OBHR 4354 Deck 2

Question 1

Which of the following factors is most likely to make the people in an organization lose conviction that a change is necessary?

A past track record of success

The presence of a visible crisis

Consistent top management comments

The use of change-related communication that is rich in media

Answer 1

A past track record of success

Question 2

Which of the following is most likely to reduce the communication problem of message overloading?

Select one:

1. Reducing the reliance on feedback in change-related communications
2. Reducing employee involvement in the change process
3. Using specialist staff to monitor the change process
4. Using several different languages at every level of the change process

Answer 2

Using specialist staff to monitor the change process

Question 3

According to the _____ image of managing change, with respect to sustaining change, it is the responsibility of the change manager to design the change process and direct others to comply to ensure that planned objectives are achieved.

Select one:

1. director
2. navigator
3. caretaker
4. coach

Answer 3

director

Question 4

In the context of resistance to change in an organization, which of the following is the difference between employee resistance and management resistance?

Select one:

1. Management resistance is overt, whereas employee resistance is always covert.
2. Management resistance is more likely to occur at the conceptualization and planning stage, whereas employee resistance is more likely to arise at the point of implementation.
3. Management resistance is most likely to occur when the change is perceived as unnecessary, whereas employee resistance is most likely to occur when the change is perceived as necessary.
4. Management resistance is passive, whereas employee resistance is always active in nature.

Answer 4

Management resistance is more likely to occur at the conceptualization and planning stage, whereas employee resistance is more likely to arise at the point of implementation

Question 5

A. _____ occurs when more new information is provided more quickly than recipients can process.

Select one or more:

1. Message distortion
2. Message ambiguity
3. Message perception

Answer 5

Message distortion

Question 6

Which of the following reasons is NOT cited in the text as a cause of resistance that a change manager will have to diagnose before taking action?

Select one:

1. Innate dislike of change
2. Perceived ethical conflict
3. Belief that the proposed changes are appropriate

Answer 6

Belief that the proposed changes are appropriate

Question 7

Which of the following statements is true of alpha males?

Select one:

1. They miss subtleties.
2. They reduce the pressure on others to perform.
3. They are patient and unambitious.

Answer 7

They miss subtleties.

Question 8

According to Barry Staw and Jerry Ross, the factor that leads to escalation resulting from an attempt to save face by committing more resources at a project in an attempt to revive it and avoid being associated with failure is known as a(n):

Select one:

1. psychological determinant.
2. social determinant.
3. organizational determinant.

Answer 8

organizational determinant

Question 9

In the context of resistance to change in an organization, which of the following statements is true of the role of change managers?

A. Managers need to present change proposals in a manner that maximizes challenges to the current order.
 B. Managers can also resist change.
 C. Managers are most likely to facilitate acceptance of change when the organization operates at close to capacity.
 D. Middle managers have the least influence on the change process.

Answer 9

Managers can also resist change.

Question 10

In the context of images of change and key competencies, the interpreter’s key competency is ________________.

Answer 10

Communication

Question 11

In the top context of great intimidators which of the following refers to the calculated loss of temper

Answer 11

Porcupine Power

Question 12

What is a disadvantage of using the facilitation and support strategy to deal
with resistance to change?

Answer 12

It takes time and can be expensive.

Question 13

Which of the following is true of packaging moves?

a. It concerns the way in which relationships can be exploited to build support for ideas.

b. It concerns the way in which ideas are “wrapped” to make them more appealing, urgent, and acceptable.

c. It concerns the groundwork that may need to be done in advance of selling the issues.

d. It concerns assessing top team support in an organization.

Answer 13

It concerns the ways in which ideas are “wrapped” to make them more appealing, urgent, and acceptable.

Question 14

Which of the following is true about face-to-face communication?

a. Face-to-face meetings are still necessary
b. It is easier to convey difficult emotions with email than with face-to-face communication.
c. Teams perform just as well whether or not they ever have any face-to-face meetings.
d. If they are limited in the number of times they can meet face-to-face, teams should save face-to-face meetings for the end of the project.
e. Video-conferencing can replace all aspects of face-to-face communication.

Answer 14

a. Face-to-face meetings are still necessary

Question 15

which of the following is NOT a component of appreciative inquiry (AI)?

Answer 15

communicating to the world

Question 16

Which of the following is an advantage of using the manipulation and co-optation strategy to deal with resistance to change?

Answer 16

It is quick and inexpensive.

Question 17

Which of the following is NOT one of the symptoms of active resistance to change?

Answer 17

agreeing in person but not following through

Question 18

Which of the following illustrates a praiseworthy failure?

Answer 18

Lia takes seemingly reasonable actions that produce undesirable results due to uncertainty of future events.

Question 19

In the context of political skill and the change manager, apparent sincerity refers to _____.

A. the ability to engage and influence others in a compelling way

B. the ability to tactfully get subordinates to do things

C. building a variety of relationships across and outside an organization

D. being seen as forthright, open, honest, and genuine

Answer 19

being seen as forthright, open, honest, and genuine

Question 20

Agreeing in person but not following through, procrastinating, or dragging one’s feet are _____
signs of resistance to change.

Answer 20

Passive

Question 21

Which of the following is a probable reason for the popularity of the checklist approach with professional bodies and management consultancies?

the lack of criticisms faced by this “rational linear” model of change

the codification of an otherwise messy and iterative management process

the non-linear nature of the checklist approach

the monopoly exercised by a change manager in determining the chances of success

Answer 21

The codification of an otherwise messy and iterative management process

Question 22

Which of the following is NOT an action employed to sustain change?

Redesigning roles
Redesigning reward systems
Linking selection decisions to change objectives
Avoiding consistency in advocated actions

Answer 22

Avoiding consistency in advocated actions

Question 23

In which of the following ways can a change manager best develop social awareness?

by focusing on how his or her proposal can help others meet their goals
by using the method of self-disclosure
by playing down power differences
by revealing confidential information to the staff

Answer 23

By focusing on how his or her proposal can help others meet their goals

Question 24

Which of the following is a disadvantage of the change management style of inviting participation?

It normally leads to poorer decisions than deciding on one’s own.

It leads to lower commitment from staff who share ownership of the decision-making process.
It tends to conflict with the concept of management accountability, and the management loses some control over outcomes.

It uses little of the available information to manage change.

it tends to conflict with the concept of management accountability, and the management loses some control over outcomes

Answer 24

it tends to conflict with the concept of management accountability, and the management loses some control over outcomes

Question 25

The best change sequence in the event of ineffectiveness in the system is:

unfreeze, rebalance, and freeze.
freeze, unfreeze, and balance.
freeze, rebalance, and unfreeze.
unfreeze, unbalance, and freeze.

Answer 25

unfreeze, rebalance, and freeze.

Question 26

Which of the following is a power tell of dominant individuals?

Hesitating more frequently
Using a higher vocal register
Smiling a lot
Using open postures

Answer 26

Hesitating more frequently

Question 27

Which of the following is NOT a stage of change identified by Kathleen and Kevin Reardon?

Answer 27

the floating stage

Question 28

Which of the following reasons is NOT cited in the text as a cause of resistance that a change manager will have to diagnose before taking action?

Select one:

1. Innate dislike of change
2. Low tolerance of uncertainty
3. Perceived ethical conflict
4. Belief that the proposed changes are appropriate

Answer 28

Belief that the proposed changes are appropriate

Question 29

First step in action research

Answer 29

Plan

Question 30

People find it easier to support changes when

Answer 30

their interests are not threatened

Question 31

According to the _____ image of managing change, with respect to sustaining change, change outcomes are in constant flux and are largely beyond management control

Answer 31

Nurturer

Question 32

First step in Kotter’s 8 steps

Answer 32

Step 1: Create Urgency

Question 33

Which of the following factors is most likely to make people in an organization lose conviction that change is necessary?

A past track record of success
The presence of a visible crisis
Consistent top management comments
The use of change related communication that is rich in media

Answer 33

A past track record of success

Question 34

Which of the following is the difference between dialogic organizational development and diagnostic or organizational development

A: Dialogic OD uses the processes of unfreeze, change, and freeze to manage change, whereas diagnostic OD uses no systematic steps to manage change.

B: The practitioners of dialogic OD carry out diagnosis of the organizational situation before intervening, whereas the practitioners of diagnostic OD work with people in a way that creates new knowledge and awareness.

C: A consultant is an involved facilitator in dialogic OD, whereas he or she is a neutral facilitator in diagnostic OD.

D: Central to the diagnostic approach is the view that “real change” only occurs when mindsets are altered, whereas the dialogic approach focuses on making changes at the management level.

Answer 34

A consultant is an involved facilitator in dialogic OD, whereas he or she is a neutral facilitator in diagnostic OD.

Question 35

Which of the following is a probable reason for the popularity of the checklist approach with professional bodies and management consultancies?

the lack of criticisms faced by this “rational linear” model of change
the codification of an otherwise messy and iterative management process
the non-linear nature of the checklist approach
the monopoly exercised by a change manager in determining the chances of success

Answer 35

The codification of an otherwise messy and iterative management process

Question 36

The first step in action research is ____

Answer 36

Plan

Question 37

A problem associated with sustaining change is:

A. assuming that successful changes will automatically be sustained.
B. de-escalation of commitment.
C. recognizing success.
D. inflated expectations of competitors.

Answer 37

A. assuming that successful changes will automatically be sustained.

Question 38

Last step of Kotter’s 8 Steps

Answer 38

Anchor the changes in corporate culture.

Question 39

In which of the following types of networks are members connected indirectly by their link to the change manager?

A. Divergent network
B. Adhesive network
C. Convergent network
D. Cohesive network

Answer 39

Divergent Network

Question 40

In the context of individual resistance and management responses, which of the following statements would be considered “the stall”?

I don’t want to.
I’ll check the report first thing next week.
I think that the change would be better if it were implemented first in x division.
See what you’re making me do.

Answer 40

I’ll check the report first thing next week.

Question 41

According to the text which of the following was not a problem faced by the US Postal Service in 2001?

The indifference of senior managers, who regarded some aspects of strategy as a distraction
Low morale and performance of the staff
The inability to steer funding through a budget process that favored traditional initiatives over innovations
Rapidly rising fuel costs that made operation unprofitable

Answer 41

D. Rapidly riding fuel costs that made operation unprofitable

Question 42

Change managers were found to be more successful where:

Answer 42

They hold lower level positions in the organization’s informal network, regardless of their roles in the formal hierarchy.

Question 43

The benefits of change may result in the J curve in which:

The initial performance may deteriorate before it improves
the initial performance may increase before it becomes negative
it is impossible to tell about a company’s success without additional information
None of the above.

Answer 43

The benefits of change may result in the J-curve, in which the minimal performance may deteriorate before it improves

Question 44

Identify the meaning of the duration factor in the dice model developed by the Boston Consulting Group the meaning of the duration factor

the effort required that is over and above the usual demands on employees

the project team’s performance integrity; its ability to complete the initiative on time, which depends on members’ skills relative to the project’s requirements Incorrect

the time span until the program is completed if it has a short life; if not short, the amount of time between reviews or milestones

the commitment displayed by top management and employees who are affected

Answer 44

the time span until the program is completed if it has a short life; if not short, the amount of time between reviews or milestones

Question 45

Which of the following is a step in the appreciative inquiry process?

A) analysis
B) dreaming
C) inferring
D) classifying
E) collaboration

Answer 45

Dreaming

Question 46

Which of the following is a power tell of submissive individuals?

A. Using a lower vocal register, and speaking more
slowly
B. Modifying speech style to sound more like the person they are talking to
C. Adopting open postures
D. Speaking first, and influencing the conversation
thereafter

Answer 46

Modifying speech style to sound more like the person they are talking to

Question 47

Under the communication strategy of _____, a defensive approach is used to identify and respond to employee rumors and innuendos regarding changes.

A. tell and sell
B. spray and pray
C. identify and reply
D. withhold and uphold

Answer 47

identify and reply

Question 48

Under the communication strategy of _____, fundamental issues remain the focus, but management engages employees in a dialogue about the change process and seeks to identify obstacles and misunderstandings that need to be addressed.

A. tell and sell
B. spray and pray
C. underscore and explore
D. identify and reply

Answer 48

underscore and explore

Question 49

Change managers should ideally be _____, which is defined as the successful adaptation to life tasks when faced with highly adverse conditions or social disadvantage.
Multiple Choice

resilient
mischievous
thick-skinned
aggressive

Answer 49

resilient