Change Management Exam
Questions
Course Introduction
Change Management explores the theories, tools, and techniques necessary to effectively manage organizational change in todays dynamic business environments. The course examines the drivers of change, resistance factors, and the critical role of leadership in guiding employees through transitions. Through analysis of real-world case studies and application of change models, students gain practical strategies for planning, implementing, and sustaining organizational change, as well as developing communication and stakeholder engagement plans to ensure successful outcomes.
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Organizational Behavior Human Behavior at Work 14th Edition by John W Newstrom
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Chapter 1: The Dynamics of People and Organizations
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Q1) The _____ can help managers know under what conditions they should choose one behavioral approach over another.
A) human resources approach
B) contingency approach
C) results-oriented approach
D) systems approach
Answer: B
Q2) The automatic acceptance of authority by employees has increased over the last few years.
A)True
B)False
Answer: False
Q3) Which of the following statements is NOT true about good theories?
A) They contribute to individuals' understanding of organizational behavior.
B) They seldom identify variables.
C) They provide guidelines for managerial action.
D) They address significant behavioral issues
Answer: B
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Chapter 2: Models of Organizational Behavior
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Q1) In the collegial model,the managerial orientation is toward _____.
A) money
B) authority
C) benefits
D) teamwork
Answer: D
Q2) Explain the role of managerial paradigms according to Joel Barker.
Answer: According to Joel Barker,managerial paradigms have the following roles:
-They influence managerial perceptions of the world around them.
-They define one's boundaries and provide prescriptions for how to behave.
-They encourage resistance to change,since they have often worked in the past.
-They may either consciously or unconsciously affect one's behavior.
Q3) Supportive organizational behavior systems are characterized by power over people.
A)True
B)False
Answer: False
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Chapter 3: Managing Communications
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Q1) _____ is the conscious or unconscious withholding of information about potential problems or issues on the part of employees.
A) Organizational assimilation
B) Organizational silence
C) Organizational dissent
D) None of the above
Answer: B
Q2) List the six fundamental principles of persuasion.
Answer: The six fundamental principles of persuasion are liking,reciprocity,social proof,consistency,authority,and scarcity.
Q3) Cognitive dissonance is the external conflict and anxiety that only occurs when people receive information incompatible with their value systems.
A)True
B)False
Answer: False
Q4) Inferences are an unwanted and unnecessary part of communication.
A)True
B)False Answer: False
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Chapter 4: Social Systems and Organizational Culture
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Q1) Organizational cultures are important to a firm's success because:
A) they help determine who will be an informal leader of a group.
B) they are created by key members of the organization.
C) they give a defining vision of what the organization represents.
D) they are the visible external artifacts that serve as evidence of social rank.
Q2) In the context of communicating and changing culture,_____ constitutes one of the extremes in the interaction between individualization and socialization.
A) intervention
B) isolation
C) rebellion
D) discrimination
Q3) What are the positive effects of a fun workplace?
Q4) Which of the following is NOT typical of mentors?
A) Sharing ideas in a threatening fashion
B) Being respected by peers
C) Enjoying one-on-one development of others
D) Being successful themselves
Q5) What are status symbols and what do they convey?
Q6) Describe role perceptions.
6
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Chapter 5: Motivation
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Q1) If both expectancy and instrumentality are low,then motivation will be weak even if the reward has high valence.
A)True
B)False
Q2) What are intrinsic and extrinsic motivators? Provide an example of each.
Q3) Equity sensitivity suggests that individuals have similar preferences for equity.
A)True
B)False
Q4) Which of the following is a secondary need?
A) Competitiveness
B) Food and water
C) Sleep
D) None of the above
Q5) _____ is the withholding of significant positive consequences that were previously provided for a desirable behavior.
A) Positive reinforcement
B) Shaping
C) Extinction
D) Negative reinforcement
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Chapter 6: Appraising and Rewarding Performance
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Q1) _____ is the hallmark of modern appraisal philosophy that can help employees fine-tune their performance better if they know how they are doing in the eyes of the organization.
A) Management goal setting
B) Clarification of behavioral expectations
C) An extensive feedback system
D) Performance orientation
Q2) Behaviorally anchored rating scale help reduce a manager's tendency to focus on attitudes,personality,and quirks of an employee and shift the emphasis toward productive behaviors.
A)True
B)False
Q3) One difficulty of profit sharing is that employees must wait for their reward,and this lengthy delay diminishes its impact.
A)True
B)False
Q4) The main reason for the use of wage incentives is to increase employee loyalty.
A)True
B)False
Q5) Explain the disadvantages of the skill-based pay system.
Page 8
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Chapter 7: Leadership
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Q1) According to Hersey & Blanchard's situation leadership model,what is development level and how do managers assess this level?
Q2) Describe the four major styles in Hersey and Blanchard's situational leadership model.
Q3) Describe Vroom's decision-making model.Why was it created and how can it help managers?
Q4) A person can be a weak leader and still be an effective manager,especially if she or he happens to be managing people who have a clear understanding of their jobs and a strong internal drive to work.
A)True
B)False
Q5) Which of the following is a primary trait of leadership?
A) Charisma
B) Creativity and originality
C) Knowledge of business
D) Self-confidence
Q6) Describe path-goal leadership.What are its major goals?
Q7) What are the four alternatives of leadership identified by the path-goal model?
Q8) Name the areas in which most managers admit they need coaching.
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Chapter 8: Empowerment and Participation
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Q1) Which of the following statements reflects participative view power?
A) It is applied by management.
B) It flows downward.
C) It is a fixed amount.
D) It is applied by shared ideas in a group.
Q2) Which of the following is typically the responsibility of an employee toward making a participative program successful?
A) Identifying the issues to be addressed
B) Seeking to use the perspectives of others
C) Specifying the level of involvement desired
D) Allocating fair rewards
Q3) Managers who are low in emotional intelligence are unlikely to be able to use participative approaches effectively.
A)True
B)False
Q4) When employees have more participation than they want,they are "participatively neutral."
A)True
B)False
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Chapter 9: Employee Attitudes and Their Effects
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Q1) According to the characterizations of employee responses,remaining in the organization but not being verbal about problems is classified as _____.
A) exit
B) voice
C) loyalty
D) neglect
Q2) _____ is the capacity to measure what the survey instrument claims to measure.
A) Reliability
B) Presenteeism
C) Validity
D) Turnover
Q3) Based on Viktor Frankl's premise on freedom to choose one's attitude,which of the following is NOT one of the seven core principles for helping employees find meaning through their work?
A) Let the situation guide your attitude.
B) Identify and commit to meaningful values and goals.
C) Shift your focus of attention when stressed.
D) Recognize ways in which you undermine your own happiness.
Q4) What is the difference between reliability and validity?
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Chapter 10: Issues Between Organizations and Individuals
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Q1) Classical job design resulted in:
A) workers becoming increasingly proud of their jobs.
B) increased community of interest in the whole product.
C) workers getting socially isolated from their co-workers.
D) quality improvements and low absenteeism.
Q2) Job enrichment seeks to add variety to a job by giving workers a wider variety of duties in order to reduce their monotony.
A)True
B)False
Q3) Dues-paying costs include all of the following EXCEPT:
A) acting superior to others.
B) showing proper respect to others.
C) spending the appropriate amount of time at one's job.
D) performing at an above-average level.
Q4) Job enrichment applies more easily to operational level jobs,which are more likely to be dictated by the technological process.
A)True
B)False
Q5) What are the positive and negative uses of genetic testing?
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Chapter 11: Conflict, Power, and Organizational Politics
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Q1) In the context of resolution strategies,the _____ strategy places great emphasis on physical or mental withdrawal from the conflict.
A) confronting
B) forcing?
C) avoiding
D) smoothing
Q2) A marketing manager joins a business forum to increase the size of his clientele.Which of the following tactics used to gain political power will most likely be used in this scenario?
A) Social exchange
B) Alliances
C) Posturing
D) Networks
Q3) List the guidelines for conflict resolution through confrontation.
Q4) Assertive people are NOT _____.
A) expressive
B) aggressive
C) direct
D) confident
Q5) List simple solutions to the incivility problem.
Page 13
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Chapter 12: Informal and Formal Groups
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Q1) Which of the following is a potential benefit of an informal organization?
A) It implements organizational changes without resistance.
B) It completely discourages negative attitudes.
C) It avoids interpersonal and intergroup conflicts.
D) It provides a safety valve for employee emotions.
Q2) Informal groups are always subject to management's direct control.
A)True
B)False
Q3) How is an informal leader selected? Explain the role of an informal leader.
Q4) Checking for consensus is an example of a task leadership role.
A)True
B)False
Q5) Which of the following is NOT a recommended practice for participants in a brainstorming session?
A) Generating as many ideas as possible.
B) Being creative, freewheeling, and imaginative.
C) Criticizing others' ideas.
D) Building upon, extending, or combining earlier ideas.
Q6) Identify the problems that are associated with the informal organization.
Q7) Explain the role of facilitators in a group meeting.
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Chapter 13: Teams and Team Building
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Q1) A _____ organization is an overlay of one type of organization on another so that two chains of command are directing individual employees.
A) bureaucratic
B) matrix
C) divisional
D) functional
Q2) Modern organizations differ from classical organizational structures in that modern organizations:
A) are flexible, organic, and open.
B) are strong in task support but weak in psychological support.
C) are essentially mechanistic in their attempts to get people to act as predictably as machines.
D) exemplify the centralized decision-making process.
Q3) What are cross-functional teams?
Q4) The classical structure is strong in psychological support and weak in task support.
A)True
B)False
Q5) List the disadvantages of self-managing teams.
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Chapter 14: Managing Change
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Q1) In the context of building support for change through participation,which of the following implies motivation to support a change and to work to ensure that the change is effective?
A) Appreciative inquiry
B) Commitment
C) Crowdsourcing
D) Action research
Q2) How can management help employees become aware of the need for change?
Q3) Explain briefly the role of a change agent.
Q4) Double-loop learning involves:
A) developing the ability to anticipate problems, preventing many situations from arising, and challenging one's own limiting assumptions and paradigms.
B) turning employee attention away from a negative focus on problems, missteps, deficiencies, shortcomings, and blaming.
C) the use of structured activities designed to help individuals or groups improve their work effectiveness.
D) activities fostering collaboration across groups, transmitting essential values, stimulating ethical behavior, or sparking action.
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Page 16
Chapter 15: Stress and Counseling
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Q1) Which of the following is the general objective of counseling?
A) To encourage fierce competition among employees
B) To improve the self-confidence of employees
C) To avoid potential future conflicts
D) To avoid managerial confrontation
Q2) Which of the following statements best describes the difference between directive and nondirective counseling?
A) Solutions to current problems are emphasized in nondirective counseling; psychological adjustment is paramount in directive counseling.
B) In nondirective counseling, the employee is psychologically independent, whereas in directive counseling, the employee is psychologically dependent.
C) The manager controls the direction of the conversation in nondirective counseling; the employee controls the direction of the conversation in directive counseling.
D) In nondirective counseling, the responsibility for the solution lies with the manager, whereas in directive counseling, the responsibility for the solution lies with the employee.
Q3) Define the three types of counseling.
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Chapter 16: Organizational Behavior Across Cultures
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Q1) Which of the following concepts states that expatriate managers must learn to operate effectively in a new environment and must be flexible enough to respond to local conditions?
A) Ethnocentrism
B) Social loafing
C) Cultural contingency
D) Parochialism
Q2) How does inflation impact workers' lives?
Q3) The penalties for major offenses may vary dramatically from culture to culture,but minor offenses are treated similarly.
A)True
B)False
Q4) Which of the following leadership styles is most universally acceptable and desired for adapting to a country's cultural values?
A) Transactional leadership
B) Participative leadership
C) Transformational leadership
D) Autocratic leadership
Q5) Describe the concept of uncertainty avoidance.
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