Chantelle helped guide her organization through the process by creating regular meetings with employees to discuss progress of the change initiatives and to reflect upon challenges and obstacles in an effort to adapt more effectively to the change
effort. This best illustrates which characteristic of Lewin's change model?
a. recognizing the need for change
b. resistance to change is inevitable
c. focus on people as the source for learning and change
d. the need to support new behaviors and allow them to take hold
Question 2The concept of individualism/collectivism can be further refined by considering:
a. whether leaders have power and how they use power.
b. how tight or loose the culture is.
c. whether followers make decisions on their own.
d. the concept of vertical and horizontal cultures..
Question 3The resources that people exchange in a relationship vary in terms of ________, or how much
utility we derive from who is providing the resource, and ________, or the resource's tangibility.
A) identity; scarcity B) social status; reciprocity
C) fairness; similarity D) particularism; concreteness
Question 4Mehran has grown up in a culture where breaking rules and norms of behavior is considered to be serious. Her parents and teachers often reminded her that rules are to be obeyed and that she risked serious consequences if she did not conform.
Based on this information, one could deduce that Mehran's culture is:
a. very harsh.
b. high power distance.
c. a tight culture.
d. ascriptive and collectivistic.
Question 5When using a power-based strategy and issuing an effective threat, a best practice is to:
A) cut off the discussion pathway back to the discussion once your threat is issued
B) avoid threatening the other party's interests, but instead attack them personally
C) make the other party believe that you have the ability to carry out the threat
D) be ambiguous about what actions are needed by the other party and unclear about the
consequences if they choose to not take action
Question 6Unethical behavior is less likely for a leader with:
A) a personalized power orientation B) low conscientiousness
C) high narcissism D) an internal locus of control
orientation
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