Change Management Test Questions
Course Introduction
Change Management explores the theories, strategies, and practical tools necessary for successfully navigating and implementing change within organizations. The course examines the human and organizational factors influencing change, including resistance, communication, leadership roles, and cultural considerations. Students will learn how to diagnose areas requiring change, develop actionable change plans, and measure the effectiveness of change initiatives. Through case studies, group discussions, and real-world examples, this course equips students with the skills and frameworks needed to lead and support change processes in a variety of organizational settings.
Recommended Textbook
Organization Theory and Design 2nd canadian Edition by Richard L. Daft
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13 Chapters
984 Verified Questions
984 Flashcards
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Page 2
Chapter 1: Organizations and Organizational Theory
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81 Verified Questions
81 Flashcards
Source URL: https://quizplus.com/quiz/21405
Sample Questions
Q1) Organizations today have rigid boundaries separating them from other organizations.
A)True
B)False
Answer: False
Q2) Organization theory is a macro examination of organizational activity, emphasizing structure and behaviour at the organization level of analysis.
A)True
B)False
Answer: True
Q3) Which one of Mintzberg's basic parts of an organization deals with functions such as human resources, organizational development, the employee cafeteria, and maintenance staff?
A) technical support
B) human infrastructure
C) administrative support
D) top management
Answer: C
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Chapter 2: Strategy, Organizational Design, and Effectiveness
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81 Verified Questions
81 Flashcards
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Sample Questions
Q1) What most commonly occurs when setting goals and selecting a strategy?
A) The environment is ignored but the organization's strengths and weaknesses are evaluated to determine the appropriate goals and strategy.
B) Goals are set so high that they can rarely be attained.
C) New goals and strategies are chosen on the basis of environmental needs and the organization is redesigned accordingly.
D) Environment and current structure and goals are considered simultaneously.
Answer: C
Q2) When Google states its official goal is to not be evil, what does this provide them with in the eyes of stakeholders?
A) measurable objectives
B) legitimacy
C) employee direction
D) decision guidelines
Answer: B
Q3) Official goals address issues pertaining to corporate legitimacy.
A)True
B)False
Answer: True
Page 4
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Chapter 3: Fundamentals of Organizational Structure
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68 Verified Questions
68 Flashcards
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Sample Questions
Q1) Integrator roles require excellent people skills.
A)True
B)False
Answer: True
Q2) Extreme outsourcing is also known as a modular structure.
A)True
B)False
Answer: True
Q3) Compare and contrast a functional matrix and a project matrix.
Answer: In a functional matrix, the functional manager has primary authority and the project or product manager simply coordinates activities. In the product matrix, the product or project manager has primary authority and the functional manager simply assigns technical people to projects and provides advisory expertise.
Q4) Which of the following would best be linked with "full-time integrator"?
A) brand manager
B) task force
C) direct contact
D) vertical control
Answer: A
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Chapter 4: The External Environment
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Which of the following is a dimension of the framework for assessing environmental uncertainty?
A) stable-unstable
B) loose-tight
C) known-unknown
D) high competitiveness-low competitiveness
Q2) Which term refers to the purchase of one organization by another so that the buyer assumes control?
A) acquisition
B) merger
C) joint venture
D) domain
Q3) Which characteristic most accurately describes mechanistic organizations?
A) They have authoritarian, unfriendly leadership.
B) Communication is horizontal.
C) They are service organizations with individualized customer demands.
D) Tasks are broken down into specialized parts.
Q4) Distinguish between complexity and instability in an organization's environment.
Q5) Explain the arguments for and against creating buffering roles.
Q6) What methods are suggested for dealing effectively with resource dependence?
Page 6
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Chapter 5: Interorganizational Relationships
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73 Verified Questions
73 Flashcards
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Sample Questions
Q1) The population ecology model focuses on organizational diversity and adaptation within a population of organizations.
A)True
B)False
Q2) Many organizations are changing from a partnership orientation mindset to a traditional adversarial mindset.
A)True
B)False
Q3) Organizations use mechanisms of mimetic, coercive, or normative forces when they are acting under conditions of certainty.
A)True
B)False
Q4) Why is the following question asked, in the context of a discussion on interorganizational relationships: "Is competition dead?"
Q5) What is an organizational ecosystem? How does this concept impact the changing role of management?
Q6) List the characteristics of the traditional theory of organizational relationships.
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Page 7
Chapter 6: Designing Organizations for the International Environment
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79 Verified Questions
79 Flashcards
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Sample Questions
Q1) Which of the following characterizes the transnational model?
A) using shared vision and values to achieve coordination in this horizontal structure
B) being one step short of the matrix in exploiting both global and local advantages for the corporation as well as multiple interrelated competitive issues
C) having a single headquarter and a single centre of control for each country and for each product line
D) not having a single corporate headquarter, but a clear hierarchical responsibility
Q2) Select any organization with which you are familiar-your college or university, the car dealership down the road, an organization where you work, etc. Analyze the global forces that influence the organization you selected. How should the organization respond to those global forces in order to gain international competitive advantage?
Q3) The "not invented here" syndrome makes some managers reluctant to tap into the know-how and expertise of other units.
A)True
B)False
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Chapter 7: Manufacturing and Service Technologies
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81 Flashcards
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Sample Questions
Q1) A baseball team is an example of pooled interdependence.
A)True
B)False
Q2) Job enrichment refers to the expansion of the number of different tasks performed by an employee.
A)True
B)False
Q3) Using your program or college/university department as your focal organization, place it in the quadrants of Perrow's framework. What two factors did you use to determine placement in a quadrant?
Q4) Which of the following is Perrow most concerned with?
A) two aspects of technology: variety and analyzability
B) two types of structures that seem to determine which technology is best
C) two aspects of environment that call for a particular structure
D) two types of structures that seem to determine which environment should be enacted
Q5) List the differences between manufacturing and service technologies. Provide three examples of service technologies, product and service technologies, and product technologies.
Page 9
Q6) Discuss the three basic technology groups of Woodward's Study.
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Chapter 8: Information Technology and Control
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Sample Questions
Q1) Which of the following provides mid-level managers with reports that summarize data and support day-to-day decision making?
A) executive information systems
B) decision support systems
C) information reporting systems
D) feedback control systems
Q2) Approaches for explicit knowledge management include the use of dialogue and communities of practice.
A)True
B)False
Q3) Managers use periodic statistical reports to evaluate and monitor nonfinancial performance, such as customer satisfaction, employee performance, or rate of staff turnover.
A)True
B)False
Q4) Describe how interorganizational relationships can be affected by technology in business today.
Q5) Compare executive information systems and decision support systems.
Q6) What is a network structure? What are its characteristics?
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Chapter 9: Organization Size, Life Cycle, and Decline
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74 Flashcards
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Sample Questions
Q1) Which type of authority is the most widely used form to govern internal work activities and decision making, particularly in large organizations?
A) traditional
B) charismatic
C) appointed
D) rational-legal
Q2) As organizations increase in size, the net effect for direct workers is that they decline as a percentage of total employees.
A)True
B)False
Q3) As organizations become larger, greater centralization is necessary.
A)True
B)False
Q4) What are small businesses characterized by, in contrast to large businesses?
A) niche-finding strategies
B) a decreasing percentage of employees in the economy as a whole
C) fewer numbers, as merger mania continues to create a larger proportion of large firms in the world economy
D) the front/back combinations that combine small units into larger ones
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Chapter 10: Organizational Culture and Ethical Values
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Sample Questions
Q1) What is Van Horne's statement "If we can't export the scenery, we'll import the tourists!" an example of?
A) a story
B) a myth
C) a symbol
D) language
Q2) Identify a specific organization that has a culture you know enough about to discuss. Then describe that organization's culture and its subcultures.
Q3) Which of the following is at play when behaviour is governed by a set of moral principles and values?
A) the rule of law
B) ethics
C) a mission environment
D) a vision statement
Q4) The three sources of ethical values in organizations are worker ethics, managerial ethics, and social responsibility.
A)True
B)False
Q5) What are the important functions of organizational culture in an organization?
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Chapter 11: Innovation and Change
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75 Flashcards
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Sample Questions
Q1) If an organization shifts its structure from a vertical to a horizontal structure, what type of change have they engaged in?
A) radical change
B) incremental change
C) Information technology change
D) strategy and structure change
Q2) Describe the operations of venture teams or action teams. Why are they particularly important to large organizations? Give an example.
Q3) Venture teams are large groups of employees dedicated to coming up with new ideas for improved organizational structure.
A)True
B)False
Q4) Ambidextrous organizations have processes that allow for employment of skilled workers on the one hand and unskilled workers on the other.
A)True
B)False
Q5) What is a venture team?
Q6) Discuss what organizations can do to achieve competitive advantage.
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Chapter 12: Decision-Making Processes
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Sample Questions
Q1) Given the principles of escalating commitment, in which situation described below would you give the greatest funding to the same program in 2010?
A) After you funded the program in 2008, it turned out to be very profitable.
B) After another manager funded the program in 2008, it turned out to be very profitable.
C) After you funded the program in 2008, it turned out to be a "loser," showing actual prospects of failing.
D) After another manager funded the program in 2008, it turned out to be a "loser," showing actual prospects of failing.
Q2) Which of the following is part of the garbage can model of decision making?
A) A "choice opportunity" where the match up of problems and solutions result in decisions being made.
B) Participants provide the stability needed to explain decision making, and remove its otherwise random quality.
C) The company has an insufficient level of technology.
D) Solutions and problems are tightly coupled.
Q3) Discuss three special decisions circumstances that managers need to be concerned about today.
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Chapter 13: Conflict, Power, and Politics
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Sample Questions
Q1) What is dependency power derived from?
A) being dependent on others for something
B) having something someone else wants
C) becoming paternalistic in your management style
D) immature subordinates
Q2) Which type of power do managers enjoy because of their right to promote subordinates?
A) legitimate
B) reward
C) coercive
D) referent
Q3) Horizontal power is NOT defined by the formal hierarchy or the organizational chart.
A)True
B)False
Q4) Nonsubstitutability means that departmental power will be decreased with the loss of control over resources.
A)True
B)False
Q5) Describe the steps of a win-win strategy and a win-lose strategy.
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