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Q:
In organizations where technology and globalization have caused jobs to change at a rapid pace, person/organization match is more important than person/job match.
Q:
Matching concerns that involve the larger organization include organizational values, new job duties, multiple jobs, and future jobs.
Q:
The person/job match model states that it is more important to match job rewards to individual motivations than to match job requirements to KSAOs.
Q:
The person/job match model says that individuals are characterized by their level of qualifications and motivation.
Q:
The person/job match model says that jobs are characterized by their level of qualifications and motivation.
Q:
When head count requirements exceed availabilities, the organization will be overstaffed.
Q:
The quantity portion of the staffing definition means that organizations must be concerned about staffing levels and their adequacy.
Q:
Pfizer has concluded that it cannot project what kind of talent it needs in the next 10 years and then select employees whose skills matched these long-range future talent needs.
Q:
Enterprise Rent-A-Car tries to use a single strategy for recruiting employees, rather than spreading their efforts across a lot of different strategies.
Q:
Employee shortages seldom require job reassignments or overtime for current employees.
Q:
Quantity or quality labor shortages can mean lost business opportunities, scaled-back expansion plans, an inability to provide critical consumer goods and services, and even threats to organizational survival.
Q:
Staffing systems exist primarily to fill specific vacancies, and are not closely linked to overall organizational profitability and growth.
Q:
Staffing the organization requires attention to both the quantity and quality of people brought into, moved within, and retained by the organization.
Q:
Staffing is more of a process than an event.
Q:
Employee turnover does not represent a significant cost to most organizations.
Q:
Organizations should attempt to eliminate all employee turnover if at all possible.
Q:
Internal staffing systems work in fundamentally different ways than external staffing systems.
Q:
Acquisition activities involve external staffing systems that govern the initial intake of applicants into the organization.
Q:
Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization's effectiveness.
Q:
For the average organization, employee costs (wages or salaries and benefits) are under 10% of its total revenue.
Q:
Human capital refers to the knowledge, skill, and ability of people and their motivation to use them successfully on the job.
Q:
Identify and briefly describe the three stages of Lewin's force field analysis model.
Q:
Trendy Fashions Trendy Fashions, a large retail chain, is experiencing conflict and organizational politics among its managers. The company's customer service ratings are suffering and managers are pointing to other departments as the cause of the problem. The conflicts and politics are further contributing to the customer service problems. The CEO of this chain has just heard about the appreciative inquiry process and thinks this might be a good technique to use to improve this situation. He needs more information on this process. One reason the CEO's idea of using an appreciative inquiry approach might be successful is that this approach takes the organization from "what is" to ultimately:
A. "what will be."
B. "what should be."
C. "what could be."
D. "what might be."
E. "what cannot be."
Q:
Trendy Fashions Trendy Fashions, a large retail chain, is experiencing conflict and organizational politics among its managers. The company's customer service ratings are suffering and managers are pointing to other departments as the cause of the problem. The conflicts and politics are further contributing to the customer service problems. The CEO of this chain has just heard about the appreciative inquiry process and thinks this might be a good technique to use to improve this situation. He needs more information on this process. The CEO will need to know that the first step in his appreciative inquiry change effort will begin with:
A. determining the cause of the problem.
B. determining whether there exists a problem that needs to be fixed.
C. involving employees in the process of unfreezing.
D. identifying the positive elements of the organization or work unit that is performing well.
E. creating a common image among participants of what should be in their own organization.
Q:
Trendy Fashions Trendy Fashions, a large retail chain, is experiencing conflict and organizational politics among its managers. The company's customer service ratings are suffering and managers are pointing to other departments as the cause of the problem. The conflicts and politics are further contributing to the customer service problems. The CEO of this chain has just heard about the appreciative inquiry process and thinks this might be a good technique to use to improve this situation. He needs more information on this process. The CEO of Trendy Fashions should know that the four stages of appreciative inquiry, in order, are:
A. problem identification, envisioning, choosing the best solution, and appreciating.
B. dialoguing, innovating, creating, and appreciating.
C. problem identification, causal analysis, recommended solutions, and choosing the best solution.
D. discovery, dreaming, designing, and delivering.
E. problem identification, envisioning, performing, and evaluating.
Q:
BusCorp. BusCorp. wants to introduce a new procedure to improve how customer requests are handled. This change will require employees to break old routines and adopt new role patterns. They decide to adopt two new programs, one in which employees learn how to work as teams as the company changes. The other involves forming task forces within the company to help determine new customer service practices. The formation of task forces to minimize resistance to change is known as:
A. communication.
B. learning.
C. stress management.
D. negotiation.
E. employee involvement.
Q:
BusCorp. BusCorp. wants to introduce a new procedure to improve how customer requests are handled. This change will require employees to break old routines and adopt new role patterns. They decide to adopt two new programs, one in which employees learn how to work as teams as the company changes. The other involves forming task forces within the company to help determine new customer service practices. The strategy BusCorp. is using to minimizing resistance to change is known as:
A. communication.
B. learning.
C. stress management.
D. negotiation.
E. coercion.
Q:
Telecommco The chief executive of Telecommco, a large telecommunications company, wanted to restructure the organization so product leaders would have more power than the executives in charge of each region. The regional executives tried to prevent this restructuring because it would weaken their power and possibly reduce their salaries in the long term. The product leaders also put up some resistance because they felt that things worked the way they were. The resistance from the product leaders is an example of resistance due to:
A. not-invented-here syndrome.
B. fear of the unknown.
C. negative valence of change.
D. breaking routines.
E. incongruent organizational systems.
Q:
Telecommco The chief executive of Telecommco, a large telecommunications company, wanted to restructure the organization so product leaders would have more power than the executives in charge of each region. The regional executives tried to prevent this restructuring because it would weaken their power and possibly reduce their salaries in the long term. The product leaders also put up some resistance because they felt that things worked the way they were. This action by the regional executives is mainly an example of resistance due to:
A. not-invented-here syndrome.
B. fear of the unknown.
C. negative valence of change.
D. breaking routines.
E. incongruent organizational systems.
Q:
XYZ Office Supplies XYZ Office Supplies is about to introduce a new customer service program that will affect all of its 355 sales and service employees. Job duties will be changed and the employee reward system will be altered to fit this new customer focus. Moreover, the company wants to improve the efficiency of work processes, thereby removing some of the comfortable (and often leisurely) routines that employees have followed over the years. Top management is concerned about what types of forces resisting change the company will potentially experience during this change process. XYZ attempts to assist the change process by putting employees in direct contact with customers. Here, the company is trying to:
A. create an urgency for change.
B. use the stress management technique.
C. induce organizational learning.
D. negotiate with the employees.
E. coerce the employees to make a decision.
Q:
XYZ Office Supplies XYZ Office Supplies is about to introduce a new customer service program that will affect all of its 355 sales and service employees. Job duties will be changed and the employee reward system will be altered to fit this new customer focus. Moreover, the company wants to improve the efficiency of work processes, thereby removing some of the comfortable (and often leisurely) routines that employees have followed over the years. Top management is concerned about what types of forces resisting change the company will potentially experience during this change process. Which of the following types of resistance to change might be used by employees at XYZ as a deliberate strategy to prove' that the decision is wrong or that the change agent is incompetent?
A. Negative valence of change
B. Fear of the unknown
C. Not-invented-here syndrome
D. Breaking routines
E. Incongruent organizational systems
Q:
Which of the following statements is true concerning Lewin's Force Field model in the context of changes in other cultures?
A. Lewin's model is equally applicable in any cultural setting.
B. Lewin's model, like the Western perspective on change, views change as linear.
C. Lewin's model decreases the presence of ethical concerns often associated with change in other cultures.
D. Lewin's model views change as a harmonious process revolving around an equilibrium.
E. Lewin's model assumes that change is interconnected.
Q:
ABC Corp. selected employees and managers from across the organization to find new ways to serve its customers. The team operated independently of the main organization and experimented with new service delivery approaches. This team is most similar to:
A. the sequential approach to organizational change.
B. a parallel learning structure.
C. the appreciative inquiry approach to organizational change.
D. the process of diffusing organizational change.
E. the process of creating an urgency to change.
Q:
A major consumer-products company wanted to create a more entrepreneurial and marketing-oriented culture. After failing to bring about the change through middle management, senior executives worked directly with selected teams of front-line employees. These teams, which represented each area of the organization, worked on special projects outside the normal organizational structure. They followed the action research model to produce meaningful organizational change. Which of the following change strategies does this intervention represent?
A. Appreciative inquiry
B. Process consultation
C. Parallel learning structures
D. Sequential intervention
E. Top-down approach
Q:
A parallel learning structure:
A. is a feature of all organizational change interventions.
B. includes highly participative teams constructed alongside the formal organizational hierarchy.
C. exists in organizations where employees are located in two or more buildings.
D. is mostly comprised of senior management and some professional staff members.
E. includes a specialized team of experts who possess the necessary skills to monitor the change process.
Q:
What is the role of future search conferences in the process of organizational change?
A. They are an effective form of coercion so that employees agree to abide by the change process.
B. They mainly select the best person to serve as the change agent for the process.
C. They help generate a collective vision for the organization.
D. They interfere with the change process and therefore should be avoided unless the other approaches fail.
E. They are mainly a forum whereby senior executives can tell employees about their future corporate plans.
Q:
Which of the following organizational change activities adopts a "whole systems" perspective of the change process?
A. Large group interventions
B. Action research
C. Appreciative inquiry
D. Force field analysis
E. Parallel learning structures
Q:
In organizational change, future search conferences are used mainly to:
A. force employees to accept the changes to be implemented.
B. involve as many employees and other stakeholders as possible in the change process.
C. give executives an opportunity to negotiate with employees to accept the changes.
D. train employees in the skills required for the change process.
E. refreeze the desired conditions in the organization.
Q:
According to the Four-D Model, appreciative inquiry begins by:
A. determining the cause of the problem.
B. determining whether there is a problem that needs to be fixed.
C. involving employees in the process of refreezing.
D. identifying the positive elements of an organization or work unit that is performing well.
E. creating a common image among participants of what should be in their own organization.
Q:
The four stages of appreciative inquiry, in order, are:
A. problem identification, envisioning, choosing the best solution, and appreciating.
B. initiating dialogue, innovating, creating, and appreciating.
C. problem identification, causal analysis, recommended solutions, and choosing the best solution.
D. discovery, dreaming, designing, and delivering.
E. problem identification, envisioning, performing, and evaluating.
Q:
The anticipatory principle emphasizes that:
A. conversations don't describe reality; they shape that reality.
B. inquiry and change are simultaneous.
C. organizations are open books.
D. people are motivated and guided by the vision they see and believe in.
E. focusing on the positive will improve success and well-being.
Q:
The _______ principle states that organizations are open books, so we have choices in how they may be perceived, framed, and described.
A. positive
B. constructionist
C. poetic
D. anticipatory
E. simultaneity
Q:
The _________ principle takes the position that conversations don't describe reality; they shape that reality.
A. positive
B. constructionist
C. poetic
D. anticipatory
E. simultaneity
Q:
The positive principle, the constructionist principle, and the simultaneity principle are principles of:
A. parallel learning structures.
B. appreciative inquiry.
C. action research.
D. process consultation.
E. large group interventions.
Q:
Which organizational change approach is best known for its affirmation rather than problem-solving approach to change?
A. Parallel learning structure
B. Large group intervention
C. Force field analysis
D. Action research
E. Appreciative inquiry
Q:
According to the action research model, which of the following occurs during the "diagnose need for change" step?
A. Analysis of data
B. Establishment of client-consultant relationship
C. Determination of the change effectiveness
D. Establishment of new conditions
E. Selection of external consultant
Q:
According to the action research model, the _____ before diagnosing the need for change.
A. client-consultant relationship needs to be formed
B. effectiveness of the change effort needs to be evaluated
C. disengagement of the consultant's services needs to be addressed
D. change effort needs to stabilize
E. intervention needs to be introduced
Q:
Action research is:
A. the theoretical foundation for appreciative inquiry.
B. a form of team-building activity.
C. a highly participative process of planned change.
D. a social structure created alongside the formal organization for the purpose of refreezing the desired conditions.
E. a process with very high level of people orientation.
Q:
Which of the following is true about organizational change?
A. Change agents work best when they lead the initiative alone.
B. Groups of people with different degrees of commitment to the change contribute most to the success of public sector organizational change.
C. Guiding coalitions that lead organizational change are limited to the executive team.
D. Change occurs more informally through social networks.
E. Viral change should be avoided in organizations.
Q:
In the organizational change process, strategic visions:
A. could increase or decrease the resistance to change.
B. should be suppressed as the change process might require an alternate strategy.
C. could minimize fear of the unknown.
D. form the second stage of action research.
E. lead to negotiations between management and employees.
Q:
_____ leaders are agents of change because they develop an appealing vision of the desired future state, communicate that vision in ways that are meaningful to others, make decisions and act in ways that are consistent with that vision, and build commitment to that vision.
A. Operational
B. Transformational
C. Charismatic
D. Collaborative
E. Transactional
Q:
Information systems are important in the change process because:
A. they act as conduits for feedback.
B. they generally raise stress levels.
C. they create fear of the unknown.
D. they contradict the reward systems.
E. they increase the risk of coercive tactics.
Q:
Change agents should introduce new rewards and information systems to:
A. unfreeze the new behavior.
B. begin the process of appreciative inquiry.
C. avoid action research.
D. refreeze the desired conditions.
E. unfreeze the organizational change.
Q:
Which of the following strategies to reduce the restraining forces should be used only if all other strategies fail?
A. Coercion
B. Negotiation
C. Stress management
D. Communication
E. Training
Q:
Bezel Systems is introducing a few organization-wide changes. A coalition of employees will clearly lose out from the proposed changes and they have enough power to cause the change effort to fail. Assuming that the change effort can proceed slowly and cost is not an issue, the preferred strategy for dealing with this resistance to change is:
A. communication.
B. employee involvement.
C. stress management.
D. negotiation.
E. coercion.
Q:
Employee involvement is almost an essential part of the change process unless the:
A. benefits of change are unknown to the employee.
B. organization is looking for a gradual change.
C. change must occur quickly in the organization.
D. employee strength of the organization is huge.
E. organization is planning to introduce continuous changes.
Q:
By creating ________, employee involvement reduces the fear of the unknown and the not-invented-here syndrome.
A. stress
B. a sense of entitlement
C. a sense of ownership
D. a goal
E. transformation
Q:
BusCorp. wants to introduce a new procedure for processing customer requests. If this change will require employees to break old routines and adopt new role patterns, the preferred strategy for dealing with resistance to this change such as this is:
A. communication.
B. learning.
C. stress management.
D. negotiation.
E. coercion.
Q:
One problem of the learning strategy has in minimizing resistance to change is that it:
A. tends to change people too quickly.
B. leads to long-term antagonism with the change agent.
C. creates compliance but not commitment to the change process.
D. is a time-consuming process.
E. attempts to change the drives instead of reducing the restraining forces.
Q:
When managing change, learning interventions should be used:
A. to break routines that cause resistance to change.
B. when the organization wants to reduce the cost of implementing change.
C. when employees resist change due to negative valence of change.
D. in all change management activities.
E. only when all other strategies have failed.
Q:
Which of the following change management strategies should be given a priority when employees need to break old routines and adopt new role patterns?
A. Coercion
B. Employee involvement
C. Learning
D. Stress management
E. Negotiation
Q:
One problem that communication, learning, and employee involvement have in minimizing resistance to change is that they:
A. can lead to more subtle forms of resistance.
B. lead to long-term antagonism with the change agent.
C. create compliance but not commitment to the change process.
D. are time-consuming.
E. are not effective when the change effort needs more employee commitment.
Q:
One way that communication minimizes resistance to change is by:
A. generating an urgency to change.
B. encouraging negotiation.
C. eliminating organizational politics.
D. promoting speedy refreezing.
E. encouraging stress management.
Q:
The highest priority and first strategy required for any organizational change is to:
A. alter the responsibilities of senior executives in the organization.
B. introduce stress management counseling to the employees.
C. train employees who do not possess the skills required under the new conditions.
D. communicate the need for change and keep employees informed about what they can expect from the change effort.
E. negotiate a new set of relations among those who will clearly lose out from the change.
Q:
Senior executives at a large retail organization want employees to become more customer-friendly. Employees think they are serving customers well enough and the company is the dominant player in the market. What should the executives do to create an urgency to change in this situation?
A. Stop trying to convince employees that they should change their behavior and use other strategies to gain market share.
B. Keep pushing employees to change even though they don't see the need to change and attempt to replace the existing change agent.
C. Introduce punishments for employees who do not become more customer-friendly.
D. Inform employees about the driving forces in the external environment indicating that the company's dominant position will be threatened unless they become more customer-friendly.
E. Introduce a reward-punishment scheme to promote the change in the organization.
Q:
Creating urgency for change is most closely associated with:
A. the delivering stage of appreciative inquiry.
B. the final stage of a search conference.
C. reducing the restraining forces.
D. the process of increasing the driving forces.
E. refreezing the desired conditions.
Q:
Increasing the restraining forces and reducing or removing the driving forces would:
A. make the change process more difficult to implement.
B. remove any resistance to change.
C. have no effect on the change process.
D. give the change agent more power in the change process.
E. align the organization's systems and structures with the desired behaviors.
Q:
Which of the following types of resistance to change is a strategy to "prove" that the decision is wrong?
A. Negative valence of change
B. Not-invented-here syndrome
C. Fear of the unknown
D. Breaking routines
E. Incongruent organizational systems
Q:
Resistance to change:
A. should be viewed as task conflict.
B. refers to the fact that employees are happy with the status quo and can perform well only in the status quo.
C. is the change agents' distorted perception of employee behavior based on their own doubts about the success of the change process.
D. indicates that change is not required in the organization.
E. is an impediment to change.
Q:
Refreezing refers to:
A. getting one's own way in organizational politics.
B. a management practice used to discourage newcomers from engaging in organizational politics.
C. aligning the organization's systems with the desired behaviors to support and reinforce the new role patterns.
D. repeating the change process to obtain better organizational outcomes and employee performance.
E. producing disequilibrium between the driving and restraining forces of change.
Q:
Increasing the driving forces and reducing the restraining forces tends to:
A. reduce the need for change.
B. unfreeze the status quo.
C. refreeze the status quo.
D. decrease environmental stability.
E. produce environmental equilibrium.
Q:
In organizational change, unfreezing may occur by:
A. increasing the restraining forces.
B. increasing the driving forces.
C. reducing the urgency to change.
D. changing individuals in key positions.
E. reducing the pace of the change.
Q:
Unfreezing refers to:
A. getting one's own way in organizational politics.
B. ineffective management practices that discourage newcomers from staying with the organization.
C. ensuring that the change effort is diffused to others within the organization.
D. the process of improving organizational communication.
E. producing disequilibrium between the driving and restraining forces of change.
Q:
Which model of organization change explicitly refers to unfreezing the current situation and refreezing the desired state?
A. Parallel learning structures
B. Process consultation
C. Appreciative inquiry
D. Quantum change
E. Force field analysis
Q:
Which of these forces are commonly called resistance to change?
A. Process forces
B. Driving forces
C. Parallel learning structures
D. Restraining forces
E. Unfreezing forces
Q:
Which of these forces pushes organizations toward a new state of affairs?
A. Process forces
B. Driving forces
C. Equilibrium forces
D. Restraining forces
E. Freezing forces
Q:
The main objective of force field analysis is to help change agents to:
A. identify ways to control the external environment.
B. find ways to increase the driving forces for change.
C. diagnose a situation better by understanding the driving and restraining forces for change.
D. determine whether change is necessary in the organization or not.
E. determine and single out the force that causes organizational resistance for change.
Q:
One ethical concern with some organizational change programs is that they may threaten the employee's self-esteem.
Q:
Practices such as action research avoid the use of management's power to induce compliance and conformity and is less likely to create ethical issues.
Q:
Using the action research model instead of the other models such as the parallel learning approach enables an organization to eliminate the threat of violating individual privacy rights.