Leadership and Organizational Change Practice Questions
Course Introduction
Leadership and Organizational Change explores the theories, practices, and challenges associated with leading individuals, teams, and organizations through periods of transformation. Students examine the roles leaders play in shaping vision, culture, and strategy, and analyze the processes behind effective change management. Through case studies, interactive exercises, and contemporary research, the course emphasizes the development of critical leadership skills, including communication, motivation, conflict resolution, and ethical decision-making. By the end of the course, students gain practical tools to assess organizational dynamics and drive positive, sustainable change in various professional settings.
Recommended Textbook
Organization Theory and Design 10th Edition by Richard
L. Daft
Available Study Resources on Quizplus
13 Chapters
1152 Verified Questions
1152 Flashcards
Source URL: https://quizplus.com/study-set/1094 Page 2
Chapter 1: Organizations and Organization Theory
Available Study Resources on Quizplus for this Chatper
104 Verified Questions
104 Flashcards
Source URL: https://quizplus.com/quiz/21544
Sample Questions
Q1) Organizations create a drive for ____ rather than reliance on standard products and outmoded ways of doing things.
A) profitability
B) fixed structures
C) innovation
D) developing change
Answer: C
Q2) The eleven contextual and structural dimensions are not dependent on each other.
A)True
B)False
Answer: False
Q3) Organizations exist to do which of the following?
A) Bring in a profit
B) Develop advanced manufacturing and information technologies
C) Challenge diversity, ethics, and the motivation and coordination of employees
D) Facilitate innovation
Answer: D
To view all questions and flashcards with answers, click on the resource link above.
Page 3
Chapter 2: Strategy, Organization Design, and Effectiveness
Available Study Resources on Quizplus for this Chatper
101 Verified Questions
101 Flashcards
Source URL: https://quizplus.com/quiz/21545
Sample Questions
Q1) The primary responsibility of top management is to:
A) Perform the organization's SWOT analysis.
B) Determine goals, strategy, and design, in adaptation to environment.
C) Set a motivating culture for all employees.
D) Formalize and centralize the firm.
Answer: B
Q2) A plan for interacting with the competitive environment to achieve organizational goals is referred to as:
A) strategy.
B) design.
C) culture.
D) structure.
Answer: A
Q3) Organization ____ needs to support the firm's competitive approach.
A) financial standings
B) design characteristics
C) informal communication channel
D) environment for green movement
Answer: B
To view all questions and flashcards with answers, click on the resource link above.
Page 4
Chapter 3: Fundamentals of Organization Structure
Available Study Resources on Quizplus for this Chatper
90 Verified Questions
90 Flashcards
Source URL: https://quizplus.com/quiz/21546
Sample Questions
Q1) A liaison role exists when:
A) there is direct contact between managers affected by a problem.
B) there is an exchange of paperwork about a problem.
C) a temporary committee composed of representatives form each department affected by a problem is formed.
D) a person located in one department had the responsibility for communicating and achieving coordination with another department.
Answer: D
Q2) The ____ should be an unbroken line of authority that links all persons in an organization and shows who reports to whom.
A) vertical linkage
B) horizontal linkage
C) chain of command
D) task force
Answer: C
Q3) Pressure for innovation is sufficient cause for adopting the matrix structure.
A)True
B)False
Answer: False
To view all questions and flashcards with answers, click on the resource link above.
Page 5
Chapter 4: The External Environment
Available Study Resources on Quizplus for this Chatper
95 Verified Questions
95 Flashcards
Source URL: https://quizplus.com/quiz/21547
Sample Questions
Q1) Roger Ramon is a militant member of a faculty union at a medium-sized college. When the union's negotiating committee is reporting to a meeting of the faculty, he always finds fault with the work of that committee and strongly advocates striking. When a member of the negotiating committee resigns because of illness, the union's executive committee appoints Roger to take his place. This is an example of:
A) formal strategic alliance.
B) cooptation.
C) change of domain.
D) public relations.
Q2) List and describe each of the task environment sectors.
Q3) All of the following are strategies for controlling the environmental domain except A) illegitimate activities.
B) political activities and regulations.
C) change of domain.
D) cooptation and interlocking directorates.
Q4) Contrast the two dimensions (axes) of the framework for environmental uncertainty.
Q5) Discuss differentiation. How is integration connected to differentiation?
To view all questions and flashcards with answers, click on the resource link above.
Page 6
Chapter 5: Interorganizational Relationships
Available Study Resources on Quizplus for this Chatper
84 Verified Questions
84 Flashcards
Source URL: https://quizplus.com/quiz/21548
Sample Questions
Q1) Established organizations have a difficult time adapting to a rapidly changing environment because:
A) they don't--that's not a true statement.
B) of heavy investment in plant and equipment and an established viewpoint of leadership that has been successful.
C) when the environment changes, no one could predict that the changes will affect them.
D) leadership could change, but does not want to change.
Q2) Normative forces are pressures to change to achieve standards of professionalism and to adopt techniques that are considered by the professional community to be up to date and effective.
A)True
B)False
Q3) In the changing role of management, managers think about vertical processes rather than horizontal structures.
A)True
B)False
Q4) What is an "organizational ecosystem?" How does this concept impact the changing role of management?
To view all questions and flashcards with answers, click on the resource link above. Page 7
Chapter 6: Designing Organizations for the International Environment
Available Study Resources on Quizplus for this Chatper
92 Verified Questions
92 Flashcards
Source URL: https://quizplus.com/quiz/21549
Sample Questions
Q1) The second stage of international evolution, "International Stage," will usually be structured with a domestic structure with an export department.
A)True
B)False
Q2) Functional managers coordinate across functions, whereas country managers coordinate among countries.
A)True
B)False
Q3) All of the following are reasons why many organizations tap only a fraction of the potential that is available from cross-border transfer of knowledge and innovation, except:
A) Barriers of language, cultural, and geographic distances.
B) Lack of trust among people at different locations.
C) Divisions sometimes view knowledge and innovation as power and want to hold onto it.
D) Economies of scope can increase a company's market power as compared to competitors.
Q4) Discuss the global geographic division structure.
Q5) Discuss the national value systems.
Page 8
To view all questions and flashcards with answers, click on the resource link above.
Chapter 7: Manufacturing and Service Technologies
Available Study Resources on Quizplus for this Chatper
88 Verified Questions
88 Flashcards
Source URL: https://quizplus.com/quiz/21550
Sample Questions
Q1) The technology employed by an oil explorer of using an "internal divining rod" to decide where to begin drilling operations would be called a(n) ____ technology.
A) routine
B) craft
C) engineering
D) high analyzability
Q2) Explain the difference between core technology and non-core technology.
Q3) Juan works for a college that offers correspondence courses. She works in the mailroom department stuffing envelopes with the replies of professors to students. She then seals the envelopes and puts them in an outgoing bin. She finds that on this job she has a lot of time for daydreaming. You would expect the organizational structure in her department should be:
A) mechanistic.
B) organic.
C) high in variety.
D) unanalyzable.
Q4) Discuss the three basic technology groups of Woodward's Study.
Q5) What is product life-cycle management (PLM)? List the three primary advantages the PLM software provides.
To view all questions and flashcards with answers, click on the resource link above. Page 9
Chapter 8: Using It for Coordination and Control
Available Study Resources on Quizplus for this Chatper
84 Verified Questions
84 Flashcards
Source URL: https://quizplus.com/quiz/21551
Sample Questions
Q1) The form of corporate networking which is a private internal network that uses the infrastructure of the World Wide Web, but is cordoned off from the public, is called:
A) WebNet.
B) Intranet.
C) InterWeb.
D) CorpNet.
Q2) The impact of information technology on organization design includes:
A) larger size.
B) more decentralized organization structures.
C) technology is a substitute for professional staff, thereby decreasing the need for them.
D) decreased levels of employee participation.
Q3) ____ are defined as the formal routines, reports, and procedures that use information to maintain or alter patterns in organization activities.
A) Management control systems
B) MIS
C) DSS
D) TPS
To view all questions and flashcards with answers, click on the resource link above.
Chapter 9: Organization Size, Life Cycle, and Decline
Available Study Resources on Quizplus for this Chatper
83 Verified Questions
83 Flashcards
Source URL: https://quizplus.com/quiz/21552
Sample Questions
Q1) Large size enables companies to take risks that could ruin smaller firms, and scale is crucial to economic health in some industries.
A)True
B)False
Q2) Despite the increasing size of many companies, the economic vitality of the U.S. is tied to small and midsize businesses.
A)True
B)False
Q3) A condition in which a substantial, absolute decrease in an organization's resource base occurs over a period of time is referred to as:
A) market control.
B) bureaucracy.
C) organizational decline.
D) centralization.
Q4) Which of the following is the first stage of decline?
A) Blinded
B) Dissolution
C) Inaction
D) Faulty action
To view all questions and flashcards with answers, click on the resource link above. Page 11
Chapter 10: Organizational Culture and Ethical Values
Available Study Resources on Quizplus for this Chatper
80 Verified Questions
80 Flashcards
Source URL: https://quizplus.com/quiz/21553
Sample Questions
Q1) Describe the characteristics that define values-based leaders.
Q2) The three sources of ethical values in organizations are: worker ethics, managerial ethics, and social responsibility.
A)True
B)False
Q3) An example of the rite of integration in corporate culture is:
A) Awards given to employee-of-the-month
B) Unpaid three week orientation and training for prospective (new) employees
C) Office Valentine party
D) Organization development activities
Q4) A relationship between a leader and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader is referred to as:
A) mission culture.
B) values-based leadership.
C) clan culture.
D) servant leadership.
Q5) Discuss and draw a diagram of the relationship between ethical standards and legal requirements.
Q6) List and describe the three values incorporated into a strong adaptive culture.
To view all questions and flashcards with answers, click on the resource link above. Page 12
Chapter 11: Innovation and Change
Available Study Resources on Quizplus for this Chatper
83 Verified Questions
83 Flashcards
Source URL: https://quizplus.com/quiz/21554
Sample Questions
Q1) A(n) ____ is a separate, small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for the business.
A) idea champion
B) idea incubator
C) new-venture fund
D) skunkworks
Q2) List and describe the three of the five techniques that managers use to overcome resistance to change.
Q3) The flexibility of a(n) ____ organization is attributed to people's freedom to be creative and introduce new ideas.
A) mechanistic
B) bureaucratic
C) organic
D) resource
Q4) The need element in the change process always precedes the idea element.
A)True
B)False
Q5) Explain the horizontal coordination model as it relates to new product development.
To view all questions and flashcards with answers, click on the resource link above. Page 13
Chapter 12: Decision Making Processes
Available Study Resources on Quizplus for this Chatper
85 Verified Questions
85 Flashcards
Source URL: https://quizplus.com/quiz/21555
Sample Questions
Q1) Describe the difference between programmed decisions and nonprogrammed decisions and provide an example of each.
Q2) Based on the fact that the Carnegie approach relies on rich face-to-face communication, discuss limitations of the approach for organizational decision making.
Q3) The incremental model places major emphasis on political and social factors that influence decision outcomes.
A)True
B)False
Q4) A company that uses a computerized system extensively in their production process from the design stage through the automatic ordering of raw materials through preparation for delivery would be using which type of organizational decision making?
A) Garbage can
B) Incremental process
C) Carnegie
D) Management science
Q5) List and describe the steps of the rational approach to decision making.
Q6) Discuss the four cells of the contingency framework.
Q7) What is a problematic search? What is its role in decision making?
Page 14
To view all questions and flashcards with answers, click on the resource link above.
Chapter 13: Conflict, Power, and Politics
Available Study Resources on Quizplus for this Chatper
83 Verified Questions
83 Flashcards
Source URL: https://quizplus.com/quiz/21556
Sample Questions
Q1) We know which of the following about horizontal power?
A) It is reflected on the organization flow chart.
B) The sales department invariably carries higher power rating than other departments.
C) Its relationships changes as strategic contingencies change.
D) The concept of vertical linkages explains relative power.
Q2) ____ is difficult to measure because power differences are not defined on the organization chart.
A) Strategic contingencies
B) Horizontal power
C) Dependency
D) Decision premise
Q3) ____ is the potential ability of one person/department to influence other persons/departments to carry out orders or do something they would not otherwise have done.
A) Cooperation
B) Collaboration
C) Power
D) Personal position
Q4) Explain the five sources of personal power and provide an example of each.
To view all questions and flashcards with answers, click on the resource link above. Page 15