Liberty University Stuff: Liberty University BUSI 340 quiz 8 solutions answers right

Liberty University BUSI 340 quiz 8 solutions answers right

How many versions: 5 different versions

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Which of the following statements is consistent with the attraction-selection-attrition (ASA) theory

What is the significance of artifacts in organizational culture

Which strategy for merging two distinct cultures is most effective when the two companies have relatively weak cultures with overlapping values

Which of the following organizational culture dimension is characterized by competitiveness and a low emphasis on social responsibility

One advantage of countercultures is that they

A deculturation strategy of merging two corporate cultures should be applied

Which of the following is true about socialization agents

The preemployment stage of organizational socialization would be more effective if

_____ are unconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities

Which of the following is a verbal symbol of cultural values

Which of the following is true about mental models

An organization's culture begins with its _____.

Senior executives at a large retail organization want employees to become more customer-friendly. Employees think they are serving customers well enough and the company is the dominant player in the market. What should the executives do to create an urgency to change in this situation

One problem that coaching and other forms of learning have in minimizing resistance to change is that they

One reason the CEO's idea of using an appreciative inquiry approach might be successful is that this approach takes the organization from "what is" to ultimately

Which of the following change management strategies should be given a priority when employees need to break old routines and adopt new role patterns

One problem that communication, learning, and employee involvement have in minimizing resistance to change is that they

According to the Four-D Model, appreciative inquiry begins by

will clearly lose out from the proposed changes and they have enough power to cause the change effort to fail. Assuming that the change effort can proceed slowly and cost is not an issue, the preferred strategy for dealing with this resistance to change is

When managing change, learning interventions should be used

Which of the following statements is true concerning Lewin's Force Field model in the context of changes in other cultures

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. They followed the action research model to produce meaningful organizational change. Which of the following change strategies does this intervention represent?

The positive principle, the constructionist principle, and the simultaneity principle are principles of

What is the role of future search conferences in the process of organizational change

In organizational change, future search conferences are used mainly to

The best way to determine an organization's shared assumptions is to

Which of the following statements about the strength of organizational culture and organizational performance is true?

When merging two organizations, a separation strategy is most commonly applied when

The main purpose of a bicultural audit is to

Language is

A deculturation strategy of merging two corporate cultures should be applied

Organizational socialization is best described as a process of where newcomers try to make sense of and adapt to the company's environment

Which of the following is true about mental models

During which of the following stages of socialization do people first learn about the organization and job

Which of these statements about shared assumptions is true

The three stages of organizational socialization, in order, are

A(n) is a system whereby newcomers are assigned to coworkers for sources of information and social support

Unfreezing refers to

Which of the following is true about organizational change

Which of the following statements is true concerning Lewin's Force Field model in the context of changes in other cultures

Which of the following types of resistance to change is a strategy to "prove" that the decision is wrong or that the change agent is incompetent

A parallel learning structure

ABC Corp selected employees from across the organization to find new ways to serve its customers. The team operated independently of the main organization and experimented with new service delivery approaches. This team is most similar to

Action research is

One way that communication minimizes resistance to change is by

Which model of organization change explicitly refers to unfreezing the current situation and refreezing the desired state

One reason the CEO's idea of using an appreciative inquiry approach might be successful is that this approach takes the organization from "what is" to ultimately

Increasing the restraining forces and reducing or removing the driving forces would

(blank) tries to break out of the problemsolving mentality of traditional change management practices by reframing relationships around the positive and the possible

According to the action research model, the before diagnosing the need for change

1.	Organizational culture consists of the values and assumptions shared within an organization which also dictates the correct way of thinking about and acting on problems and opportunities facing the organization. True False

2.	Organizational culture defines what is important and unimportant in the company and consequently directs everyone in the organization toward the "right way" of doing things. True False

3.	Values represent an important invisible part of an organization's culture. True False

4.	Implicit mental models are part of an organization's culture. True False

5.	Espoused values are usually socially undesirable. True False

6.	Organizational culture consists of espoused values, but not shared enacted values. True False

7.	An organizations' culture is usually quite blurry, so much so that it cannot be estimated through employee surveys alone. True False

8.	Most organizational culture models oversimplify the diversity of cultural values in organizations. True False

9.	Many of the popular organizational culture models and measures oversimplify the variety of organizational cultures and correctly assume that it is relatively easy to fit organizations into these categories. True False

10.	Subcultures oppose the dominant culture by espousing parallel assumptions and values. True False

11.	Organizational countercultures further strengthen the organization's dominant culture. True False

12.	Organizational countercultures can potentially create conflict and dissension among employees. True False

13.	Organizational countercultures can potentially help the organization maintain its ethical conduct. True False

14.	Artifacts of organizational culture may include the building's design, the way people are greeted, and the food served in the company's cafeteria. True False

15.	Artifacts provide valuable evidence about a company's culture. True False

16.	Rituals support organizational culture by providing social prescriptions of the ways things should or should not be done around the organization. True False

17.	In order to be effective, organizational stories must describe real people and recount true past events. True False

18.	Organizational stories are most effective at communicating corporate culture when they describe real people and seem to represent true events. True False

19.	Organizational stories are the programmed routines of daily organizational life that dramatize an organization's culture. True False

20.	A ritual would include how visitors are greeted as they enter the company's offices. True False

21.	Ceremonies are more formal artifacts than rituals. True False

22.	Language reflects an organization's dominant values but not the values of its subcultures. True False

23.	An organization's physical structures usually do not reflect or influence its cultural values. True False

24.	The strength of an organization's culture refers to how widely and deeply employees hold the company's dominant values and assumptions. True False

25.	One problem with a strong corporate culture is that it increases conflict among employees within the company and makes it more difficult for them to understand each other. True False

26.	In corporate cults, the culture is so strong that it focuses employees on one mental model so much that they may fail to see issues from different perspectives. True False

27.	Very strong cultures often become dysfunctional when they encourage dissenting subcultural values. True False

28.	Organizations with adaptive cultures are unable to maintain a stable value system and consequently tend to perform poorly in the long run. True False

29.	The first step in a bicultural audit is to identify strategies and prepare action plans to bridge the two organizations' cultures. True False

30.	When assimilation is compared to other strategies for merging two organizations, it is most likely to result in a culture clash. True False

31.	The deculturation strategy is most appropriate when the merging companies are in unrelated industries. True False

32.	Organizational culture can sometimes be reshaped by applying transformational leadership and organizational change practices. True False

33.	Reward systems have little or no effect on strengthening corporate culture. True False

34.	The attraction-selection-attrition (ASA) theory explains why companies are able to attract and select people who fit the culture, but later on have difficulty in creating a stronger culture. True False

35.	Organizational socialization is the process by which individuals create social norms to interact within the organization. True False

36.	Organizational socialization begins on the first day of employment and continues throughout one's career within the company. True False

37.	The main problem with the encounter stage of socialization is that outsiders rely on indirect information about what it is like to work in the organization. True False

38.	Reality shock occurs when you perceive a discrepancy between your preemployment expectations and on-the-job reality. True False

39.	Reality shock occurs on or before the first day of work then quickly subsides. True False

40.	Realistic job previews improve organizational socialization by ensuring that applicants develop more accurate preemployment expectations. True False

41.	Coworkers are important organizational socialization agents. True False

42.

_____ are unconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities.

Values

B.	Organizational artifacts

Languages

Beliefs

E.	Shared assumptions

43.

Which of these statements about shared assumptions is true?

A.	They are not taken-for-granted perceptions, but rather conscious decisions.

B.	They are so deeply embedded they probably cannot be discovered by surveying employees.

C.	They are the same as espoused values.

D.	They are revealed through corporate value statements.

E.	They rise to the surface only when employees let them.

44.

The best way to determine an organization's shared assumptions is to:

A.	interview executives.

B.	look for evidence of its corporate value statements.

C.	determine what the organization's enacted values are.

D.	read public relations statements produced by the organization.

E.	ask customers to evaluate the company's effectiveness.

45.

Which of the following organizational culture dimension is characterized by risk taking, and low cautiousness?

Stability

B.	Innovation

C.	Outcome orientation

D.	Aggressiveness

E.	Respect for people

46.

The organizational culture dimension of attention to detail is characterized by _____.

tolerance

fairness

precision

D.	collaboration

security

47.

Which of the following organizational culture dimension is characterized by competitiveness and a low emphasis on social responsibility?

Stability

B.	Innovation

C.	Outcome orientation

D.	Aggressiveness

E.	Respect for people

48.

The themes shared most widely by employees represent:

A.	the organization's dominant culture.

B.	the organization's deculturation process.

C.	the organization's counterculture.

D.	artifacts held mainly by senior executives in the organization.

E.	rituals prevalent in the organization.

49.

One advantage of countercultures is that they:

A.	rarely exist in real organizations.

B.	maintain surveillance over and critique of the company's dominant culture.

C.	prevent organizations from developing a corporate culture.

D.	ensure that corporate mergers occur without any culture clashes.

E.	discourage conflict and dissension among employees.

50.

One of the functions of _____ is that it is a spawning ground for emerging values that keep the firm aligned with the needs of customers, suppliers, society, and other stakeholders.

A.	a multicultural organization

B.	a shared value

C.	a subculture

D.	an espoused value

E.	urban culture

51.

Which of the following are the observable indicators of organizational culture?

A.	Assumptions

Artifacts

Values

Beliefs

E.	Mental models

52.

What is the significance of artifacts in organizational culture?

A.	Artifacts are the same as organizational culture.

B.	Artifacts are the residual parts of the organization that cannot fit into its culture.

C.	Artifacts represent the directly observable symbols and signs of an organization's culture.

D.	Artifacts are the main observable indicators that the organization does not have a culture.

E.	Artifacts mainly reflect the subcultures that conflict with an organization's dominant culture.

53.

Which of these statements about organizational stories is true?

A.	Organizational stories are after all stories; and most employees have a hard time believing in them.

B.	Stories communicate organizational culture if they describe positive events, whereas they undermine organizational culture if they describe negative events.

C.	Organizational stories are descriptive, but not prescriptive.

D.	Stories are most effective at communicating corporate culture when they describe real events with real people.

E.	Organizational stories advise people what not to do, but leave out the solutions and suggestions.

54.

Organizational stories are most effective at communicating organizational culture only when they:

A.	make employees emotional.

B.	are told by senior executives to the public.

C.	describe real people and are assumed to be true.

D.	are descriptive rather than prescriptive.

E.	tend to pressurize individual performance.

55.

Rituals are:

A.	programmed routines of daily organizational life that dramatize the organization's culture.

B.	more formal artifacts than ceremonies.

C.	verbal symbols of cultural values that reveal how employees talk to one another, describe customers, express anger, and greet stakeholders.

D.	physical structures that convey the dominant values of an organization's culture.

E.	games that people play to defy the dominant culture and, instead, support countercultural beliefs and values.

56.

At meetings of a major consumer products firm, employees habitually stand up when the most senior executive at the meeting enters the room. This practice represents:

A.	evidence that the meeting has employees who hold countercultural values.

B.	an adaptive culture in the company.

C.	a ritual that probably symbolizes the organization's dominant culture.

D.	a form of deculturation that eventually undermines the organization's dominant culture.

E.	that the company's espoused values differs from its enacted values.

57.

Ceremonies are:

A.	programmed routines of daily organizational life that dramatize the organization's culture.

B.	more formal artifacts than ceremonies.

C.	verbal symbols of cultural values that reveal how employees talk to one another, describe customers, express anger, and greet stakeholders.

D.	physical structures that convey the dominant values of an organization's culture.

E.	games that people play to defy the dominant culture and, instead, support countercultural beliefs and values.

58.

Whenever a team in Ads Today, an advertising firm, wins a new contract, the successful team rings a loud bell and breaks out a bottle of champagne. In organizational culture, this practice would be considered:

A.	unethical.

B.	a ceremony.

C.	a mental model.

D.	a symptom of a culture that is out of touch with its external environment.

E.	irrelevant to the meaning or study of organizational culture.

59.

Which of the following is an artifact?

Values

Language

C.	Assumptions

Beliefs

E.	Corporate cult

60.

Language is:

A.	programmed routines of daily organizational life that dramatize the organization's culture.

B.	not good at highlighting the values of organizational subcultures.

C.	verbal symbols of cultural values that reveal how employees describe customers, express anger, and greet stakeholders.

D.	physical structures that convey the dominant values of an organization's culture.

E.	games that people play to defy the dominant culture and, instead, support countercultural beliefs and values.

61.

Which of the following is a verbal symbol of cultural values?

A.	Speech at ceremonies

B.	Expression of anger

C.	Shared assumptions

Beliefs

Rituals

62.

Which of the following is true about organizational culture?

A.	It is suggested that companies with strong cultures tend to be more successful, irrespective of any conditions.

B.	Companies have strong cultures when the dominant values are held mainly by a few people at the top of the organization.

C.	Most employees across all subunits understand the dominant values but choose to ignore them.

D.	The life span of strong organizational cultures is almost always short.

E.	The strength of an organization's culture refers to how widely and deeply employees hold the company's dominant values and assumptions.

63.

Which of the following statements about the strength of organizational culture and organizational performance is true?

A.	Organizations with stronger cultures tend to perform better than those with weak cultures when the culture content fits the external environment.

B.	There is no relationship between an organization's cultural strength and its performance.

C.	Organizations with stronger cultures tend to perform better only when they acquire other organizations with distinct cultures.

D.	Organizations with stronger cultures almost always perform poorly compared to those with weak cultures.

E.	Organizations with stronger cultures perform poorly if they have subcultures.

64.

Which of the following tends to happen when an organization's culture is misaligned with its external environment?

A.	The corporate culture gets stronger.

B.	The organization's subcultures weaken.

C.	The organization has more difficulty anticipating and responding to stakeholder needs.

D.	The organization is unable to develop subcultures.

E.	The various subcultures within the organization keep changing.

65.

Which of the following is true about mental models?

A.	Mental models usually help to improve organizational effectiveness.

B.	Mental models are one of the artifacts of organizational culture.

C.	Mental models are mainly used to decipher an organization's culture.

D.	Mental models blind employees to new opportunities and unique problems.

E.	Mental models do not have any relationship with organizational culture.

66.

Organizations that tolerate or encourage subcultures with dissenting values:

A.	usually go quickly out of business.

B.	usually build stronger cultures to counteract those dissenting values.

C.	may eventually use those dissenting values to build a new set of dominant values in the future.

D.	do not have any corporate culture.

E.	have a very rigid corporate culture.

67.

Organizations with an adaptive corporate culture:

A.	are unlikely to survive in the long run.

B.	have a strong sense of ownership.

C.	tend to be less ethical than organizations with non-adaptive cultures.

D.	have no artifacts to keep their culture in place.

E.	are focused inward to employee needs.

68.

Which of the following is a characteristic of an adaptive corporate culture?

A.	Employees hold a common mental model that the organization's success depends on their personal wellbeing.

B.	Employees seek out opportunities rather than wait for them to arrive.

C.	Employees tend to be more reactive.

D.	Employees tend to take the view that any activity beyond their job description is not their job.

E.	Employees are more individualistic and do not experiment with new ideas outside their work profiles.

69.

Employees at SuperTech Services seek out opportunities rather than wait for them to arrive. They also have a strong sense of responsibility for the organization's performance. This implies that SuperTech has:

A.	a weak organizational culture.

B.	a strong counterculture.

C.	relatively few artifacts representing the organization's culture.

D.	a culture that is misaligned with its external environment.

E.	an adaptive culture.

70.

The main purpose of a bicultural audit is to:

A.	determine whether your company's organizational culture is sufficiently strong.

B.	estimate the number of dominant and subcultural values that exist in an organization.

C.	find out whether people from different countries have the same corporate cultures.

D.	identify and diagnose differences in the corporate cultures of merging organizations.

E.	teach new employees the organization's dominant cultural values.

71.

One of the first steps to minimize a cultural clash in a merger is to:

A.	significantly reduce the strength of the culture in both the organizations.

B.	conduct a bicultural audit.

C.	significantly increase the strength of the culture in both organizations.

D.	replace the chief executives in both organizations before merger negotiations begin.

E.	replace the employees with new ones.

72.

When the acquired firm has a weak culture, it is best to use the _____ merger strategy.

A.	disambiguation

B.	separation

C.	deculturation

D.	assimilation

E.	integration

73.

_____ occurs when employees at the acquired company willingly embrace the cultural values of the acquiring organization.

A.	Deculturation

B.	Assimilation

C.	Separation

D.	Integration

E.	Negotiation

74.

In which strategy does the acquiring company impose its culture and business practices on the acquired organization?

A.	Deculturation

B.	Assimilation

C.	Separation

D.	Integration

E.	Bicultural audit

75.

A deculturation strategy of merging two corporate cultures should be applied:

A.	when employees at the acquired company willingly embrace the cultural values of the acquiring organization.

B.	when both firms operate successfully in different industries.

C.	when employees in the acquired firm want to hold on to their firm's culture even though it does not fit the external environment.

D.	when both the firms have weak cultures.

E.	when the merging companies agree to remain distinct entities with minimal exchange of culture or organizational practices.

76.

Which strategy for merging two distinct cultures is most effective when the two companies have relatively weak cultures with overlapping values?

A.	Deculturation

B.	Assimilation

C.	Separation

D.	Integration

E.	Negotiation

77.

Which of the following is true about using the strategy of integration for merging different corporate cultures?

A.	It works best when people realize that their existing cultures are good enough, which motivates them to stick to their dominant values.

B.	It is the fastest strategy for merging different corporate cultures.

C.	It is potentially safe because neither party is preserving the existing culture.

D.	It should be considered when the merging companies have strong cultures and distinct cultures.

E.	It creates a new composite culture that preserves the best features of the previous cultures.

78.

Which strategy for merging two distinct cultures is most appropriate when the two merging companies are in unrelated industries or operate in different countries, because the most appropriate cultural values tend to differ by industry and national culture?

A.	Deculturation

B.	Assimilation

C.	Separation

D.	Integration

E.	Negotiation

79.

When merging two organizations, a separation strategy is most commonly applied when:

A.	both companies have relatively weak cultures that are generally ineffective.

B.	one company has an effective culture and employees at the other company would embrace that culture if applied to them.

C.	the two organizations operate in distinct industries.

D.	the acquired firm's culture doesn't work, whereas the culture of the acquiring firm does work.

E.	a bicultural audit reveals that both companies have very similar cultures.

80.

An organization's culture begins with its _____.

clients

B.	country-level managers

employees

founders

auditors

81.

Which of the following statements is consistent with the attraction-selection-attrition (ASA) theory?

A.	Job applicants who later become organizational members tend to be attracted to coworkers who share their values and assumptions.

B.	Organizations have a natural tendency to attract, select, and retain people with values that are consistent with the organization's own culture.

C.	Attraction, selection, and attrition are part of the natural life-cycle of organizational members.

D.	Employees get attached to organizations that meet their reward expectations.

E.	Attraction followed by selection inevitably leads to attrition in the future.

82.

According to the attraction-selection-attrition (ASA) theory, job applicants:

A.	with a variety of personal characteristics are preferred by organizations, resulting in a more heterogeneous organization.

B.	avoid employment in companies whose values seem incompatible with their own values.

C.	do not typically pay much heed to organizational values when applying for work.

D.	avoid other applicants if they are competing for the same jobs.

E.	are attracted to companies who are likely to provide them with the greatest financial rewards.

83.

Organizational socialization is best described as a process of _____ where newcomers try to make sense of and adapt to the company's environment.

A.	cooperation and stability

B.	power and restructuring

C.	negotiation and concession-making

D.	learning and adjustment

E.	managing and delegating

84.

In the context of organizational socialization, the adjustment process is better for:

A.	those who rebel against and reject the company's dominant values.

B.	employees who experience significant levels of reality shock.

C.	newcomers with diverse work experience.

D.	people who are able to avoid the encounter stage of socialization.

E.	individuals who retain their personal identity.

85.

The three stages of organizational socialization, in order, are:

A.	pre-hire, preemployment, and post-hire.

B.	newcomer, insider, and outsider.

C.	student, employee, and retiree.

D.	preemployment, encounter, and role management.

E.	anticipation, encounter, and disillusionment.

86.

The process of organizational socialization begins:

A.	as soon as the person is hired by the organization.

B.	within the employee's first week on the job.

C.	long before the first day of work for the organization.

D.	when the employee finally reconciles preemployment expectations with organizational reality.

E.	when the employee receives his or her first performance appraisal.

87.

During which of the following stages of socialization do people first learn about the organization and job?

A.	Role management

Encounter

C.	Preemployment

D.	Annual appraisal

E.	Orientation

88.

The preemployment stage of organizational socialization would be more effective if:

A.	employers avoided forming a psychological contract.

B.	employers and job applicants gave and received accurate information about each other.

C.	employers and applicants experienced reality shock when meeting each other for the first time.

D.	job applicants distorted their resume in order to get the job offered.

E.	the applicants kept a clean slate and avoided searching for information on the company and forming expectations.

89.

Which of the following happens during the preemployment stage of organizational socialization?

A.	Conflicts are resolved between work and nonwork activities.

B.	Employees form expectations (a psychological contract) about working at that organization.

C.	Reality shock is experienced.

D.	Newcomers test how well their preemployment expectations fit reality.

E.	Applicants strengthen relationships with coworkers and supervisors, practice new role behaviors, and adopt attitudes and values consistent with their new positions and the organization.

90.

Many employees get a reality shock on their first day at work because:

A.	applicants want employees to develop better expectations of future work experiences.

B.	applicants want to ensure that employees develop a stronger loyalty to the organization.

C.	newcomers test how well their preemployment expectations fit reality and many companies fail this test.

D.	employers ignore the duty to orient new applicants on the first day of work.

E.	colleagues provide a lot of information regarding various work assignments on the very first day.

91.

Reality shock is:

A.	provided by organizations to ensure that new employees accept the challenges at work.

B.	an element in the model of individual behavior.

C.	common in lateral career development.

D.	a unique feature of an adaptive culture.

E.	a perceived discrepancy between employee expectations and reality.

92.

_____ is the third stage of organizational socialization that is most active as employees make the transition from newcomers to insiders.

A.	Role management

B.	Preemployment socialization

Encounter

D.	Gathering information

E.	Job interview

93.

Resolving conflicts between work and nonwork mainly occurs during the _____ stage of socialization.

A.	role management

encounter

C.	preemployment

D.	reality shock

E.	disillusionment

94.

Which of the following is true about socialization agents?

A.	Socialization agents help integrate new employees into the team.

B.	Socialization agents provide support on the basis of the compensation offered to do so.

C.	Family support is an important socialization agent for new employees.

D.	A strong corporate culture discourages socialization agents from doing their job.

E.	Employers group socialization agents on the basis of their qualifications.

95.

A(n) _____ is a system whereby newcomers are assigned to coworkers for sources of information and social support.

A.	two-man rule

B.	work ownership

C.	duty segregation

D.	inspection partnership

E.	buddy system

96.

James has just joined CoraTech Systems, where he has been assigned to Paul and Natalie for sources of information about the company. Paul and Natalie introduce James to others at Coratech, give him an office tour, and assure him that they will meet him regularly for the first few weeks, to help him in the transition to the new company. In this scenario, Paul and Natalie are part of the CoraTech's _____.

A.	two-man rule

B.	work ownership

C.	buddy system

D.	inspection partnership

E.	duty segregation

1.	According to the force field model, stability occurs when the driving forces and restraining forces are of approximately equal strength in opposite directions. True False

2.	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

3.	Refreezing involves producing disequilibrium between the current state and the future state. True False

4.	Subtle forms of resistance create the greatest obstacles to change because they are not as visible. True False

5.	When people support change, they typically assume that it is others who need to change. True False

6.	An emerging view of employee resistance to change is that it is a dysfunctional and irrational response to a desirable initiative which should be eliminated in modern organizations. True False

7.	An emerging view of employee resistance to change is that it is a resource rather than an impediment to change in modern organizations. True False

8.	Resistance worsens procedural justice. True False

9.	People sometimes resist change to prove that the change agent is incompetent. True False

10.	Fear of the unknown usually motivates employees to support organizational change. True False

11.	One reason why employees typically resist change is that they dislike predictable role patterns. True False

12.	Unfreezing occurs when the driving forces are weaker than the restraining forces. True False

13.	Unfreezing occurs by making the driving forces stronger, weakening the restraining forces, or a combination of both. True False

14.	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

15.	Customer feedback provides a human element that energizes employees to change their current behavior patterns. True False

16.	The urgency for change must always be initiated from a problem-oriented perspective in order to be effective. True False

17.	Negotiation and coercion are necessary for people who will clearly gain something from the change and in cases where the speed of change is critical. True False

18.	Communication should be applied to reduce resistance to change where the change must occur quickly with little financial cost. True False

19.	You realize that in order to bring about a change in your organization, employees need to break old routines and adopt new role patterns. Stress management strategy is best suited in this situation. True False

20.	Coaching and other forms of learning reduce resistance to change mainly by helping employees break previous routines and adopting new role patterns. True False

21.	Unless the change must occur quickly or employee interests are highly incompatible with the organization's needs, employee involvement is almost an essential part of the change process. True False

22.	One problem with negotiation is that it tends to produce compliance rather than commitment to the change process. True False

23.	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

24.	Coercion should never be used to manage change in organizations. True False

25.	Organizational rewards are powerful systems that refreeze behaviors. True False

26.	Information systems and reward systems help to refreeze the desired conditions in organizational change. True False

27.	Transformational leaders act as agents of organizational change. True False

28.	Pilot projects are usually more flexible and less risky than centralized, organization-wide programs. True False

29.	Diffusion of change is more likely to succeed if some people who have worked under the new system are moved to other areas of the organization. True False

30.	Pilot projects get diffused fast when employees are devoid of role perceptions. True False

31.	Action research is the process of determining whether the change process is ethical or not. True False

32.	Action research is a problem-focused process of organizational change. True False

33.	Action research maintains the view that research orientation is less significant compared to action orientation. True False

34.	Action research adopts the emerging philosophy of positive organizational behavior and directs the group's attention away from its own problems. True False

35.	Change experts recommend introducing quantum change when the organization wants to overhaul the system quickly and decisively. True False

36.	A unique feature of appreciative inquiry is that it breaks away from the problem-solving mentality by reframing relationships around what is positive and possible. True False

37.	Appreciative inquiry tries to break away from the approach to change advocated by action research. True False

38.	How we perceive and understand the change process depends on the questions we ask and language we use throughout that process. This is called the constructionist principle. True False

39.	Positive principle advocates the view that people are motivated and guided by the vision they see and believe in for the future. True False

40.	The first step in the Four-D model of appreciative inquiry is dreaming, in which participants envision what might be possible in an ideal organization. True False

41.	Future search events minimize resistance to change with little or no involvement from employees. True False

42.	Future search conferences are meetings among a small task force of senior executives who have been given the mandate to look for a change agent on a particular corporate strategy. True False

43.	A parallel learning structure is an organizational change approach in which a social structure is constructed alongside the formal hierarchy to increase the organization's learning. True False

44.	An important feature of parallel learning structures is that they operate within the existing organizational hierarchy. True False

45.	Using the action research model instead of the other models such as parallel learning structure approach, enables an organization to eliminate the threat of violating individual privacy rights. True False

46.	Practices such as action research avoid the use of management's power to induce compliance and conformity and is less likely to create ethical issues. True False

47.	One ethical concern with some organizational change programs is that they may threaten the employee's self-esteem. True False

48.

The main objective of force field analysis is to help change agents to:

A.	identify ways to control the external environment.

B.	find ways to increase the driving forces for change.

C.	diagnose the situation better by understanding the driving and restraining forces for change.

D.	determine whether change is necessary in the organization or not.

E.	determine and single out the force that causes organizational resistance for change.

49.

Which of these forces pushes organizations toward a new state of affairs?

A.	Process forces

B.	Driving forces

C.	Parallel learning structures

D.	Restraining forces

E.	Vertical learning structures

50.

Which of these forces are commonly called resistance to change?

A.	Process forces

B.	Driving forces

C.	Parallel learning structures

D.	Restraining forces

E.	Unfreezing forces

51.

Which model of organization change explicitly refers to unfreezing the current situation and refreezing the desired state?

A.	Parallel learning structures

B.	Process consultation

C.	Appreciative inquiry

D.	Quantum change

E.	Force field analysis

52.

Unfreezing refers to:

A.	getting one's own way in organizational politics.

B.	wrong management practices that discourage newcomers from staying with the organization.

C.	ensuring that the change effort is diffused to others within the organization.

D.	the process of improving organizational communication.

E.	producing disequilibrium between the driving and restraining forces of change.

53.

In organizational change, unfreezing may occur by:

A.	increasing the restraining forces.

B.	increasing the driving forces.

C.	reducing the urgency to change.

D.	changing individuals in key positions.

E.	reducing the pace of the change.

54.

Increasing the driving forces and reducing the restraining forces tends to:

A.	reduce the need for change.

B.	unfreeze the status quo.

C.	refreeze the status quo.

D.	decrease environmental stability.

E.	produce environmental equilibrium.

55.

Refreezing refers to:

A.	getting one's own way in organizational politics.

B.	a management practice used to discourage newcomers from engaging in organizational politics.

C.	aligning the organization's systems with the desired behaviors to support and reinforce the new role patterns.

D.	repeating the change process to obtain better organizational outcomes and employee performance.

E.	producing disequilibrium between the driving and restraining forces of change.

56.

The emerging view among change management experts is that resistance to change:

A.	needs to be seen as a resource.

B.	refers to the fact that employees are happy with the status quo and can perform well only in the status quo.

C.	is the change agents' distorted perception of employee behavior based on their own doubts about the success of the change process.

D.	indicates that change is not required in the organization.

E.	is an impediment to change.

57.

The chief executive of a large telecommunications company wanted to restructure the organization so product leaders would have more power than the executives in charge of each region. The regional executives tried to prevent this restructuring just because it would weaken their power and reduce their salaries in the long term. This action by the regional executives is mainly an example of resistance due to:

A.	direct costs.

B.	saving face.

C.	fear of the unknown.

D.	breaking routines.

E.	incongruent organizational systems.

58.

Which of the following types of resistance to change is a strategy to "prove" that the decision is wrong or that the change agent is incompetent?

A.	Direct costs

B.	Saving face

C.	Fear of the unknown

D.	Breaking routines

E.	Incongruent organizational systems

59.

Increasing the restraining forces and reducing or removing the driving forces would:

A.	make the change process more difficult to implement.

B.	remove any resistance to change.

C.	have no effect on the change process.

D.	give the change agent more power in the change process.

E.	align the organization's systems and structures with the desired behaviors.

60.

Creating urgency for change is most closely associated with:

A.	the delivering stage of appreciative inquiry.

B.	the final stage of a search conference.

C.	reducing the restraining forces.

D.	the process of increasing the driving forces.

E.	refreezing the desired conditions.

61.

A.	Stop trying to convince employees that they should change their behavior and use other strategies to gain market share.

B.	Keep pushing employees to change even though they don't see the need to change and attempt to replace the existing change agent.

C.	Introduce punishments for employees who do not become more customer-friendly.

D.	Inform employees about the driving forces in the external environment indicating that the company's dominant position will be threatened unless they become more customer-friendly.

E.	Introduce a reward-punishment scheme to promote the change in the organization.

62.

The highest priority and first strategy required for any organizational change is to:

A.	alter the responsibilities of senior executives in the organization.

B.	introduce stress management counseling to the employees.

C.	train employees who do not possess the skills required under the new conditions.

D.	communicate the need for change and keep employees informed about what they can expect from the change effort.

E.	negotiate a new set of relations among those who will clearly lose out from the change.

63.

One way that communication minimizes resistance to change is by:

A.	generating an urgency to change.

B.	encouraging negotiation.

C.	eliminating organizational politics.

D.	promoting speedy refreezing.

E.	encouraging stress management.

64.

One problem that communication, learning, and employee involvement have in minimizing resistance to change is that they:

A.	can lead to more subtle forms of resistance.

B.	lead to long-term antagonism with the change agent.

C.	create compliance but not commitment to the change process.

D.	are time-consuming.

E.	are not effective when the change effort needs more employee commitment.

65.

Which of the following change management strategies should be given a priority when employees need to break old routines and adopt new role patterns?

Coercion

B.	Employee involvement

Learning

D.	Stress management

E.	Negotiation

66.

When managing change, learning interventions should be used:

A.	to break routines that cause resistance to change.

B.	when the organization wants to reduce the cost of implementing change.

C.	when employees resist change due to direct costs.

D.	in all change management activities.

E.	only when all other strategies have failed.

67.

One problem that coaching and other forms of learning have in minimizing resistance to change is that they:

A.	tend to change people too quickly.

B.	lead to long-term antagonism with the change agent.

C.	create compliance but not commitment to the change process.

D.	they are time-consuming processes.

E.	attempt to change the drives instead of reducing the restraining forces.

68.

BusCorp wants to introduce a new procedure for processing customer requests. If this change will require employees to break old routines and adopt new role patterns, the preferred strategy for dealing with resistance to this change such as this is:

A.	communication.

learning.

C.	stress management.

D.	negotiation.

coercion.

69.

Employee involvement is almost an essential part of the change process unless the:

A.	benefits of change are unknown to the employee.

B.	organization is looking for a gradual change.

C.	change must occur quickly in the organization.

D.	employee strength of the organization is huge.

E.	organization is planning to introduce continuous changes.

70.

Bezel Systems is introducing a few organization-wide changes. A coalition of employees will clearly lose out from the proposed changes and they have enough power to cause the change effort to fail. Assuming that the change effort can proceed slowly and cost is not an issue, the preferred strategy for dealing with this resistance to change is:

A.	communication.

B.	employee involvement.

C.	stress management.

D.	negotiation.

coercion.

71.

Which of the following strategies to reduce the restraining forces should be used only if all other strategies fail?

Coercion

B.	Negotiation

C.	Stress management

D.	Communication

Training

72.

Change agents should introduce new rewards and information systems to:

A.	unfreeze the new behavior.

B.	begin the process of appreciative inquiry.

C.	avoid action research.

D.	refreeze the desired conditions.

E.	unfreeze the organizational change.

73.

_____ leaders are agents of change because they develop an appealing vision of the desired future state, communicate that vision in ways that are meaningful to others, make decisions and act in ways that are consistent with that vision, and build commitment to that vision.

A.	Operational

B.	Transformational

C.	Charismatic

D.	Collaborative

E.	Transactional

74.

In the organizational change process, strategic visions:

A.	could increase or decrease the resistance to change.

B.	should be suppressed as the change process might require an alternate strategy.

C.	could minimize fear of the unknown.

D.	form the second stage of action research.

E.	lead to negotiations between management and employees.

75.

Which of the following is true about organizational change?

A.	Change agents work best when they lead the initiative alone.

B.	Groups of people with different degrees of commitment to the change contribute most to the success of public sector organizational change.

C.	Guiding coalitions that lead organizational change are limited to the executive team.

D.	Change occurs more informally through social networks.

E.	Viral change should be avoided in organizations.

76.

Action research is:

A.	the theoretical foundation for appreciative inquiry.

B.	a form of team-building activity.

C.	a highly participative process of planned change.

D.	a social structure created alongside the formal organization for the purpose of refreezing the desired conditions.

E.	a process with very high level of people orientation.

77.

According to the action research model, the _____ before diagnosing the need for change.

A.	client-consultant relationship needs to be formed

B.	effectiveness of the change effort needs to be evaluated

C.	disengagement of the consultant's services needs to be addressed

D.	change effort needs to stabilize

E.	intervention needs to be introduced

78.

According to the action research model, which of the following occurs during the "diagnose the need for change" step?

A.	Analysis of data

B.	Establishment of client-consultant relationship

C.	Determination of the change effectiveness

D.	Establishment of new conditions

E.	Selection of external consultant

79.

_____ tries to break out of the problem-solving mentality of traditional change management practices by reframing relationships around the positive and the possible.

A.	Parallel learning structure

B.	Large group intervention

C.	Force field analysis

D.	Action research

E.	Appreciative inquiry

80.

The positive principle, the constructionist principle, and the simultaneity principle are principles of:

A.	parallel learning structures.

B.	appreciative inquiry.

C.	action research.

D.	process consultation.

E.	large group interventions.

81.

The four stages of appreciative inquiry, in order, are:

A.	problem identification, envisioning, choosing the best solution, and appreciating.

B.	dialogue initiating, innovating, creating, and appreciating.

C.	problem identification, causal analysis, recommended solutions, and choosing the best solution.

D.	discovery, dreaming, designing, and delivering.

E.	problem identification, envisioning, performing, and evaluating.

82.

According to the Four-D Model, 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.

83.

In organizational change, future search conferences are used mainly to:

A.	force employees to accept the changes to be implemented.

B.	involve as many employees and other stakeholders as possible in the change process.

C.	give executives an 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 in the organization.

84.

Which of the following organizational change activities "puts the entire system in the room"?

A.	Future search conference

B.	Action research

C.	Appreciative inquiry

D.	Force field analysis

E.	Parallel learning structures

85.

What is the role of future search conferences in the process of 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 unless the other approaches fail.

E.	They are mainly a forum whereby senior executives can tell employees about their future corporate plans.

86.

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 are located in two or more buildings.

D.	is mostly comprised of senior management and some professional staff members.

E.	includes a specialized team of experts who possess the necessary skills to monitor the change process.

87.

A.	Appreciative inquiry

B.	Process consultation

C.	Parallel learning structures

D.	Sequential intervention

E.	Top-down approach

88.

A.	the sequential 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.

89.

Which of the following statements is true concerning Lewin's Force Field model in the context of changes in other cultures?

A.	Lewin's model is equally applicable in any cultural setting.

B.	Lewin's model, like the Western perspective on change, views change as linear.

C.	Lewin's model decreases the presence of ethical concerns often associated with change in other cultures.

D.	Lewin's model views change as a harmonious process revolving around an equilibrium.

E.	Lewin's model assumes that change is interconnected.

90.

The CEO of Trendy Fashions should know that the four stages of appreciative inquiry, in order, are:

A.	problem identification, envisioning, choosing the best solution, and appreciating.

B.	dialoguing, innovating, creating, and appreciating.

C.	problem identification, causal analysis, recommended solutions, and choosing the best solution.

D.	discovery, dreaming, designing, and delivering.

E.	problem identification, envisioning, performing, and evaluating.

91.

The CEO will need to know that the first step in his appreciative inquiry change effort will begin with:

A.	determining the cause of the problem.

B.	determining whether there exists a problem that needs to be fixed.

C.	involving employees in the process of unfreezing.

D.	identifying the positive elements of the organization or work unit that is performing well.

E.	creating a common image among participants of what should be in their own organization.

92.

One reason the CEO's idea of using an appreciative inquiry approach might be successful is that this approach takes the organization from "what is" to ultimately:

A.	"what will be."

B.	"what should be."

C.	"what could be."

D.	"what might be."

E.	"what cannot be."

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Sunday, July 2, 2017

Liberty University BUSI 340 quiz 8 solutions answers right

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