Change Management
Exam Materials
Course Introduction
Change Management is a course designed to equip students with the knowledge and skills necessary to effectively plan, implement, and sustain organizational change. The course covers key theories, models, and practices of change management, exploring the human, structural, and strategic dimensions of change processes. Students will examine the roles of leadership, communication, and stakeholder engagement in driving successful change initiatives. Through case studies, practical exercises, and critical analysis, students will develop competencies in diagnosing resistance, managing transitions, and fostering a culture of continuous improvement within various organizational contexts.
Recommended Textbook
Organizational Behavior 6th Edition by
Steven McShane
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15 Chapters
1662 Verified Questions
1662 Flashcards
Source URL: https://quizplus.com/study-set/3201
Page 2
Chapter 1: Introduction to the Field of Organizational Behavior
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) An organization's employees use information technology to perform their jobs away from the traditional physical workplace.This is an example of virtual work.
A)True
B)False
Answer: True
Q2) Stable,long-lasting beliefs about what is important in a variety of situations are:
A) called intellectual capital.
B) the foundations of the open systems anchor.
C) the main reason why virtual teams fail.
D) rarely studied in the field of organizational behavior.
E) called values of the organization.
Answer: E
Q3) The observable demographic or physiological differences in people,such as their race,ethnicity,gender,age,and physical disabilities is called deep-level diversity.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Individual Behavior, Personality, and Values
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119 Verified Questions
119 Flashcards
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Sample Questions
Q1) When hiring new employees,e-commerce managers should look for people who have a high level of _____,which is the most valuable "Big Five" personality dimension for predicting job performance.
A) extraversion
B) openness to experience
C) conscientiousness
D) neuroticism
E) locus of control
Answer: C
Q2) An individual's personality:
A) changes several times throughout the year.
B) is formed only from childhood socialization and the environment.
C) is less evident in situations where social norms, reward systems, and other conditions constrain behavior.
D) does not provide an enduring pattern of processes.
E) is more prominent when rewards of behavior are substantial.
Answer: C
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Chapter 3: Perceiving Ourselves and Others in Organizations
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) George believes that women have difficulty coping with the stress of executive decisions.Sally is promoted into a senior management position and George soon complains that Sally won't be able to cope with this job.George is exhibiting which of the following perceptual errors?
A) Attribution error
B) Stereotyping
C) Projection bias
D) Halo error
E) Recency error
Answer: B
Q2) In organizational settings,empathy:
A) has both cognitive and emotional components.
B) decreases sensitivity to the external causes of an individual's own behavior and results.
C) increases the likelihood of the fundamental attribution error.
D) indicates any implicit biases you might have toward others.
E) is similar to apathy.
Answer: A
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Chapter 4: Workplace Emotions, Attitudes, and Stress
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) What is emotional labor? What types of jobs involve emotional labor?
Q2) Which of the following determine whether intentions translate into behavior?
A) External dimensions of your value system.
B) All four elements of the MARS model.
C) Internal or external locus of control.
D) Self-efficacy and self-esteem.
E) Tendency for self-enhancement.
Q3) _____ is a psychological state that refers to the positive expectations of the intent or behavior of the other person in situations involving risk.
A) Surface acting
B) Trust
C) Cognitive dissonance
D) Deep acting
E) General adaptation syndrome
Q4) Employees are more likely to quit their jobs and be absent from work if they are dissatisfied with their jobs.
A)True
B)False
Q5) Briefly describe the five ways of managing work-related stress.
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Chapter 5: Foundations of Employee Motivation
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113 Verified Questions
113 Flashcards
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Sample Questions
Q1) Which of the following statements is consistent with the observations of Maslow?
A) Motivation research must look at each need and drive apart from others.
B) A specific human behavior is typically initiated by a solitary need or drive.
C) Higher-order needs are not influenced by personal and social influences.
D) Maslow refocused attention on need gratification instead of need deprivation.
E) Maslow suggested that people are naturally motivated to reach their potential.
Q2) Outcome/Input ratio and comparison other are elements of:
A) innate drives theory.
B) Maslow's needs hierarchy.
C) equity theory.
D) expectancy theory.
E) goal setting theory.
Q3) Which of the following statements is true about the innate drives of people?
A) Drives refer to the secondary needs of individuals.
B) Emotions that energize individuals to act on their environment produce drives.
C) Drives include only the basic physiological essentials of individuals.
D) Drives are the secondary sources of employee motivation.
E) Drives are innate and universal to human beings.
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Chapter 6: Foundations of Employee Motivation
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) A unique feature of Herzberg's motivator-hygiene theory is that it:
A) states that improving motivators increases job satisfaction but does not decrease job dissatisfaction.
B) states that employees can be satisfied with their jobs but not motivated to perform their jobs.
C) identifies job specialization as the main source of higher need fulfillment.
D) views job satisfaction and dissatisfaction as opposites.
E) recognizes money as the primary motivator in organizational settings.
Q2) When applied to non-management employees,which of the following has a weak connection between the reward and individual effort?
A) Piece rate pay
B) Commission
C) Profit-sharing bonus
D) Gainsharing plan
E) Job evaluation
Q3) Positive self-talk motivates employees by increasing their effort-to-performance expectancy.
A)True
B)False
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Page 8
Chapter 7: Decision Making and Creativity
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) A marketing specialist needed to find a new way of marketing the company's main product to its potential clients.While watching a movie one evening,the marketing specialist saw a scene that gave her inspiration for a new marketing plan.According to the creative process model,which of the following is the next stage in the creative process after such an inspiration?
A) Preparation
B) Incubation
C) Verification
D) Insight
E) Morphological analysis
Q2) Morphological analysis is a test used to identify people with a creative personality.
A)True
B)False
Q3) Task significance and autonomy are important conditions for creativity in organizations.
A)True
B)False
Q4) Describe the four stages of the creative process.
Q5) What is intuition? What are its major implications in decision making?
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Chapter 8: Team Dynamics
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) During the adjourning stage of team development,team members shift their attention away from relationships and instead focus mainly on completing the task.
A)True
B)False
Q2) Social loafing is most common in teams that are very small.
A)True
B)False
Q3) Groups are considered teams only when:
A) they operate without any supervisor.
B) everyone in the department has the same set of skills.
C) employees directly interact with each other and coordinate work activities.
D) all employees are located in the same physical area.
E) most of the employees have the same level of motivation to accomplish goals.
Q4) Which of the following competencies would primarily assist team maintenance?
A) Cooperating
B) Coordinating
C) Communicating
D) Comforting
E) Collaborating
Q5) Briefly describe the various stages in team development.
Page 10
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Chapter 9: Communicating in Teams and Organizations
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) What effect does "noise" have in the communication model?
A) It distorts and obscures the sender's intended message.
B) It prevents the sender from forming a message.
C) It helps the sender to select a more appropriate medium to transmit the message.
D) It helps the receiver to decode the message more carefully.
E) The concept of "noise" is not significant in the communication model.
Q2) How do men and women generally differ in their communication styles in organizational settings?
A) Men are more likely than women to communicate to strengthen relationships.
B) Women are more likely than men to give advice quickly and frequently.
C) Women are usually more sensitive than men to the listener's nonverbal cues.
D) Men tend to engage less in report talk than women.
E) Men apologize more often in their conversations and interactions than women.
Q3) Talking while someone is speaking to you is interpreted by the Japanese as the person's interest and involvement in the conversation.
A)True
B)False
Q4) What is social acceptance? What are the social acceptance factors?
Q5) Briefly explain the problem of information overload.
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Chapter 10: Power and Influence in the Workplace
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) The four contingencies of power are prevention,forecasting,coercion,and distribution.
A)True
B)False
Q2) People are more persuasive when they rely on logical arguments and avoid emotional appeals.
A)True
B)False
Q3) Organizational politics occurs when someone attempts to influence others for the purpose of promoting personal interests.
A)True
B)False
Q4) People with expertise tend to have more influence using persuasion,whereas those with a strong legitimate power base are usually more successful applying _____.
A) upward appeal
B) coalition formation
C) silent authority
D) assertiveness
E) information control
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Page 12
Chapter 11: Conflict and Negotiation in the Workplace
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) Constructive conflict tests the logic of arguments and encourages participants to reexamine their basic assumptions.
A)True
B)False
Q2) Yielding style of conflict resolution involves making unilateral concessions and unconditional promises.
A)True
B)False
Q3) Employees with high emotional intelligence are able to avoid the escalation of constructive conflict into relationship conflict.
A)True
B)False
Q4) Constructive conflict refers to conflict between departments and organizations.
A)True
B)False
Q5) Conflicts tend to be higher when rules and procedures exist.
A)True
B)False
Q6) Briefly explain the conflict process model.
Page 13
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Chapter 12: Leadership in Organizational Settings
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) High level of extroversion is a weak predictor of leadership.
A)True
B)False
Q2) Which of the following statements is most consistent with the view of shared leadership?
A) Shared leadership operates out of one formally assigned position shared by two employees.
B) Leaders should share their power and responsibility to avoid self-serving bias among employees.
C) Leadership of an organization is broadly distributed rather than assigned to one person.
D) For organizations to move from autocratic to democratic institutions, shared leadership must be implemented.
E) A team should have more than one leader to perform effectively.
Q3) University students tend to value people-oriented instructors over task-oriented instructors.
A)True
B)False
Q4) Briefly explain the important contingencies of path-goal theory.
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Chapter 13: Designing Organizational Structures
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) Communication flows in all directions with little concern for the formal hierarchy in a(n) _____,but this structure is costly to maintain due to the need for ongoing interpersonal skill training.
A) mechanistic
B) centralized
C) team-based
D) functional
E) divisional
Q2) Discuss the problems with the matrix structure.
Q3) Companies can be centralized in some parts of the organization and decentralized in other parts.
A)True
B)False
Q4) A narrow span of control exists when a manager has many direct reports.
A)True
B)False
Q5) Distinguish between simple and complex environments.Which element of organizational structure suits the best in a complex environment?
Q6) Define span of control and distinguish between narrow and wide span of control.
Page 15
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Chapter 14: Organizational Culture
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) Ceremonies are more formal artifacts than rituals.
A)True
B)False
Q2) 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.
Q3) Organizational culture consists of the values and assumptions shared within an organization which also dictates the correct way of thinking about and acting on problems and opportunities facing the organization.
A)True
B)False
Q4) Explain the main strategies for merging different corporate cultures.
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Page 16
Chapter 15: Organizational Change
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) Customer feedback provides a human element that energizes employees to change their current behavior patterns.
A)True
B)False
Q2) When managing change,learning interventions should be used:
A) to break routines that cause resistance to change.
B) when the organization wants to reduce the cost of implementing change.
C) when employees resist change due to direct costs.
D) in all change management activities.
E) only when all other strategies have failed.
Q3) In organizational change,unfreezing may occur by:
A) increasing the restraining forces.
B) increasing the driving forces.
C) reducing the urgency to change.
D) changing individuals in key positions.
E) reducing the pace of the change.
Q4) Information systems and reward systems help to refreeze the desired conditions in organizational change.
A)True
B)False
Page 17
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