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Exam 15: Organizational Change

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Question 51

Multiple Choice

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In the organizational change process, strategic visions:

A) could increase or decrease the resistance to change.
B) should be suppressed as the change process might require an alternate strategy.
C) could minimize fear of the unknown.
D) form the second stage of action research.
E) lead to negotiations between management and employees.

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Question 52

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One way that communication minimizes resistance to change is by:

A) generating an urgency to change.
B) encouraging negotiation.
C) eliminating organizational politics.
D) promoting speedy refreezing.
E) encouraging stress management.

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Question 53

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Briefly describe the four stages in the Four-D model of appreciative inquiry.

Senior executives at a large retail organization want employees to become more customer-friendly.Employees think they are serving customers well enough and the company is the dominant player in the market.What should the executives do to create an urgency to change in this situation?

Firing people is the least desirable way to change organizations.

Resistance to change:

Exposing employees to external forces can strengthen the urgency for change, but leaders often need to begin the change process before problems come knocking at the company's door.

Practices such as action research avoid the use of management's power to induce compliance and conformity and is less likely to create ethical issues.

One problem of the learning strategy has in minimizing resistance to change is that it:

A parallel learning structure is an organizational change approach in which a social structure is constructed alongside the formal hierarchy to increase the organization's learning.

The anticipatory principle emphasizes that:

Subtle resistance is much more common than overt resistance.

Learning increases employees' change self-efficacy.

Describe the ethical issues that arise from organizational change activities.

An important feature of parallel learning structures is that they operate within the existing organizational hierarchy.

Which of the following organizational change activities adopts a "whole systems" perspective of the change process?

BusCorp.BusCorp.wants to introduce a new procedure to improve how customer requests are handled.This change will require employees to break old routines and adopt new role patterns.They decide to adopt two new programs, one in which employees learn how to work as teams as the company changes.The other involves forming task forces within the company to help determine new customer service practices.The formation of task forces to minimize resistance to change is known as:

The force field analysis model states that stability is achieved only when the driving forces for change subside and are replaced by restraining forces acting in the same direction.

ABC Corp.selected employees and managers from across the organization to find new ways to serve its customers.The team operated independently of the main organization and experimented with new service delivery approaches.This team is most similar to:

Trendy Fashions Trendy Fashions, a large retail chain, is experiencing conflict and organizational politics among its managers.The company's customer service ratings are suffering and managers are pointing to other departments as the cause of the problem.The conflicts and politics are further contributing to the customer service problems.The CEO of this chain has just heard about the appreciative inquiry process and thinks this might be a good technique to use to improve this situation.He needs more information on this process.The CEO will need to know that the first step in his appreciative inquiry change effort will begin with: