WorksheetsFINAL EXAM - PROF 8
Total questions: 50
Worksheet time: 50mins
Name
Class
Date
1.
______________ is using direct threats or force on those who resist change.
a)
Coercion
b)
Negotiation
c)
Cooptation
d)
Education and communication
2.
__________ may be necessary when resistance comes from a powerful source.
a)
Negotiation
b)
Coercion
c)
Facilitation and support
d)
Education and communication
3.
Why might individuals resist organizational change?
a)
All of the choices
b)
Lack of interest
c)
Pessimism
d)
Anxiety
4.
Which of the following contexts would most suit a transformational leader?
a)
An organization that is in trouble
b)
An organization that is performing well
c)
An organization in a stable environment
d)
An organization in a mature industry
5.
An individual is likely to resist change because of all of the following reasons except_____________.
a)
increased productivity
b)
uncertainty
c)
concern over personal loss
d)
belief that the change is not in the organization’s best interest
6.
When grocery stores installed scanners to read the product price, this was an example of managing what change category?
a)
technology
b)
people
c)
competitors
d)
structure
7.
According to Kurt Lewin, which of the following is not a stage in the change process?
a)
restraining
b)
unfreezing
c)
refreezing
d)
changing
8.
A company that decides to decentralize its sales procedures is managing what change category?
a)
structure
b)
competitors
c)
people
d)
technology
9.
What statements are true of planned change?
a)
The activities that are proactive and purposeful; they are intentional, goal-oriented activities.
b)
The goals of planned change are improving the ability of the organization to adapt to changes in another environment and changing employee behaviour.
c)
The change agents are people who react to and assume the responsibility for managing change activities.
d)
Is accidental in nature.
10.
Which statements are true of resistance to change?
a)
Resistance to change can result in loss of employee loyalty and motivation, increased errors or mistakes and increased absenteeism.
b)
Group reasons to resist change are: habit, security, economic factors, fear of the unknown and selective information processing.
c)
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.
d)
None of the choices
11.
Lewin’s three-step model of change management, consisting of:
a)
Unfreezing the status quo, through movement to a desired end state, and refreezing the new change to make it permanent.
b)
Establish a sense of urgency, form a coalition, and create a new vision.
c)
Communicate the vision, empower others by removing barriers, create and reward short-term ‘wins'.
d)
Create a new vision, consolidate, reassess and adjust, and Reinforce the changes.
12.
Organizational development:
a)
Is a collection of planned interventions, built on humanistic democratic values that seeks to improve organisational effectiveness and employee well-being.
b)
Is a strategy of redesigning the organizational structure to be flatter and increasing cross-functional activities and reshaping the culture to accept admitted failures and mistakes.
c)
Is a change process based on systematic collection of data and then the selection of a change action based on what the analyzed data indicates.
d)
Is a culture for change that stimulate a culture of innovation.
13.
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 minimize this source of resistance at this stage?
a)
offer information and encouragement
b)
clarify intentions and methods
c)
delay change and await a better time
d)
make sure that everyone is using the new system
14.
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:
a)
rational persuasion
b)
incremental
c)
radical
d)
shared power
15.
Earl believes that people’s actions are guided by 'owning the decisions that are made'. Hence, he makes every effort to include his employees in defining problems, coming up with solutions and implementing those solutions. The type of change strategy Earl most likely employs is:
a)
participation
b)
training
c)
coercion
d)
communication & education
16.
Jude believes that people’s actions are guided by fear. Hence, he intimidates when approaching change. The type of change strategy Jude most likely employs is:
a)
participation
b)
training
c)
coercion
d)
communication & education
17.
Which title is given to an individual who is in charge of and coordinates the activities of a group of employees engaged in related activities within a unit of an organization?
a)
manager
b)
employee
c)
vender
d)
contractor
18.
Which management function involves setting goals and objectives and creating specific plans for completing them?
a)
planning
b)
organizing
c)
controlling
d)
leading
19.
Which level of management is responsible for establishing a vision for the organization, developing broad plans and strategies, and directing subordinate managers?
a)
executive managers
b)
first level managers
c)
second level managers
d)
middle managers
20.
Which management principle states that orders and instructions should flow down from top to bottom or from a higher level manager to a lower one?
a)
chain of command
b)
division of work
c)
unity of direction
d)
unity of command
21.
Economic uncertainty, regulatory requirements, and new competitors are examples of what type of factors that affect managers?
a)
external factors
b)
interpersonal factors
c)
internal factors
d)
intrapersonal factors
22.
Organizational development as an intervention program is basically a _______approach.
a)
top-to-bottom
b)
horizontal
c)
bottom-to-top
d)
None of the choices
23.
Which one of the following is not a stakeholder in an organizational development process?
a)
None of the choices
b)
Customers
c)
Suppliers
d)
Government agencies
24.
Survey feedback is an intervention designed to improve the effectiveness of ______.
a)
Total Organization
b)
Teams
c)
Both Total Organization and Teams
d)
None of the choices
25.
Which of the following is a characteristic of an effective team?
a)
Clear Purpose
b)
Formality
c)
Disagreement
d)
Internal Relations
26.
As a result of OD intervention, the result obtained is a
a)
Win-win situation
b)
Win – lose situation
c)
Lose-lose situation
d)
None of the choices
27.
OD relies heavily on
a)
Action research model with participation by all
b)
Scientific research in the area of human development
c)
Both Action research and Scientific research
d)
None of the choices
28.
During and after the ________ of intervention, the data is gathered.
a)
implementation
b)
initiation
c)
planning
d)
None of the choices
29.
It is proved, that, people can use, their capabilities and creativity if they are provided with
a)
Suitable work climate
b)
Adequate opportunities
c)
Both Suitable work climate and Adequate opportunities
d)
None of the choices
30.
In an organization, when it was perceived that the survival of the organization is threatened, and the success of OD was doubted as
a)
All of the choices
b)
There were many layers of hierarchies
c)
The management was authoritarian
d)
There was inflexible bureaucracy
31.
In the past, some of the OD interventions have benefited supervisors, and managers in the area of
a)
All of the choices
b)
Improved listening skills
c)
Improvement in ability to handle conflicts
d)
Increased ability to accept changes
32.
This is the second major phase in the general model of planned change which follows the entering and contracting stage.
a)
Diagnosing Organizations
b)
Planning Phase
c)
Implementation Phase
d)
None of the choices
33.
Conceptual frameworks that people use to understand organizations are referred to as
a)
Diagnostic models
b)
Structural models
c)
Management models
d)
All of the choices
34.
It is the process of understanding how the organizations is currently functioning
a)
Diagnosis
b)
Evaluation
c)
Organizational Development
d)
None of the choices
35.
Unitary wholes composed of parts or subsystems integrated into a functioning unit
a)
Systems
b)
Coordination
c)
Bundles
d)
All of the choices
36.
Organizations operate within an _________________, takes specific ____________, and ________________ those resources into _______________.
a)
External environment, inputs, transforms, outputs
b)
Internal environment, needs, transforms, outputs
c)
External environment, orders, transforms, outputs
d)
Internal environment, inputs, transforms, outputs
37.
The borders or limits of a system
a)
Boundaries
b)
Environment
c)
External environment
d)
All of the choices
38.
It is the broadest systems perspective in diagnostic activities
a)
Organization level analysis
b)
Group level analysis
c)
Individual level analysis
d)
None of the choices
39.
It is the information regarding the actual performance or the output results of the system
a)
Feedback
b)
Mail
c)
Output
d)
Data
40.
Referred to as the characteristic of the relationship between two or more parts
a)
Alignment
b)
Connection
c)
Relation
d)
System
41.
To diagnose an organization, OD practitioners and organization members need to have an idea about what information to collect and to analyze.
a)
True
b)
False
42.
Diagnosis does not provide a systematic understanding of organizations.
a)
True
b)
False
43.
At the organizational level of analysis, the internal environment is the key input.
a)
True
b)
False
44.
The general environment consists of all external forces and elements that can influence an organization and affect its effectiveness.
a)
True
b)
False
45.
A strategy represents the way an organization uses its resources to achieve its goals and gain a competitive advantage.
a)
True
b)
False
46.
The key dimension of the environment affecting information processing is information uncertainty.
a)
True
b)
False
47.
What strategy can prevent team conflict?
a)
Clear, concise guidelines
b)
Authoritarian approach
c)
Let problems run their course
d)
Call out trouble makers
48.
In order to plan all of the work schedules and is viewed as extremely strict. The leadership style is most likely:
a)
Autocratic
b)
Independent
c)
Democratic
d)
None of the choices
49.
Which stage of team building allows the members to express their ideas?
a)
Norming
b)
Forming
c)
Storming
d)
Performing
50.
Redesigning the company's span of control or decision-making procedures is a part of:
a)
Organizational development interventions
b)
Structural Change
c)
Cultural Change
d)
Technological Change
100 %
