Change Management
Final Exam Questions
Course Introduction
Change Management explores the theories, principles, and practical approaches necessary for effectively leading and managing change within organizations. The course examines the drivers of change, resistance to change, and strategies for facilitating successful transitions in various contexts. Students will analyze real-world case studies, tools for diagnosing organizational challenges, and methodologies for planning, implementing, and sustaining change initiatives. Emphasis is placed on communication, leadership, stakeholder engagement, and the development of agile organizational cultures capable of adapting to continuous transformation.
Recommended Textbook
Organizational Behavior Emerging Realities for the WorkPlace Revolution 4th Edition by Steven
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17 Chapters
2696 Verified Questions
2696 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organizational Behavior
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Which of the following would NOT be a contingent worker?
A) A full-time, permanent employee whose future promotions are contingent on good performance in the current job.
B) An information systems professional contracted for a fixed time by the organization to implement a new computer network.
C) Maintenance people who work for a maintenance service company and are assigned to a specific client.
D) A nurse who is employed part-time by a hospital and works 'on-call'--that is, works only when called in.
E) A salesperson hired by a department store only for the four weeks around Christmas.
Answer: A
Q2) Which of the following is a 'primary' category of diversity?
A) Physical qualities
B) Gender
C) Ethnicity
D) All of the above.
E) None of the above.
Answer: D
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Chapter 2: Individual Behavior, values, and Personality
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181 Flashcards
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Sample Questions
Q1) Organizational citizenship is less likely to occur among employees with a high conscientiousness personality.
A)True
B)False
Answer: False
Q2) All of these factors directly influence an employee's voluntary behavior and performance EXCEPT: A) motivation.
B) role perceptions.
C) situational factors.
D) moral intensity.
E) ability.
Answer: D
Q3) Stress and perceptions of unfair treatment tend to increase the incidence of counterproductive work behaviors.
A)True
B)False
Answer: True
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Chapter 3: Perception and Learning in Organizations
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205 Flashcards
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Sample Questions
Q1) The tendency to attribute the behavior of other people to internal factors more than external factors refers to:
A) recency bias.
B) projection bias.
C) fundamental attribution error.
D) primacy effect.
E) self-serving bias.
Answer: C
Q2) Action learning typically includes learning meetings in which participants reflect on their observations about that problem or opportunity
A)True
B)False
Answer: True
Q3) People who believe that their successful completion of a project is due to their skill and hard work are making an internal attribution.
A)True
B)False
Answer: True
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Chapter 4: Workplace Emotions and Attitudes
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Sample Questions
Q1) A person's evaluation of his or her job is called:
A) job satisfaction.
B) emotional intelligence.
C) affective commitment.
D) cognitive dissonance.
E) emotions.
Q2) The two types of organizational commitment are affective and ineffective.
A)True
B)False
Q3) Happy workers (those with higher job satisfaction)tend to be more productive workers:
A) in every job.
B) only when those workers have high emotional intelligence.
C) mainly in jobs where employees have discretion over their work output.
D) only in jobs requiring continuous direct supervision.
E) never: job satisfaction has no effect on job performance.
Q4) Employees with a relational psychological contract are more willing to change employment conditions than if they have a transactional contract.
A)True
B)False
Page 6
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Chapter 5: Motivation in the Workplace
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Sample Questions
Q1) If supervisors are able to observe only a small portion of an employee's behavior and performance,then they should:
A) evaluate several employees and average their performance results.
B) evaluate the employee's performance based on their personal observations.
C) consider using 360-degree feedback for that employee.
D) infer job performance on unobserved tasks from the person's performance on observed tasks.
E) none of the above.
Q2) Feedback can be more frequent when employees perform short rather than long job cycles.
A)True
B)False
Q3) One way to increase an employee's E-to-P expectancy regarding a specific task is to increase the person's self-confidence through counseling and coaching.
A)True
B)False
Q4) In four-drive theory,the drive to bond does not produce any emotional markers.
A)True
B)False
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Chapter 6: Applied Performance Practices
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Sample Questions
Q1) Which reward system tends to discourage poor performers from voluntarily leaving the organization?
A) Membership and seniority-based pay
B) Skill-based pay
C) Piece-rate rewards
D) Competency-based pay
E) All of the above
Q2) The level of work quality tends to increase with the level of job specialization.
A)True
B)False
Q3) Which of these statements about empowerment is FALSE?
A) Empowerment is a psychological concept representing more than one dimension.
B) Empowerment is the same as employee involvement.
C) Empowerment is not a personality trait.
D) Empowerment is related to job enrichment.
E) Empowerment is influenced by job characteristics.
Q4) Job enlargement increases skill variety.
A)True
B)False
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Chapter 7: Work-Related Stress and Stress Management
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155 Flashcards
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Sample Questions
Q1) People whose work is paced by a machine experience:
A) a task control stressor.
B) a role-related stressor.
C) more resilience.
D) a physical environment stressor.
E) None of these statements is correct.
Q2) Canadian employees do not yet have any legal protection against psychological harassment in the workplace.
A)True
B)False
Q3) Strain-based conflict occurs when people must balance the time demanded by work and family and other non-work activities.
A)True
B)False
Q4) We can't say that one job is more stressful than another because all jobs basically have the same stressors.
A)True
B)False
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Page 9
Chapter 8: Decision Making and Creativity
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Sample Questions
Q1) Intuition is based on mental templates or models representing tacit knowledge about a situation.
A)True
B)False
Q2) Decision structure,risk of conflict,and decision commitment are:
A) three conditions required for bounded rationality.
B) factors that support implicit favorites.
C) contingencies of employee involvement.
D) causes of escalating commitment.
E) constraints of team decision making.
Q3) Creative people tend to have a high need for social approval.
A)True
B)False
Q4) A learning orientation is:
A) an important condition for creativity.
B) one of four causes of escalation of commitment.
C) one of the outcomes of the prospect theory effect.
D) a personal characteristic of someone who has low creative potential.
E) the label given to people who learn but are not creative in their learning.
Q5) Describe the four stages of the creative process.
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Chapter 9: Foundations of Team Dynamics
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Sample Questions
Q1) Research concludes that individuals working alone are usually more successful than teams at identifying problems and developing alternatives to problems.
A)True
B)False
Q2) Teams have which of the following features?
A) Two or more people
B) Perceive themselves as a social entity
C) Exist to fulfill some purpose.
D) Team members influence each other
E) All of these are features of teams.
Q3) What is the relationship between team cohesiveness and team productivity?
A) Higher team cohesiveness increases productivity.
B) Higher team cohesiveness reduces productivity.
C) Team cohesiveness has no effect on productivity.
D) The effect of cohesiveness on productivity depends on the group's attitude towards cohesiveness.
E) The effect of team cohesiveness on productivity depends on whether team norms are consistent with organizational goals.
Q4) reasons why employees join informal groups in organizational settings.
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Chapter 10: Developing High Performance Teams
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Sample Questions
Q1) A large bank wanted to develop a more team-focused culture,so it put all departments and branches through a series of three-day team building sessions.These expensive sessions represented a combination of wilderness-based trust-building (such as trust falls and leaderless problem solving)and sessions in which employees revealed their personal experiences and problems.Six months after the workforce had completed this training,the bank discovered that most departments and branches operated very much as they had before the team building program.There was little team culture and employees worked together with varying degrees of proficiency.Moreover,several employees had left the firm because they were upset about revealing their personal lives to colleagues.Identify two types of team building problems that would explain the general failure of this team building intervention.
Q2) Which of the following is a disadvantage of traditional brainstorming?
A) Employees tend to get offensive when criticizing each other's ideas.
B) Employees feel very little involvement in the decision process.
C) Evaluation apprehension and production blocking still exist to some extent.
D) Participants are likely to experience some emotional enthusiasm in brainstorming groups.
E) All of these are disadvantages of traditional brainstorming.
Q3) Describe the characteristics of a typical self-directed work team.
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Page 12
Chapter 11: Communicating in Teams and Organizations
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Sample Questions
Q1) Maintaining eye contact to show interest in someone's conversation is one of the few forms of nonverbal communication that transmits common meaning across all cultures.
A)True
B)False
Q2) A fertilizer company with salespeople in remote operations recently introduced email throughout the company.Previously,salespeople received most information through formal communication channels and the annual sales meeting.Many salespeople complained that they were kept in the dark about company activities.Now,with the email system in place,salespeople receive most of their information informally through this network.None of them complain about isolation from company information.Furthermore,senior executives had to intervene recently to stop incorrect rumors that the fertilizer company might be acquired by a larger chemical company.Using your knowledge of organizational grapevines,explain what might have happened in this company when salespeople were connected to an email network.
Q3) Instant messaging provides more efficiency and real-time communication than is available in traditional email systems.
A)True
B)False
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Chapter 12: Power and Influence in the Workplace
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Sample Questions
Q1) Which of the following is considered a "hard" influence tactic?
A) Silent authority
B) Assertiveness
C) Information control
D) Upward appeal
E) All of these are described as "hard" influence tactics.
Q2) Organizational politics refers to any use of power to influence others.
A)True
B)False
Q3) Employees in Canada and other low power distance countries are more likely to accept legitimate power than are employees in Mexico and other high power distance countries.
A)True
B)False
Q4) Mentors help to increase a junior employee's actual power mainly by influencing how quickly the junior employee's actions affect other employees.
A)True
B)False
Q5) Which types of people are more likely to engage in organizational politics?
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Chapter 13: Conflict and Negotiation in the Workplace
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Sample Questions
Q1) Conflict begins whenever both parties realize that they have opposing interests.
A)True
B)False
Q2) Socioemotional conflict usually causes people to:
A) use logical analysis to resolve the conflict.
B) reduce communication and information sharing with the other party.
C) rethink their assumptions and beliefs about the issue that is the source of conflict.
D) do all of these things.
E) do none of these things.
Q3) Although constructive conflict can degenerate into socioemotional conflict,it is easy to prevent this from happening.
A)True
B)False
Q4) Negotiators tend to be more effective when several team members are at the negotiation table listening and taking notes than when negotiators work alone.
A)True
B)False
Q5) Discuss two effects of time on negotiations.
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Chapter 14: Leadership in Organizational Settings
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Sample Questions
Q1) The competency perspective of leadership:
A) is one of the most recently studied perspectives of leadership.
B) is no longer accepted as an approach to understanding leadership in organizations.
C) takes a contingency approach by identifying the best leadership competencies under different conditions.
D) is both one of the most recently studied perspectives of leadership AND is no longer accepted as an approach to understanding leadership in organizations.
E) None of these statements accurately describes the competency perspective.
Q2) Effective leaders have "leadership motivation"; that is,they are motivated to be leaders.
A)True
B)False
Q3) Path-goal theory states that effective leaders have high emotional intelligence,integrity and motivation to become a leader.
A)True
B)False
Q4) Are transformational leaders charismatic leaders?
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Chapter 15: Organizational Structure
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158 Flashcards
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Sample Questions
Q1) Organic structures are better than mechanistic structures for:
A) hostile environments.
B) stable environments.
C) munificent environments.
D) Organic structures are better than mechanistic structures for all of these environments.
E) Organic structures are better than mechanistic structures for none of these environments.
Q2) Larger organizations tend to:
A) make greater use of standardization than do smaller firms.
B) have similar structures to smaller organizations.
C) operate without any form of departmentalization for long periods of time.
D) have all of these characteristics.
E) have none of these characteristics.
Q3) A team-based organization usually has:
A) employees.
B) self-directed work teams.
C) groups of employees with cross-functional skills.
D) tasks over which teams have semi-autonomous responsibility.
E) all of these features
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Chapter 16: Organizational Culture
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Sample Questions
Q1) New employees learn corporate culture through the process of organizational socialization.
A)True
B)False
Q2) The three stages of organizational socialization are psychological contract,confirmation,and role management.
A)True
B)False
Q3) The observable symbols and signs of an organization's culture:
A) are called artifacts.
B) are found only in companies with very strong cultures.
C) are used to communicate culture only when more direct means are unavailable.
D) are very easy to interpret.
E) are all of these.
Q4) Reality shock occurs when you perceive a discrepancy between your pre-employment expectations and on-the-job reality.
A)True
B)False
Q5) conditions or events that potentially weaken an organization's dominant culture.
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Chapter 17: Organizational Change
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Sample Questions
Q1) The chief executive of a large telecommunications company wanted to restructure the organization so product leaders would have more power than the executives in charge of each region.The regional executives tried to prevent this restructuring because it would weaken their power and possibly reduce their salaries in the long term.This action by the regional executives is mainly an example of resistance due to:
A) direct costs.
B) saving face.
C) fear of the unknown.
D) breaking routines.
E) incongruent organizational systems.
Q2) Suppose that you are an external organizational change consultant who has just received an invitation to work with a medium-sized retail firm.Describe the issues that you need to consider regarding the client-consultant relationship.
Q3) By creating an urgency for change,change agents are motivating employees to change towards the new conditions.
A)True
B)False
Q4) Outline the organizational change process based on the action research approach.
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