A) fire several senior executives in the organization.
B) introduce stress management counseling.
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.
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Multiple Choice
A) increasing the driving forces and decreasing the restraining forces.
B) decreasing the process forces and increasing the driving forces.
C) increasing the driving forces and increasing the restraining forces.
D) increasing both the driving forces and the restraining forces.
E) Force field analysis says that none of these will assist organizational change.
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Essay
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View Answer
True/False
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True/False
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Multiple Choice
A) they work in a place where rewards and other control systems are incongruent with the new state of affairs.
B) they perceive that the new state of affairs will have higher direct costs or lower benefits than the existing situation.
C) they perceive that they lack the necessary skills required in the new state of affairs.
D) All of the above.
E) Only 'B' and 'C' cause employees to resist change.
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Multiple Choice
A) process forces.
B) driving forces.
C) unfreezing.
D) refreezing.
E) restraining forces.
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True/False
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Multiple Choice
A) Communicate, negotiate, involve.
B) Coerce, negotiate, manage stress.
C) Train, involve, communicate.
D) Communicate, learn, involve.
E) Involve, negotiate, coerce.
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Multiple Choice
A) problem identification, envisioning, choosing the best solution, appreciating
B) dialoguing, innovating, creating, appreciating
C) problem identification, causal analysis, recommended solutions, choosing the best solution
D) discovery, dreaming, designing, delivering
E) none of the above.
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Multiple Choice
A) getting one's own way in organizational politics.
B) a management practice used to discourage newcomers from staying with the organization.
C) aligning the organization's systems with the desired behaviors to support and reinforce the new role patterns.
D) repeating the change process a second time, because the first attempt to freeze the changes were unsuccessful.
E) producing a disequilibrium between the driving and restraining forces of change.
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Multiple Choice
A) the theoretical foundation for appreciative inquiry.
B) a form of teambuilding.
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) None of the above.
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Multiple Choice
A) unfreeze the status quo.
B) begin the process of appreciative inquiry.
C) avoid action research.
D) refreeze the desired conditions.
E) Do only 'A' and 'C'.
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Multiple Choice
A) symptoms of underlying restraining forces that needs to be removed.
B) incidents in which employees are happy with the status quo and do not want any change in their organization.
C) the change agent's distorted perceptions of employee behavior based on their own doubts about the success of the change process.
D) indications that change is not required in the organization.
E) All of the above.
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Multiple Choice
A) communication
B) employee involvement
C) stress management
D) negotiation
E) coercion
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Essay
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View Answer
True/False
Correct Answer
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Multiple Choice
A) coerce employees to accept the change.
B) involve employees and build commitment to the change process.
C) give executives the opportunity to negotiate with employees to accept the changes.
D) train employees in the skills required for the change process.
E) refreeze the desired conditions.
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True/False
Correct Answer
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Multiple Choice
A) Ethical issues are rarely a concern with organizational change interventions.
B) Organizational change activities that work well in North America may not work as well in Asia.
C) Organizational change techniques in North America view change as linear, punctuated by tension and conflict.
D) Organizational change interventions that encourage open dialogue and conflict tend to work better in cultures with low power distance and low collectivism.
E) Organizational change interventions that encourage open dialogue and conflict may threaten individual privacy rights.
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