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WorksheetsOrganisation Culture
Total questions: 145
Worksheet time: 3hrs 38mins
What factors create organisational culture?
The thoughts and values of new employees.
The founders hire and keep only the employees who does not think and feel the same way they do.
The founders do not indoctrinate and socialise these employees to their way of thinking and feeling.
The founders’ own behaviour acts as a role model that encourages employees to identify with them and thereby internalise their beliefs, values and assumptions
Factors that sustain an organisational culture include:
Employees: where employees help establish behavioural norms that are adopted by the organisation.
Indoctrination: this is the process that helps existing employees adapt to the organisation’s culture.
Socialisation: this is the process that helps existing managers adapt to the organisation’s culture.
Selection: this is concerned with how well the candidates will fit into the organisation and provides information to candidates about the organisation.
What factors create organisational culture?
The thoughts and values of new employees.
The founders hire and keep only the employees who does not think and feel the same way they do.
The founders do not indoctrinate and socialise these employees to their way of thinking and feeling.
The founders’ own behaviour acts as a role model that encourages employees to identify with them and thereby internalise their beliefs, values and assumptions
A positive organisational culture is one that:
Increases barriers to diversity which may lead to institutionalised bias.
Builds on employee weakness by emphasising and showing workers how they can capitalise on their strengths.
Rewards more than it punishes by articulating praise and ‘catching employees doing something right'.
Emphasises group vitality and growth by helping employees learn and grow in their jobs and careers.
__________________ help turn routine activities into valuable, important actions:
shared values
ambiguous descriptions
sagas/ stories
culturally shared symbols
While walking through the offices during an interview with the marketing director, John notices the way people dress, the arrangement of their offices, and how the employees treat each other when passing in the hallways. This information about the company reflects its __________.
Structural Culture
Core Culture
Observable Culture
Environmental Culture
Displayed Culture
What does the following statement define "the way things are done around here"?
Staff turnover
Supply and Demand
Competition
Culture
Which of the following best describes organizational culture?
Geographic location of the workplace
The collective behaviors of individuals within an organization
Organizational procedures, manuals and dress codes
Superficial details indicating how things are done
Which of the following has the most significant influence on the formation of an organization's culture?
Union representatives and bargaining agreements.
HR policies and procedures.
The organization's approach towards total rewards.
The industry, environment and leaders of the organization.
Which of the following best describes why it is so difficult to change organizational culture?
People are likely to keep their belief system even if data contradicts it.
Senior management will not support changes when a company is performing successfully
It is costly to update all the policies and procedures
Supervisors lack good communication skills
Type of culture in which power is concentrated in hands of one or few:
Person culture.
Task culture.
Power culture.
Role culture.
A culture where power derives from expertise in a project work:
Person culture.
Task culture.
Power culture.
Role culture.
An organizational culture in which people believe to be superior to the organization:
Person culture.
Task culture.
Power culture.
Role culture.
An organization with one dominant decision-making individual or group has what type of culture.
Task culture
Power Culture
Person Culture
Role Culture
____________ exist in organizations where the focus is on getting results from the work done. Individuals and teams are empowered and have some discretion over their responsibilities.
Power cultures
Role cultures
Task cultures
Person cultures
___________ type of culture is based upon the expertise within the organization, as vested in the individuals within it, and reflected in the way that they must be organized to meet the needs of the business.
Role culture
Person culture
Power culture
Task culture
A (a) culture is characterized by decision-making power being held by a few individuals in the organization.
Which of the following cannot be claimed as an advantage to a business that has a strong organizational culture?
It minimises misunderstandings and miscommunications in the workplace
It creates a sense of belonging for both management and employees
It eliminates mistakes being made by the workforce
It fosters team cohesiveness
(a) - The overall purpose of an organization’s existence, which forms a major element of its corporate culture.
If there is a difference between the values and beliefs of individuals within an organization, what is this known as?
Weak corporate culture
Person culture
Conflict
Culture clash
Firms with authoritarian managers tend to have a person culture.
True
False
Role cultures tend to be highly structured with lots of bureaucracy.
True
False
The deepest level of organizational culture is unseen and is only learned over time.
True
False
In an organization with a task culture, workers feel empowered so their level of motivation is high.
True
False
Which of the following is least likely to cause conflicting corporate cultures?
External growth through mergers and takeovers
Well-established rules, regulations and protocols
Employees lacking trust in the senior management team
Strong subcultures that exist within the organization
(a) - One of Charles Handy’s types of culture, involving teams of experts who are empowered to complete a project or tackle a problem with their particular skills.
According to Charles Handy, which type of culture best suits bureaucratic organizations with tall hierarchies, such as many public sector organizations?
Power culture
Role culture
Person culture
Task culture
Which term describes a difference between the desired culture of an organization and the actual culture that exists?
Culture gap
Power culture
Cultural quotient
Cultural norm
A key feature found in a (a) culture is that leaders tend to be autocratic.
What factors create organisational culture?
The thoughts and values of new employees.
The founders hire and keep only the employees who does not think and feel the same way they do.
The founders do not indoctrinate and socialise these employees to their way of thinking and feeling.
The founders’ own behaviour acts as a role model that encourages employees to identify with them and thereby internalise their beliefs, values and assumptions
Factors that sustain an organisational culture include:
Employees: where employees help establish behavioural norms that are adopted by the organisation.
Indoctrination: this is the process that helps existing employees adapt to the organisation’s culture.
Socialisation: this is the process that helps existing managers adapt to the organisation’s culture.
Selection: this is concerned with how well the candidates will fit into the organisation and provides information to candidates about the organisation.
Which statement is not true of national and organisational culture?
National cultures all differ, and organisational cultures will often reflect national cultures.
Organisational cultures, while strong, can’t ignore local culture.
All global firms need to be more culturally sensitive.
Managers do not need to be aware of national culture when working in global companies.
Culture defines the boundary between one organisation and others. It:
Conveys a sense of identity for the organisation.
Conveys a sense of identity for non-members.
Facilitates the generation of commitment to self-interest only .
Serves as a sense-making and control mechanism for fitting employees in the organisation.
Dysfunctional effects of organisational culture are:
Institutionalisation: a condition that occurs when an organisation takes on a life of its own, apart from any of its members, and acquires immortality.
Barriers to change, when a culture’s values are aligned with the values necessary for rapid change.
Barriers to diversity, when weak cultures put considerable pressure on employees to conform, which may lead to institutionalised bias.
Barriers to acquisitions and mergers, when compatible cultures can destroy an otherwise successful merger.
What factors create organisational culture?
The thoughts and values of new employees.
The founders hire and keep only the employees who does not think and feel the same way they do.
The founders do not indoctrinate and socialise these employees to their way of thinking and feeling.
The founders’ own behaviour acts as a role model that encourages employees to identify with them and thereby internalise their beliefs, values and assumptions
A positive organisational culture is one that:
Increases barriers to diversity which may lead to institutionalised bias.
Builds on employee weakness by emphasising and showing workers how they can capitalise on their strengths.
Rewards more than it punishes by articulating praise and ‘catching employees doing something right'.
Emphasises group vitality and growth by helping employees learn and grow in their jobs and careers.
Research suggests that managers can have an effect on the ethical behaviour of employees by adhering to which of the following principles:
Provide protective clothing.
Post ethical expectations through policies.
Provide ethical training.
Visibly reward unethical acts.
What is work spirituality?
Recognises that people have an inner life that nourishes and is nourished by meaningful work in the context of community.
Is about organised religious practices.
Seeks to find meaning and purpose in their work, and desire to connect with work processes and be part of a community.
Rational people do not need to organisation to support their inner life.
__________________ help turn routine activities into valuable, important actions:
shared values
ambiguous descriptions
sagas/ stories
culturally shared symbols
Good symbolic leaders highlight the observable culture by repeatedly telling key stories and frequently using rites and rituals to glorify the performance of the organization and its members.
True
False
While walking through the offices during an interview with the marketing director, John notices the way people dress, the arrangement of their offices, and how the employees treat each other when passing in the hallways. This information about the company reflects its __________.
Structural Culture
Core Culture
Observable Culture
Environmental Culture
Displayed Culture
Who is the theorist behind the Iceberg model?
Charles Handy
Edgar Schein
Patrick Lencioni
Gerry Johnson & Kevan Scholes
What do organisations need to do to achieve success?
To look at their competitors
To adapt
To have a distinct competitive advantage
To have a coaching culture
What does the following statement define "the way things are done around here"?
Staff turnover
Supply and Demand
Competition
Culture
What factors create organisational culture?
The thoughts and values of new employees.
The founders hire and keep only the employees who does not think and feel the same way they do.
The founders do not indoctrinate and socialise these employees to their way of thinking and feeling.
The founders’ own behaviour acts as a role model that encourages employees to identify with them and thereby internalise their beliefs, values and assumptions
Factors that sustain an organisational culture include:
Employees: where employees help establish behavioural norms that are adopted by the organisation.
Indoctrination: this is the process that helps existing employees adapt to the organisation’s culture.
Socialisation: this is the process that helps existing managers adapt to the organisation’s culture.
Selection: this is concerned with how well the candidates will fit into the organisation and provides information to candidates about the organisation.
Dysfunctional effects of organisational culture are:
Institutionalisation: a condition that occurs when an organisation takes on a life of its own, apart from any of its members, and acquires immortality.
Barriers to change, when a culture’s values are aligned with the values necessary for rapid change.
Barriers to diversity, when weak cultures put considerable pressure on employees to conform, which may lead to institutionalised bias.
Barriers to acquisitions and mergers, when compatible cultures can destroy an otherwise successful merger.
What factors create organisational culture?
The thoughts and values of new employees.
The founders hire and keep only the employees who does not think and feel the same way they do.
The founders do not indoctrinate and socialise these employees to their way of thinking and feeling.
The founders’ own behaviour acts as a role model that encourages employees to identify with them and thereby internalise their beliefs, values and assumptions
A positive organisational culture is one that:
Increases barriers to diversity which may lead to institutionalised bias.
Builds on employee weakness by emphasising and showing workers how they can capitalise on their strengths.
Rewards more than it punishes by articulating praise and ‘catching employees doing something right'.
Emphasises group vitality and growth by helping employees learn and grow in their jobs and careers.
__________________ help turn routine activities into valuable, important actions:
shared values
ambiguous descriptions
sagas/ stories
culturally shared symbols
While walking through the offices during an interview with the marketing director, John notices the way people dress, the arrangement of their offices, and how the employees treat each other when passing in the hallways. This information about the company reflects its __________.
Structural Culture
Core Culture
Observable Culture
Environmental Culture
Displayed Culture
What does the following statement define "the way things are done around here"?
Staff turnover
Supply and Demand
Competition
Culture
Which of the following has the most significant influence on the formation of an organization's culture?
Union representatives and bargaining agreements.
HR policies and procedures.
The organization's approach towards total rewards.
The industry, environment and leaders of the organization.
Which of the following best describes why it is so difficult to change organizational culture?
People are likely to keep their belief system even if data contradicts it.
Senior management will not support changes when a company is performing successfully
It is costly to update all the policies and procedures
Supervisors lack good communication skills
Type of culture in which power is concentrated in hands of one or few:
Person culture.
Task culture.
Power culture.
Role culture.
A culture where power derives from expertise in a project work:
Person culture.
Task culture.
Power culture.
Role culture.
An organizational culture in which people believe to be superior to the organization:
Person culture.
Task culture.
Power culture.
Role culture.
____________ exist in organizations where the focus is on getting results from the work done. Individuals and teams are empowered and have some discretion over their responsibilities.
Power cultures
Role cultures
Task cultures
Person cultures
What type of organisational culture is most likely to deliver stability and efficiency?
Task culture
Role culture
Power culture
People culture
What type of culture is Facebook?
Family Culture
Hierarchy Culture
Adhocracy Culture
Market Culture
"What do I care? - I only work here" is an example of negative cultural indicator of
Performance and excellence
Organisational and personal price
Leadership and supervision
Relationship witth colleagues
"Company problems are our only work problems" is a positive cultural indicator of
Performance and excellence
Customer and consumer relationships
Teamwork and communication
Organizational and personal pride
Corporate culture is based on
The management and leadership style in an organization
The set of beliefs and values held by the people within in an organization
The traditions and customs of a country
The rules and regulations set out by the prevailing government
Cultural intelligence refers to a person's
Cultural awareness
Ability to fit into a particular culture
Willingness to comply with a particular culture
Level of enthusiasm to blend into a culture
Although _______ have a large part in defining and determining organizational culture, all ___________ contribute to the culture.
Director, Stakeholders
Shareholders, stakeholders
Executives, employees
Leaders, stockholders
When management and employees of an organization have different beliefs and values, there is said to be
conflict
An industrial dispute
A culture gap
Corporate diversity
An organization with one dominant decision-making individual or group has what type of culture.
Task culture
Power Culture
Person Culture
Role Culture
This measure the extent to which people feel they should care for themselves or be cared for by the family network and society.
Power Distance
Individualism versus collectivism
Uncertainty avoidance
Masculinity versus feminity
Refers to the extent to which people have concerns for their colleagues.
Solidarity
Adaptive cultures
Inert cultures
Sociability
exist in organizations where the focus is on getting results from the work done. Individuals and teams are empowered and have some discretion over their responsibilities.
Power cultures
Role cultures
Task cultures
Person cultures
________ is defined as what is considered 'normal' to an organization, such as the way that workers behave within the business.
Rewards
Organizational structure
Culture
Sanctions
Ability of an individual to blend into occupational, corporate and national cultures.
Cultural Intelligence
Sanctions
Rewards
Organizational structure.
Refers to the degree of uncertainty in an organization. ____ is something that either drives workers or it demotivates them.
Sociability
Solidairity
Process culture
Risk
The desired corporate culture must engage and excite the workers; perhaps by the leader nurturing a sense of self-worth and commitment to the strategic goals of the organization.
Mentor
Outreach
Vision
Engaging
Without knowing where the business wants to be, it is impossible and pointless trying to guide and motivate staff.
Vision
Outreach
Engaging
Mentor
This happens because staff are likely to resent changes to the culture that they are used to, perhaps due to fear of the unknown or due to a lack of understanding of the benefits change.
Compromises must be reach
Resistance to change
High cost of training staff and implementing change
National culture clashes/disputes
Cultural clashes and culture gaps often result in problems due to employees not understanding the reasons for change or if these have not been communicated effectively with the workers.
Unhappy Staff
Compromises must be reached
Misunderstandings and miscommunications
National culture clashes/disputes
Which of the following best describes why it is so difficult to change organizational culture?
People are likely to keep their belief system even if data contradicts it.
Senior management will not support changes when a company is performing successfully
It is costly to update all the policies and procedures
Supervisors lack good communication skills
This culture profile values competitiveness and outperforming their competitors.
Innovative Culture
Stable Culture
Aggressive Culture
Outcome-Oriented Culture
An organization's dominant culture is:
the values dictated by an organization's new owners.
the assumptions, values, and beliefs shared most widely by the organization's members.
the values held by the most vocal countercultural group in the organization.
the assumptions, values, and beliefs that the company's top executives are trying to spread throughout the organization.
What factors create organisational culture?
The thoughts and values of new employees.
The founders hire and keep only the employees who does not think and feel the same way they do.
The founders do not indoctrinate and socialise these employees to their way of thinking and feeling.
The founders’ own behaviour acts as a role model that encourages employees to identify with them and thereby internalise their beliefs, values and assumptions
The span of control describes...
the number of written rules in the company
the number of people a supervisor oversees
the number of levels in a company
none of the options listed
What are the 3 levels of Culture?
Assumptions
Valuables
Values
Artefacts
There are 7 Aspects of Culture.
Which 2 aspects are listed below.
Profit
Stories
Organisational rhythm
Power structures
There are 7 Aspects of Culture.
Which 2 aspects are listed below.
Control systems
Priorities
Routines & rituals
Determinism
Which statement describes "the paradigm" of organisational culture the best?
The discussions of historical events at the organisation.
What the organisation is about, what it does, its mission, its values.
How the organisation is structured, and who has the power.
There are 6 Determinants of Organisational culture.
Pick the 3 listed below.
Leadership style
Organisational policies
Managerial values
Workforce commitment.
Which statement describes a Consultative leader the best.
The leader uses rewards, & clear communication.
Engaging people, good teamwork.
Major decisions are made by leaders, however concerns & ideas are heard from employees.
Which statement describes a Benevolent Authoritative leader the best.
The leader uses rewards, & clear communication.
Engaging people, good teamwork.
Major decisions are made by leaders, however concerns & ideas are heard from employees.
Handy’s framework describes the differences of types of 4 cultures.
Pick these 4 types from the list below.
Club culture
Target culture
Role culture
Task culture
Existential culture
Why is it important that culture must fit with the organisational strategy?
It does not necessarily require alignment.
Allows alignment, better performance, & capacity to succeed.
It makes it more difficult for employees to enjoy work.
Why must ethics be involved in an organisation's culture and strategy?
To allow better trust from stakeholders. It just looks good for possible investors.
To allow people to follow the leaders' decisions, & not make their own.
To allow ethical decision-making & organisational direction.
Which of the following is NOT a way of creating a customer-responsive culture?
Role clarity
Type of employee
empowerment
Poor customer service
Risk-taking means the employees are encouraged and rewarded for taking risks.
True
False
Which of the following is NOT a current cultural issue in organisations?
creating a sustainability culture
ensuring staff are well paid.
creating an innovative culture
creating a customer-responsive culture
Any successful organization needs a culture that supports ____________.
culture
innovation
infrastructure
other organizations
Organizational culture -
it refers to a set of beliefs, values, principles and traditions shared by everyone in the organization.
refers to the way the organization is managed
both a and c
none of the above
Factors that shape the culture of an organisation
structure and size
leadership
nature of business
all of the above
What factors create organisational culture?
The thoughts and values of new employees.
The founders hire and keep only the employees who does not think and feel the same way they do.
The founders do not indoctrinate and socialise these employees to their way of thinking and feeling.
The founders’ own behaviour acts as a role model that encourages employees to identify with them and thereby internalise their beliefs, values and assumptions
The view of managers as _____________ has to do with the stereotypical picture of the take-charge business executive.
omnipotent
symbolic
Strategic Human Resource Management can be defined as this.
Horizontal Fitting of HR Strategies to the organisation's Culture and Business Goals.
Horizontal Fitting of HR Strategies to the industry's development & changes.
Vertical Fitting of HR Strategies to the organisation's Business Goals and Objectives.
Vertical Fitting of HR Strategies to the organisation's Business Goals, Objectives & Culture.
Which is a contemporary way to describe Employer Branding?
Embarking on as many communication meetings with employees as reasonably possible so as to build an open culture.
Allowing employees to understand the functions of the company's leadership and hence garner strong support for them.
An intangible set of attributes that an organisation would market what it stands for, has to offer and requires as an employer to candidates & employees.
Create an as democratic a culutre as possible even in difficult times, so as to appease today's knowledge workers.
An effective Employee Value Proposition would likely achieve this.
All employees love to work in the organisation because of the vast benefits it offers.
Achieve a high rate of attraction of candidates and high level of retention of employees.
Multiple Touch Points to ensure that employees are always engaged regardless of their satisfaction level.
Strong growth and unprecedented increase in profitability and marktet share.
This is possibly the least likely reason why employees dislike HR.
HR does not seem to comprehend and understand the ground work and what is going on operationally.
HR does not always agree with them and execute tough policies that some employees may not like.
Employees see HR Professionals as the gossip channels in the organisation.
HR tend to side with Management when it comes to discipline and touch decisions.
This would not likely be a good Horizontal Fit (congruence among HR practices).
Poor increment for the best employees according to the moderated Performance Appraisal.
Company offers attractive salaries for candidates with the best job fit & organisation culture.
Organisation creates several Touch Points with employees based on the feedback on poor vertical communication.
Organisation has more benefits for staff at the same Job Grades but are given higher & wider responsibilities.
What would not be a purpose of a Welcome Pack during an On-boarding process?
Ensure new hire are familiar with the organisation's vision, mission and goals.
To make the new hire feel belonged and valued even though he/she has only just started work.
HR is worried that the new hire may resign within the first few weeks of employment.
Company wants the new hire to assimilate into the corporate culture as soon as possible.
Which of these statements is not a reason for employing gig-workers in today's business environment?
They are low cost and can be discarded when not needed.
They are hired on a needs-basis and hence covers seasonal high workloads & avoid having to retrench the core workforce during lull seasons.
It is a hiring strategy that allows the organisation to have expert services which the it does not possess.
Organisation can capitalise on them for short-term projects & tasks and avoid burdening the core work-force.
These are some disadvantages of the Delphi Technique of Forecasting.
[ i ] Highly subjective.
[ ii ] Experts may not be as experienced.
[ iii ] It is too restrictive because it is a quantitative method.
[ iv ] Individuals in the assessing Panel may be unduly influenced.
Only [ i ] and [ iii ] are true
[ i ], [ ii ], [ iii ] and [ iv ] are all false
Only [ ii ] and [ iii ] are false
Only [ iv ] is false
Currently, 12 employees are needed to operate a Production Line which generates about $7.5m Revenue per year. How many employees should you forecast for if company is planning to increase Revenue by 18% next year?
14 Employees
15 Employees
No change to current the number of employees
16 employees
How do you feel about your Diploma Course so far? (This is a Poll Question and not part of the Quiz)
Very tough and challenging. Trying my best to manage.
Very easy and it is a breeze.
I think it is manageable but will need to put in effort.
I regret taking this Diploma.
How Does External Environment Affect Managers?
Jobs and employment
Assessing environmental uncertainty
Managing stakeholder relationships
causing managers anxiety
What is organisational culture?
Shared values, principles, traditions, and ways of doing things that influence the family members as a whole.
Shared culture, behavior and heritage, and ways of doing things that influence the way an organization’s members act.
Shared values, principles, traditions, and ways of doing things that influence the way an organization’s members act.
Individual values, principles, traditions, and ways of doing things that influence the way an organization’s members act.
Why Organizational Culture is important?
The culture decides the way employees interact at their workplace.
The culture of the workplace promotes healthy competition at the workplace
It gives the employees a sense of belonging
The culture of the workplace promotes healthy competition at the workplace
Components of the external environment that will effect an organization.
economic component
sociocultural component
technological component
global component
What is management?
The process of getting things done effectively and efficiently, with and through people.
The process of The process of The process of The process of
The process of getting there from wherever you are
The process of getting things done by following orders without question
What is the unity of command?
command and conquer
A structure in which each the unity of employees as an organisation
Shows the authority for a manager
A structure in which each employee reports to only one manager
Sources of power?
Coercive power
Diversion power
Power of three
Legitimate power
What is the definition for span of control?
How many man employee efficiently and effectively manage
How many employees can a manager efficiently and effectively manage
How many employees can an employee efficiently and effectively manage
How many managers can a manager efficiently and effectively manage
One of the actors that favor either the mechanistic model or the organic model of organizational design is size. What type of organisational design best suit 2000 over employees?
hierarchical
mechanistic
tall
organic
One of the actors that determines tghe choice of organizational design is the environment . What type of organisational design best suits for a dynamic environment?
futuristic design
mechanistic design
organic design
hierarchical design
What statements are true of planned change?
The activities that are proactive and purposeful; they are intentional, goal-oriented activities.
The goals of planned change are improving the ability of the organisation to adapt to changes in another environment and changing employee behaviour.
The change agents are people who react to and assume the responsibility for managing change activities.
Is accidental in nature.
Which statements are true of resistance to change?
Resistance to change can result in loss of employee loyalty and motivation, increased errors or mistakes and increased absenteeism.
Group reasons to resist change are: habit, security, economic factors, fear of the unknown and selective information processing.
Resistance to change can take the form of a covert and immediate response, such as voicing complaints and engaging in job actions.
Individual sources of change include: structural inertia, limited focus of change, group inertia, threat to expertise, threat to power relationships and threat to resource allocations.
Lewin’s three-step model of change management, consisting of:
Unfreezing the status quo, through movement to a desired end state, and refreezing the new change to make it permanent.
Establish a sense of urgency, form a coalition, and create a new vision.
Communicate the vision, empower others by removing barriers, create and reward short-term ‘wins'.
Create a new vision, consolidate, reassess and adjust, and Reinforce the changes.
Organisational development:
Is a strategy of redesigning the organisational structure to be flatter and increasing cross-functional activities and reshaping the culture to accept admitted failures and mistakes.
Is a change process based on systematic collection of data and then the selection of a change action based on what the analysed data indicates
Is a culture for change that stimulate a culture of innovation.
Is a collection of planned interventions, built on humanistic democratic values that seeks to improve organisational effectiveness and employee well-being.
Phase One, unfreezing of Lewins model for change includes
creating a felt need for change, minimising resistance to change
reinforcing outcomes and evaluating results
changing people, tasks, structure and technology
making constructive modifications
Improper refreezing results in
long-term internalisation
change that is abandoned
change that is completely implemented
temporary complete compliance
Managers at a mid-sized department store decided to change to an automated inventory system that would require sales clerks to enter a nine-digit code for each article of clothing sold. Once in place, managers designed an evaluation process. The clerks, however, were highly resentful of the new system and frequently ‘forgot’ to enter the code. What is wrong?
the managers failed to unfreeze the situation
the managers failed to change the situation
the managers failed to refreeze the situation
the managers failed to unfreeze and refreeze the situation
A new tracking system was implemented at Roadworks. Workers, however, avoided using it because it looked so complicated, though in actuality, the new system was easier than the former.
As a manager of these workers, what would you do to best minimise this source of resistance at this stage?
clarify intentions and methods
delay change and await a better time
offer information and encouragement
make sure that everyone is using the new system
April believes that people’s actions are guided by reason. Hence, she objectively presents facts and figures when approaching change.
The type of change strategy April most likely employs is:
incremental
radical
rational persuasion
shared power
Which of the following is an external force that would cause a company to make an organizational change?
A booming economy
The naming of a new CEO
An organization-wide restructuring
A widening span of control for managers
This type of change occurs in small, gentle steps, allowing a business to adapt gently.
Incremental
Disruptive
Phase One, unfreezing of Lewins model for change includes
creating a felt need for change, minimising resistance to change
reinforcing outcomes and evaluating results
changing people, tasks, structure and technology
making constructive modifications
Managers at a mid-sized department store decided to change to an automated inventory system that would require sales clerks to enter a nine-digit code for each article of clothing sold. Once in place, managers designed an evaluation process. The clerks, however, were highly resentful of the new system and frequently ‘forgot’ to enter the code. What is wrong?
the managers failed to unfreeze the situation
the managers failed to change the situation
the managers failed to refreeze the situation
the managers failed to unfreeze and refreeze the situation
April believes that people’s actions are guided by fear. Hence, she intimidates when approaching change.
The type of change strategy April most likely employs is:
training
coercion
communication & education
participation
April believes that people’s actions are guided by 'owning the decisions that are made'. Hence, she makes every effort to include her employees in defining problems, coming up with solutions and implementing those solutions.
The type of change strategy April most likely employs is:
training
coercion
communication & education
participation
A new tracking system was implemented at Roadworks. Workers, however, avoided using it because it looked so complicated, though in actuality, the new system was easier than the former.
As a manager of these workers, at which stage should you have dealt with the resistance to change?
unfreezing
change
refreezing
defrosting
What statements are true of planned change?
The activities that are proactive and purposeful; they are intentional, goal-oriented activities.
The goals of planned change are improving the ability of the organisation to adapt to changes in another environment and changing employee behaviour.
The change agents are people who react to and assume the responsibility for managing change activities.
Is accidental in nature.
Organisational development:
Is a strategy of redesigning the organisational structure to be flatter and increasing cross-functional activities and reshaping the culture to accept admitted failures and mistakes.
Is a change process based on systematic collection of data and then the selection of a change action based on what the analysed data indicates
Is a culture for change that stimulate a culture of innovation.
Is a collection of planned interventions, built on humanistic democratic values that seeks to improve organisational effectiveness and employee well-being.
