Change Management
Midterm Exam
Course Introduction
Change Management explores the theories, models, and practical approaches essential for guiding organizations through transformation and adaptation. Students will examine the drivers of change, strategies for overcoming resistance, and the critical role of communication and leadership in successful change initiatives. The course covers diagnostic tools for assessing readiness, planning and implementing change interventions, and evaluating outcomes. Through case studies and real-world scenarios, learners will develop the skills needed to manage change effectively in dynamic business environments.
Recommended Textbook
ORGB 3 3rd Edition by Debra L. Nelson
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18 Chapters
1924 Verified Questions
1924 Flashcards
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Page 2
Chapter 1: Organizational Behavior and Opportunity
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79 Verified Questions
79 Flashcards
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Sample Questions
Q1) A questioning, probing attitude is at the core of:
A)job performance
B)organizational reality
C)critical thinking
D)subjective knowledge
Answer: C
Q2) Change
A)Dedication to continuous improvement and meeting customer demands.
B)Research results or scientific information.
C)Learning and mastery of physical and social abilities.
D)The primary concern for managers in the 21st century.
E)Knowledge of results.
Answer: D
Q3) Psychology
A)The applied science of energy and matter.
B)The science of human behavior.
C)The science of human learned behavior and study of organizational culture.
D)A discipline concerned with the study of organizations.
E)The science of society and study of groups.
Answer: B
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Chapter 2: Challenges for Managers
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Sample Questions
Q1) Power Distance
A)A cultural orientation in which individuals belong to tightly knit social frameworks.
B)The concept of borderless marketplace.
C)The acceptance of unequal distribution of power.
D)A business firm that operates in numerous countries and employs a multicultural workforce.
E)An American business official who works for a U.S. subsidiary in Spain.
Answer: C
Q2) A manufacturer of products for outdoor enthusiasts offers flextime and the opportunity to take up to four months of unpaid leaves of absence. This type of organization would most appeal to which generation?
A)post Vietnam War babies
B)baby boomers
C)depression era generation
D)Generation X
Answer: D
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Chapter 3: Personality, Perception, and Attribution
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109 Flashcards
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Sample Questions
Q1) The Minnesota Multiphasic Personality Inventory:
A)is a projective test
B)provides direct indices of personality
C)is administered as an inkblot test
D)assesses a variety of traits
Answer: D
Q2) Dispositions
A)The way in which factors such as skills, abilities, personalities, values, and ethics vary from one person to another.
B)A relatively stable set of characteristics that influences one's behavior.
C)Behavior is a function of the person and his or her environment.
D)Tendencies of persons to respond to situations in consistent ways.
E)A person's general feeling of self-worth.
Answer: D
Q3) Achievement-oriented individuals attribute their success to:
A)a combination of hard work and ability
B)ability
C)hard work
D)hard work and task difficulty
Answer: B
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Chapter 4: Attitudes, Emotions, and Ethics
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Sample Questions
Q1) Low-Mach persons value:
A)loyal and personal friendships
B)the "get it done anyway" mentality
C)manipulation of others
D)emotional detachment
Q2) Cognitive Dissonance
A)The emotional component of an attitude.
B)Reflects a person's perceptions and beliefs.
C)A conflict between attitudes and behavior.
D)Acquisition of attitudes through observing others.
E)Acquisition of attitudes derived from personal experience.
Q3) As long as a corporate executive stays within the law, he or she is ethical.
A)True
B)False
Q4) Managers and employees typically hold the view that productivity at work will lead to job satisfaction.
A)True
B)False
Q5) What aspects of one's existence and environment shape attitudes?
Q6) Briefly explain the ABC model and provide an example of each model element.
Page 6
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Chapter 5: Motivation at Work
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Q1) Self-Interest
A)Arousal and sustaining goal-directed behavior.
B)Work conditions related to dissatisfaction caused by discomfort or pain.
C)Factors and conditions outside the person that may explain and predict a person's behavior.
D)What is most appropriate and beneficial to the individual.
E)Attributes and characteristics inside the individual that determine behavior.
Q2) Maslow
A)Needs hierarchy theory.
B)Two-factor theory.
C)Expectancy theory.
D)Equity theory.
E)Needs theory.
Q3) Maslow's hierarchy of needs model begins with _____ needs and ends with _____ needs.
A)security, social
B)achievement, power
C)power, affiliation
D)physiological, self-actualization
Q4) Briefly identify and explain two new ideas of motivation.
Page 7
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Chapter 6: Learning and Performance Management
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Q1) Which of the following is NOT considered to be one of the four sources of task-specific self-efficacy critical to the social learning theory of Albert Bandura?
A)prior experiences
B)witnessing the success of others
C)intelligence quotient
D)assessment of current physical and emotional capabilities
Q2) Social learning theory is based on the belief that:
A)learning occurs because of behavioral consequences
B)learning occurs based on group norms
C)learning is strongly connected to need based drives
D)learning occurs through the observation of other people and the modeling of their behavior
Q3) A supervisor who wants to reduce the stress associated with work within the goal-setting guidelines would:
A)tie rewards more closely to expected outcomes
B)clearly or specifically identify the goal(s)
C)clarify task-role expectations
D)develop or apply a personality test in order to better match the individual/task fit
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Chapter 7: Stress and Well-Being at Work
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Q1) Organizations need to be sensitive to sources of stress, which include all of the following except:
A)work
B)nonwork
C)global
D)resource
Q2) Type A personality
A)A healthy independent behavior pattern with the individual being able to develop supportive attachments to others.
B)An active process of modifying one's perceptions in order to reduce stress.
C)An unhealthy, insecure pattern of behavior that leads to separation from others.
D)Coronary-prone behavior.
E)An unhealthy, insecure pattern of behavior that leads to excessive attempts to achieve security through relationships with others.
Q3) Which of the four approaches to stress appears most useful in understanding job and work-related stress?
Q4) What are some of the differences between Type A and Type B personalities?
Q5) How can job redesign modify a job to prevent excessive stress?
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Chapter 8: Communication
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Sample Questions
Q1) Nonverbal communication can be utilized in which of the following communication situations?
A)committee meeting
B)e-mail
C)voice mail
D)telephone call
Q2) All of the following except _____ can be used by a supervisor to reduce communication barriers.
A)minimizing jargon and technical language
B)encouraging formation of nonhierarchical working relationships
C)providing cross-cultural training
D)encouraging men and women to interact the same way
Q3) Which of the following is NOT one of the four basic rules Catherine Crier (news anchor for a major television network) uses to prevent defensive communication?
A)define the situation
B)clarify the person's position
C)acknowledge the person's feelings
D)bring the focus back to the person
Q4) What are some of the barriers to effective classroom communication?
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Chapter 9: Work Teams and Groups
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Sample Questions
Q1) According to the group development model in the text, the most common way for decisions to be made within a cohesive group is to vote and follow a simple majority rule.
A)True
B)False
Q2) A small number of people with complementary skills who are committed to a common mission, performance goals, and approach for which they hold themselves mutually accountable is known as a/an:
A)group
B)cohesive group
C)work team
D)effective group
Q3) Groups emphasize all of the following except:
A)collective work products
B)individual leadership
C)exclusive work products
D)personal accountability
Q4) Informal groups are sometimes called emergent groups.
A)True
B)False
Page 11
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Chapter 10: Decision Making by Individuals and Groups
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Sample Questions
Q1) A review of the decision situation in the Challenger incident identified which two variables as being important to the groupthink phenomena?
A)decision consequence and leadership style
B)leadership style and time constraints
C)group insulation and time constraints
D)decision consequence and time constraints
Q2) The initial step in a problem solving, decision situation is:
A)problem recognition
B)data analysis
C)generation of alternatives
D)feedback
Q3) A decision situation where some information is known and probabilities can be assigned to alternative solutions reflects a decision made under:
A)uncertainty
B)randomness
C)certainty
D)risk
Q4) What are the elements of the decision making process?
Q5) What are advantages and disadvantages of group decision making?
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Chapter 11: Power and Political Behavior
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Sample Questions
Q1) The textbook suggested that there were three ways a manager can use influence tactics well or in a positive manner. Which of the following is NOT one of the key ways to positively use influence?
A)maintain open lines of communication in all directions
B)treat targets with basic respect
C)use job-related tactics
D)direct influence attempts toward organizational goals
Q2) Social power
A)A good result for the individual and the organization.
B)Equitable allocation of resources.
C)Power used for personal gain.
D)Activities that other groups depend on in order to complete their tasks.
E)Power used to create motivation or accomplish group goals.
Q3) Expert Power
A)Power based on an agent's ability to cause an unpleasant experience.
B)Power based on position and mutual agreement.
C)Power based on agent's ability to control rewards.
D)Power that exists when an agent has specialized knowledge.
E)Elusive power based on interpersonal attraction.
Q4) Distinguish between power, authority, and influence.
Page 13
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Chapter 12: Leadership and Followership
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Sample Questions
Q1) Effective followers are active, independent, critical thinkers.
A)True
B)False
Q2) Research on charismatic leadership has revealed that firms headed by more charismatic leaders outperformed other firms, especially in difficult times.
A)True
B)False
Q3) The Leadership Grid approach to leadership evaluates the (9,9) team manager as the very best style of managerial behavior.
A)True
B)False
Q4) According to Kotter, effective leadership produces useful change.
A)True
B)False
Q5) Authentic leaders are characterized by all of the following EXCEPT:
A)high levels of hope
B)optimism
C)resilience
D)benevolence
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Chapter 13: Conflict and Negotiation
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Sample Questions
Q1) The accommodating conflict management style is one where you are concerned that the other party's goals be met but relatively unconcerned with getting your own way. Research has shown that individuals will sometimes overestimate the importance of the relationship and focus too heavily on the overuse of accommodating at the expense of the actual outcomes. The overuse of accommodating has been shown to be more prevalent when:
A)two females are involved in the conflict
B)two males are involved in the conflict
C)one female and one male are involved in the conflict
D)none of these or there was no difference between any of the groups
Q2) In research on styles of conflict management, the _____ style was least effective. A)avoiding
B)competing
C)compromising
D)collaborating
Q3) When negotiators let emotion rather than cognition determine their actions, it is much less likely that conflict will be resolved.
A)True
B)False
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Page 15
Chapter 14: Jobs and the Design of Work
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Sample Questions
Q1) The process of connecting jobs and departments into a coordinated, cohesive whole is known as:
A)structuring
B)lines of authority
C)differentiation
D)integration
Q2) Telecommuting
A)Working at home or from a remote location through a data/communication system.
B)Scheduling 40 hours of work in less than five days.
C)Core work time with variable start and quit time.
D)Two persons working less than full time in the same job but at different times.
E)Job restudy and analysis for purposes of engineering job modification.
Q3) Technocentric
A)Human factors of engineering, ergonomics, and experimental psychology used in an approach to job design.
B)Technology and engineering as central to job design.
C)Human considerations as central to job design.
D)Tension associated with new and advancing technologies.
E)Modification of incorrectly specified roles or jobs.
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Page 16
Chapter 15: Organizational Design and Structure
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Q1) Which of the following statements regarding complexity and the strategic decision process is NOT true?
A)As complexity increases, the strategic decision process will become more politicized.
B)The organization will find it more difficult to recognize environmental opportunities and threats as complexity increases.
C)As complexity increases, the strategic process will be constrained by the limitations of top managers.
D)The constraints on good decision processes will be multiplied by the limitations of each individual within the organization.
Q2) Environment
A)The process of breaking organizational goals into tasks.
B)The linking of organizational parts, jobs, and roles for coordinated effort.
C)The number of employees, total assets, or units produced.
D)Tools, procedures, techniques, information, and machines used to create output.
E)Area, activities, or people outside the boundaries of an organization
Q3) For each of the five structural configurations, identify an appropriate integrative mechanism.
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Chapter 16: Organizational Culture
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Sample Questions
Q1) Compatibility of individual and organizational value systems is known as:
A)realism
B)competence
C)mutuality
D)congruence
Q2) Which of the following statements is NOT true regarding values?
A)Values are the last and deepest level of culture.
B)Values reflect a person's underlying beliefs.
C)Values are often consciously articulated in a company's mission statement.
D)There may be a difference between espoused and enacted values.
Q3) Strong culture
A)An organizational culture with consensus on the values that drive the company with an intensity recognizable to outsiders.
B)Cautious management that tries to protect its own interests.
C)A risk taking, change-oriented culture.
D)A decentralized structure and employee empowerment indicate this cultural perspective.
E)Beliefs and concerns of great importance.
Q4) What are basic functions of corporate culture?
Q5) How can an organizational culture be expressed, measured, and recorded?
Page 18
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Chapter 17: Career Management
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Sample Questions
Q1) According to Holland, all of the following are considered important personality types in choosing an occupation except the:
A)conventional
B)enterprising
C)investigative
D)stable
Q2) Emotional intelligence tends to decrease as one advances through life.
A)True
B)False
Q3) KPMG has provided a fluid and supportive program focusing on work-life balance, including alternative work arrangements like compressed workweeks, flextime, and telecommuting for:
A)the sandwich generation
B)baby boomers
C)gen X'ers
D)gen Y'ers
Q4) Which of Holland's personality types are you most likely to find majoring in the fields of business administration?
Q5) How can a mentor help one's career?
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Chapter 18: Managing Change
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Sample Questions
Q1) A good organization development effort that can relieve role ambiguity and conflict is:
A)management by objectives
B)team building
C)survey feedback
D)process consultation
Q2) Outside change agents may be preferred by employees because they are viewed as:
A)being the outside expert
B)having the support of top management
C)impartial
D)having limited knowledge of the organization's history and won't be trapped by the past
Q3) An internally initiated change can frequently stall or even be rendered unsuccessfully because of:
A)organizational politics
B)congruent values
C)a competitor's response
D)uncertainty reductions
Q4) Briefly explain Lewin's model for managing change.
Page 20
Q5) What are some of the reasons for resisting organizational change?
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