Ch17 Managing Organizational Change and Learning.docx

Chapter 17 Managing Organizational Change and Learning, Organizations   True / False Questions   1. (p. 482) Managers who spend sufficient time designing a theoretically sound organizational change program will always achieve the anticipated results.  FALSE   Rationale: Managers can design a sound change program and yet not achieve any of the anticipated results, often because they overlooked the importance of providing motivation, reinforcement and feedback to employees.   2. (p. 482) Unfreezing old learning deals directly with resistance to change.  TRUE     3. (p. 482) It's management's responsibility to show employees why they should want to change.  TRUE     4. (p. 482) Training non-managerial employees has always been a high priority among American corporations.  FALSE   Rationale: Training non-managerial employees has not always been a high priority for American firms, although recent loss of market share to foreign competitors is encouraging them to move training higher up on the list of priorities.   5. (p. 483) The intervention of an outside change agent is often necessary because managers tend to encounter power gridlocks.  FALSE   Rationale: The intervention of an outside change agent is often necessary because managers tend to seek answers in traditional solutions.   6. (p. 484) The usual internal change agent is a recently appointed manager or executive of the organization.  TRUE     7. (p. 484) The members of an internal change agent group always come from the ranks of upper management.  FALSE   Rationale: The members of an internal change agent group can come from any level or function in an organization.   8. (p. 484) The change agent's view on the problems faced by the organization are often the same as the decision maker's views.  FALSE   Rationale: The change agent's view on the problems faced by the organization are often different from the decision maker's views.   9. (p. 484) The internal change agent is often viewed as being more closely associated with one unit or group of individuals than with any other.  TRUE   10. (p. 485) When individuals do not understand the implications of a change, they will resist it.  TRUE     11. (p. 485) With proper planning and execution, the issue of people resisting change can be avoided.  FALSE   Rationale: The issue of people resisting change is inevitable.   12. (p. 485) Those initiating change see more costs involved with the change than positive results, while those being affected by the change see more positive results than costs.  FALSE   Rationale: Those initiating change see more positive results involved with the change than costs, while those being affected by the change see more costs than positive results.   13. (p. 485) Resistance to change is never a healthy situation for any firm.  FALSE   Rationale: Resistance is sometimes healthy for a firm, especially in a situation where the affected employees possess more valid data and information than the initiators of the change.   14. (p. 485) Individuals who clearly understand that change is necessary are always able to successfully make the transition.  FALSE   Rationale: Some individuals may understand the need for change, but be emotionally unable to make the transition.   15. (p. 488) Organizations seldom undertake significant change without a strong shock from their environment.  TRUE     16. (p. 488) Computer technology and automation have affected the social conditions of work.  TRUE     17. (p. 488) Slowness to adopt new technology that reduces cost and improves quality will, in time, negatively impact the financial statement of the organization.  TRUE     18. (p. 489) Internal forces for change can usually be traced to power struggles.  FALSE   Rationale: Internal forces for change can usually be traced to process and behavioral problems.   19. (p. 489) Well-managed organizations with open communication channels have no employee discontent.  FALSE   Rationale: A certain level of employee discontent exists in most organizations.   20. (p. 489) In many organizations, the need for change goes unrecognized until some major catastrophe occurs.  TRUE     21. (p. 489) The accuracy of data is extremely important; how it is interpreted is equally important.  TRUE     22. (p. 490) The attitude survey can pose difficulties for organizations with low levels of trust in management's sincerity to use the information in constructive ways.  TRUE     23. (p. 490) Choice of a particular intervention depends primarily on the level of resistance that management expects to encounter.  FALSE   Rationale: Choice of a particular intervention depends primarily on the nature of the problem that management has diagnosed.   24. (p. 490) Identifying the problems of individuals is much easier than identifying organizational problems.  FALSE   Rationale: Identifying individuals' problems is far more difficult than identifying organizational problems.   25. (p. 490) The term depth of intensity refers to the magnitude of the problem to be addressed and the significance of the change required to address the problem.  FALSE   Rationale: This is the definition for the term depth of intended change.   26. (p. 492) Structural changes alter some aspects of the authority system.  TRUE     27. (p. 492) Departmentalization in some firms is based largely on a contingency perspective.  TRUE     28. (p. 493) Employee counseling programs that grew out of the Hawthorn studies were primarily directed at increasing employee motivation.  TRUE     29. (p. 493) Not all structural parts of an organization are interrelated.  FALSE   Rationale: All structural parts of an organization are interrelated.   30. (p. 493) Changing one job may or may not, affect other jobs.  FALSE   Rationale: Changing one job affects all surrounding jobs.   31. (p. 493) The major objective of behavioral change techniques is to coordinate performance of assigned tasks.  TRUE     32. (p. 494) Team-building interventions do not always require a complex process of diagnostics and action meetings.  TRUE     33. (p. 494) Team building efforts are not effective when groups are first formed.  FALSE   Rationale: Team building is also effective when new groups are being formed.   34. (p. 494) Team building meetings should take place in the relevant work area.  FALSE   Rationale: Team building meetings should take place away from the work site.   35. (p. 495) In the context of diversity training, sensitivity means sensitivity both to self and to relationships with others.  TRUE     36. (p. 495) Diversity training stresses conceptual training rather than emotional training.  FALSE   Rationale: Diversity training stresses emotional training rather than conceptual training.   37. (p. 495) Technological change includes all new techniques, whether or not they include new machines.  TRUE     38. (p. 495) In a flexible manufacturing system, a part or a product is produced entirely by automation.  TRUE     39. (p. 495) Computer and robotic technologies have affected over half of America's jobs.  TRUE     40. (p. 495-496) Computerizing the workplace requires major behavioral changes for success.  TRUE     41. (p. 496) Technological change alters the amount and type of training that employees need.  TRUE     42. (p. 496) Companies with a highly automated manufacturing process and employee teams typically use individualized pay approaches, such as a piece rate system.  FALSE   Rationale: Individual pay approaches don't work in this scenario because the contributions of individual employees are hard to measure.   43. (p. 496) Teams working with highly automated processes have much less authority in performing their tasks than do individuals with traditional assembly-line jobs.  FALSE   Rationale: Teams working with highly automated process have much more authority than their counterparts in more traditional assembly-line jobs.   44. (p. 496) Technological changes in the workplace can often lead to ethical issues for managers.  TRUE   45. (p. 497) Appreciation means to value, see the best in others and recognize positive potential.  TRUE     46. (p. 500) Downsizing is traumatic for employees who must leave the organization, but has little effect on those who remain.  FALSE   Rationale: Downsizing is traumatic for both employees who leave and for those who remain.   47. (p. 500) Many management experts believe that downsizing is the primary contributor to a decline in employee loyalty in organizations.  TRUE     48. (p. 500) A rising number of companies are empowering employees to make workplace decisions that were once the domain of management.  TRUE     49. (p. 500) Empowerment has been credited with improving service quality in a number of companies.  TRUE     50. (p. 500) All employees welcome the greater responsibility that empowerment requires.  FALSE   Rationale: Some employees have difficulty assuming greater responsibility.   51. (p. 501) A well-designed and implemented change program will succeed, even without management support.  FALSE   Rationale: Any change program not supported by management has only a minimal chance of success.   52. (p. 502) If a manager implements change without considering the constraints imposed by prevailing conditions within the present organization, the original problem may only get worse.  TRUE     53. (p. 503) Ordinary operations are not a factor when implementing a change of considerable magnitude.  FALSE   Rationale: A change of considerable magnitude should not compete with ordinary operations, unless the change is critical to the survival of the organization.   54. (p. 503) If a change is implemented smoothly and efficiently, it will not meet with resistance.  FALSE   Rationale: No matter how smooth or efficient a change may be, some individuals or groups are likely to resist it.   55. (p. 504) At the most fundamental level, change is based largely on the existing power relationship in the organizations.  TRUE     56. (p. 504) Employees who are the subjects of a change intervention are given the choice to participate.  FALSE   Rationale: Employees who are the subjects of a change intervention are not given the choice to participate.   57. (p. 504) An employee who is given the choice of either being fired or participating in the change process is being manipulated.  FALSE   Rationale: In this case, the employee is being coerced.   58. (p. 505) Sharing knowledge and ideas becomes a habit in a learning organization.  TRUE     Multiple Choice Questions   59. (p. 482) Popular literature, including best sellers, warns managers that their organizations' futures depend on their ability to:  A. Develop unique products B. Keep costs low C. Enter new markets D. Master change     60. (p. 483) External change agents are ____________________ employees of the organization.  A. Permanent B. Part-time C. Temporary D. Flex-time     61. (p. 483) The usual external change agent is a private consultant who has training and experience in:  A. Finance B. The behavioral sciences C. Management D. Globalization     62. (p. 484) The combination external-internal team's ability to ____________________ and develop a more positive rapport can reduce resistance to any forthcoming change.  A. Consult B. Counsel C. Communicate D. Coexist     63. (p. 484) The least commonly used type of change agent is the ____________________.  A. Internal change agent B. External change agent C. External-internal change agent D. All three types of change agents are used equally.     64. (p. 484) Change triggers irrational emotional reactions because of the ____________________ involved.  A. Emotion B. People C. Uncertainty D. New tasks     65. (p. 485) In organizations characterized by high levels of ____________________, misunderstandings will likely be associated with any organizational change.  A. Mistrust B. Interdependency C. Power D. Mechanization   66. (p. 489) The text suggests that accurately diagnosing a problem requires asking all of the following questions except:  A. What is the problem, as distinct from the symptoms of the problem? B. What must be changed to resolve the problem? C. How are the employees expected to respond and what steps will be taken to deal with the response? D. What outcomes are expected from the change and how will these outcomes be measured?     67. (p. 490) The attitude survey is a useful diagnostic approach if the potential focus of change is ____________________.  A. A small unit or work group B. The total organization C. Product-related D. Technology-related     68. (p. 490) ____________________ is a specific action or program undertaken to focus the change process on particular targets.  A. Targeting B. Focusing C. Intervention D. Redirecting     69. (p. 491) Which of the following components is part of the informal organization?  A. Affective relationships between managers and subordinates B. Job definitions and descriptions C. Operating policies and practices D. Human resource policies and practices   70. (p. 491) All of the following are considered behavioral change approaches except:  A. Team building B. Developing leadership skills C. Automation of work processes D. Modifying employees' knowledge     71. (p. 492) A job can be changed by altering all of the following except:  A. The person doing the job B. The job description C. The role expectations of the position D. Workflow patterns     72. (p. 492) Which of the following is not an example of a structural change?  A. Bases for departmentalization B. Job titles C. Locations where work tasks are completed D. Line-staff relationships     73. (p. 493) Which of the following is not one of the most commonly used change approaches?  A. Team building B. Sexual harassment training C. Sensitivity training D. Transactional analysis   74. (p. 493) What is the ultimate purpose of team building?  A. To create more harmony in the workplace. B. To allow leaders to emerge from the group. C. To enable work groups to do their work more effectively. D. All of the choices are correct     75. (p. 493) Elements of ____________________ change often include plans, procedures, span of control and levels of organization.  A. Structural B. Procedural C. Behavioral D. Technological     76. (p. 498) Identification of everything that is considered the best of "what is" occurs during the ____________________ phase of an appreciative inquiry.  A. Dreaming B. Designing C. Discovery D. Delivery     77. (p. 498) Discussing and analyzing "what should be" happens during the ____________________ phase of an appreciate inquiry.  A. Delivery B. Discovery C. Dreaming D. Designing    78. (p. 498) Which of the following is an anticipated improvement outcome of a behavioral change?  A. Satisfaction B. Efficiency C. Self-awareness D. Output     79. (p. 500) ____________________ involves reducing the size of the workforce. It may also involve closing and consolidating some operations.  A. Restructuring B. Streamlining C. Downsizing D. Redesigning     80. (p. 501) ____________________ means that all or some portion, of the job is performed at home or from somewhere other than the central work site.  A. Job sharing B. Part-time work C. Collaborating D. Telecommuting     81. (p. 502) Total quality management attempts to move managers toward all of the following styles except:  A. Authoritative B. Group-centered C. Supportive D. Open   82. (p. 502) The nature of the work environment that results from the leadership style and administrative practices of managers is termed the ____________________ climate.  A. Management B. Leadership C. Behavioral D. Charismatic     83. (p. 502) The formal organization includes all the following except:  A. The philosophy and policies of top management B. Legal precedent C. Organizational structure D. The products and/or services produced   84. (p. 503) The implementation of proposed change has two dimensions: timing and ____________________.  A. Scope B. Cooperation C. Cost D. Coordination     85. (p. 503) According to the text, the stimulus for change is a deterioration of performance objectives and standards that can be traced to all of the following except:  A. Structural causes B. Behavioral causes C. Technology causes D. Management changes   86. (p. 507) All of the following help build a commitment to learning except:  A. Creating an infrastructure that moves ideas across organizational boundaries B. Publicly promoting the value of learning C. Creating rewards and symbols of learning D. Investing in learning       Fill in the Blank Questions   87. (p. 482) Movement to new learning requires training, demonstration and ____________________.  empowerment     88. (p. 483) Refreezing a learned behavior occurs through the application of reinforcement and ____________________.  feedback     89. (p. 488) The forces for change can be classified into two groups: environmental forces and ____________________ forces.  internal     90. (p. 488) The manager of a business has historically been concerned with reacting to ____________________ forces.  economic     91. (p. 495) ____________________ refers to the growing number of minority groups in the workplace.  Diversity   Short Answer Questions   92. (p. 483) It has been suggested that superiors be trained before subordinates. What is the advantage of doing so?  Superiors, if trained and motivated, can serve as a reinforcers and sources of feedback for subordinates who have been trained and are now back on the job.     93. (p. 484) Why does an external change agent have an advantage over an internal change agent when significant strategic changes must be evaluated?  The external agent offers a fresh perspective and is less encumbered by organizational baggage or biases.     94. (p. 485) Some people resist organizational change out of fear of losing something they value. List four things that employees commonly fear losing.  Any four of the following: loss of power, resources, freedom to make decisions, friendships and prestige. Other answers may also be correct, such as loss of job or pay.     95. (p. 485) Initiators of change often make two overly broad assumptions. The first is that they have all the relevant data and information available to diagnose the situation. What is the second assumption?  That those to be affected by the change also have the same facts.     96. (p. 488) Name two external environment forces that can trigger a change response.  Any two of the following: economic forces, technology, social change, political change.     97. (p. 490) List the five ways that data about an organization and/or its processes can be collected.  Questionnaire, direct observation, interviews, workshops and examination of documents/records.     98. (p. 499) List three types of internal organizational changes that can be encouraged by forces in the external environment.  Any three of the following: downsizing, empowerment, virtual jobs and flextime. Each type of change usually brings about changes in the structural, behavior and technological aspects of the organization.     99. (p. 507) What are some of the things that those who share information and knowledge hope to achieve?  They hope to achieve innovation, competitive advantage and productive accomplishments.   Essay Questions   100. (p. 485) List the four primary reasons why people resist change.  1. Parochial self-interest. 2. Misunderstanding and lack of trust. 3. Different assessments. 4. Low tolerance for change.     101. (p. 486) According to Glade Wilkes, vice president of safety for Great West Casulty Co., says that there is a cycle of change in an organization. Explain the cycles.  The cycle starts with recognition of a problem, then proceeds to the formulation of ideas for change, implementation of those ideas and then integration of the change into the company's culture.     102. (p. 489) What sort of things can happen or fail to happen, within an organization when communication is inadequate or nonexistent?  These types of things can happen: customer orders aren't filled, a grievance isn't processed, an invoice isn't filed, a supplier isn't paid and interpersonal or interdepartmental conflicts. Other answers may also be correct.     103. (p. 490) About what is an attitude survey used to collect data or information?  An attitude survey is used to collect data or information about a person's opinion or reaction to an event, person, item, situation or organization program.    104. (p. 492) There are four things about a job that can be changed to alter it. What are they?  (1) The job description. (2) The role expectations of a position. (3) The relationships among positions. (4) Work flow patterns.     105. (p. 505) William G. Dyer, who spent 30 years helping organizations reach their potential effectiveness, states that nine conditions must be present if an intervention is to have some chance of bringing about the desired change. List five of the conditions.  Any five of the following: 1. Management and all those involved must have high and visible commitment to the effort. 2. People who are involved need to have advance information that enables them to know what is to happen and why they are being asked to do what they are to do. 3. The effort, especially the evaluation and reward systems, must be connected to other parts of the organization. 4. The effort needs to be directed by line managers and assisted by a change agent if necessary. 5. The effort must be based on good diagnosis and must be consistent with the conditions in the organization. 6. Management must remain committed to the effort throughout all its steps, from diagnosis through implementation and evaluation. 7. Evaluation is essential and must consist of more than asking people how they felt about the effort. 8. People must see clearly the relationship between the effort and the organization's mission and goals. 9. The change agent, if used, must be clearly competent and perceived as competent.     106. (p. 497) One study found that 69 of the respondents felt that computers represent a threat to their personal privacy. Do you feel the same? Why or why not?  Student answers will vary. There are no right or wrong answers.    107. (p. 506) Table 17.1 in the text pointed out ten factors that facilitate organizational learning capabilities. List five of them.  Any five of the following: scanning the environment, performance issues, metrix, experimental philosophy, transparency, education, operational variety, multiple advocates, engaged leaders and role models.