Change Management
Mock Exam
Course Introduction
Change Management explores the theories, processes, and practical strategies involved in guiding organizations through periods of transition. This course examines the key drivers of change, resistance to change, and the tools leaders can use to implement successful transformation initiatives. Students will learn to diagnose organizational challenges, develop change management plans, communicate effectively with stakeholders, and assess the impact of change efforts, with the goal of building resilience and adaptability in dynamic business environments.
Recommended Textbook
Organizational Behavior Managing People and Organizations 12th Edition by Ricky W. Griffin
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Chapter 1: An Overview of Organizational Behavior
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Q1) John, a middle manager in a high-tech form, has the ability to identify the products that consumers want to buy, which is based on his ____.
A) diagnostic skills
B) conceptual skills
C) technical skills
D) interpersonal skills
E) All of the above
Answer: B
Q2) lack of organizational commitment
A)Susan declines to take a job with another company even though it offers a higher salary and better benfits.
B)Lydia steals, on average, 1-2 office staplers per month.
C)Peter is beloved by his coworkers and boss, but he is actively looking for a higher-paying job.
D)Hernando voluntarily creates a video guide for his coworkers explaining how to use the company's spreadsheet software.
E)Bob sells, on average, 4-5 dining sets per week.
Answer: C
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Chapter 2: The Changing Environment of Organizations
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Q1) Rapid change in business relationships, organizational structures, and financial systems has made it easier to keep accurate track of a company's financial position.
A)True
B)False
Answer: False
Q2) Which of the following statements about information technology is NOTtrue?
A) It has resulted in leaner organizations.
B) It provides more flexible operations.
C) It has provided more down time for employees.
D) It has increased collaboration among employees.
E) It has improved management processes.
Answer: C
Q3) A prejudice is a generalization about a person or a group of persons based on certain characteristics or traits.
A)True
B)False
Answer: False
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Chapter 3: Individual Differences
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Q1) People with high neuroticism often experience difficulties when dealing with stress.
A)True
B)False
Answer: True
Q2) _________depend on concrete experience and reflective observation in order to learn.
A) Convergers
B) Divergers
C) Accommodators
D) Assimilators
E) Investigators
Answer: B
Q3) Personality attributes are usually considered to be unstable and fluctuating.
A)True
B)False
Answer: False
Q4) ____________________ is a personality trait that refers to a person's rigidity of beliefs and range of interests.
Answer: Openness
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Chapter 4: Individual Values, Perceptions, and Reactions
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Q1) distributive fairness
A)Shelly doesn't mind that Kiko got the job and she didn't, but she feels insulted that the department director delivered the news to her via email rather than taking the time to tell her in person.
B)Shelly is sad that she didn't get promoted, but given Kiko's greater skill and tenure with the company, Shelly has to admit she probably would have made the same choice herself.
C)Kiko's brother is married to the department director's uncle's cousin's former roommate.However, Shelly is confident that the hiring decision was based on objective criteria, not on nepotism, so she will not file any complaints.
Q2) ____________________ is an individual's adaptive response to a stimulus that places excess demands on that individual.
Q3) The two most significant forms of withdrawal behavior are absenteeism and quitting.
A)True
B)False
Q4) ____________________ are complexes of beliefs and feelings that people have about specific ideas, situations, or other people.
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Chapter 5: Motivating Behavior
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Q1) Who developed the Two-Factor Theory?
A) David McClelland
B) Douglas McGregor
C) Clay Alderfer
D) Abraham Maslow
E) Frederick Herzberg
Q2) A relatively permanent change in behavior that occurs because of experience is called
A) trauma.
B) training.
C) growth.
D) intelligence.
E) learning.
Q3) High-need achievers often do not get promoted into high-level managerial positions.
A)True
B)False
Q4) The need for affiliation is the desire to control one's environment.
A)True
B)False
Page 7
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Chapter 6: Motivating Behavior with Work and Rewards
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Q1) Goal-setting theory has been tested in a variety of settings.Which of the following statements is not true regarding the findings of these studies?
A) Goal setting is an important way for managers to convert motivation into improved job performance.
B) Goal difficulty and goal specificity are closely related to performance.
C) Little is currently known about how individuals accept and become committed to goals.
D) Goal setting may focus too much on the short-term at the expense of long-term issues.
E) Goals set for organizations as a whole are typically more effective than goals set for individual employees.
Q2) Which of the following is the primary problem associated with the specialization of jobs?
A) Involvement in too much of the production cycle
B) Slow pace of work
C) Boredom
D) Lower efficiency
E) Frequent social interaction with others
Q3) Top managers are often given special privileges known as
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Chapter 7: Groups and Teams
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Q1) Successfully reaching goals often increases the ____________________ of a group because people are proud to be identified with a winner and to be thought of as competent and successful.
Q2) A team is characterized by all of the following except A) complementary skills.
B) profit motive.
C) mutual accountability.
D) small number of people.
E) commitment to a common purpose.
Q3) Which of the following is a type of informal group?
A) Special project
B) Friendship
C) Task
D) Command
E) Affinity
Q4) Getting to know one another is part of the mutual acceptance stage of group development.
A)True
B)False
Q5) Describe the costs associated with moving to a team-based organization.
Page 9
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Chapter 8: Decision Making and Problem Solving
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Q1) While driving home from a hard day at work, Susan finally realizes the solution to the problem she had been having with a certain customer.Susan just reached which stage of the creative process?
A) Instigation
B) Insight
C) Incubation
D) Verification
E) Preparation
Q2) Nonprogrammed decisions require managers to use ____________ rather than ___________.
A) individuals, groups
B) groups, individuals
C) creativity, decision rules
D) decision rules, creativity
E) strategic thinking, critical thinking
Q3) ___________ isperson's ability to generate new ideas or to conceive of new perspectives on existing ideas.
Q4) Decision rules are used to make programmed decisions.
A)True
B)False
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Chapter 9: Communication
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Q1) decoding
A)Marty wants to text Jean, "I want to give you the job," but his thumbs shift to the left on the last word by accident, so instead he writes, "I want to give you the hiv."
B)Marty uses a text message to let Jean know that he wants to give her the job.
C)Marty wants to give Jean the job.
D)Jean's phone is extremely dirty, so when she receives a text from Marty, she at first cannot read what it says.
E)In response to Marty's text, Jean texts back, "When you said 'hiv' did you mean 'job?'"
F)Jean receives a text from Marty that says, "I want to give you the hiv." She assumes he meant "job," not "hiv," so she's delighted, because she wanted the job very much.
Q2) Poor encoding and decoding can be a result of channel ____________, which is anything that interferes with the communication process.
Q3) ____________________ is the social process in which two or more parties exchange information and share meaning.
Q4) Compare and contrast formal and informal communication.Use examples.
Q5) ________ are similar to intranets but tend to be more project-focused.
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Chapter 10: Managing Conflict and Negotiating
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Q1) Jerry wants to go to Las Vegas for vacation, while his wife Erica wants to see Europe.Erica asks Jerry why he wants to go to Vegas, and it turns out all he really cares about is gambling there.Erica proposes that they go to Monte Carlo, a well-known gambling destination in France.
A)avoiding
B)competing
C)collaborating
D)compromising
E)accommodating
Q2) Thoroughly explain Glasl's nine stage model of conflict escalation.
Q3) Third-party conflict mediators usually come from inside the organization.
A)True
B)False
Q4) The results of arbitration are legally binding.
A)True
B)False
Q5) Discuss the idea of creating constructive conflict.How can it be done? What is the result? Use examples.
Q6) Define conflicts of interest.Discuss where they come from and how they can be resolved.
Page 12
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Chapter 11: Traditional Leadership Approaches
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Q1) The horizontal axis of the Leadership Grid represents concern for A) oneself.
B) the organization.
C) production.
D) the environment.
E) people.
Q2) Susan did not vote for a candidate because she thought none of them would be a job-centered leader.Based on this information, to what view of leadership does Susan most relate?
A) The LPC theory
B) The behavioral approach
C) Vroom's decision tree
D) The trait approach
E) The focus approach
Q3) Leader task structure is the power inherent in the leader's role itself.
A)True
B)False
Q4) Describe, discuss, and give two examples of the path-goal theory.
Q5) Discuss Vroom's decision tree approach to leadership and how a manager might use it at work.
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Chapter 12: Contemporary Views of Leadership in Organizations
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Q1) According to the leader-member exchange model (LMX) of leadership, the out-group of subordinates may receive special privileges.
A)True
B)False
Q2) A(n) ____________________ is a person who helps a less-experienced person learn the ropes and to better prepare him or herself to advance within the organization.
Q3) ____________________ leaders recognize the need for change and create a vision to guide that change.
Q4) Describe, discuss, and give examples of the emerging importance of virtual leadership.
Q5) In the leader-member exchange model (LMX), each superior-subordinate pair is referred to as a(n)
A) matched set.
B) out-group.
C) linking mechanism.
D) vertical dyad.
E) in-group.
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Q6) ____________________ seem to be more autocratic when they make decisions.
Chapter 13: Power, Influence, and Politics
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Q1) Which of the following is NOT a source of empowerment for employees?
A) coaching
B) control over their work
C) skills training
D) being told that they are empowered
E) technology
Q2) When engaging in impression management, people tend to speak at a higher pitch.
A)True
B)False
Q3) What term refers to making informal or formal appeals to organizational superiors for intervention?
A) downward appeal
B) upward appeal
C) inspirational appeal
D) managerial appeal
E) coalition formation
Q4) The _________ upward influence style, which uses the most influence and emphasizes assertiveness and bargaining, is associated with the highest levels of job tension and personal stress.
Q5) What is impression management? Discuss its implications for managers.
Page 15
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Chapter 14: Organizational Structure and Design
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Q1) Which type of multinational organizational structureworks best when both global integration and local responsiveness are needed?
A) global area division structure
B) regional lattice structure
C) regional headquarters structure
D) global product division structure
E) global transnational division structure
Q2) Most organizational problems can be fixed with restructuring.
A)True
B)False
Q3) A ____________ is a group of people whose shared expertise and interest in a joint enterprise informally binds them together.
Q4) ____________________ of ____________________ refers to the way the organization's work is separated into different jobs to be done by different people.
Q5) _________ structure groups people with the same skills, or who use similar tools or work processes, together into departments.
Q6) ____________________ means decision making occurs throughout the organizational hierarchy.
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Chapter 15: Organizational Culture
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Q1) Johnny thinks that changing an organization's culture is like losing weight: It's difficult and it can be done, but the effect is usually temporary.Is Johnny correct?
A) Yes, because once a culture is changed, it usually changes back.
B) Yes, because once a culture starts to change, it's hard for it to stop changing.
C) No, because changing an organization's culture is impossible.
D) No, because changing an organization's culture is easy.
E) No, because once a culture is changed, it tends to stick.
Q2) A(n) _________ innovation is a major breakthrough that changes or creates whole industries.
A) strategic
B) radical C) systems
D) incremental
E) cultural
Q3) The values that make up an organization's culture are often taken for granted.
A)True
B)False
Q4) ________________ is the process through which individuals become social beings.
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Chapter 16: Organization Change and Change Management
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Q1) A(n) ______________ is a person who helps manage a change effort.
Q2) Which organizational source of resistance to change occurs when groups who have access to valuable assets are concerned that they won't after the change?
A) changes in resource allocation
B) narrow focus of change
C) overdetermination
D) threatened expertise
E) group inertia
Q3) Each of the following is a reason to secure top management support for a change except
A) to reduce fear of obsolescence.
B) to head off problems of power.
C) to avoid problems of control.
D) to keep key managers informed.
E) to get the dominant coalition on the side of change.
Q4) Unfreezing is the process by which people become aware of the need for change.
A)True
B)False
Page 18
Q5) Describe, discuss, and give examples of Lewin's Process Model of planned change.
Q6) Explain how organizations can simultaneously promote and resist change.
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Page 19