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Q:
Lewin's force field analysis model appeals to all cultures because it is based on a logical linear sequence.
Q:
An important feature of parallel learning structures is that they operate within the existing organizational hierarchy.
Q:
A parallel learning structure is an organizational change approach in which a social structure is constructed alongside the formal hierarchy to increase the organization's learning.
Q:
Future search conferences are meetings among a small task force of senior executives who have been given the mandate to identify a change agent on a particular corporate strategy.
Q:
Future search events minimize resistance to change by severely limiting involvement from employees.
Q:
Appreciative inquiry is always the best approach to changing team or organizations, because it is almost always successful.
Q:
The first step in the Four-D model of appreciative inquiry is dreaming, in which participants envision what might be possible in an ideal organization.
Q:
The positive principle advocates the view that people are motivated and guided by the vision they see and believe in for the future.
Q:
How we perceive and understand the change process depends on the questions we ask and language we use throughout that process. This is called the constructionist principle.
Q:
Appreciative inquiry tries to break away from the approach to change advocated by action research.
Q:
Some change experts recommend introducing rapid change when the organization wants to overhaul a system quickly and decisively.
Q:
A unique feature of appreciative inquiry is that it breaks away from the problem-solving mentality by reframing relationships around what is positive and possible.
Q:
The emerging philosophy of positive organizational behavior directs the group's attention away from its own problems and focuses participants on the group's potential and positive elements.
Q:
Action research maintains the view that having a research orientation is less important than having an action orientation.
Q:
Action research is the process of determining whether the change process is ethical or not.
Q:
Pilot projects get diffused quickly when employees understand how the practices in a pilot project apply to them even though they are in a completely different functional area.
Q:
Diffusion of change is more likely to succeed if some people who have worked under the new system are moved to other areas of the organization.
Q:
Pilot projects are usually more flexible and less risky than centralized, organization-wide programs.
Q:
The group of people with a commitment to a change is called a dominant coalition.
Q:
Information systems and reward systems can both help to refreeze the desired conditions in organizational change.
Q:
The best way to manage resistance to change among those who will clearly lose out from the change is to introduce coercion practices.
Q:
One problem with negotiation is that it tends to produce compliance rather than commitment to the change process.
Q:
Unless the change must occur quickly or employee interests are highly incompatible with the organization's needs, employee involvement is almost an essential part of the change process.
Q:
In order to bring about a change in a particular organization, employees need to break old routines and adopt new role patterns. The stress management strategy is best suited for this situation.
Q:
The communication strategy should be applied to reduce resistance to change where the change must occur quickly with little financial cost.
Q:
Negotiation and coercion are necessary for people who will clearly gain something from the change and in cases where the speed of change is critical.
Q:
Learning is the highest priority and first strategy required for any organizational change.
Q:
The urgency for change must always be initiated from a problem-oriented perspective in order to be effective.
Q:
Customer feedback provides a human element that can energize employees to change their current behavior patterns.
Q:
Exposing employees to external forces can strengthen the urgency for change, but leaders often need to begin the change process before problems come knocking at the company's door.
Q:
To bring about effective change, leaders typically create an urgency to change by buffering employees from the external environment.
Q:
Unfreezing occurs by making the driving forces stronger, weakening the restraining forces, or a combination of both.
Q:
Unfreezing occurs when the driving forces are weaker than the restraining forces.
Q:
One reason why employees typically resist change is that they dislike predictable role patterns.
Q:
Even when present conditions are very bad, most people do not welcome an uncertain future.
Q:
When employees apply a cost-benefit analysis to a potential change, they consider only their own self-interest.
Q:
Resistance is motivational; it potentially engages people to think about change strategy and process.
Q:
Resistance is a form of conflict that should be viewed as relationship conflict.
Q:
When people support change, they typically assume that it is others who need to change.
Q:
Refreezing involves producing disequilibrium between the current state and the future state.
Q:
The force field analysis model states that stability is achieved only when the driving forces for change subside and are replaced by restraining forces acting in the same direction.
Q:
According to the force field analysis model, stability occurs when the driving forces and restraining forces are of approximately equal strength in opposite directions.
Q:
Corporate culture makes it harder for employees to understand what is expected of them.
Q:
Having a strong culture is always a positive influence on organizational effectiveness.
Q:
The strength of an organization's culture refers to how widely and deeply employees hold the company's dominant values and assumptions.
Q:
An example of a ritual is how visitors are greeted as they enter the company's offices.
Q:
Language reflects an organization's dominant values but not the values of its subcultures.
Q:
Organizational stories are the programmed routines of daily organizational life that dramatize an organization's culture.
Q:
To have their greatest effect, organizational stories must describe real people and recount true past events. TRUE
Q:
Rituals support organizational culture by providing social prescriptions of the ways things should or should not be done around the organization.
Q:
Artifacts of organizational culture may include the building's design, the way people are greeted and the food served in the company's cafeteria.
Q:
Organizational countercultures can potentially help the organization maintain its standards of performance and ethical behavior.
Q:
(p. 409) Organizational countercultures further strengthen the organization's dominant culture.
Q:
Many of the popular organizational culture models and measures oversimplify the variety of organizational cultures and correctly assume that organizations can easily be identified within these categories. FALSE
Q:
Most organizational culture models oversimplify the diversity of cultural values in organizations. TRUE
Many of the popular organizational culture models and measures oversimplify the variety of organizational cultures and falsely presume that organizations can easily be identified within these categories.
Q:
An organizations' culture is usually quite blurry, so much so that it cannot be estimated through employee surveys alone.
Q:
When an organization's culture changes, it shifts from one unified condition to a new unified condition with only temporary ambiguity during the transition.
Q:
There is broad agreement among organizational behavior researchers on the categories of organizational cultures.
Q:
Organizational culture is not defined by espoused values. Instead, it consists of shared enacted values.
Q:
Organizational culture consists of the values and assumptions shared within an organization that also dictates the correct way of thinking about and acting on problems and opportunities facing the organization.
Q:
Identify and briefly explain the strategies for changing and strengthening organizational culture.
Q:
What are artifacts? Explain the four broad categories of artifacts:
Artifacts are the observable symbols and signs of an organization's culture, such as the way visitors are greeted, the organization's physical layout, and how employees are rewarded. The four broad categories of artifacts are:
Q:
What does organizational culture consist of? Briefly describe its components.
Q:
BarkBark Inc. and Happy Toys Ltd. BarkBark Inc. and Happy Toys Ltd. are considering a merger and are unsure whether their two organizations will have a difficult time with clashing cultures. They perform a detailed diagnosis collecting and analyzing the gathered data about the two merging companies. They identify a several overlapping values which they feel that they can effectively meld into a cohesive new culture. What type of cultural merge would be best in this situation?
A. integration
B. deculturation
C. assimilation
D. separation
E. incorporation
Q:
BarkBark Inc. and Happy Toys Ltd. BarkBark Inc. and Happy Toys Ltd. are considering a merger and are unsure whether their two organizations will have a difficult time with clashing cultures. They perform a detailed diagnosis collecting and analyzing the gathered data about the two merging companies. They identify a several overlapping values which they feel that they can effectively meld into a cohesive new culture. This process is known as:
A. assimilation.
B. deculturation.
C. a bicultural audit.
D. a merger strategy.
E. a cultural review.
Q:
United FiberTech Most employees at United FiberTech support the idea that the company's success depends on their willingness to continually change and improve customer service. United FiberTech most likely has a strong:
A. management team.
B. learning orientation.
C. drive for profits.
D. corporate cult.
E. training program.
Q:
United FiberTech Most employees at United FiberTech support the idea that the company's success depends on their willingness to continually change and improve customer service. United FiberTech probably has:
A. an adaptive culture.
B. many countercultures.
C. more subcultures than employees.
D. an unethical culture.
E. no corporate culture.
Q:
James has just joined CoraTech Systems, where he has been assigned to Paul and Natalie for sources of information about the company. Paul and Natalie introduce James to others at Coratech, give him an office tour, and assure him that they will meet him regularly for the first few weeks, to help him in the transition to the new company. In this scenario, Paul and Natalie are part of the CoraTech's _____.
A. two-man rule
B. work ownership
C. buddy system
D. inspection partnership
E. duty segregation
Q:
_______ is a system whereby newcomers are assigned to coworkers for sources of information and social support.
A. Realistic job preview
B. Work ownership
C. Relational partnership
D. Psychological contract
E. The buddy system
Q:
Which of the following is true about socialization agents?
A. Socialization agents help integrate new employees into the team.
B. Socialization agents provide support on the basis of the compensation offered to do so.
C. Family support is an important socialization agent for new employees.
D. A strong corporate culture discourages socialization agents from doing their job.
E. Employers group socialization agents on the basis of their qualifications.
Q:
_____ is the third stage of organizational socialization that is most active as employees make the transition from newcomers to insiders.
A. Role management
B. Preemployment socialization
C. Encounter
D. Gathering information
E. Job interview
Q:
Reality shock is:
A. provided by organizations to ensure that new employees accept the challenges at work.
B. an element in the model of individual behavior.
C. common in lateral career development.
D. a unique feature of an adaptive culture.
E. a perceived discrepancy between employee expectations and reality.
Q:
Many employees get a reality shock on their first day at work because:
A. applicants want employees to develop better expectations of future work experiences.
B. applicants want to ensure that employees develop a stronger loyalty to the organization.
C. newcomers test how well their pre-employment expectations fit reality and many companies fail this test.
D. employers ignore the duty to orient new applicants on the first day of work.
E. colleagues provide a lot of information regarding various work assignments on the very first day.
Q:
Which of the following happens during the pre-employment stage of organizational socialization?
A. Conflicts are resolved between work and nonwork activities.
B. Employees form expectations (a psychological contract) about working at that organization.
C. Reality shock is experienced.
D. Newcomers test how well their pre-employment expectations fit reality.
E. Applicants strengthen relationships with coworkers and supervisors.
Q:
The pre-employment stage of organizational socialization would be more effective if:
A. employers avoided forming a psychological contract.
B. employers and job applicants gave and received accurate information about each other.
C. employers and applicants experienced reality shock when meeting each other for the first time.
D. job applicants distorted their resume in order to get the job offered.
E. the applicants kept a clean slate and avoided searching for information on the company and forming expectations.
Q:
During which of the following stages of socialization do people first learn about the organization and job?
A. Role management
B. Encounter
C. Pre-employment
D. Probation
E. Orientation
Q:
The process of organizational socialization begins:
A. as soon as the person is hired by the organization.
B. within the employee's first week on the job.
C. long before the first day of work for the organization.
D. when the employee finally reconciles pre-employment expectations with organizational reality.
E. when the employee receives his or her first performance appraisal.
Q:
The three stages of organizational socialization, in order, are:
A. pre-hire, pre-employment, and post-hire.
B. newcomer, insider, and outsider.
C. attraction, selection, and socialization.
D. pre-employment, encounter, and role management.
E. anticipation, encounter, and disillusionment.
Q:
An individual's beliefs about the terms and conditions of a reciprocal exchange agreement between him or herself and an employer is called a:
A. Psychological contract
B. Relational contract
C. Transactional contract
D. Mental model
E. Realistic job preview
Q:
In the context of organizational socialization, the adjustment process is better for:
A. those who rebel against and reject the company's dominant values.
B. employees who experience significant levels of reality shock.
C. newcomers with diverse work experience.
D. people who are able to avoid the encounter stage of socialization.
E. individuals who retain their personal identity.