulty: Medium

24. (p. 175) According to Karp, which of the following statements would be considered "the projected threat?" 
A. Tell me exactly what you want me to do
B. Wow, what a great idea!
C. X isn't going to like this
D. You owe me one

Difficulty: Medium
 
25. (p. 175) According to Karp, which of the following statements would be considered "the guilt trip?" 
A. But we've always done it the other way
B. See what you're making me do
C. You owe me one
D. I don't want to

Difficulty: Medium
 
26. (p. 174) ____ is the process of influencing or leading through the purposeful control of one's thoughts. 
A. Thought Self-leadership
B. Introverted management
C. Internal strategic-reflection
D. Covert thinking

Difficulty: Medium
 
27. (p. 177) ____ refers to the ability to mix major change initiatives, the ones most likely to be destabilizing and disruptive. 
A. Tweaking
B. Tinkering
C. Kludging
D. Pacing

Difficulty: Easy

28. (p. 177) Which of the following is NOT one of the fundamental touchstones for enhancing the power of resistance? 
A. Embrace resistance
B. Respect those who resist
C. Join with the resistance
D. Fuel the resistance

Difficulty: Medium
 
29. (p. 180) According to Mauer, the default position of _____ is the tendency to get rid of people who dare to question the wisdom of the change. 
A. Apply force of reason
B. Kill the messenger
C. Manipulate those who oppose
D. Play off relationships

Difficulty: Medium
 
30. (p. 179) According to Mauer, the default position of ____ is when the manager tries to overwhelm change opponents with facts. 
A. Manipulate those who oppose
B. Play off relationships
C. Apply force of reason
D. Make deals

Difficulty: Medium

True / False Questions
 
31. (p. 163) The readiness for change will be affected by people's perceptions of the likely effect of change on their personal interests. 
TRUE

Difficulty: Easy

32. (p. 165) There are many reasons organizations may experience complacency, including a track record of success and the lack of any visible crisis. 
TRUE

Difficulty: Medium
 
33. (p. 166) People may resist change, not always because they think that the proposed change is wrong, but because they believe the timing to be wrong. 
TRUE

Difficulty: Easy
 
34. (p. 166) One form of excessive change is when an organization is pursuing several change initiatives at once and these are perceived by people in the organization as unrelated or, even worse, in conflict. 
TRUE

Difficulty: Medium
 
35. (p. 167) The least reliable predictor of how people will interpret the implications of an announcement of change is their experience of previous organizational changes. 
FALSE

Difficulty: Medium
 
36. (p. 168) Where the past experience has been positive, cynicism is likely to result, which in turn reduces willingness to engage in future change efforts. 
FALSE

Difficulty: Easy
 
37. (p. 169) It is important not to assume that the only ones who may not respond positively to proposals for change are "the managed" and not the managers. 
TRUE

Difficulty: Easy
 
38. (p. 176) The difference between tinkering and kludging is a matter of scale, with kludging being more modest. 
FALSE

Difficulty: Medium
 
39. (p. 161) The symptoms identified with passive resistance to change include being critical, ridiculing and sabotaging. 
FALSE

Difficulty: Easy
 
40. (p. 163) People find it easier to be supportive of changes that they see as not threatening their interests and may resist those that are seen as damaging to these interests. 
TRUE

Difficulty: Medium

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