Managing Organizational Change
Final Exam
Course Introduction
Managing Organizational Change explores the theories, strategies, and tools necessary for effectively leading organizational transformation in todays dynamic business environment. The course examines the human, structural, and cultural aspects of change, focusing on how leaders can diagnose sources of resistance, foster employee engagement, and develop actionable change plans. Through case studies, interactive discussions, and practical exercises, students will learn to anticipate challenges, communicate change initiatives, and measure outcomes to ensure successful and sustainable organizational transitions.
Recommended Textbook
Understanding and Managing Organizational Behavior 6th Edition by Jennifer M. George
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18 Chapters
3054 Verified Questions
3054 Flashcards
Source URL: https://quizplus.com/study-set/1048
Page 2
Chapter 1: Introduction to Organizational Behavior
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160 Verified Questions
160 Flashcards
Source URL: https://quizplus.com/quiz/20781
Sample Questions
Q1) At the ________, the organization releases finished goods and services into its external environment where customers purchase them.
A) input stage
B) output stage
C) conversion stage
D) market stage
Answer: B
Q2) Roger Riley is a new department manager at Kelly & Kin Company. Two of his most important tasks are to encourage his employees to do a good job and to orchestrate different individual and group behaviors to help ensure all of his employees are working toward his department's goals. This set of responsibilities is also referred to as
A) organizing.
B) leading
C) controlling
D) planning
Answer: B
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Page 3
Chapter 2: Individual Differences: Personality and Ability
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149 Verified Questions
149 Flashcards
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Sample Questions
Q1) A manager wants to evaluate prospective employees' chances for success at a job in as fair of a way as possible. Which of the following factors should the manager consider?
A) both personality and situational factors
B) personality factors only
C) situational factors only
D) neither personality nor situational factors
Answer: A
Q2) Managing ability by selection requires that managers identify all of the following EXCEPT ________.
A) the tasks they want workers to accomplish
B) the exact placement of workers into jobs
C) the abilities needed to accomplish necessary tasks
D) the accurate measurement of needed abilities
Answer: B
Q3) Extraversion is characterized by negative emotions and stress over time and across situations.
A)True
B)False
Answer: False
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Chapter 3: Work Values Attitudes and Moods and Emotions
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176 Verified Questions
176 Flashcards
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Sample Questions
Q1) A person's thoughts and feelings about the meaning and nature of work itself are called values.
A)True
B)False
Answer: True
Q2) Examples of intrinsic work values include all of the following EXCEPT ________.
A) desiring to be challenged
B) establishing social contacts
C) wanting to learn new things
D) making important contributions
Answer: B
Q3) What statement BEST explains the influence that mood has in the workplace?
A) Too little research has been focused on this question to know the answer.
B) Mood has no influence on employees in the workplace.
C) Mood has very little influence on employees in the workplace.
D) Mood greatly influences employees in the workplace.
Answer: D
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Chapter 4: Perception Attribution and the Management of Diversity
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186 Verified Questions
186 Flashcards
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Sample Questions
Q1) Leniency, harshness, and average tendency biases are problematic because they
A) impact evaluation accuracy and comparability
B) affect minority workers more severely than they do other workers
C) can result in self-fulfilling prophecies
D) change objective reality
Q2) A ________ effect occurs when the perceiver's general impression of a target influences his or her perceptions of the target on more specific dimensions.
A) halo
B) primacy
C) similar-to-me
D) contrast
Q3) The target of perception is the context in which perception takes place.
A)True
B)False
Q4) Situational factors can be the sole determinants of behavior in certain circumstances.
A)True
B)False
Page 6
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Chapter 5: Learning and Creativity
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175 Verified Questions
175 Flashcards
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Sample Questions
Q1) Identify and discuss the four situational characteristics that are likely to affect creativity.
Q2) Define social cognitive theory.
Q3) According to social cognitive theory, thoughts, feelings, and the social environment influence learning.
A)True
B)False
Q4) Antecedents help employees distinguish between desirable and undesirable behaviors and their consequences.
A)True
B)False
Q5) A student keeps up with her assigned reading from her biology textbook and is already finished reading 20 of the 25 chapters. Which of the following statements is MOST LIKELY true?
A) Learning has occurred.
B) Learning has not occurred.
C) Learning may have occurred.
D) Learning has partially occurred.
Q6) Define the concept of learning.
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Chapter 6: The Nature of Work Motivation
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) Expectancy is a worker's perception about the relationship between ________.
A) effort and rewards received
B) effort and performance
C) workers' needs and available rewards
D) performance and needs
Q2) Discuss intrinsically and extrinsically motivated work behavior. Provide examples of each.
Q3) According to Maslow, self-actualization is the highest-level need.
A)True
B)False
Q4) All of the following can be the referent referred to in equity theory EXCEPT ________.
A) another worker perceived as similar to oneself
B) oneself at the current point in time
C) one's expectations about what the job should require and provide
D) a group of workers perceived as similar to oneself
Q5) According to Maslow's hierarchy of needs, higher-level needs take precedence over lower-level needs.
A)True
B)False
8
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Chapter 7: Creating a Motivating Work Setting
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164 Verified Questions
164 Flashcards
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Sample Questions
Q1) ________ reveal exactly how long it takes to perform a task and the best way to perform it.
A) Elapsed time analyses
B) Time and motion studies
C) Time-lapse investigations
D) Productivity inspections
Q2) When employees are intrinsically motivated, good performance makes them feel good, thus motivating them to continue to perform at a high level; so good performance becomes self-reinforcing.
A)True
B)False
Q3) The extent to which an individual wants his or her work to contribute to personal growth, learning, and development is called ________
A) growth-need strength
B) experienced meaningfulness of the work
C) experienced responsibility for work outcomes
D) knowledge of results
Q4) What are the advantages and disadvantages of job enrichment? What are the research findings for job enrichment?
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Chapter 8: Pay Careers and Changing Employment Relationships
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177 Verified Questions
177 Flashcards
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Sample Questions
Q1) Explain the difference between profit sharing and gain sharing.
Q2) One of the three supervisors at Goldilocks' Soup Company tends to rank all employees at a "normal" level of performance. This is an example of the ________.
A) halo effect
B) leniency bias
C) average tendency biases
D) similar-to-me effect
Q3) Pay is NOT a(n) ________ between employees and an organization.
A) central aspect of psychological contracts
B) key component of the exchange relationship
C) powerful motivational tool
D) input into the production process
Q4) Behaviorally anchored rating scales (BARS) can be used to assess traits, behaviors, or results.
A)True
B)False
Q5) The information generated by a performance appraisal system can be used for two purposes. List and define these two purposes.
Q6) What are the four general categories of careers?
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Chapter 9: Managing Stress and Work Life Balance
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139 Verified Questions
139 Flashcards
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Sample Questions
Q1) If an organization wanted to minimize the danger of workplace violence it would be LEAST LIKELY to ________.
A) ensure that employees are aware of the workplace violence policy
B) provide employees with cell phones
C) install security systems in the workplace
D) offer a harsh warning for the first offense of violence
Q2) Employees are not affected by stressors that stem from uncertainty in the wider environment, such as terrorism, pollution, and corporate scandals.
A)True
B)False
Q3) All of the following are key signs of burnout EXCEPT ________.
A) depersonalization
B) feelings of low personal accomplishment
C) emotional exhaustion
D) role ambiguity
Q4) Potential stressors rarely arise at the work-group and organizational levels.
A)True
B)False
Q5) List some of the emotion-focused coping strategies for organizations.
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Chapter 10: The Nature of Work Groups and Teams
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188 Verified Questions
188 Flashcards
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Sample Questions
Q1) A computer specialist came into an office to fix a technical problem. The manager asked the specialist if the work was complicated, and the specialist boasted that it was a piece of cake and he was very experienced in the matter. When he begins his work, many of the office members stand next to him and observe his actions. The manager should be aware that being watched in this situation will MOST LIKELY cause the computer specialist to ________.
A) do a better job
B) work more slowly
C) make a lot of mistakes
D) perform the same as he always does
Q2) A command group is a collection of people who come together to accomplish a specific goal, and then usually disband once the goal has been accomplished.
A)True
B)False
Q3) One advantage of larger groups is that they have a greater number of resources at their disposal to accomplish their goals.
A)True
B)False
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Chapter 11: Effective Work Groups and Teams
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166 Verified Questions
166 Flashcards
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Sample Questions
Q1) A high school has many different extracurricular organizations. Of the four listed, which one is MOST LIKELY to have the most cohesiveness?
A) The student council: members are voted in and come from similar backgrounds.
B) The bowling team: it accepts everyone and has a very diverse roster.
C) The basketball team: the team has been on a losing streak the entire year.
D) The senior choir: it is a requirement for all seniors to sing in the choir.
Q2) A group that has ________ will have the least trouble with social loafing because individual tasks are identifiable.
A) sequential interdependence
B) pooled task interdependence
C) process interdependence
D) reciprocal interdependence
Q3) As group activities move from pooled to sequential to reciprocal interdependence, the potential for process losses ________ and the potential for process gains
A) increases; increases
B) decreases; decreases
C) increases; decreases
D) decreases; increases
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Page 13
Chapter 12: Leaders and Leadership
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192 Verified Questions
192 Flashcards
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Sample Questions
Q1) Autocratic leaders allow subordinates to have some input, but the leader makes the decision.
A)True
B)False
Q2) Sandy Shaw is the leader of a production group at Tech-Deck, Inc. As the leader, Sandy often finds that her employees approach her with concerns regarding both professional development and personal issues. Sandy is uncomfortable providing advice in these areas, however, and wishes to maintain a purely professional relationship with her subordinates, concentrating primarily on issues relating to completion of work assignments and goal setting. Sandy is exhibiting leader behavior characterized by the Ohio State studies as ________.
A) dominance
B) initiating structure
C) consideration
D) employee oriented
Q3) Fiedler devised the least preferred co-employee scale (LPC) to measure leader style.
A)True
B)False
Q4) What gender differences emerged in the leadership research?
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Chapter 13: Power, Politics, Conflict, and Negotiation
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166 Verified Questions
166 Flashcards
Source URL: https://quizplus.com/quiz/20793
Sample Questions
Q1) ________ is the power to control and use organizational resources to accomplish organizational goals.
A) Expert power
B) Referent power
C) Legitimate power
D) Corporate power
Q2) A manager should be MOST concerned if conflict is in the ________ stage.
A) latent
B) manifest
C) felt
D) perceived
Q3) Managers may increase their personal power by limiting their contacts within the organization to reduce their exposure to risk.
A)True
B)False
Q4) What is power? What are politics? Are power and politics always bad for the organization? Why or why not?
Q5) What are the sources of functional and divisional power?
Q6) List and define the sources of formal individual power.
Page 15
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Chapter 14: Communicating Effectively in Organizations
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169 Verified Questions
169 Flashcards
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Sample Questions
Q1) What are the five factors that determine how persuasive a message will be?
Q2) Increasing diversity can become a barrier to effective communication in the workplace.
A)True
B)False
Q3) Face-to-face communication has the highest information richness because it includes instant feedback and nonverbal communication.
A)True
B)False
Q4) One of the defining features of communication is the "sharing of information with other people."
A)True
B)False
Q5) Encoding is MOST necessary to communication because it ________.
A) eliminates information distortion
B) entails modifying a message based on who is receiving it
C) provides specialized terminology
D) gives credibility to the message
Q6) What are the two guidelines for selecting a medium of communication?
Q7) What is persuasive communication and how is it used?
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Chapter 15: Decision Making and Organizational Learning
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175 Verified Questions
175 Flashcards
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Sample Questions
Q1) ________ is the process of giving employees the authority to make decisions and be responsible for their outcomes.
A) Procurement
B) Emancipation
C) Empowerment
D) Endorsement
Q2) What are performance programs? How do they change decisions?
Q3) Decision making in response to ________ occurs when members of an organization make choices or act in ways that result in benefits or gains.
A) problems
B) opportunities
C) contingencies
D) consequences
Q4) Decisions are made in response to either problems or opportunities.
A)True
B)False
Q5) Define the difference between prescriptive and descriptive models of decision making.
Q6) Define the two basic types of organizational decisions.
Page 17
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Chapter 16: Organizational Design and Structure
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179 Verified Questions
179 Flashcards
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Sample Questions
Q1) Output standards are an effective way to standardize behavior.
A)True
B)False
Q2) What is a functional structure? Provide an example.
Q3) Integrating mechanisms are tools used to increase communication and coordination among functions and divisions.
A)True
B)False
Q4) If an organization adopts a ________, then it locates different divisions in each of the world regions in which it operates.
A) global product structure
B) global market structure
C) global functional structure
D) global geographic structure
Q5) Briefly discuss the three contingencies affecting organizational design.
Q6) Members of an ordinary team are full-time members of the same function or organization.
A)True
B)False
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Chapter 17: Organizational Culture and Ethical Behavior
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164 Verified Questions
164 Flashcards
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Sample Questions
Q1) A short-tem orientation is MOST LIKELY the result of values that ________.
A) promote diversity
B) encourage thrift and persistence
C) value the quality of life and care for the weak
D) stress personal happiness and living in the present
Q2) What is whistle-blowing?
Q3) Creating an ethical organizational culture has now become a major priority for many companies because failing to do so can be catastrophic.
A)True
B)False
Q4) Ethical behavior cannot help companies develop better relationships with their customers.
A)True
B)False
Q5) A(n)________ is a desired mode or type of behavior.
A) terminal value
B) corporate value
C) instrumental value
D) organizational value
Q6) Discuss how organizational structure can impact the culture of organizations.
Page 19
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Chapter 18: Organization Change and Development
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178 Verified Questions
178 Flashcards
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Sample Questions
Q1) Research has shown that personal habits are relatively easy to change.
A)True
B)False
Q2) All of the following are ways in which employees can manifest their resistance to organizational change EXCEPT ________.
A) passive resistance
B) increased turnover
C) decreased cooperation
D) decreased absenteeism
Q3) Which of the following is NOT an advantage of using external change agents rather than internal change agents?
A) They are less influenced by internal politics.
B) They are more knowledgeable about the situation.
C) They have a more detached view of the problems.
D) They are more likely to be specialists in reengineering or TQM.
Q4) Which of the following organizations is LEAST LIKELY resistant to change?
A) a toilet paper producer with a centralized structure
B) a large automaker with many powerful divisions
C) a retail store that has many long-time employees
D) a small consulting firm with an equal power distribution
Page 20
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