Busi 240 Chapter 14-15
Force field analysis Kurt Lewin's model of system-wide change
that helps change agents diagnose the forces that drive and
restrain proposed organizational change
Unfreezing The first part of the change process, in which the
change agent produces disequilibrium between the driving and
restraining forces
Refreezing The latter part of the change process, in which
systems and structures are introduced that reinforce and
maintain the desired behaviors
Six most common reasons people resist change 1) Negative
valence of change
2) Fear of the unknown
3) Not-invented-here syndrome
4) Breaking routines
5) Incongruent team dynamics
6) Incongruent organizational systems
When is resistance to change higher? When employees believe
that
1) The change will have more negative than positive outcomes
2) The negative outcomes have a high probability of occurring
and the positive outcomes have a low probabilty of occurring
What happens when employees do not know the probability of
good or bad outcomes from the change? They tend to anticipate
worse rather than better outcomes
Not-invented-here syndrome Employees oppose or even
discreetly undermine a change initiative because its success
threatens their self-worth; this resistance occurs when the change
was developed by others, even though the practice is within the
individual's job duties or mandate
True or false: people typically resist initiatives that force them out
of their comfort zones and require them to invest time and energy
in learning new role patterns. True
True or false: conformity to existing team norms may discourage
employees from accepting organizational change. True
According to Lewin's force field model, how does effective change
occur? By unfreezing the current situation, moving to a desired
condition, and then refreezing the system so it remains in the
desired state
How can unfreezing occur? Making the driving forces stronger,
weakening or removing resisting forces, or both
What usually happens when driving forces are increased? It is
not effective, because it is met with an equal amount of resisting
forces
What is the problem with weakening/removing restraining forces?
It provides no motivation for change.
What is the preferred method of unfreezing? A combination of
increasing driving forces and reducing/removing resisting forces
How does creating an urgency for change occur? Usually by
informing employees of competitors, changing consumer trends,
impending government regulations, and other forms of turbulence
in the external environment
Customer-driven change Companies sometimes fuel urgency to
change by putting employees in direct contact with customers;
dissatisfied customers are a driving force for change because the
organization's survival depends on continued customer
satisfaction
When is creating an urgency for change without external forces
most challenging? When the company is successful in its market
How can a company create an urgency for change without
external forces? Using persuasive influence; creating a future
vision of a better organization
Six strategies for reducing restraining forces 1) Communication
2) Learning
3) Employee involvement
4) Stress management
5) Negotiation
6) Coercion
What is the highest priority and first strategy required for any
organizational change? Communication
In what two ways does communication improve the change
process? 1) Generates an urgency to change
2) Illuminates the future and thereby redcuces fear of the
unknown
Why is learning an important process in most organizational
change initiatives? Employees need new knowledge and skills to
fit the organization's evolving requirements. Learning helps
employees perform better following the change and also
increases their readiness for change because they develop a
stronger self-efficacy or confidence in their ability to function
effectively following the change
Benefits of employee involvement Employees tend to feel more
personal responsibility for its successful implementation;
minimizes not-invented-here syndrome; the complexity of today's
work environment requires that more people provide ideas
regarding the best direction of the change effort
How can stress be managed during organizational change?
Communication, learning, and employee involvement; stress
management practices (remove some of the direct costs and fear
of teh unknown about the change process)
Negotiation A form of influence that involves the promise of
benefits or resoruces in exhange for the target person's
compliance with the influencer's request
What resistance reducing tactic should only be used as a last
resort? Coercion
Coercion examples Persistently reminding people of obligations;
frequently monitoring behavior to ensure compliance; confronting
people who do not change; using threats of punishment to force
compliance
How can conditions be refreezed? Realigning organizational
systems and team dynamics with the desired changes, using
organizational rewards, information systems as conduits for
feedback
Four ingredients in effective change processes 1) Leadership
2) Coalitions
3) Social networks
4) Pilot projects
What is a key element of leading change? A strategic vision
What does a leader's vision accomplish? 1) Provides a sense of
direction and establishes the critical success factors against which
the real changes are evaluated
2) Provides an emotional foundation for the change, because it
links the individual's values and self-concept to the desired
change
Guiding coalition The group that change agents need to assist
in leading change; possibly the most important factor in the
success of public sector organizational change programs
What is the problem with social networks? They are not easily
controlled
Viral change process Change agents tap into social networks
to build a groundswell of support for a change initiative
Benefits of social networks Represent the channels through
which news and opinion about change initiatives are transmitted;
provide opportunities for behavior observation
Design thinking The view that new ideas emerge through
discovery of the unknown rather than through systematic surveys
and other data collection dependent on past knowledge
Pilot project A cautious approach that tests the effectiveness of
a change,as well as the strategies to gain employee support for
the change withot the enormous costs and risks of company-wide
initiatives
How do you diffuse the pilot project's change to other parts of the
organization 1) Emploees are more likely to adopt its practices
when they are motivated to do so
2) Employees must have the ability (required skills and
knowledge) to adopt the pracices introduced in the pilot project
3) Pilot projects get diffused when employees have clear role
perceptions
Action research A problem-focused change process that
combines action orientation (changing attitudes and behavior)
and research orientation (testing theory through data collection
and analysis)
Four phases of action research 1) Form client-consultant
relationship
2) Diagnose the need for change
3) Introduce intervention
4) Evaluate and stabilize change
How to diagnose need for change Gather data, analyze data,
and decide objectives
How to evaluate and stabilize change Determine the change
effectiveness and refreeze new conditions
Appreciative inquiry An organizational change strategy that
directs the group's attention away from its own problems and
focuses participants on the group's potential and positive
elements
Positive organizational behavior Suggests that focusing on the
positive rather than the negative aspects of life will improve
organizational success and individual well-being
Five key principles of appreciative inquiry 1) Positive principle
2) Constructionist principle
3) Simultaneity principle
4) Poetic principle
5) Anticipatory principle
Positive principle Focusing on positive events and potential
produces more positive, effective, and enduring change
Constructionist principle How we perceive and understand the
change process depends on the questions we ask and language
we use throughout that process
Simultaneity principle Inquiry and change are simultaneous,
not sequential
Poetic principleOrganizations are open books, so we have choices
in how they may be perceived, framed, and described
Anticipatory principle People are motivated by and guided by
the vision they see and believe in for the future
The four-D model of appreciative inquiry 1) Discovery- identifying
the best of "what is"
2) Dreaming- envisioning "what might be"
3) Designing- engaging in dialogue about "what should be"
4) Delivering- developing objectives about "what will be"
Large group interventions Highly participative events that
view organizations as open systems (i.e. involve as many
employees and other stakeholders as possible) and adopt a future
and positive focus of change
Future search conferences Large group interventions typically
held over a few days in which participants identify emerging
trends and develop strategies for the organization to realize
potential under those future conditions
Limitations of future search meetings 1) Involving so many
people invariably limits oportunity to contribute and increases risk
that a few people will dominate the process
2) The events focus on finding common ground, which may
prevent participants from discovering substantive differences that
interfere with future progress
3) The events generate high expectations about an ideal future
state that are difficult to satisfy in practice
Parallel learning structures A highly participative arrangement
composed of people from most levels of the organization who
follow the action research model to produce meaningful
organizational change
Cultural issues in organizational change Many practices are build
around Western cultural assumptions and values, which may
differ from others; the assumption that effective organizational
change is necessarily punctuated by tension and overt conflict
Ethical issues of organizational change practices The risk of
violating individual privacy rights; some change activities
potentially increase management's power by inducing compliance
and conformity in organizational members; some organizational
change interventions undermine the individual's self-esteem
True T/F A company's corporate culture defines what is important
and unimportant in an organization and directs people toward the
"right way" of doing things
enacted valuesThe culture of an organization is actually defined
by its _____
the different prioritizing of shared values that shape organization
cultures The corporate culture at Zappos encourages customer
service and teamwork while Netflix values individual performance
and has a more competitive environment this is an example of
______
dominant culture When we characterize apply as an innovative
company we are identifying its _______
artifacts The observable symbols and signs of an organizations
culture are its _______
organizational culture The values and assumptions shared
within an organization are its ________
transmit and reinforce corporate values Organizational legends
and stories are important to corporate culture because they
_______
enacted Values are ______ when they lead action
language A corporate slogan is one way organizations use
organizational ____ to express corporate values
different organizations prioritize different shared values Which of
the following best explains why organizations vary widely in terms
of their organizational culture?
ceremony The Academy of Mangaemtn has an annual conference
at which it installs offers and presents awards this is an example
of a(n) _____ that is part of the academy's organizational culture
dominant culture The values and assumptions shared most
consistently and widely by the organization's members constitute
its ______
physical structures A manufacturer has a cellular layout with
groupings of workers and several machines in each. This shapes a
culture of collaboration and cross-training through ______
how employees address each other
the physical layout of the offices
rewards for good performance Which of the following would be
considered artifacts of an organization?
tell employees what to do or not to do
are about real people Stories have the greatest ability to
communicate corporate culture when they ______
the dominant values are institutionalized through rituals, stories
and ceremonies
most employees embrace the dominant values and assumptions
An organizational culture that is strong can be recognized
because ______
language At a large law firm, all attorneys are addressed as "Mr."
or "Ms." but everyone else is called by their first name. This is an
example of how the law firm uses _____ to express its values.
open systems An adaptive culture is one that sees things from
a(n) ______ perspective
ceremonies Planned activities an organization conducts
specifically for the benefit of an audience are its _____
The ethical values that are dominant in an organization will be
reflected in the behavior of its employees Which of the
following is true of the relationship between an organization's
dominant values and its employees ethical practices?
physical structure The use of open spaces instead of offices with
closed doors is a way of using _____ to shape organizational
culture
corporate leaders fail to audit and integrate the companies
cultures A major reason that as many as half of corporate
mergers and acquisitions fail to add value is that _____
artifacts The observable symbols and signs of an organization's
culture are its _______
bicultural An audit that diagnoses cultural relations between
merging companies to determine the potential for conflict is
known as a _____ audit.
are long-lasting most strong organizational cultures ______
separation When the merging companies are in unrelated
industries or different countries the strategy requiring a minimal
exchange of culture or organizational practices is ________
adaptive culture An organizational culture with employees
who are receptive to internal change and continue to adjust to a
changing environment has a(n) _________
True T/F organizations must change their cultures to adapt to the
external environment or they won't survive
often reflect the dominant values of the organization The
ethical practices of a companys employees ______
they are powerful role models and visionaries A reason why
founders and early leaders leave a strong imprint on an
organization's culture is that ______
are overly focused on the financial and marketing logistics
Many mergers or acquisitions fail because corporate leaders
______
can be used to adjust shared vales and assumptions Artifacts
can change or strengthen organizational culture because they
______
bicultural Before Abels Enterprises acquired a new firm it sent a
team to the new firm for a period of several months to study the
company's culture and magement practice this is an example of
a(n) _____ audit
reward the entire team equally An example of a culturally
consistent reward for completing a project early in a team based
organiztio would be to -____
minimal Which of the following best describes the relationship
between two merging companies under a separation strategy?
employees carry the organization's culture in their minds
Which of the following best explains why workforce stability
is crucial ti a strong culture?
environment It is sometimes necessary to change an
organization's culture to realign it with the external _____ so it can
survive
the founders activities are retold as organizational stories to
reinforce the culture
they are often visionaries who are powerful role models The
actions of founders and leaders often form the organizations
culture during its early stages and this culture lasts for a long
time because ______
selection The part of attraction-selection-attrition theory that
states that job applicants are often chosen because they "fit in" is
______
artifacts Changing _____ such as reward systems and the
workplace layout can alter or strengthen the corporate culture
socialization The process by which individuals learn the values
expected behaviors and social knowledge needed for their roles is
organizational ______
culturally consistent rewards Basing individual requires on
organizational performance goals and reinforcing the goals
through weekly contests is an example of using ___ to change or
strengthen organizational culture
corporate culture
performance expectations
company jargon Effective organizational socialization helps
new employees learn ______
it takes a while for employees to completely comprehend the
organizations culture and integrate it into their daily work lives
Having stable workforce with low turnover is important to
maintaining a strong organizational culture because _______
Organizational culture consists of the values and assumptions
shared within an organization that also dictate the correct way of
thinking about and acting on problems and opportunities facing
the organization True
Values are conscious perceptions, while assumptions are
nonconscious true
Organizational culture is not defined by espoused values. Instead,
it consists of shared enacted values. true
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
Artifacts provide valuable evidence about a company's culture
true
Rituals support organizational culture by providing social
prescriptions of the ways things should or should not be done
around the organization; they are the programmed routines of
daily organizational life that dramatize an organization's culture
false - Organizational stories and legends serve as powerful
social prescriptions of the way things should (or should not) be
done. They add human realism to corporate expectations,
individual performance standards, and the criteria for getting
fired.
The strength of an organization's culture refers to how widely and
deeply employees hold the company's dominant values and
assumptions. true
Efficiency-focused cultures are likely to be more important for
companies in environments with strong competition and
standardized products true
Organizations with adaptive cultures are unable to maintain a
stable value system and, consequently, tend to perform poorly in
the long run false - An adaptive culture exists when employees
are receptive to change—they assume that the organization
needs to continuously adapt to its external environment and that
they need to be flexible in their roles within the organization. This
does not imply that they will perform poorly in the long run.
The assimilation strategy is the most likely to result in a culture
clash. false - The cultural assimilation strategy seldom
produces cultural clashes, because the acquiring firm's culture is
highly respected and the acquired firm's culture is either weak or
relatively similar to the other culture
The deculturation strategy is most appropriate when the merging
companies are in unrelated industries. false - The separation
strategy 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
Organizational culture can sometimes be reshaped by applying
transformational leadership and organizational change practices
true
One way to change an organization's culture is to change its
artifacts true
Organizational socialization is a process of both learning and
adjustment true
Impression management can distort preemployment for
employers true
_____ 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.
A. Values
B. Organizational artifacts
C. Languages
D. Beliefs
E. Shared assumptions E. Shared assumptions
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 B.
They are so deeply embedded they probably cannot be
discovered by surveying employees.
The organizational culture dimension of attention to detail is
characterized by _____.
A. tolerance
B. fairness
C. precision
D. collaboration
E. security C. precision
Which of the following organizational culture dimension is
characterized by competitiveness and a low emphasis on social
responsibility?
A. stability
B. innovation
C. outcome orientation
D. aggressiveness
E. respect for people D. aggressiveness
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 A. the organization's
dominant culture.
One advantage of countercultures is that they
A. rarely exist in real organizations.
B. maintain surveillance over and critically review 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. B.
maintain surveillance over and critically review the company's
dominant culture.
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 C. a subculture
_____ are conscious perceptions about what is good or bad, right
or wrong.
A. Assumptions
B. Values
C. Morals
D. Artifacts
E. Decisions B. Values
If artifacts of organizational culture are the physical structure,
language, rituals, and stories, then what are shared values and
assumptions?
A. change agents
B. management styles
C. components of hierarchy
D. organizational structure
E. organizational culture E. organizational culture
Corporate leaders hope _____ will eventually become the
organization's culture and guide the organization's decisions and
actions.
A. enacted values
B. shared values
C. espoused values
D. shared assumptions
E. organizational culture C. espoused values
What are spawning grounds for emerging values that keep the
firm aligned with the evolving needs and expectations of
customers, suppliers, communities, and other stakeholders?
A. dominant cultures
B. subcultures
C. innovations
D. details
E. enacted values B. subcultures
Organizations differ in their cultural content, that is, the relative
ordering of
A. shared values.
B. shared assumptions.
C. enacted values.
D. espoused values.
E. countercultures. A. shared values.
Which of the following are the observable indicators of
organizational culture?
A. assumptions
B. artifacts
C. values
D. beliefs
E. mental models B. artifacts
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 C. Artifacts represent the
directly observable symbols and signs of an organization's
culture.
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 C. describe real
people and are assumed to be true
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. A.
programmed routines of daily organizational life that dramatize
the organization's culture.
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 differ from its enacted
values. C. a ritual that probably symbolizes the organization's
dominant culture.
Ceremonies are
A. programmed routines of daily organizational life that dramatize
the organization's culture.
B. more formal artifacts than rituals.
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. B. more
formal artifacts than rituals.
Which of the following is an artifact?
A. values
B. language
C. assumptions
D. beliefs
E. corporate cult B. language
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. C. verbal
symbols of cultural values that reveal how employees describe
customers, express anger, and greet stakeholders.
Which of the following is a verbal symbol of cultural values?
A. speeches at ceremonies
B. expressions of anger
C. shared assumptions
D. beliefs
E. rituals B. expressions of anger
Which of these statements about organizational stories is false?
A. Stories are most effective at communicating corporate culture
when they describe real events with real people.
B. Stories serve as powerful social prescriptions of the way things
should or should not be done.
C. Stories produce emotions in listeners, and these emotions tend
to improve listeners' memory of the lesson within the story.
D. Stories advise people what not to do, but leave out the
solutions and suggestions.
E. Stories add human realism to corporate expectations,
individual performance standards, and the criteria for getting
fired. D. Stories advise people what not to do, but leave out
the solutions and suggestions.
The Target motto, "Expect more, pay less," is an example of
A. an organizational artifact.
B. organizational language.
C. organizational culture.
D. an organizational ritual.
E. an espoused value. B. organizational language.
_____ are planned activities conducted specifically for the benefit
of an audience.
A. Artifacts
B. Rituals
C. Assumptions
D. Ceremonies
E. Values D. Ceremonies
Collaborative and creative cultures value more teamwork and
flexibility, so space design is
A. structured.
B. informal.
C. for individuals.
D. more fixed.
E. symmetrical. B. informal.
Which of the following is true about the work space in a
controlling and competitive culture?
A. more team space
B. low to medium enclosures
C. flexible environment
D. symmetrical layout
E. organic design D. symmetrical layout
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 E. The strength of an organization's culture refers
to how widely and deeply employees hold the company's
dominant values and assumptions
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. A. Organizations with stronger cultures tend
to perform better than those with weak cultures when the culture
content fits the external environment.
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
C. The organization has more difficulty anticipating and
responding to stakeholder needs.
Organizations with an adaptive corporate culture
A. are unlikely to survive in the long run.
B. have employees who see things from an open systems
perspective.
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. B. have employees
who see things from an open systems perspective.
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 well-being.
B. Employees continuously question past practices.
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. B. Employees
continuously question past practices.
Employees at SuperTech Services seek out opportunities rather
than wait for them to arrive. They also have a strong learning
orientation. 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. E. an adaptive culture.
Which one of the following statements about a strong culture is
false?
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 a relationship between an organization's cultural
strength and its performance.
C. A strong culture encourages decisions and behaviors that can
undermine the organization's connection with its stakeholders.
D. If the dominant values are congruent with the environment,
then employees are more likely to engage in decisions and
behaviors that improve the organization's interaction with that
environment.
E. The benefits of a strong culture depend on whether its content
—the culture's dominant values and assumptions—is aligned with
the external environment. C. A strong culture encourages
decisions and behaviors that can undermine the organization's
connection with its stakeholders.
Corporate cults may undermine organizational effectiveness
because they lock people into _____, which can blind them to new
opportunities and unique problems.
A. mental models
B. dissension
C. alignment
D. rituals
E. adaptation A. mental models
Organizational culture is a(n)
A. conscious driver.
B. social control mechanism.
C. separator of people.
D. short-lived phenomenon.
E. unstable environment. B. social control mechanism.
Wells Fargo is now under investigation for its cultural practices.
Rewards were given based on meeting account quotas. This
practice caused employees to behave
A. unethically.
B. consciously.
C. creatively.
D. ethically.
E. vigilant. A. unethically.
The main purpose of a bicultural audit is to
A. determine whether a 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. D. identify and diagnose differences in the corporate
cultures of merging organizations.
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.B. conduct a bicultural
audit.
_____ 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 B. Assimilation
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 A. deculturation
A deculturation strategy of merging two corporate cultures should
be applied when
A. employees at the acquired company willingly embrace the
cultural values of the acquiring organization.
B. both firms operate successfully in different industries.
C. employees in the acquired firm want to hold on to their firm's
culture even though it does not fit the external environment.
D. both of the firms have weak cultures.
E. the merging companies agree to remain distinct entities with
minimal exchange of culture or organizational practices. C.
employees in the acquired firm want to hold on to their firm's
culture even though it does not fit the external environment.
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 D. integration
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. E. It creates a new composite
culture that preserves the best features of the previous cultures.
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 C. separation
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. C. the two organizations operate in distinct industries.
When merging cultures, it is best to
A. go quickly so it is less painful.
B. take time to be sure it is a cultural fit.
C. lay off all previous employees to minimize dissension.
D. undermine employee performance and customer service.
E. have one culture dominate the other. B. take time to be sure it
is a cultural fit.
Which merger strategy is most difficult to maintain?
A. deculturation
B. assimilation
C. separation
D. integration
E. negotiation C. separation
An organization's culture begins with its
A. clients.
B. country-level managers.
C. employees.
D. founders and leaders.
E. auditors. D. founders and leaders.
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 B. Organizations have a natural tendency to attract,
select, and retain people with values that are consistent with the
organization's own culture
The workplace layout, reporting structure, office rituals, type of
information distributed, and language are all examples of
A. values.
B. assumptions.
C. socialization.
D. artifacts.
E. attrition. D. artifacts.
What has the most powerful effect on strengthening or reshaping
an organization's culture?
A. ceremonies
B. rewards
C. employees
D. values
E. communication B. rewards
Which one of the following is true about strong cultures?
A. They have a stable workforce.
B. They have employees who work alone.
C. They seek job applicants whose values are different to expand
the cultural beliefs.
D. They do not hold leaders accountable for employees' values.
E. The firm establishes the founder's habits. A. They have a
stable workforce.
The web-based application, LinkedIn, uses _____ to find job
applicants by posting that new people or firms have viewed your
profile.
A. attraction
B. selection
C. attrition
D. rewards
E. recognition A. attraction
On the television show, Undercover Boss, the boss becomes an
employee to learn the job. The current employees then judge how
well the undercover boss will fit in. The employees are practicing
A. attraction.
B. attrition.
C. selection.
D. recruitment.
E. retention. C. selection.
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 D. learning and adjustment
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. C. newcomers
with diverse work experience.
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. C. long before the first day of work for the organization.
During which of the following stages of socialization do people
first learn about the organization and job?
A. role management
B. encounter
C. preemployment
D. probation
E. orientation C. preemployment
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. B.
employers and job applicants gave and received accurate
information about each other.
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 B. Employees form expectations (a psychological
contract) about working at that organization.
Many employees experience 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. C. newcomers test how well
their preemployment expectations fit reality, and many
companies fail this test.
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. E. a perceived discrepancy between employee
expectations and reality.
_____ 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
C. Encounter
D. Gathering information
E. Job interview A. Role management
. Resolving conflicts between work and nonwork activities mainly
occurs during the _____ stage of socialization.
A. role management
B. encounter
C. preemployment
D. reality shock
E. disillusionment A. role management
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. A. Socialization agents help integrate new
employees into the team.
_______ is a system whereby newcomers are assigned to
coworkers for sources of information and social support.
A. Realistic job preview
B. Work ownership
C. Relational partnership
D. Psychological contract
E. The buddy system E. The buddy system
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 andNatalie are part of the
CoraTech's
A. two-man rule.
B. work ownership.
C. buddy system.
D. inspection partnership.
E. duty segregation. C. buddy system.
The _____ refers to the individual's beliefs about the terms and
conditions of a reciprocal exchange agreement between him- or
herself and an employer.
A. psychological contract
B. relational contract
C. transactional contract
D. mental model
E. realistic job preview A. psychological contract
Effective socialization supports newcomers'
A. individual beliefs.
B. organizational comprehension.
C. perceptions.
D. resolution of nonwork conflicts.
E. relationship expectations B. organizational comprehension.
Companies are initiating a(n) _________ to help reduce turnover
and increase job performance.
A. work ownership
B. psychological contract
C. realistic job preview
D. relational partnership
E. buddy system C. realistic job preview
Most employees at United FiberTech support the idea that the
company's success depends on their willingness to continually
change and improve customer service.
86. United FiberTech probably has
A. an adaptive culture.
B. many countercultures.
C. more subcultures than employees.
D. an unethical culture.
E. no corporate culture. A. an adaptive culture.
United FiberTech most likely has a strong
A. management team.
B. learning orientation.
C. drive for profits.
D. corporate cult.
E. training program. B. learning orientation.
BarkBark Inc. and Happy Toys Ltd. are considering a merger and
are unsure whether their two organizations will have a difficult
time with clashing cultures. They perform a detailed diagnosis,
collecting and analyzing the gathered data about the two merging
companies. They identify several overlapping values, which they
feel that they can effectively meld into a cohesive new culture.
88. In Scenario B, BarkBark and Happy Toys used _______ when
considering the merger.
A. assimilation
B. deculturation
C. a bicultural audit
D. a merger strategy
E. a cultural review C. a bicultural audit
What type of cultural merge would be best for BarkBark?
A. integration
B. deculturation
C. assimilation
D. separation
E. incorporation A. integration
What type of cultural merge would be worst in this situation?
A. integration
B. deculturation
C. assimilation
D. separation
E. incorporation B. deculturation
Reagan is a new HR manager for a large company. She is
concerned about the number of employees leaving the company
and the lack of job applicants. She begins with a review of the
company's policies and then a look at the culture. She talks with
long-time employees to learn the stories and the rituals.
91. After listening and researching, Reagan creates a posting on a
popular website and searches employment boards. She has
begun which component of cultural fit?
A. retention
B. attraction
C. selection
D. attrition
E. hiring B. attraction
After listening and researching, Reagan now knows why people
are leaving. She has found that _______ is the cause.
A. retention
B. attraction
C. selection
D. attrition
E. interviewing D. attrition
What does organizational culture consist of? Briefly describe its
components. Organizational culture consists of the values and
assumptions shared within an organization. In the context of
organizational culture, values are discussed as shared values,
which are values that people within the organization or work unit
have in common and place near the top of their hierarchy of
values. Organizational culture also consists of shared assumptions
—a deeper element that some experts believe is the essence of
corporate culture. Shared assumptions are nonconscious, taken-
for-granted perceptions or ideal prototypes of behavior that are
considered the correct way to think and act toward problems and
opportunities. Shared assumptions are so deeply ingrained that
you probably wouldn't discover them by surveying employees.
Explain the functions of organizational subcultures.
Organizational subcultures serve two important functions.
First, they maintain the organization's standards of performance
and ethical behavior. Employees who hold countercultural values
are an important source of surveillance and critical review of the
dominant order. They encourage constructive conflict and more
creative thinking about how the organization should interact with
its environment. Subcultures potentially support ethical conduct
by preventing employees from blindly following one set of values.
The second function of subcultures is that they are the spawning
grounds for emerging values that keep the firm aligned with the
evolving needs and expectations of customers, suppliers,
communities, and other stakeholders. Companies eventually need
to replace their dominant values with ones that are more
appropriate for the changing environment
What are artifacts? Explain the four broad categories of artifacts
Artifacts are the observable symbols and signs of an
organization's culture, such as the way visitors are greeted, the
organization's physical layout, and how employees are rewarded.
The four broad categories of artifacts are:
1. Organizational stories: Organizational stories and legends serve
as powerful social prescriptions of the way things should (or
should not) be done. They add human realism to corporate
expectations, individual performance standards, and the criteria
for getting fired. Stories also produce emotions in listeners, and
these emotions tend to improve listeners' memory of the lesson
within the story. Stories have the greatest effect on
communicating corporate culture when they describe real people,
are assumed to be true, and are known by employees throughout
the organization.
2. Rituals and ceremonies: Rituals are the programmed routines
of daily organizational life that dramatize an organization's
culture. They include how visitors are greeted, how often senior
executives visit frontline staff, how people communicate with one
another, how much time employees take for lunch, and so on.
These rituals are repetitive, predictable events that have symbolic
meanings reflecting underlying cultural values and assumptions.
Ceremonies are more formal artifacts than rituals. Ceremonies
are planned activities conducted specifically for the benefit of an
audience. This would include publicly rewarding (or punishing)
employees or celebrating the launch of a new product or newly
won contract.
3. Organizational language: Language transmits and sustains
shared values through metaphors and other special vocabularies
that represent the employees' perspectives of reality. The
language of the workplace speaks volumes about the company's
culture. How employees talk to one another, describe customers,
express anger, and greet stakeholders are all verbal symbols of
cultural values.
4. Physical structures and space: The size, shape, location, and
age of buildings may symbolize the organization's culture. For
example, a tall building with closed offices and senior executive
offices on the top floor often reflects a hierarchical, bureaucratic
organization. Along with the physical structure, executives should
look at artifacts inside the building, such as paintings, office
space, cafeteria food, and so on.
Explain the important functions of organizational culture. The
important functions of organizational culture are:
Control system: Organizational culture is a deeply embedded
form of social control that influences employee decisions and
behavior. Culture is pervasive and operates nonconsciously.
Social glue: Organizational culture is the "social glue" that bonds
people together and makes them feel like part of the
organizational experience. Employees are motivated to internalize
the organization's dominant culture because it fulfills their need
for social identity. This social glue is increasingly important as a
way to attract new staff and retain top performers. It also
becomes the common thread that holds together employees in
global organizations.
Sense making: Organizational culture helps employees make
sense of what goes on and why things happen in the company.
Corporate culture also makes it easier for employees to
understand what is expected of them.
Explain the important contingencies of organizational culture and
effectiveness. Studies have found only a modestly positive
relationship between culture strength and organizational
effectiveness. This is because strong cultures improve
organizational effectiveness only under specific conditions. Three
important contingencies are:
1. Culture content alignment with environment: One contingency
between cultural strength and organizational effectiveness is
whether the organization's culture content—its dominant values
and assumptions—is aligned with the external environment.
2. Avoiding a corporate cult: A second contingency is the degree
of cultural strength. Various experts suggest that companies with
very strong cultures (i.e., corporate "cults") may be less effective
than companies with moderately strong cultures. One reason
corporate cults may undermine organizational effectiveness is
that they lock people into mental models, which can blind them to
new opportunities and unique problems. The challenge for
organizational leaders is to maintain not only a strong culture but
one that allows subcultural diversity.
3. Culture is an adaptive culture: A third contingency determining
the influence of cultural strength on organizational effectiveness
is whether the culture content includes an adaptive culture.
Employees who embrace an adaptive culture see things from an
open systems perspective. They view the organization's survival
and success in terms of ongoing adaptation to the external
environment, which itself is continuously changing. They assume
that their future depends on monitoring the external environment
and serving stakeholders with the resources available. Thus,
employees in adaptive cultures have a strong sense of ownership.
They take responsibility for the organization's performance and
alignment with the external environment.
Briefly describe the bicultural audit process Organizational
leaders can minimize cultural collisions and fulfill their duty of due
diligence by conducting a bicultural audit. A bicultural audit
diagnoses cultural relations between the companies and
determines the extent to which cultural clashes will likely occur.
The process begins with interviews, questionnaires, focus groups,
and observation of cultural artifacts to identify cultural differences
between the merging companies. Next, the audit data are
analyzed to determine which differences between the two firms
will result in conflict and which cultural values provide common
ground on which to build a cultural foundation in the merged
organization. The final stage of the bicultural audit involves
identifying strategies and preparing action plans to bridge the two
organizations' cultures.
Identify and briefly explain the strategies for changing and
strengthening organizational culture. The strategies are:
Through the actions of founders and leaders—transformational
leadership and organizational change practices may be used.
Altering artifacts, or creating new artifacts, can potentially adjust
shared values and assumptions.
Changing reward systems can strengthen or reshape the behavior
of organizational members.
Supporting workforce stability and communication. Strong
cultures depend on stable workforces.
Attracting, selecting, and retaining employees with the values and
personality characteristics that are desired.
What is organizational socialization? How does it support the
organization's culture Organizational socialization is the
process by which individuals learn the values, expected
behaviors, and social knowledge necessary to assume their roles
in the organization. The process can potentially change employee
values to be more aligned with the company's culture and gives
newcomers clearer understanding about the company's values
and how they are translated into specific on-the-job behaviors
Describe the stages of organizational socialization The stages of
organizational socialization are:
Preemployment socialization is all the learning and adjustment
that occurs before the first day of work.
Encounter is the stage starting with the first day on the job,
during which newcomers test how well their preemployment
expectations fit reality.
Role management begins during preemployment socialization but
is most active as employees make the transition from newcomers
to insiders. It involves establishing and strengthening
relationships with coworkers and supervisors, practicing new role
behaviors, and adopting attitudes and values consistent with their
new position and the organization.
Using attraction-selection-attrition (ASA) theory, describe how a
company would maintain and perpetuate its culture This
answer requires students to describe how each of the three parts
of the theory contributes to maintaining an organization's culture.
Attraction: All organizations communicate their cultures (values)
via artifacts that are visible to others in the community. These
provide information to prospective job applicants about the
organization's values. The resulting information leads applicants
to a form of self-selection when they avoid companies that seem
to have values that are incompatible with their own. Conversely,
this same process encourages those who share the same values
with the company to apply for jobs. The attraction component of
the theory ensures the established culture is maintained.
Selection: Even during the employment selection stage,
companies factor in the person's "fit" with the established culture.
This focus on values congruence has the effect of weeding out
those who hold differing values found in the established
organizational culture. Rather than providing a mix of values, this
practice tends to homogenize and perpetuate an organization's
established culture.
Attrition: People are motivated to seek environments that are
sufficiently congruent with their personal values and to leave
environments that are a poor fit. This occurs because person-
organization values congruence supports their social identity and
minimizes internal role conflict. Even if employees aren't forced
out, many quit when the values incongruence is sufficiently high.
This attrition process contributes to perpetuating a workforce that
comprises mostly of individuals who share the same values as
those found in the company's culture.
True T/F A company's corporate culture defines what is important
and unimportant in an organization and directs people toward the
"right way" of doing things
enacted valuesThe culture of an organization is actually defined
by its _____
the different prioritizing of shared values that shape organization
cultures The corporate culture at Zappos encourages customer
service and teamwork while Netflix values individual performance
and has a more competitive environment this is an example of
______
dominant culture When we characterize apply as an innovative
company we are identifying its _______
artifacts The observable symbols and signs of an organizations
culture are its _______
organizational culture The values and assumptions shared
within an organization are its ________
transmit and reinforce corporate values Organizational legends
and stories are important to corporate culture because they
_______
enacted Values are ______ when they lead action
language A corporate slogan is one way organizations use
organizational ____ to express corporate values
different organizations prioritize different shared values Which of
the following best explains why organizations vary widely in terms
of their organizational culture?
ceremony The Academy of Mangaemtn has an annual conference
at which it installs offers and presents awards this is an example
of a(n) _____ that is part of the academy's organizational culture
dominant culture The values and assumptions shared most
consistently and widely by the organization's members constitute
its ______
physical structures A manufacturer has a cellular layout with
groupings of workers and several machines in each. This shapes a
culture of collaboration and cross-training through ______
how employees address each other
the physical layout of the offices
rewards for good performance Which of the following would be
considered artifacts of an organization?
tell employees what to do or not to do
are about real people Stories have the greatest ability to
communicate corporate culture when they ______
the dominant values are institutionalized through rituals, stories
and ceremonies
most employees embrace the dominant values and assumptions
An organizational culture that is strong can be recognized
because ______
language At a large law firm, all attorneys are addressed as "Mr."
or "Ms." but everyone else is called by their first name. This is an
example of how the law firm uses _____ to express its values.
open systems An adaptive culture is one that sees things from
a(n) ______ perspective
ceremonies Planned activities an organization conducts
specifically for the benefit of an audience are its _____
The ethical values that are dominant in an organization will be
reflected in the behavior of its employees Which of the
following is true of the relationship between an organization's
dominant values and its employees ethical practices?
physical structure The use of open spaces instead of offices with
closed doors is a way of using _____ to shape organizational
culture
corporate leaders fail to audit and integrate the companies
cultures A major reason that as many as half of corporate
mergers and acquisitions fail to add value is that _____
artifacts The observable symbols and signs of an organization's
culture are its _______
bicultural An audit that diagnoses cultural relations between
merging companies to determine the potential for conflict is
known as a _____ audit.
are long-lasting most strong organizational cultures ______
separation When the merging companies are in unrelated
industries or different countries the strategy requiring a minimal
exchange of culture or organizational practices is ________
adaptive culture An organizational culture with employees
who are receptive to internal change and continue to adjust to a
changing environment has a(n) _________
True T/F organizations must change their cultures to adapt to the
external environment or they won't survive
often reflect the dominant values of the organization The
ethical practices of a companys employees ______
they are powerful role models and visionaries A reason why
founders and early leaders leave a strong imprint on an
organization's culture is that ______
are overly focused on the financial and marketing logistics
Many mergers or acquisitions fail because corporate leaders
______
can be used to adjust shared vales and assumptions Artifacts
can change or strengthen organizational culture because they
______
bicultural Before Abels Enterprises acquired a new firm it sent a
team to the new firm for a period of several months to study the
company's culture and magement practice this is an example of
a(n) _____ audit
reward the entire team equally An example of a culturally
consistent reward for completing a project early in a team based
organiztio would be to -____
minimal Which of the following best describes the relationship
between two merging companies under a separation strategy?
employees carry the organization's culture in their minds
Which of the following best explains why workforce stability
is crucial ti a strong culture?
environment It is sometimes necessary to change an
organization's culture to realign it with the external _____ so it can
survive
the founders activities are retold as organizational stories to
reinforce the culture
they are often visionaries who are powerful role models The
actions of founders and leaders often form the organizations
culture during its early stages and this culture lasts for a long
time because ______
selection The part of attraction-selection-attrition theory that
states that job applicants are often chosen because they "fit in" is
______
artifacts Changing _____ such as reward systems and the
workplace layout can alter or strengthen the corporate culture
socialization The process by which individuals learn the values
expected behaviors and social knowledge needed for their roles is
organizational ______
culturally consistent rewards Basing individual requires on
organizational performance goals and reinforcing the goals
through weekly contests is an example of using ___ to change or
strengthen organizational culture
corporate culture
performance expectations
company jargon Effective organizational socialization helps
new employees learn ______
it takes a while for employees to completely comprehend the
organizations culture and integrate it into their daily work lives
Having stable workforce with low turnover is important to
maintaining a strong organizational culture because _______
Reasons that employees resist change include ______.
- inability to change due to lack of skills and knowledge
- lack of motivation to change
- misperceptions of their roles and the needed change
- clear perceptions of their roles and the needed change- inability
to change due to lack of skills and knowledge
- lack of motivation to change
- misperceptions of their roles and the needed change
Employees determine whether a proposed change will make them
personally better or worse off by ______.
Multiple choice question.
- applying a cost-benefit analysis
- using the action research model
- using the fear-of-the-unknown approach
- using the appreciative inquiry method applying a cost-benefit
analysis
The organizational change process that combines changing
attitudes and behavior with testing theory is the ______.
Multiple choice question.
- data analysis approach
- action research approach
- transformational leadership approach
- appreciative inquiry approach action research approach
The appreciative inquiry approach emphasizes ______.
Multiple choice question.
- gathering quantifiable data to diagnose the organization's
problems
- building on strengths to increase organizational success and
individual well-being
- using incremental change to redirect the organization to new
successes
- focusing on problems and eliminating them to increase success
building on strengths to increase organizational success and
individual well-being
The action research approach to organizational change ______.
Multiple choice question.
- is the same as Lewin's force field analysis
- uses small-group tactics to introduce change
- uses large group interventions and structures
- combines changing attitudes and behavior with testing theory
combines changing attitudes and behavior with testing
theory
Employees fear the unknown and resist change because all
change includes some degree of ______ that creates risk.
Multiple choice question.
- uncertainty
- cost
- benefit
- planning uncertainty
The model of organizational change that helps change agents
diagnose the forces that drive and restrain proposed change is
______.
- the appreciative inquiry approach
- Lewin's force field analysis model
- path-goal theory
- the large group intervention approach Lewin's force field
analysis model
According to Lewin's model, ______ forces must be reduced in
order for change to occur.
Multiple choice question.
- freezing
- driving
- unfreezing
- restraining restraining
Employees may resist change by engaging in behaviors that
include ______.
Multiple select question.
- accepting rewards and recognition for changing
- work stoppages
- griping to customers about the changes
- performing tasks the old way when unnoticed - work
stoppages
- griping to customers about the changes
- performing tasks the old way when unnoticed
Sally thinks the new software package the company wants to use
will be very difficult to learn because she has limited experience
with computers. Which of the reasons for resisting change applies
to this situation?
- Inadequate skills and knowledge
- Incongruent team dynamics
- Lack of role clarity
- Lack of motivation Inadequate skills and knowledge
Communication can reduce the restraining forces against change
by ______.
Multiple select question.
- coercing employees to accept change
- avoiding discussion of the future
- explaining the future and the need for change
- informing employees of specific external threats - explaining
the future and the need for change
- informing employees of specific external threats
XTen Enterprises has been holding system-wide group sessions
lasting a few days during which participants identify trends and
establish ways to adapt to those changes. X Ten is using ______.
Multiple choice question.
- the parallel learning structure approach
- the appreciative inquiry approach
- future search conferences
- the action research process future search conferences
The greatest priority and primary strategy for any organizational
change is to ______.
Multiple choice question.
- communicate the reasons for change
- coerce those who are resisting with threats of job loss
- negotiate with those who are resisting
- manage stress communicate the reasons for change
When employees believe that change will reduce their status and
pay or create poorer working conditions, which of the following
likely will occur?
Multiple choice question.
- It will reduce the restraining forces.
- Resistance to change will be weaker.
- It will increase the driving forces.
- Resistance to change will be stronger. Resistance to change will
be stronger.
In which step of the action research process is data gathered and
analyzed about an ongoing system?
Multiple choice question.
- Form client-consultant relationship
- Introduce intervention
- Evaluate and stabilize change
- Diagnose need for change Diagnose need for change
Alistair isn't sure how the announced changes will affect him. He
is uncertain whether his work group will change, whether he will
have to move, and or if his pay will be reduced. The most likely
reason Alistair is resisting the change is ______.
- incongruent team dynamics
- incongruent organizational systems
- to save face
- fear of the unknown fear of the unknown
The reason employees resist change when it diminishes their self-
worth is referred to as the ______ syndrome.
- not-invented-here
- maintain-same-routines
- breaking-routine
- it-will-cost-them-money not-invented-here
The strategy for minimizing resistance to change that teaches
employees the skills they will need is ______.
Multiple choice question.
- learning
- negotiation
- coercion
- stress management learning
The organizational change approach that directs the group's
attention away from its own problems to focus participants on the
group's potential and positive elements is the ______ approach.
Multiple choice question.
- small-group intervention
- large-group intervention
- action research
- appreciative inquiry appreciative inquiry
According to Lewin's force field analysis model, ______ forces
attempt to maintain the status quo and block the change process.
- unfreezing
- freezing
- restraining
- driving restraining
According to the force field analysis model, the best strategy to
effectively create change is to ______.
Multiple choice question.
- minimize the driving forces
- reduce the restraining forces and increase the driving forces
- increase the driving forces and the restraining forces
- maximize the restraining forces reduce the restraining forces
and increase the driving forces
A cultural limitation of the theories used in Western cultures is
that they ______.
Multiple choice question.
- ignore ethical issues
- are gender neutral
- assume change is not linear
- assume change is linearassume change is linear
A primary barrier to productivity in many cultures surveyed is
______.
- resistance to change
- appreciative inquiry
- congruent team dynamics
- the urgency for change resistance to change
Teaching employees new knowledge and skills needed for the
organization's proposed change ______.
Multiple select question.
- increases resistance to change
- increases fear of the change
- increases readiness and commitment to change
- helps employees perform better after the change - increases
readiness and commitment to change
- helps employees perform better after the change
Guiding coalitions for organizational change ______.
Multiple select question.
- might be the greatest factor in the achievement of
organizational change programs
- involve employees from a wide array of levels
- involve people with the same level of commitment to enacting
change
- are most successful when composed of top-tier management
personnel - might be the greatest factor in the achievement of
organizational change programs
- involve employees from a wide array of levels
- involve people with the same level of commitment to enacting
change
The employees in the new manufacturing teams all received
productivity bonuses that showed they were adjusting to the new
systems very well. This is an example of ______.
Multiple choice question.
- refreezing an organizational change
- introducing a change
- relying on coercion to effect organizational change
- unfreezing an organizational change refreezing an
organizational change
According to Lewin, informing employees about innovation by
competitors, changing consumer trends, and new regulations are
all factors of the external environment that ______.
Multiple choice question.
- create an urgency to change
- introduce other forms of turbulence
- increase the restraining forces
- create resistance to change create an urgency to change
Employees who participate in the decisions about a change
______.
Multiple select question.
- feel a sense of ownership
- will have reduced fear of the unknown
- experience more stress
- feel less of a sense of responsibility - feel a sense of
ownership
- will have reduced fear of the unknown
Which of the following are problems associated with a future-
oriented positive focus to organizational change? (Check all that
apply.)
Multiple select question.
- Generating high expectations that can not be met
- Unlimited opportunities for people to contribute
- Domination by a few members of the group
- Losing company trademark rights - Generating high
expectations that can not be met
- Domination by a few members of the group
Transformational leadership ______.
Multiple select question.
- uses negotiation to reduce expectations
- presents a clear vision of the future
- links an individual's values and the change
- reduces emotional links between self-concept and the change
- presents a clear vision of the future
- links an individual's values and the change
Pilot programs are useful for introducing change because they
______.
Multiple choice question.
- reduce incentives to change
- reduce flexibility
- involve the whole organization
- test the effectiveness of the change test the effectiveness of
the change
To succeed in implementing change successfully, change agents
must ______.
Multiple choice question.
- only increase the driving forces
- only reduce the driving forces
- reduce the restraining forces
- increase the restraining forces reduce the restraining forces
TSKCO has hired a consultant to select new software for the
accounting department. The accounting department employees
believe they had the information needed and should have chosen
it themselves. They are resisting the change because they ______.
Multiple choice question.
- feel that their self-worth is threatened
- don't want to change their routine
- fear the unknown
- want to invest time in different initiatives feel that their self-
worth is threatened
What does positive organizational behavior focus on?
Multiple choice question.
- Fixing what is wrong with individuals and institutions
- Building character in individuals and institutions
- Creating rewards or punishments for employees
- Evaluating the success of employee interventionsBuilding
character in individuals and institutions
Which of the following can encourage refreezing new behaviors
among employees? (Check all that apply.)
Multiple select question.
- Changing reward systems to support the employees
- Arranging training programs for the employees
- Changing physical structures to support the employees
- Letting the employees work off their anger - Changing reward
systems to support the employees
- Changing physical structures to support the employees
The step in the action research approach to organizational change
during which an outside change agent assesses the client's
readiness, ability, and motivation to change is ______.
Multiple choice question.
- forming a client-consultant relationship
- introducing an intervention
- implementing the change
- testing theory through behavior forming a client-consultant
relationship
The step in the action research process of diagnosing the need for
change involves ______.
Multiple choice question.
- gathering and analyzing data
- evaluating the effectiveness of the change
- refreezing new conditions
- implementing incremental changegathering and analyzing data
Put the steps in the action research approach to organizational
change in order.
- introduce the intervention
- evaluate and stabilize change
- from client-consultant relationship
- diagnose the need for change
- disengage consultant's services 1. from client-consultant
relationship
2. diagnose the need for change
3. introduce the intervention
4. evaluate and stabilize change
5. disengage consultant's services
Highly participative arrangements composed of people across
organizational levels who apply the action research model are
part of the ___________ learning structures approach. Parallel
What are cross-cultural limitations to organizational change
theories?
Multiple select question.
- Change is cyclical, not linear, in some places.
- Direct confrontation with change is unacceptable in some areas.
- Change can sometimes violate individual privacy rights.
- Many theories are built around Western cultural assumptions.
- Change is cyclical, not linear, in some places.
- Direct confrontation with change is unacceptable in some areas.
- Many theories are built around Western cultural assumptions.
What is a highly participative arrangement made up of people
across all levels of an organization who apply the action research
model to produce meaningful change?
Multiple choice question.
- Four-D model
- Large group intervention
- Appreciative inquiry principles
- Parallel learning structure Parallel learning structure
A perspective of organizational behavior that focuses on building
positive qualities and traits within individuals or institutions as
opposed to focusing on what is wrong with them is known as
positive organizational ________________. behavior
Employee involvement in the decision to change reduces
resistance by ______.
Multiple choice question.
- creating a sense of ownership for the decisions
- increasing the need to save face
- decreasing the need for communication
- reducing the number of competing ideas creating a sense of
ownership for the decisions
Advantages of using a pilot project include ______.
Multiple select question.
- reduced risk of failure when the strategy is adopted by the
entire organization
- facilitating the selection of organizational groups that are most
ready for change
- company-wide participation in the implementation of the change
- the need for large groups that are willing to cooperate - reduced
risk of failure when the strategy is adopted by the entire
organization
- facilitating the selection of organizational groups that are most
ready for change
A formal group of several people who are influence leaders with a
similar level of commitment to the change is an example of
______.
Multiple choice question.
- a social network
- communities of practice
- a guiding coalition
- viral change teamsa guiding coalition
The step in the action research process that gathers and analyzes
data about the situation and identifies a direction for change is
______.
Multiple choice question.
- diagnosing the need for change
- introducing an intervention
- forming a client-consultant relationship
- disengaging from the relationship diagnosing the need for
change
The form client-consultant relationship stage of the action
research approach to organizational change involves ______.
Multiple choice question.
- implementing a rapid change
- learning if people are motivated to participate in the change
- rewarding organizations that do change
- refreezing new conditions in order to solidify change learning if
people are motivated to participate in the change
Creating a vision, communicating the vision, and building
commitment to that vision are behaviors that create and
implement change initiatives through ______ leadership.
Multiple choice question.
- transformational
- servant
- transactional
- autocratic transformational
The problem with weakening or removing the forces restraining
change is it ______.
Multiple choice question.
- increases the urgency for change
- provides no motivation to adopt the change
- rewards those against the change
- supports the driving forces for change provides no motivation
to adopt the change
Which of these are ways that leaders develop an urgency for
change under Lewin's force field analysis model?
Multiple select question.
- Reminding employees about changing consumer trends
- Keeping employees up-to-date about competitors
- Informing employees about pending government regulations
- Creating strict rewards and punishments around change
initiatives - Reminding employees about changing consumer
trends
- Keeping employees up-to-date about competitors
- Informing employees about pending government regulations
Reasons that employees resist change include ______.
- inability to change due to lack of skills and knowledge
- lack of motivation to change
- misperceptions of their roles and the needed change
- clear perceptions of their roles and the needed change- inability
to change due to lack of skills and knowledge
- lack of motivation to change
- misperceptions of their roles and the needed change
Employees determine whether a proposed change will make them
personally better or worse off by ______.
Multiple choice question.
- applying a cost-benefit analysis
- using the action research model
- using the fear-of-the-unknown approach
- using the appreciative inquiry method applying a cost-benefit
analysis
The organizational change process that combines changing
attitudes and behavior with testing theory is the ______.
Multiple choice question.
- data analysis approach
- action research approach
- transformational leadership approach
- appreciative inquiry approach action research approach
The appreciative inquiry approach emphasizes ______.
Multiple choice question.
- gathering quantifiable data to diagnose the organization's
problems
- building on strengths to increase organizational success and
individual well-being
- using incremental change to redirect the organization to new
successes
- focusing on problems and eliminating them to increase success
building on strengths to increase organizational success and
individual well-being
The action research approach to organizational change ______.
Multiple choice question.
- is the same as Lewin's force field analysis
- uses small-group tactics to introduce change
- uses large group interventions and structures
- combines changing attitudes and behavior with testing theory
combines changing attitudes and behavior with testing
theory
Employees fear the unknown and resist change because all
change includes some degree of ______ that creates risk.
Multiple choice question.
- uncertainty
- cost
- benefit
- planning uncertainty
The model of organizational change that helps change agents
diagnose the forces that drive and restrain proposed change is
______.
- the appreciative inquiry approach
- Lewin's force field analysis model
- path-goal theory
- the large group intervention approach Lewin's force field
analysis model
According to Lewin's model, ______ forces must be reduced in
order for change to occur.
Multiple choice question.
- freezing
- driving
- unfreezing
- restraining restraining
Employees may resist change by engaging in behaviors that
include ______.
Multiple select question.
- accepting rewards and recognition for changing
- work stoppages
- griping to customers about the changes
- performing tasks the old way when unnoticed - work
stoppages
- griping to customers about the changes
- performing tasks the old way when unnoticed
Sally thinks the new software package the company wants to use
will be very difficult to learn because she has limited experience
with computers. Which of the reasons for resisting change applies
to this situation?
- Inadequate skills and knowledge
- Incongruent team dynamics
- Lack of role clarity
- Lack of motivation Inadequate skills and knowledge
Communication can reduce the restraining forces against change
by ______.
Multiple select question.
- coercing employees to accept change
- avoiding discussion of the future
- explaining the future and the need for change
- informing employees of specific external threats - explaining
the future and the need for change
- informing employees of specific external threats
XTen Enterprises has been holding system-wide group sessions
lasting a few days during which participants identify trends and
establish ways to adapt to those changes. X Ten is using ______.
Multiple choice question.
- the parallel learning structure approach
- the appreciative inquiry approach
- future search conferences
- the action research process future search conferences
The greatest priority and primary strategy for any organizational
change is to ______.
Multiple choice question.
- communicate the reasons for change
- coerce those who are resisting with threats of job loss
- negotiate with those who are resisting
- manage stress communicate the reasons for change
When employees believe that change will reduce their status and
pay or create poorer working conditions, which of the following
likely will occur?
Multiple choice question.
- It will reduce the restraining forces.
- Resistance to change will be weaker.
- It will increase the driving forces.
- Resistance to change will be stronger. Resistance to change will
be stronger.
In which step of the action research process is data gathered and
analyzed about an ongoing system?
Multiple choice question.
- Form client-consultant relationship
- Introduce intervention
- Evaluate and stabilize change
- Diagnose need for change Diagnose need for change
Alistair isn't sure how the announced changes will affect him. He
is uncertain whether his work group will change, whether he will
have to move, and or if his pay will be reduced. The most likely
reason Alistair is resisting the change is ______.
- incongruent team dynamics
- incongruent organizational systems
- to save face
- fear of the unknown fear of the unknown
The reason employees resist change when it diminishes their self-
worth is referred to as the ______ syndrome.
- not-invented-here
- maintain-same-routines
- breaking-routine
- it-will-cost-them-money not-invented-here
The strategy for minimizing resistance to change that teaches
employees the skills they will need is ______.
Multiple choice question.
- learning
- negotiation
- coercion
- stress management learning
The organizational change approach that directs the group's
attention away from its own problems to focus participants on the
group's potential and positive elements is the ______ approach.
Multiple choice question.
- small-group intervention
- large-group intervention
- action research
- appreciative inquiry appreciative inquiry
According to Lewin's force field analysis model, ______ forces
attempt to maintain the status quo and block the change process.
- unfreezing
- freezing
- restraining
- driving restraining
According to the force field analysis model, the best strategy to
effectively create change is to ______.
Multiple choice question.
- minimize the driving forces
- reduce the restraining forces and increase the driving forces
- increase the driving forces and the restraining forces
- maximize the restraining forces reduce the restraining forces
and increase the driving forces
A cultural limitation of the theories used in Western cultures is
that they ______.
Multiple choice question.
- ignore ethical issues
- are gender neutral
- assume change is not linear
- assume change is linearassume change is linear
A primary barrier to productivity in many cultures surveyed is
______.
- resistance to change
- appreciative inquiry
- congruent team dynamics
- the urgency for change resistance to change
Teaching employees new knowledge and skills needed for the
organization's proposed change ______.
Multiple select question.
- increases resistance to change
- increases fear of the change
- increases readiness and commitment to change
- helps employees perform better after the change - increases
readiness and commitment to change
- helps employees perform better after the change
Guiding coalitions for organizational change ______.
Multiple select question.
- might be the greatest factor in the achievement of
organizational change programs
- involve employees from a wide array of levels
- involve people with the same level of commitment to enacting
change
- are most successful when composed of top-tier management
personnel - might be the greatest factor in the achievement of
organizational change programs
- involve employees from a wide array of levels
- involve people with the same level of commitment to enacting
change
The employees in the new manufacturing teams all received
productivity bonuses that showed they were adjusting to the new
systems very well. This is an example of ______.
Multiple choice question.
- refreezing an organizational change
- introducing a change
- relying on coercion to effect organizational change
- unfreezing an organizational change refreezing an
organizational change
According to Lewin, informing employees about innovation by
competitors, changing consumer trends, and new regulations are
all factors of the external environment that ______.
Multiple choice question.
- create an urgency to change
- introduce other forms of turbulence
- increase the restraining forces
- create resistance to change create an urgency to change
Employees who participate in the decisions about a change
______.
Multiple select question.
- feel a sense of ownership
- will have reduced fear of the unknown
- experience more stress
- feel less of a sense of responsibility - feel a sense of
ownership
- will have reduced fear of the unknown
Which of the following are problems associated with a future-
oriented positive focus to organizational change? (Check all that
apply.)
Multiple select question.
- Generating high expectations that can not be met
- Unlimited opportunities for people to contribute
- Domination by a few members of the group
- Losing company trademark rights - Generating high
expectations that can not be met
- Domination by a few members of the group
Transformational leadership ______.
Multiple select question.
- uses negotiation to reduce expectations
- presents a clear vision of the future
- links an individual's values and the change
- reduces emotional links between self-concept and the change
- presents a clear vision of the future
- links an individual's values and the change
Pilot programs are useful for introducing change because they
______.
Multiple choice question.
- reduce incentives to change
- reduce flexibility
- involve the whole organization
- test the effectiveness of the change test the effectiveness of
the change
To succeed in implementing change successfully, change agents
must ______.
Multiple choice question.
- only increase the driving forces
- only reduce the driving forces
- reduce the restraining forces
- increase the restraining forces reduce the restraining forces
TSKCO has hired a consultant to select new software for the
accounting department. The accounting department employees
believe they had the information needed and should have chosen
it themselves. They are resisting the change because they ______.
Multiple choice question.
- feel that their self-worth is threatened
- don't want to change their routine
- fear the unknown
- want to invest time in different initiatives feel that their self-
worth is threatened
What does positive organizational behavior focus on?
Multiple choice question.
- Fixing what is wrong with individuals and institutions
- Building character in individuals and institutions
- Creating rewards or punishments for employees
- Evaluating the success of employee interventionsBuilding
character in individuals and institutions
Which of the following can encourage refreezing new behaviors
among employees? (Check all that apply.)
Multiple select question.
- Changing reward systems to support the employees
- Arranging training programs for the employees
- Changing physical structures to support the employees
- Letting the employees work off their anger - Changing reward
systems to support the employees
- Changing physical structures to support the employees
The step in the action research approach to organizational change
during which an outside change agent assesses the client's
readiness, ability, and motivation to change is ______.
Multiple choice question.
- forming a client-consultant relationship
- introducing an intervention
- implementing the change
- testing theory through behavior forming a client-consultant
relationship
The step in the action research process of diagnosing the need for
change involves ______.
Multiple choice question.
- gathering and analyzing data
- evaluating the effectiveness of the change
- refreezing new conditions
- implementing incremental changegathering and analyzing data
Put the steps in the action research approach to organizational
change in order.
- introduce the intervention
- evaluate and stabilize change
- from client-consultant relationship
- diagnose the need for change
- disengage consultant's services 1. from client-consultant
relationship
2. diagnose the need for change
3. introduce the intervention
4. evaluate and stabilize change
5. disengage consultant's services
Highly participative arrangements composed of people across
organizational levels who apply the action research model are
part of the ___________ learning structures approach. Parallel
What are cross-cultural limitations to organizational change
theories?
Multiple select question.
- Change is cyclical, not linear, in some places.
- Direct confrontation with change is unacceptable in some areas.
- Change can sometimes violate individual privacy rights.
- Many theories are built around Western cultural assumptions.
- Change is cyclical, not linear, in some places.
- Direct confrontation with change is unacceptable in some areas.
- Many theories are built around Western cultural assumptions.
What is a highly participative arrangement made up of people
across all levels of an organization who apply the action research
model to produce meaningful change?
Multiple choice question.
- Four-D model
- Large group intervention
- Appreciative inquiry principles
- Parallel learning structure Parallel learning structure
A perspective of organizational behavior that focuses on building
positive qualities and traits within individuals or institutions as
opposed to focusing on what is wrong with them is known as
positive organizational ________________. behavior
Employee involvement in the decision to change reduces
resistance by ______.
Multiple choice question.
- creating a sense of ownership for the decisions
- increasing the need to save face
- decreasing the need for communication
- reducing the number of competing ideas creating a sense of
ownership for the decisions
Advantages of using a pilot project include ______.
Multiple select question.
- reduced risk of failure when the strategy is adopted by the
entire organization
- facilitating the selection of organizational groups that are most
ready for change
- company-wide participation in the implementation of the change
- the need for large groups that are willing to cooperate - reduced
risk of failure when the strategy is adopted by the entire
organization
- facilitating the selection of organizational groups that are most
ready for change
A formal group of several people who are influence leaders with a
similar level of commitment to the change is an example of
______.
Multiple choice question.
- a social network
- communities of practice
- a guiding coalition
- viral change teamsa guiding coalition
The step in the action research process that gathers and analyzes
data about the situation and identifies a direction for change is
______.
Multiple choice question.
- diagnosing the need for change
- introducing an intervention
- forming a client-consultant relationship
- disengaging from the relationship diagnosing the need for
change
The form client-consultant relationship stage of the action
research approach to organizational change involves ______.
Multiple choice question.
- implementing a rapid change
- learning if people are motivated to participate in the change
- rewarding organizations that do change
- refreezing new conditions in order to solidify change learning if
people are motivated to participate in the change
Creating a vision, communicating the vision, and building
commitment to that vision are behaviors that create and
implement change initiatives through ______ leadership.
Multiple choice question.
- transformational
- servant
- transactional
- autocratic transformational
The problem with weakening or removing the forces restraining
change is it ______.
Multiple choice question.
- increases the urgency for change
- provides no motivation to adopt the change
- rewards those against the change
- supports the driving forces for change provides no motivation
to adopt the change
Which of these are ways that leaders develop an urgency for
change under Lewin's force field analysis model?
Multiple select question.
- Reminding employees about changing consumer trends
- Keeping employees up-to-date about competitors
- Informing employees about pending government regulations
- Creating strict rewards and punishments around change
initiatives - Reminding employees about changing consumer
trends
- Keeping employees up-to-date about competitors
- Informing employees about pending government regulations
