Chapter 18 Organizational Change and Stress Management

MULTIPLE CHOICE
Forces For Change
1.

An example of change in the nature of the work force is:

a. increase in college attendance.
b. mergers and consolidations.
c. more cultural diversity.
d. increase in divorce rates.
(c; Moderate; Exh. 18-1; p. 549)
2.

Which of the following is not cited as a force for change?

a. technology
b. economic shocks
c. decreasing skill sets
d. social trends
(c; Easy; Exh. 18-1; p. 549)
3.

Phrases such as more cultural diversity, many new entrants with inadequate skills, and
increase in professionals are all examples of what force for change?
a. technology
b. world politics
c. nature of the work force
d. social trends
(c; Easy; Exh. 18-1; p. 549)
4.

An example of change in the nature of competition is:

a. growth of e-commerce.
b. collapse of Enron Corporation.
c. more cultural diversity.
d. increased interest in urban living.
(a; Easy; Exh. 18-1; p. 549)
Managing Planned Change
5.

Change activities that are intentional and goal oriented are termed:
a. planned change.
b. second order change.
c. change agents.
d. first order change.
(a; Moderate; p. 550-551)

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6.

If an organization used an outside consultant as opposed to an insider as change agent, the result
would probably be:
a. more cautious and thoughtful.
b. more reflective of the organizations history and culture.
c. more objective.
d. reflective of the fact that change agents must live with the consequences of their actions.
(c; Moderate; p. 551)
7.

Which factor in choosing an outside consultant as change agent is likely to result in more drastic
changes (good or bad)?
a. the cost.
b. internal members resistance to outsiders.
c. they do not have to live with the repercussions after the change.
d. objective perspective.
(c; Moderate; p. 551)
8.

If an organization used an insider as a change agent as opposed to an outside consultant:

a. the change would probably be more cautious.
b. the change would probably be more drastic.
c. the change would probably be more objective.
d. the change would more likely be second order.
(a; Easy; p. 551)
Resistance to Change
9.

Resistance to change is positive since:

a. it provides a degree of stability to behavior and productivity.
b. without some resistance, OB would take on characteristics of chaotic randomness.
c. resistance can be a source of functional conflict.
d. all of the above
(d; Moderate; p. 551-552)
10.

It is easiest for management to deal with resistance when it is:

a. overt.
b. expressed.
c. passive.
d. implicit.
(a; Moderate; p. 552)
11.

The greater challenge is managing resistance to change that is:

a. passive.
b. resolute.
c. deferred.
d. explicit.
(c; Moderate; p. 552)

160

12.

An example of a source of individual resistance to change is:

a. inertia.
b. structural inertia.
c. habit.
d. threat to expertise.
(c; Moderate; Exh. 18-2; p. 559)
13.

Which of the following is not a source of individual resistance to change?

a. habit
b. security
c. fear of the unknown
d. inertia
(d; Moderate; Exh. 18-2; p. 553)
14.

All of the following are sources of organizational resistance to change except:

a. structural inertia.
b. security.
c. limited focus of change.
d. threat to established power relationships.
(b; Moderate; Exh. 18-2; p. 553)
15.

The built-in mechanisms that an organization has to produce stability are termed:
a. structural inertia.
b. threat to expertise.
c. habit.
d. selective information processing.
(a; Moderate; Exh. 18-2; p. 553)
16.

Which one of the following is not listed as a tactic for dealing with resistance to change?
a. collaboration
b. manipulation
c. participation
d. cooptation
(a; Challenging; p. 553)
17.

Which tactic for overcoming resistance to change basically assumes that the source of resistance
lies in misinformation?
a. training and development
b. facilitation and support
c. education and communication
d. teaching and advancement
(c; Challenging; p. 552)

161

18.

Exchanging something of value for a lessening of resistance to change is best defined by which of
the following tactics?
a. compromise
b. negotiation
c. cooptation
d. manipulation
(b; Challenging; p. 553)
19.

Using covert influence to overcome resistance to change is called:

a. negotiation.
b. cooptation.
c. manipulation.
d. coercion.
(c; Moderate; p. 553)
20.

Which tactic to overcome resistance to change is a relatively easy way to gain the support of
adversaries, but may backfire if the targets become aware of the tactic?
a. negotiation
b. conciliation
c. manipulation
d. coercion
(c; Challenging; p. 553)
21.

If individuals resisting change are included in making change decisions in an attempt to gain their
support, it is called:
a. cooptation.
b. exploitation.
c. manipulation.
d. coercion.
(a; Moderate; p. 553)
22.

The application of direct threats or force upon resisters is called:

a. exploitation.
b. cooptation.
c. manipulation.
d. coercion.
(d; Moderate; p. 554)
23.

Politics suggest that the impetus for change is more likely to come from:
a. outside change agents.
b. employees who are new to the organization.
c. managers slightly removed from the main power structure.
d. all of the above
(d; Moderate; p. 554)

162

24.

Managers who have spent their entire career with the organization and are high in the hierarchy
are:
a. good change agents.
b. generally the impetus for change.
c. often impediments to change.
d. none of the above.
(c; Moderate; p. 554)
Approaches to Managing Organizational Change
25.

This is one of the ways to achieve unfreezing:

a. The driving forces directing behavior away from the status quo can be increased.
b. The restraining forces which hinder movement from the inequality can be decreased.
c. A combination of (a) and (b).
d. All of the above are ways to achieve unfreezing
(a; Challenging; p. 555)
26.

Who developed a three-step model for change that included unfreezing, movement, and refreezing?
a. John Kotter
b. David McClelland
c. Kurt Lewin
d. Lawrence Summers
(c; Moderate; p. 555)
27.

To direct behavior away from the status quo, one can increase the use of:
a. restraining forces.
b. restricting forces.
c. driving forces.
d. compelling forces.
(c; Easy; p. 555)
28.

To move from equilibrium, Lewin suggests:

a. decreasing restraining forces.
b. increasing compelling forces.
c. decreasing driving forces.
d. all of the above
(a; Moderate; p. 555)
29.

_____ is a change process based on systematic collection of data and then selection of a change
action based on what the analyzed data indicate.
a. Organizational development
b. Action research
c. Planned change
d. Process consultation
(b; Moderate; p. 556)

163

30.

The step in the action research process where information is gathered about problem, concerns, and
needed changes from members of the organization is:
a. feedback.
b. evaluation.
c. diagnosis.
d. action.
(c; Challenging; p. 557)
31.

All of the following are steps in the process of action research except:
a. diagnosis.
b. forming.
c. feedback.
d. action.
(b; Moderate; p. 557)
32.

The action research process closely resembles:

a. political research.
b. scientific method.
c. organizational development.
d. appreciative inquiry.
(b; Moderate; p. 557)
33.

In the process of action research, diagnosis is followed by:

a. feedback.
b. analysis.
c. action.
d. evaluation.
(b; Moderate; p. 557)
34.

Which of the following is considered a benefit of action research for an organization?

a. Employees can carry out the specific actions to correct the problems identified.
b. It is problem focused.
c. It is solution centered.
d. It is simple to implement.
(b; Moderate; p. 557)
35.

_____ encompasses a collection of planned-change interventions built on humanistic-democratic

values that seek to improve organizational effectiveness and employee well-being.
a. Organizational development
b. Planned change
c. Process consultation
d. Action research
(a; Moderate; p. 558)

164

36.

Which of the following is not considered an underlying value in organizational development?

a. participation
b. confrontation
c. contribution
d. power equalization
(c; Easy; p. 558)
37.

The de-emphasis of hierarchical authority and control in OD is referred to as:

a. participation.
b. power equalization.
c. trust and support.
d. respect for people.
(b; Moderate; p. 558)
38.

Which of the following is not true of OD?

a. Problems should be condensed.
b. Problems should be openly confronted.
c. Effective organizations are characterized by trust.
d. People should be treated with dignity and respect.
(a; Moderate; p. 558)
39.

T-groups are also known as:

a. action research teams.
b. appreciative inquiry training groups.
c. team building groups.
d. sensitivity training groups.
(d; Easy; p. 558)
40.

_____ is a method of changing behavior through unstructured group interaction.

a. Action research
b. Planned change
c. Process consultation
d. Sensitivity training
(d; Moderate; p. 558)
41.

A tool for assessing attitudes held by organizational members, identifying discrepancies among
member perceptions, and solving these differences is:
a. sensitivity training.
b. survey feedback.
c. process consultation.
d. intergroup development.
(b; Easy; p. 558)

165

42.

The purpose of _____ is for an outside consultant to assist a client, usually a manager, to perceive,
understand, and act upon process events with which he or she must deal.
a. a change agent
b. survey feedback
c. process consultation
d. action research
(c; Moderate; p. 559-560)
43.

The activities included in team building include all of the following except:
a. goal setting.
b. personal development.
c. team process analysis.
d. role analysis.
(b; Moderate; p. 560)
44.

Rather than looking for problems, _____ seeks to identify the unique qualities and special strengths
of an organization, which can then be built upon to improve performance.
a. appreciative inquiry
b. action research
c. team building
d. process consultation
(a; Moderate; p. 561)
45.

Which of the following is not a step in the AI process?

a. discovery
b. dreaming
c. devise
d. destiny
(c; Moderate; p. 562)
Contemporary Change Issues for Todays Managers
46.

_______ is a new idea applied to initiating or improving a product, process, or service.

a. Continuous improvement processes
b. Double-loop learning
c. Innovation
d. Process reengineering
(c; Moderate; p. 564)
47.

An organization that has developed the continuous capacity to adapt and change is termed a(n):
a. learning organization.
b. continuous improvement process.
c. innovative organization.
d. double-loop learning organization.
(a; Easy; p. 566)

166

48.

Which has been the most studied potential source of innovation?

a. cultural
b. structural
c. human resources
d. champions
(b; Moderate; p. 564)
49.

_____ involves correcting errors using past routines and present policies.
a. Process reengineering
b. Single-loop learning
c. Double-loop learning
d. Continuous improvement process
(b; Moderate; p. 566)
50.

Errors that are corrected by modifying the organizations objectives, policies, and standard routines
are part of:
a. single-loop learning.
b. double-loop learning.
c. process reengineering.
d. continuous improvement process.
(b; Moderate; p. 566)
51.

Which of the following is a characteristic of a learning organization?

a. People have standard ways of doing their jobs.
b. People pursue project of interest.
c. People communicate over vertical and horizontal boundaries.
d. People think in terms of independent relationships.
(c; Challenging; Exh. 18-6; p. 566)
52.

Which of the following is not a characteristic of a learning organization?

a. There is a shared vision upon which everyone agrees.
b. People sublimate their personal self-interest to work together to achieve the organizations
shared vision.
c. Members integrate old ways of thinking with new ideas.
d. People openly communicate with each other.
(c; Moderate; Exh. 18-6, p. 566)
53.

Which is not a suggestion for managers to make their firms learning organizations?
a. Establish a strategy that makes managements commitment to change explicit.
b. Redesign the organizations structure by flattening the structure and increasing the use of
cross-functional teams.
c. Reshape the organizations culture by emphasizing risk taking and openness.
d. Systematically collect data and then select a change action based on the analyzed data.
(d; Moderate; p. 567)

167

Work Stress and Its Management

54.

For potential stress to become actual stress, _____ and _____ must be present.
a. people; organizations
b. ambiguity; importance
c. uncertainty; risk
d. importance; uncertainty
(d; Challenging; p. 570)
55.

Which of the following is most likely to turn potential stress into actual stress?
a. An outcome is difficult to achieve.
b. The situation is complex.
c. An outcome is uncertain.
d. The situation involves competition.
(c; Challenging; p. 571)
56.

Which of the following is not an organizational factor related to stress?

a. economic conditions
b. task demands
c. role demands
d. organizational structure
(a; Challenging; Exh. 18-9; p. 571)
57.

Which of the following is not a category of potential sources of stress?

a. community
b. environmental
c. organizational
d. individual
(a; Easy; Exh. 18-9; p. 571)
58.

Political uncertainties, economic uncertainties, and technological uncertainty are examples of

which category of potential sources of stress?
a. economic
b. environmental
c. organizational
d. group
(b; Easy; Exh. 18-9; p. 571)
59.

There are several potential sources of stress. When pressures are created by other employees
causing a lack of social support, the factor of stress involved is:
a. interpersonal demands.
b. organizational factors.
c. role demands.
d. organizational structure.
(a; Challenging; p. 572)

168

60.

Family issues, economic problems, and inherent personality characteristics are examples of which
factor of potential stress?
a. personal
b. environmental
c. personnel
d. individual
(d; Moderate; p. 573)
61.

Symptoms of stress can surface as:

a. physiological outcomes.
b. psychological outcomes.
c. behavioral outcomes.
d. all of the above
(d; Easy; p. 575)
62.

Which of the following characteristics is most likely to be associated with high stress?
a. considerable job experience
b. external locus of control
c. a high need to achieve
d. type B behavior
(b; Challenging; p. 577)
63.

Symptoms of stress such as increased blood pressure and increased heart rate are _____
symptoms.
a. psychological
b. physiological
c. behavioral
d. personal
(b; Moderate; p. 575)
64.

Which of the following is not a psychological consequence of stress?

a. anxiety
b. low self esteem
c. frustration
d. high blood pressure
(d; Easy; p. 575)
65.

Excessive smoking, substance abuse, accident proneness, and appetite disorders are all examples of
_____ consequences of stress.
a. personal
b. psychological
c. behavioral
d. physiological
(c; Moderate; p. 575)

169

66.

The most widely studied pattern in the stress-performance literature is the _____ relationship.
a. self-efficacy
b. reverse-inverted
c. inverted U
d. double-loop
(c; Easy; p. 576)
67.

An individual approach to reduce stress is:

a. selection and placement.
b. redesigning jobs.
c. goal setting.
d. relaxation training.
(d; Easy; p. 577)
68.

Organizationally supported programs that focus on the employees total physical and mental
condition are called:
a. job redesign programs.
b. wellness programs.
c. employee involvement programs.
d. organizational development programs.
(b; Easy; p. 578)
69.

What do wellness programs focus on?

a. mental condition
b. physical condition
c. both mental and physical condition
d. stress reduction
(c; Easy; p. 578)
TRUE/FALSE
Forces For Change
70.
Change or die is the rallying cry among todays managers worldwide.
(True; Easy; p. 548)
71.
Technology is a force that acts as an antigen for change.
(False; Easy; Exh. 18-1; p. 549)
72.

The global economy means that competitors are as likely to come from across the ocean as from
across town.
(True; Easy; p. 550)
Managing Planned Change
73.
This chapter is about ways to manage change that is accidental and random.
(False; Moderate; p. 550)
74.
Change agent is synonymous with manager.
(False; Easy; p. 551)
170

75.
Outside managers are more likely to initiate more drastic changes than internal consultants.
(False; Moderate; p. 551)
Resistance To Change
76.

Research demonstrates that any effort to resist change is dysfunctional in terms of organizational
effectiveness.
(False; Moderate; p. 551)
77.
There is a negative correlation between peoples need for security and their resistance to change.
(False; Moderate; Exh. 18-2; p. 553)
78.

If an individual believes his/her income will be affected negatively by a particular change,

resistance will increase.
(True; Moderate; Exh. 18-2; p. 553)
79.
Individuals, not organizations resist change.
(False; Easy; p. 552)
80.
Cooptation is a form of both manipulation and participation.
(True; Moderate; p. 553)
81.

Internal change agents typically are individuals high in the organization who have little to lose from
the change.
(False; Moderate; p. 554)
82.
You should expect that long-time career executives will be proponents of change.
(False; Moderate; p. 554)
Approaches to Managing Organizational Change
83.
According to Lewins model, icing is required if changes are to be permanent.
(False; Easy; p. 555)
84.
Retention forces are those which hinder movement from the existing equilibrium.
(False; Challenging; p. 555-556)
85.
Thrusting forces direct behavior away from the status quo.
(False; Easy; p. 555)
86.

Appreciative inquiry refers to a change process based on systematic collection of data and then
selection of a change action based on what the analyzed data indicates.
(False; Moderate; p. 556)

171

87.

In the process of action research, the gathering of information about problems occurs in the
analysis stage.
(False; Moderate; p. 557)
88.

The diagnosis step of action research is analogous to the physicians search to find the appropriate
treatment.
(False; Moderate; p. 557)
89.

Organizational behavior (OB) is not a readily definable concept, but a convenient term used to
encompass a variety of activities for managing change.
(False; Moderate; p. 558)
90.

Appreciative inquiry is a collection of change techniques or interventions built on humanisticdemocratic values.

(False; Moderate; p. 558)
91.
Action research includes extensive research and decision-making by the change agent.
(False; Moderate; p. 557)
92.
Appreciative inquiry is problem-focused.
(False; Moderate; p. 557)
93.

Appreciative inquiry reduces resistance to change because it heavily involves employees in the
process.
(False; Moderate; p. 558)
94.
In action research, the change agent is usually an internal employee.
(False; Easy; p. 557)
95.
In appreciative inquiry, the diagnosis stage is followed by analysis.
(False; Moderate; p. 557)
96.
In action research, the steps are in this order: analysis, diagnosis, feedback, action, and evaluation.
(False; Moderate; p. 557)
97.
An advantage of action research is that it is solution-centered.
(False; Moderate; p. 557)
98.
Sensitivity training emphasizes changing behavior through structured group interaction.
(False; Moderate; p. 558)
99.

The objectives of survey feedback are to provide the subjects with increased awareness of their
own behavior and how others see them.
(False; Easy; p. 559)
100.
Process consultants work with the clients in jointly diagnosing what processes need improvement.
(True; Moderate; p. 560)
101.
Group activity in team building has interdependence of functions.
(False; Moderate; p. 560)
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102.

Intergroup development seeks to change attitudes, stereotypes, and perceptions that groups have of
each other.
(True; Moderate; p. 560)
103.

Rather than looking for problems to fix, appreciative analysis seeks to identify the unique qualities
and special strengths of an organization.
(False; Moderate; p. 561)
Contemporary Change Issues for Todays Managers
104.
All innovations involve change.
(True; Easy; p. 564)
105.
Change is a specialized kind of innovation.
(False; Easy; p. 564)
106.
Organic structures positively influence innovation.
(True; Moderate; p. 564)
107.
Innovation is nurtured where there are slack resources.
(True; Moderate; p. 564)
108.
Innovative organizations tend to have similar cultures.
(True; Moderate; p. 564)
109.
Innovative organizations reward employees for failures.
(True; Moderate; p. 564)
110.

Idea champions have extremely high self confidence, persistence, energy, and a tendency to take
risks.
(True; Easy; p. 565)
111.
Idea champions display characteristics associated with transactional leadership.
(False; Challenging; p. 565)
112.
Double-loop learning is an error correction process that uses on past routines and present policies.
(False; Moderate; p. 566)
113.
You should think of a learning organization as an ideal rather than an organizational reality.
(True; Easy; p. 467)
114.
An excellent illustration of a learning organization is the U.S. Army.
(True; Easy; p. 567)

173

115.
An idea champion in Germany will be more effective by ignoring budgets and procedures.
(False; Moderate; p. 569)
Work Stress and Its Management
116.
Stress may offer the opportunity for potential gain.
(True; Easy; p. 569)
117.
Conditions that cause stress are universal in effect.
(False; Easy; p. 571)
118.
Computers are an example of individual stress factors.
(False; Easy; p. 572)
119.

The organizational factors that cause stress include: task, role, interpersonal demands,
organizational structure, organizational leadership, and organizations life stage.
(True; Moderate; p. 572)
120.
Financial stressors created by overextending are an example of the environmental stress category.
(False; Moderate; p. 573)
121.
A persons basic disposition is a major private factor that influences stress.
(True; Moderate; p. 573)
122.

A single stressor, in and of itself, may be harmless, but when added to an already high level of
stress, it can be disastrous.
(True; Easy; p. 573)
123.

A high need for achievement has been found to moderate the relationship between potential
stressors and experienced stress.
(False; Challenging; p. 573-574)
124.
Social curricula can buffer the impact of stress.
(False; Easy; p. 574)
125.
Experience on the job tends to be positively related to work stress.
(False; Moderate; p. 573)
126.

Evidence indicates that individuals with an internal locus of control perceive their jobs as less
stressful than do externals.
(True; Moderate; p. 574)
127.

Low to moderate levels of stress is dysfunctional and can lead to lower employee performance from
the organizations standpoint.
(False; Easy; p. 576)
128.
Few of the factors that cause stress are controlled by management.
(False; Easy; p. 577)
129.
Most firms that have introduced wellness programs have found costs to exceed the benefits.
(False; Easy; p. 578)
174

SCENARIO-BASED QUESTIONS
Application of Resistance To Change
Your supervisor has restructured the jobs within your division and some of your colleagues are not pleased.
Don is concerned that he will not be able to perform the new tasks. Since he is paid by the amount he
produces, his pay might be reduced. Tony is afraid that his job may be in jeopardy and he may be laid off.
Doug dislikes uncertainty and has developed a negative attitude.
130.

The source of Dons resistance is:

a. habit.
b. economic.
c. security.
d. fear of the unknown.
(b; Moderate; Exh. 18-2; p. 553)
131.

The source of Tonys resistance is:

a. habit.
b. economic.
c. security.
d. fear of the unknown.
(c; Moderate; Exh. 18-2; p. 553)
132.

The source of Dougs resistance is:

a. habit.
b. economic.
c. security.
d. fear of the unknown.
(d; Moderate; Exh. 18-2; p. 553)
Application of Overcoming Resistance to Change
Johnson Farm Products has decided to expand its traditional business with farmers in order to include home
gardeners. This change is not met with enthusiasm by the sales personnel who have had good long-term
relationships with area farmers. You know that the change will be difficult if you cannot overcome the
resistance of the sales personnel and get their cooperation.
133.

You have decided to involve the sales personnel in planning for the change and in stocking
appropriate new items. The method for overcoming resistance that you have chosen is:
a. education and communication.
b. participation.
c. negotiation.
d. manipulation and cooptation.
(b; Easy; p. 552)
134.

You have brought in the local extension agent to explain demographics and the changing nature of
the area in which you live. The method for overcoming resistance that you have chosen is:
a. education and communication.
b. participation.
175

c. negotiation.
d. manipulation and cooptation.
(a; Easy; p. 552)
135.

You have threatened to eliminate positions and even to close down the company if your employees
dont change their attitudes. The method for overcoming resistance that you have chosen may be:
a. education and communication.
b. participation.
c. negotiation.
d. manipulation and cooptation.
(d; Easy; p. 553)
Application of Lewins Three-Step Model
Mintzs Motor Repair is moving its location to a larger community 100 miles away. Mintz would like for
its mechanics to move with the company but realizes that there will be some hardships associated with the
move. Mintz has decided to use Lewins three-step model in order to make the change.
136.

You are offering a $2,000 moving bonus for any employee who will go to the new location. In
Lewins terms, you are attempting to:
a. unfreeze the status quo.
b. move the process along.
c. refreeze the change.
d. bribe them.
(a; Moderate; p. 556)
137.

You have implemented a permanent upward adjustment of salaries. You are attempting to:
a. unfreeze the status quo.
b. move the process along.
c. refreeze the change.
d. change a driving force.
(c; Moderate; p. 556)
138.

You counsel each employee individually, trying to lessen their fears. This is an example of:
a. removing driving forces.
b. increasing driving forces.
c. removing restraining forces.
d. brainwashing.
(c; Moderate; p. 556)

176

Application of Understanding Stress and Its Consequences

TNT Net is in the computer industry, where innovations are common. The employees are highly trained,
well educated, and hard working. They are under a great deal of stress and TNT Net is concerned that
productivity and job satisfaction will decline.
139.

The technological uncertainty that employees are dealing with is a(n) _____ factor.
a. organizational
b. environmental
c. individual
d. industry
(b; Moderate; p. 571-572)
140.

One of your employees is very stressed out as a result of being asked to assume too many roles in
his job. This source of stress is:
a. organizational.
b. environmental.
c. individual.
d. industry.
(a; Moderate; p. 572)
141.

In an attempt to recognize stress early, you should be aware that symptoms may be:
a. physiological.
b. psychological.
c. behavioral.
d. all of the above
(d; Moderate; p. 575)
Application of Action Research
You have decided to use action research to manage a planned change in your department. You have
carefully mapped out the five steps of the process.
142.

You ask questions and interview your employees in which step of the process?
a. diagnosis
b. analysis
c. feedback
d. action
(a; Moderate; p. 577)
143.

In which stage of the process do you synthesize the information into primary concerns, problem
areas, and possible actions?
a. diagnosis
b. analysis
c. feedback
d. action
(b; Moderate; p. 577)
144.

In which stage do you share with employees what you have found and develop action plans?
a. diagnosis
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b. analysis
c. feedback
d. action
(c; Moderate; p. 577)
SHORT DISCUSSION QUESTIONS
145.

What are the goals of change?

There are two goals of planned change. First, to improve the ability of the organization to
adapt to changes in its environment. Second, to change employee behavior. (Page 551)

146.

What are the three steps in Lewins model for change?

Kurt Lewin argued that successful change in organizations should follow three steps:
unfreezing the status quo, movement to a new state, and refreezing the new change to make it
permanent. (Page 555)

147.

What is action research?

Action research refers to a change process based on the systematic collection of data and then
selection of a change agent based on what the analyzed data indicate. Their importance lies in
proving a scientific methodology for managing planned change. The process of action
research consists of five steps: diagnosis, analysis, feedback, action, and evaluation. These
steps closely parallel the scientific method. (Pages 556-557)

148.

What is innovation?
Innovation is a more specialized kind of change. It is a new idea applied to initiating or
improving a product, process, or service. So all innovations involve change, but not all
changes necessarily involve new ideas or lead to significant improvements. (Page 564)

149.

What is a learning organization?

A learning organization is an organization that has developed the continuous capacity to
adapt and change. Just as individuals learn, so too do organizations. (Page 566)

150.

What is the difference between single-loop learning and double-loop learning?

Most organizations engage in what has been called single-loop learning. When errors are
detected, the correction process relies on past routines and present policies. In contrast,
learning organizations use double-loop learning. When an error is detected, it is corrected in
ways that involve the modification of the organizations objectives, policies, and standard
routines. Double-loop learning challenges deep-rooted assumptions and norms within an
organization. It provides opportunities for radically different solutions to problems and
dramatic jumps in improvement. (Page 566)

178

151.

What is stress?
Stress is a dynamic condition in which an individual is confronted with an opportunity,
constraint, or demand related to what he or she desires and for which the outcome is
perceived to be both uncertain and important. Stress is not necessarily bad in and of itself.
(Page 577)

152.

What can managers do to make their firms learning organizations?

Managers can make their firms learning organizations through a number of suggestions.
Management can establish a strategy. Management might also redesign the organizations
structure. In addition, they can reshape the organizations culture. (Page 574)

153.

Discuss some of the psychological consequences of stress?

Stress can cause dissatisfaction. Job-related stress can cause job-related dissatisfaction.
Other psychological states include tension, anxiety, irritability, boredom, and procrastination.
(Page 575)

154.

What are some individual approaches to managing stress?

Individual strategies that have proven effective include implementing time management
techniques, increasing physical exercise, relaxation training, and expanding the social support
network. (Page 577)

MEDIUM LENGTH DISCUSSION QUESTIONS

155.

List the six specific forces for change.

The six specific forces for change are: the nature of the workforce, technology, economic
shocks, competition, social trends, and world politics. The nature of the workforce includes
more cultural diversity, increase in professionals, and many new entrants with inadequate
skills. Technology includes faster and cheaper computers, new mobile communication devices,
and deciphering of the human genetic code. Economic shocks include the rise and fall of
dot.com stocks, the decline in the value of the Euro, and the collapse of Enron Corporation.
Competition includes global competitors; mergers and consolidations; and the growth of ecommerce. Social trends include Internet chat rooms, the retirement of Baby Boomers, and
the increased interest in urban living. World politics includes the escalation of hostilities in
the Middle East, the opening of markets in China, and the war on terrorism.
(Exh. 18-1; Page 549)

156.

What are the five steps of the action research process?

The process of action research consists of five steps: diagnosis, analysis, feedback, action, and
evaluation. The change agent begins by gathering information about problems, concerns, and
needed changes from members of the organization. The change agent asks questions,
interviews employees, reviews records, and listens to the concerns of employees. In the
diagnosis stage, the change agent synthesizes this information into primary concerns, problem
areas, and possible actions. Action research includes extensive involvement of the change
targets. Feedback requires sharing with employees what has been found from steps one and
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two. The employees, with the help of the change agent, develop action plans for bringing
about any needed change. The employees and the change agent carry out the specific actions
to correct the problems that have been identified. The final step is evaluation of the action
plans effectiveness. (Page 557)
157.

List six interventions that change agents might consider using.

Sensitivity training refers to a method of changing behavior through unstructured group
interaction. Members are brought together in a free and open environment in which
participants discuss themselves and their interactive processes, loosely directed by a
professional behavioral scientist. One tool for assessing attitudes held by organizational
members, identifying discrepancies among member perceptions, and solving these differences
is the survey feedback approach. The purpose of process consultation is for an outside
consultant to assist a client to perceive, understand, and act upon process events with which
he or she must deal. These might include work flow, informal relationships among unit
members, and formal communication channels. Team building utilizes high-interaction group
activities to increase trust and openness among team members. Intergroup development
seeks to change the attitudes, stereotypes, and perceptions that groups have of each other.
Appreciative inquiry seeks to identify the unique qualities and special strengths of an
organization, which can then be built upon to improve performance. That is, it focuses on an
organizations successes rather than its problems. (Pages 558-561)

COMPREHENSIVE ESSAYS
158.

Discuss resistance to change in term of its organizational sources.

There are six major sources of organizational resistance to change. Organizations have builtin mechanisms to produce stability. Formalization provides job descriptions, rules, and
procedures for employees to follow. Organizations are made up of a number of
interdependent subsystems. You cant change one without affecting the others. Even if
individuals want to change their behavior, group norms may act as a constraint. Changes in
organizational patterns may threaten the expertise of specialized groups. Any redistribution
of decision-making authority can threaten long-established power relationships within the
organization. Those groups in the organization that control sizable resources often see change
as a threat. They tend to be content with the way things are. (Exh. 18-2; Page 553)

159.

Explain individual difference variables that moderate the stressoutcome relationship.

At least six variablesperception, job experience, social support, belief in locus of control,
self-efficacy, and hostilityhave been found to be relevant moderators.
Employees react in response to their perception of reality rather than to reality itself.
Perception, therefore, will moderate the relationship between a potential stress condition and
an employees reaction to it. So stress potential doesnt lie in objective conditions; it lies in an
employees interpretation of those conditions.
The evidence indicates that experience on the job tends to be negatively related to work
stress. Voluntary turnover is more probable among people who experience more stress.
Therefore, people who remain with the organization longer are those with more stress180

resistant traits or those who are more resistant to the stress characteristics of their
organization. Second, people eventually develop coping mechanisms to deal with stress.
Because this takes time, senior members of the organization are more likely to be fully
adapted and should experience less stress.
There is increasing evidence that social supportthat is, collegial relationships with coworkers or supervisorscan buffer the impact of stress. The logic underlying this
moderating variable is that social support acts as a palliative, mitigating the negative effects
of even high-strain jobs.
Those with an internal locus of control believe they control their own destiny. Those with an
external locus believe their lives are controlled by outside forces. Evidence indicates that
internals perceive their jobs to be less stressful than do externals. When internals and
externals confront a similar stressful situation, the internals are likely to believe that they can
have a significant effect on the results. They, therefore, act to take control of events. In
contrast, externals are more likely to be passive and feel helpless.
Self-efficacy has also been found to influence stress outcomes. Recent evidence indicates that
individuals with strong self-efficacy reacted less negatively to the strain created by long work
hours and work overload than did those with low levels of self-efficacy. That is, confidence in
ones own abilities appears to decrease stress. As with an internal locus of control, strong
efficacy confirms the power of self-beliefs in moderating the effect of a high-strain situation.
Some peoples personality includes a high degree of hostility and anger. These people are
chronically suspicious and mistrustful of others. Evidence indicates that this hostility
significantly increases a persons stress and risk for heart disease. More specifically, people
who are quick to anger, maintain a persistently hostile outlook, and project a cynical mistrust
of others are more likely to experience stress in situations. (Pages 573-574)
160.

Discuss stress and its consequences. Include potential sources of stress and both individual and
organizational approaches to managing stress.
Stress is a dynamic condition in which an individual is confronted with an opportunity,
constraint, or demand related to what he or she desires and for which the outcome is
perceived to be both uncertain and important. Stress is not necessarily bad in and of itself.
Environmental sources of stress include economic uncertainty, political uncertainty, and
technological uncertainty. Organizational sources of stress include: task demands, role
demands, interpersonal demands, organizational structure, organizational leadership, and an
organizations life cycle. Individual factors include family problems, financial problems, and
personality.
Stress can cause dissatisfaction. Job-related stress can cause job-related dissatisfaction.
Other psychological states include: tension, anxiety, irritability, boredom, and procrastination.
Behaviorally related stress symptoms include changes in productivity, absence, and turnover,
as well as changes in eating habits, increased smoking or consumption of alcohol, rapid
speech, fidgeting, and sleep disorders.
Individual strategies that have proven effective include: implementing time management
techniques, increasing physical exercise, relaxation training, and expanding the social support
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network.
Strategies that management might want to consider include: improved personnel selection and
job placement, training, use of realistic goal setting, redesigning of jobs, increased employee
involvement, improved organizational communication, offering employee sabbaticals, and
establishment of corporate wellness programs. (Pages 569-577)

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