Johns Ob 9e Tif Ch16

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Test Bank for Johns/Saks, Organizational Behaviour, Ninth Edition

Chapter 16
1) Organizations in a ________ environment must generally exhibit more change to be effective

than those operating in a more ________ environment.
a. dynamic; stable
b. dynamic; hostile
c. stable; dynamic
d. stable; open
e. open; hostile
Answer: a
Diff: 2
Type: MC
Page Reference: 569
Skill: Recall
Objective: 16.1 Explain the environmental forces that motivate organizational change and
describe the factors that organizations can change.
2) Unfreezing
a. is an organizational development technique pioneered by the U.S. Navy.
b. is the first step in the organizational change process.
c. is the most effective organizational development technique.
d. consistently prevents the diffusion of change efforts.
e. is required to ensure that new attitudes or behaviours become an enduring part of the
organization.
Answer: b
Diff: 1
Type: MC
Page Reference: 570
Skill: Recall
3) Almost any organizational change effort must consider changes in ________ to be effective.
Copyright 2014 Pearson Canada Inc.

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a. people
b. technology
c. structure
d. basic goals and strategies
e. process
Answer: a
Diff: 2
Type: MC
Page Reference: 570
Skill: Recall
4) A change agent is
a. an expert in diagnosing and changing organizations by applying behavioural science
knowledge.
b. any strategy or tactic that provokes change in an organization.
c. a person who resists organizational change.
d. the first person in a work group to unfreeze and convince his or her colleagues to do the
same.
e. an outside consultant hired to diagnose and correct problems in organizational structures.
Answer: a
Diff: 2
Type: MC
Page Reference: 574
Skill: Recall
Objective: 16.3 Describe the basic change process and the issues that require attention at
various stages of change.
5) Diagnosis
a. should be the last step in the process of organizational change.
b. means the same thing as evaluation of organizational change.
c. indicates organizational problems and suggests reasonable changes.
d. is a method of team building.

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e. is an internal process which does not involve external stakeholders such as customers.
Answer: c
Diff: 1
Type: MC
Page Reference: 574
Skill: Recall
6) The diffusion of an innovation may be difficult to accomplish because

a. it lacks the support and commitment of top management.
b. the setting of the pilot project may differ significantly from other units in the organization.
c. union resistance.
d. management reward systems tend to concentrate on traditional performance measures.
e. All of the above
Answer: e
Diff: 2
Type: MC
Page Reference: 594
Skill: Recall
Objective: 16.9 Understand the factors that help and hurt the diffusion of innovations.
7) Which statement about environmental change, organizational change, and organizational

effectiveness is true?
a. Organizations that exhibit the most change are most effective, regardless of their environment.
b. Organizations that exhibit the least change are most effective, regardless of their environment.
c. Dynamic environments require a fairly high degree of organizational change if the
organization is to be effective.
d. Stable environments require a fairly high degree of organizational change if the organization is
to be effective.
e. All organizations should exhibit the same degree of change to be effective, regardless of
environment.
Answer: c
Diff: 2

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Type: MC
Page Reference: 569
Skill: Recall
8) Which of the following is not generally an organizational change component of TQM?

a. Team building techniques
b. Incentive pay systems
c. Customer focus
d. Enhanced supplier and customer communications
e. Group skills training
Answer: b
Diff: 2
Type: MC
Page Reference: 583
Skill: Recall
Objective: 16.6 Discuss team building, survey feedback, total quality management, and
reengineering as organizational development efforts.
9) TQM is a ________ strategy while many traditional management methods are ________
strategies.
a. reactive, reactive
b. reactive, proactive
c. proactive, reactive
d. proactive, proactive
e. protective, productive
Answer: c
Diff: 1
Type: MC
Page Reference: 584
Skill: Recall

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10) Which organizational development technique makes extensive use of questionnaires or

interviews as an integral part of its activities?
a. Grid Organization Development
b. Team building
c. Survey feedback
d. Quality circles
e. Statistical process control
Answer: c
Diff: 2
Type: MC
Page Reference: 581
Skill: Recall
11) Which organizational development technique is mainly about achieving small gains over a
long period of time?
a. Team building
b. Grid OD
c. Survey feedback
d. Total Quality Management
e. Reengineering
Answer: d
Diff: 1
Type: MC
Page Reference: 585
Skill: Recall
12) Which of the following is considered to be a quality guru?

a. W. Edwards Deming
b. Kun-Hee Lee

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c. Perkin Elmer
d. Bill Gates
e. Ray Kroc
Answer: a
Diff: 1
Type: MC
Page Reference: 582
Skill: Recall
13) Because of your great knowledge of TQM, you have been asked to help coordinate your
company's TQM efforts. One of the TQM project teams has come to you with a problem. They
would like to clarify the relationship between each of the facets of the problem and how the
facets relate to each other. Which tool should you teach them to use?
a. Flowchart
b. Pareto analysis
c. Fishbone diagram
d. Statistical process control tools
e. Survey feedback
Answer: b
Diff: 3
Type: MC
Page Reference: 584
Skill: Applied
14) Acme Limited had quality teams for three years, but they gradually lapsed into disuse and
were finally abandoned. This is a problem of
a. diffusion.
b. evaluation.
c. unfreezing.
d. institutionalization.
e. reengineering.

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Answer: d
Diff: 3
Type: MC
Page Reference: 577
Skill: Applied
Objective: 16.4 Explain how organizations can deal with resistance to change.
15) What is the data gathered by statistical process control tools about?
a. The steps of a particular task
b. The structure of problems
c. Performance output and variations
d. Feedback from organizational members about quality problems
e. The rate of diffusion of a particular innovation
Answer: c
Diff: 2
Type: MC
Page Reference: 585
Skill: Recall
16) Which of the following statements concerning organizational development is false?

a. OD is a planned effort to change organizations.
b. OD recognizes that all organizational change affects members and is implemented with their
cooperation.
c. OD had its roots in the disciplines of engineering and accounting.
d. OD uses the knowledge of behavioural science to foster a culture of organizational self-
examination.
e. OD techniques generally have a positive impact on productivity and job satisfaction.
Answer: c
Diff: 1
Type: MC
Page Reference: 578
Skill: Recall

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Objective: 16.5 Define organizational development and discuss its general philosophy.
17) Which of the following is not a value assumption held by most OD change agents?
a. Organizational members should self-actualize.
b. Most people must be manipulated to increase their contribution to the achievement of
organizational goals.
c. The open expression of feelings in organizations is desirable.
d. The level of trust and cooperation in most organizations should be increased.
e. Organizational effectiveness should be enhanced to the greatest degree possible.
Answer: b
Diff: 2
Type: MC
Page Reference: 578
Skill: Recall
18) Recent research is showing that some organizations experience constant, unpredictable, non-
linear change. These environments are called
a. difficult.
b. hyper-turbulent.
c. chaotic.
d. unmanageable.
e. All of the above
Answer: b
Diff: 2
Type: MC
Page Reference: 571
Skill: Recall
19) To achieve and maintain seamless change, hyper-turbulent environments need to have the
qualities of a ________ organization.
a. divisional

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b. multi-national
c. learning
d. hierarchical
e. mechanistic
Answer: c
Diff: 2
Type: MC
Page Reference: 571
Skill: Recall
20) Those people within an organization who resist change tend to have a character including all
of the following except
a. cognitively rigid.
b. seeking routine.
c. have a short term focus.
d. self-efficacious.
e. None of the above
Answer: d
Diff: 2
Type: MC
Page Reference: 575
Skill: Recall
21) Compared to team building, survey feedback places ________ emphasis on the collection of
valid data and ________ emphasis on the interpersonal processes of specific work teams.
a. more; more
b. more; less
c. less; more
d. less; less
e. more; the same

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Answer: b
Diff: 2
Type: MC
Page Reference: 581
Skill: Recall
22) The text defined innovation as

a. any change that occurs in an organization.
b. the production of novel but potentially useful ideas.
c. creating something completely new.
d. developing and implementing new ideas.
e. the radical redesign of organizational processes.
Answer: d
Diff: 2
Type: MC
Page Reference: 588
Skill: Recall
Objective: 16.8 Define innovation and discuss the factors that contribute to successful
organizational innovation.
23) The text defined creativity as

a. creating something completely new.
b. any change that occurs in an organization.
c. the production of novel but potentially useful ideas.
d. developing and implementing new ideas.
e. the radical redesign of organizational processes.
Answer: c
Diff: 2
Type: MC
Page Reference: 589
Skill: Recall

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24) Louis is a gatekeeper in his organization. This means that he

a. communicates technical information to his peers.
b. resists change in the organization.
c. heads a quality circle.
d. frequently has disputes with idea champions.
e. prevents the diffusion of innovations.
Answer: a
Diff: 2
Type: MC
Page Reference: 592
Skill: Applied
25) As an idea champion, Alice

a. opposes innovation.
b. heads a quality circle.
c. could not be an intrapreneur.
d. promotes a particular innovation.
e. wins awards for her creative ideas.
Answer: d
Diff: 2
Type: MC
Page Reference: 591
Skill: Applied
26) Which variable does not differentiate between more and less creative individuals?
a. Intelligence
b. Creativity-related skills

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c. Intrinsic motivation for the task at hand

d. Technical understanding of the domain
e. Need for social approval
Answer: a
Diff: 2
Type: MC
Page Reference: 589
Skill: Recall
27) Which factor does not stimulate the diffusion of an innovation?

a. Relative advantage
b. Trialability
c. Complexity
d. Observability of consequences
e. Compatibility
Answer: c
Diff: 2
Type: MC
Page Reference: 595
Skill: Recall
28) Which of the following is not an example of a process innovation?

a. A manufacturing firm adopts a new technology.
b. A paint company markets a new nonfading paint.
c. A mortgage company creates a completely new management structure.
d. An insurance firm implements a radical job enrichment program.
e. An airline implements a new service quality program.
Answer: b
Diff: 2
Type: MC

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Page Reference: 589

Skill: Applied
29) A survey of research scientists described in the book found that ________ were most often
mentioned as leading to creativity.
a. extrinsic rewards
b. feedback and recognition
c. freedom and autonomy
d. intrinsic rewards
e. constructive criticism and support
Answer: c
Diff: 2
Type: MC
Page Reference: 594
Skill: Recall
30) Although ________ may help promote idea generation, ________ may be better for idea
implementation.
a. diffusion; freedom and autonomy
b. idea champions; gatekeepers
c. extrinsic rewards; intrinsic rewards
d. organic structures; more mechanistic structures
e. mechanistic structures; more organic structures
Answer: d
Diff: 2
Type: MC
Page Reference: 593
Skill: Recall

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31) Reengineering examines and changes ________ in order to streamline the organization.
a. survey feedback
b. debt structure
c. organizational processes
d. total quality
e. statistical process controls
Answer: c
Diff: 1
Type: MC
Page Reference: 585
Skill: Recall
32) Who should feed back the results of organizational surveys to employees?
a. The company president
b. Change agents
c. External consultants
d. Local managers
e. Human resource managers
Answer: d
Diff: 2
Type: MC
Page Reference: 581
Skill: Recall
33) Gatekeepers
a. import technical information into their organizations.
b. oppose innovations advocated by idea champions.
c. perform poorly as boundary spanners.
d. serve as devil's advocates against ideas that are creative but impractical.

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e. resist change in the organization.
Answer: a
Diff: 2
Type: MC
Page Reference: 592
Skill: Recall
34) Idea champions

a. specialize in thinking up a large volume of creative ideas.
b. import technical information into their organizations.
c. help guide innovative ideas towards implementation.
d. are change agents in large scale OD efforts.
e. reduce the diffusion of innovations.
Answer: c
Diff: 2
Type: MC
Page Reference: 591
Skill: Recall
35) Research into OD efforts

a. shows that quality circles are invariably successful.
b. is among the most rigorous research in organizational behaviour.
c. shows that many have a positive impact on productivity.
d. occurs in almost every OD intervention.
e. suggests that OD works better for blue collar workers than managers.
Answer: c
Diff: 2
Type: MC
Page Reference: 587

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Skill: Recall
Objective: 16.7 Discuss the problems involved in evaluating organizational development efforts.
36) Research and development teams that have been together ________ engage in the most
effective communication.
a. a long period of time
b. a medium period of time
c. a short period of time
d. a long or short period of time
e. since the members were very young in age
Answer: b
Diff: 2
Type: MC
Page Reference: 593
Skill: Recall
37) The usual sequence of innovation is:

a. implementation, diffusion, and evaluation.
b. generation, diffusion, and implementation.
c. generation, implementation, and diffusion.
d. generation, evaluation, and implementation.
e. generation, implementation, and evaluation.
Answer: c
Diff: 2
Type: MC
Page Reference: 589
Skill: Recall
38) Although ________ will not motivate creativity, it can stimulate innovation.
a. naive genius

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b. attention to detail
c. intrinsic reward
d. extrinsic reward
e. improvisation
Answer: d
Diff: 2
Type: MC
Page Reference: 593
Skill: Recall
39) What is an example of a creativity-relevant skill?

a. Transformational leadership
b. Tolerance for ambiguity
c. Extrinsic motivation
d. Intelligence
e. Diffusion
Answer: b
Diff: 2
Type: MC
Page Reference: 590
Skill: Recall
40) Although creativity is not particularly responsive to ________, it is susceptible to ________.

a. extrinsic motivation; training
b. intrinsic motivation; extrinsic motivation
c. training; transformational leadership
d. flattery; monetary reward
e. improvisation; need for social approval
Answer: a

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Diff: 2
Type: MC
Page Reference: 590
Skill: Recall
41) The text pointed out a quality that was 1) useful for overcoming resistance to change and 2) a
common characteristic of idea or project champions. What is this quality?
a. Creativity-relevant skill
b. Modesty
c. Transformational leadership
d. Intelligence
e. Tolerance for ambiguity
Answer: c
Diff: 3
Type: MC
Page Reference: 577
Skill: Recall
42) Diffusion refers to

a. the importation of technical ideas into an organization.
b. the process of moving an innovation from concept to implementation.
c. the process by which innovations move through an organization.
d. the extent to which a change effort becomes a permanent part of the organizational culture.
e. the process which leads to reduced enthusiasm for innovations.
Answer: c
Diff: 2
Type: MC
Page Reference: 594
Skill: Recall

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43) Idea champions are also referred to as ________ within larger organizational settings.
a. product champion
b. intrapreneurs
c. project champion
d. corporate entrepreneurs
e. All of the above
Answer: e
Diff: 2
Type: MC
Page Reference: 591
Skill: Recall
44) Unlike some other organizational change initiatives, TQM is

a. fast and continuous.
b. slow and continuous.
c. fast and episodic.
d. slow and episodic.
e. fast and sporadic.
Answer: b
Diff: 2
Type: MC
Page Reference: 584
Skill: Recall
45) In recent years OD practitioners have developed greater concern for

a. organizational strategy and effectiveness.
b. employee self-actualization.
c. humanism.
d. finance and accounting.
e. trust and cooperation.

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Answer: a
Diff: 2
Type: MC
Page Reference: 578
Skill: Recall
46) The University of Michigan Survey of Organizations is not

a. a questionnaire.
b. a survey of firms' OD practices.
c. an instrument for survey feedback purposes.
d. a prepackaged survey.
e. a standardized survey.
Answer: b
Diff: 2
Type: MC
Page Reference: 581
Skill: Recall
47) What company gives bonuses to managers that are contingent on 25 percent of their revenues
from products that are less than five years old?
a. Raytheon
b. Polaroid
c. Sony
d. 3M
e. Xerox
Answer: d
Diff: 2
Type: MC
Page Reference: 594
Skill: Recall

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48) Although job enrichment was successfully implemented in a firm's Toronto plant, managers
of the plants in San Diego, Tulsa, and Pittsburgh chose not to enrich jobs. This is a problem of
________ change.
a. institutionalization
b. evaluation
c. diffusion
d. diagnosis
e. reengineering
Answer: c
Diff: 2
Type: MC
Page Reference: 594
Skill: Applied
49) What is the main reason reported for the failure of organizational change programs?
a. The failure to use an experienced change agent.
b. The failure to conduct a proper diagnosis.
c. The failure to change the organization's culture.
d. The failure to change the organization's structure.
e. The failure to refreeze the change.
Answer: c
Diff: 2
Type: MC
Page Reference: 570
Skill: Recall
50) What are the primary methods of organizational learning?

a. Knowledge finding and knowledge sharing

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b. Knowledge acquisition and knowledge innovation

c. Knowledge creation and knowledge sharing
d. Knowledge acquisition and knowledge development
e. Knowledge acquisition and knowledge management
Answer: d
Diff: 2
Type: MC
Page Reference: 571
Skill: Recall
Objective: 16.2 Explain how organizations learn and what makes an organization a learning
organization.
51) What are the key dimensions of a learning organization?

a. Vision/support; culture; learning systems/dynamics; knowledge acquisition
b. Vision/support; knowledge acquisition; learning systems/dynamics; knowledge distribution
c. Vision/support; knowledge acquisition; learning systems/dynamics; knowledge
management/infrastructure
d. Knowledge acquisition; knowledge distribution; knowledge transfer; knowledge management
e. Vision/support; culture; learning systems/dynamics; knowledge management/infrastructure
Answer: e
Diff: 3
Type: MC
Page Reference: 572
Skill: Recall
organization.
52) Which of the following statements is most accurate?

a. Learning organizations are not more likely to have higher overall levels of profitability.
b. Learning organizations are almost 100 percent more likely to have higher overall levels of
profitability.
c. Learning organizations are almost 50 percent more likely to have higher overall levels of
profitability.
d. Learning organizations are almost 10 percent more likely to have higher overall levels of
profitability.

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e. Learning organizations are almost 90 percent more likely to have higher overall levels of
profitability.
Answer: c
Diff: 3
Type: MC
Page Reference: 573
Skill: Recall
organization.
53) The Institute for Learning serves as what organization's strategic learning base?
a. CIBC
b. TD Bank
c. RBC Financial
d. BMO
e. Scotiabank
Answer: d
Diff: 1
Type: MC
Page Reference: 573
Skill: Recall
organization.
54) What effect does the perception of threat have on change?

a. Motivator for change
b. Extreme inertia
c. Motivator for change and extreme inertia
d. Resistance and extreme inertia
e. Motivator for change and resistance
Answer: c
Diff: 2
Type: MC
Page Reference: 569

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Skill: Recall
55) The Stinky Cheese Company has begun to behave rigidly and exhibit extreme inertia. What
has happened?
a. Unfreezing
b. Refreezing
c. Resistance
d. Perceived threat
e. Conflict
Answer: d
Diff: 2
Type: MC
Page Reference: 569
Skill: Applied
56) When is inertia most likely to occur?

a. When there is a lack of resources
b. When routines and processes are not modified
c. When routines and processes are modified
d. When there is a lack of resources and routines and processes are not modified
e. When there is a lack of resources and routines and processes are modified
Answer: d
Diff: 2
Type: MC
Page Reference: 569
Skill: Recall

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57) When a university program was threatened by low enrollment, the faculty spent many hours
revising the curriculum. Resources were invested but the revised curriculum looked like the old
one. What happened?
a. Resistance
b. Poor diagnosis
c. Failure to institutionalize the change
d. Routines and processes were not modified.
e. Refreezing did not occur.
Answer: d
Diff: 2
Type: MC
Page Reference: 569
Skill: Applied
58) What can cause organizations to unfreeze, scan the environment, and be motivated to
change?
a. Perception of threat
b. Perception of inertia
c. Perception of resistance
d. Perception of threat and inertia
e. Perception of threat and resistance
Answer: a
Diff: 1
Type: MC
Page Reference: 569
Skill: Recall
59) If the CEO of an organization is asking, What business are we really in? what OD strategy
is being considered?
a. TQM
b. Reengineering

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c. Team building
d. Survey feedback
e. Goals and strategies
Answer: b
Diff: 2
Type: MC
Page Reference: 585
Skill: Applied
60) The CEO of the Smelly Cheese Company felt that the company needed to embark on a major
organizational development program. For months he had been walking around the company
asking himself and the company's managers, If we were creating this organization today, what
would it look like? What OD strategy do you think the CEO should consider?
a. Goals and strategies
b. Survey feedback
c. TQM
d. Team building
e. Reengineering
Answer: e
Diff: 2
Type: MC
Page Reference: 585
Skill: Applied
61) Activities or work that the organization must accomplish to create outputs that customers
value are referred to as
a. job titles.
b. organization departments.
c. outcomes.
d. processes.
e. small gains.

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Answer: d
Diff: 2
Type: MC
Page Reference: 585
Skill: Recall
62) When will the gains from reengineering be greatest?

a. When the process is complex and limited to a particular job or department.
b. When the process is simple and cuts across a number of jobs and departments.
c. When the process is simple and limited to a particular job or department.
d. When the process is complex and cuts across a number of jobs and departments.
e. When the process is complex and cuts across a number of jobs in a particular department.
Answer: d
Diff: 2
Type: MC
Page Reference: 585
Skill: Recall
reengineering as organizational development efforts
63) Which of the following represents a contrast between TQM and reengineering?
a. TQM seeks incremental improvements in existing processes; reengineering seeks radical
revisions of processes.
b. TQM seeks incremental improvements in existing processes; reengineering seeks incremental
improvements in new processes.
c. TQM seeks radical revisions of processes; reengineering seeks incremental improvements in
existing processes.
d. TQM seeks radical revisions of old and new processes; reengineering seeks radical revisions
of old processes.
e. TQM seeks incremental improvements in existing processes; reengineering seeks incremental
improvements in old processes.
Answer: a
Diff: 2

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Type: MC
Page Reference: 585
Skill: Recall
64) The problem of creeping bureaucracy prompted interest in what OD strategy?

a. TQM
b. Team building
c. Survey feedback
d. Job enrichment
e. Reengineering
Answer: e
Diff: 1
Type: MC
Page Reference: 585
Skill: Recall
65) What does the knowing-doing gap refer to?

a. Managers know what to do but they make mistakes when they try to implement what they
know.
b. Managers know what to do but don't know how to communicate it effectively.
c. Managers don't know what to do and they implement change programs that inevitably fail.
d. Managers know what to do but have trouble implementing knowledge in the form of action.
e. Managers do not know what to do and, as a result, they do not know what programs to
implement.
Answer: d
Diff: 2
Type: MC
Page Reference: 595
Skill: Recall

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66) Which of the following best represents reasons for the knowing-doing gap?
a. Rewards for short-term talk and internal competition
b. Rewards for short-term talk and punishment for action
c. Poor education and lack of feedback
d. Poor education and rewards for short-term talk
e. Lack of experience and internal competition
Answer: a
Diff: 2
Type: MC
Page Reference: 595
Skill: Recall
67) Which of the following is an example of the knowing-doing gap?

a. A group of managers went on a plant tour to learn about the highly efficient Toyota Production
System and afterwards could not explain what they had learned.
b. A group of managers went on a plant tour to learn about the highly efficient Toyota Production
System and afterwards could not pass an exam on the system.
c. A group of managers went on a plant tour to learn about the highly efficient Toyota Production
System and then did a poor job implementing the system in their own organization.
d. A group of managers went on a plant tour to learn about the highly efficient Toyota Production
System and afterwards spent a great deal of time talking about it.
e. A group of managers went on a plant tour to learn about the highly efficient Toyota Production
System and afterwards were able to show others how much they had learned about the system.
Answer: c
Diff: 3
Type: MC
Page Reference: 595
Skill: Applied
68) What company is considered to be one of the pioneers in employee surveys?

a. Ford Motor Company
b. Harley-Davidson

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c. Ritz-Carlton Hotels
d. IBM
e. Hallmark
Answer: d
Diff: 2
Type: MC
Page Reference: 582
Skill: Recall
69) What company was one of the first to use computerized surveying with integrated data
collection and data processing?
a. Hewlett-Packard
b. IBM
c. Dupont
d. Frito-Lay
e. 3M Company
Answer: b
Diff: 2
Type: MC
Page Reference: 582
Skill: Recall
70) Survey research conducted by IBM has been able to validate

a. links from employee performance to client satisfaction to business performance.
b. links from employee job satisfaction to client satisfaction to business performance.
c. links from employee performance to unit performance to business performance.
d. links from employee job satisfaction to employee performance to business performance.
e. links from employee job satisfaction to employee performance to customer satisfaction.
Answer: b

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Diff: 3
Type: MC
Page Reference: 582
Skill: Recall
71) What two companies featured in the text conduct comprehensive surveys?
a. IBM and Hewlett-Packard
b. IBM and Harley-Davidson
c. Hewlett-Packard and Harley-Davidson
d. IBM and Ford Motor Company
e. Ford Motor Company and Harley-Davidson
Answer: d
Diff: 2
Type: MC
Page Reference: 582
Skill: Recall
72) Results from Ford Motor Company's Pulse survey found that branches with higher Pulse
scores had
a. higher customer satisfaction, market share, and business volume, and lower employee
turnover.
b. higher customer satisfaction, market share, and business volume, and lower employee
absenteeism.
c. higher customer satisfaction, market share, and business volume, and lower employee theft.
d. higher customer satisfaction, market share, and business volume, and lower employee
tardiness.
e. higher customer satisfaction, market share, and business volume, and lower customer theft.
Answer: a
Diff: 3
Type: MC
Page Reference: 582

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Skill: Recall
73) Team building usually begins with

a. problem solving.
b. confidential interviews with team members.
c. role playing exercises.
d. development exercises.
e. a diagnostic session.
Answer: e
Diff: 1
Type: MC
Page Reference: 580
Skill: Recall
74) What is the ideal outcome of a team building diagnostic session?

a. A list of team problems
b. A list of team strengths and weaknesses
c. A list of needed changes to improve team functioning
d. A list of needed changes to improve team members
e. An agreement to have more meetings
Answer: c
Diff: 2
Type: MC
Page Reference: 580
Skill: Recall
75) With respect to survey feedback, who do change agents prefer to conduct the feedback
meeting?

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a. They prefer that they (the change agent) conduct the meeting.
b. They prefer that employees who participated in the survey conduct the meeting.
c. They prefer that senior management conduct the meeting.
d. They prefer that the manager of the working unit conduct the meeting.
e. They prefer that human resources staff conduct the meeting.
Answer: d
Diff: 2
Type: MC
Page Reference: 581
Skill: Recall
76) Transformational leaders can be especially effective when it comes to

a. overcoming resistance to change and survey feedback.
b. overcoming resistance to change and reengineering.
c. unfreezing and reengineering.
d. refreezing and reengineering.
e. overcoming resistance to change and institutionalization.
Answer: b
Diff: 2
Type: MC
Page Reference: 577
Skill: Recall
77) Team building usually begins with a diagnostic session that is usually held
a. in the workplace.
b. in the team leaders office.
c. away from the workplace.
d. wherever the team usually holds its meetings.
e. at the change agents office.
Answer: c

34
Diff: 2
Type: MC
Page Reference: 580
Skill: Recall
78) When do surveys have the most beneficial effects?

a. When they are repeated on an annual basis.
b. When the results are reviewed with employees.
c. When action is taken in response to the survey.
d. When they are repeated on an annual basis and the results are reviewed with employees.
e. When the results are reviewed with employees and action is taken in response to the survey.
Answer: e
Diff: 2
Type: MC
Page Reference: 581
Skill: Recall
79) Which of the following companies is not noted for managerial innovations?
a. Visa
b. GE
c. DuPont
d. Procter & Gamble
e. 3M
Answer: e
Diff: 3
Type: MC
Page Reference: 589
Skill: Recall

35
80) The Stinky Cheese Company is planning to implement a job enrichment program. What kind
of innovation is this?
a. Process innovation
b. Product innovation
c. Employee innovation
d. Managerial innovation
e. Organization innovation
Answer: d
Diff: 2
Type: MC
Page Reference: 589
Skill: Applied
81) What are the three types of innovations described in the text?
a. Product, process, and employee
b. Product, process, and organization
c. Product, process, and managerial
d. Product, process, and service
e. Generation, implementation, and diffusion
Answer: c
Diff: 2
Type: MC
Page Reference: 588
Skill: Recall
82) What is a managerial innovation?

a. An innovation developed by the management of an organization
b. An innovation designed to develop the managers in an organization

36
c. New forms of strategy, structure, human resource systems, and managerial practices that
facilitate organizational change and adaptation
d. New forms of strategy, structure, human resource systems, and managerial practices that
improve the way products and services are designed
e. New forms of strategy, structure, human resource systems, and managerial practices that result
in new products and services
Answer: c
Diff: 2
Type: MC
Page Reference: 589
Skill: Recall
83) What two companies engage in extensive creativity training?

a. Frito-Lay and Dupont
b. Frito-Lay and 3M
c. Google and 3M
d. Volvo and Dupont
e. 3M and Volvo
Answer: a
Diff: 3
Type: MC
Page Reference: 590
Skill: Recall
84) Who is most likely to engage in creative deviance?

a. Change agents
b. Gate keepers
c. Idea champions
d. Employees
e. Transformational leaders

37
Answer: c
Diff: 2
Type: MC
Page Reference: 591
Skill: Recall
85) Defying orders by management to stop working on a creative idea is known as

a. change.
b. gate keeping.
c. diffusion.
d. creative change.
e. creative deviance.
Answer: e
Diff: 2
Type: MC
Page Reference: 591
Skill: Recall
86) Jack works at the Stinky Cheese Company and he is working on a project which he believes
will result in the worlds stinkiest limburger cheese. His manager has told him to stop working
on the project and focus on other projects that are more likely to be successful. However,
whenever Jacks boss is out of sight, Jack continues to work on the worlds stinkiest limburger
cheese. How would you describe Jacks behaviour?
a. Change agent
b. Gatekeeper
c. Creative deviance
d. Resistance
e. Transformational leader
Answer: c
Diff: 2

38
Type: MC
Page Reference: 591
Skill: Applied
87) Ford is a member of a consortium of over 40 large premier companies known as the
a. Sunflower Group.
b. Survey Group.
c. Mayflower Group.
d. Sundance Group.
e. Sunshine Group.
Answer: c
Diff: 2
Type: MC
Page Reference: 582
Skill: Recall
88) What does the Mayflower Group do?

a. Total quality management
b. Teambuilding
c. Reengineering
d. Survey feedback
e. Innovation
Answer: d
Diff: 2
Type: MC
Page Reference: 582
Skill: Recall

39
89) Which of the following is most conducive to the acceptance of change?

a. A small identity gap
b. A large identity gap
c. A moderate identity gap
d. No identity gap
e. A moderate to large identity gap
Answer: c
Diff: 2
Type: MC
Page Reference: 575
Skill: Recall
90) W. Edwards Deming is considered by many to be the father of the modern TQM movement.
a. True
b. False
Answer: a
Diff: 1
Type: TF
Page Reference: 582
Skill: Recall
91) It is advisable for managers, rather than consultants, to provide the feedback in survey
feedback programs.
a. True
b. False
Answer: a
Diff: 2
Type: TF
Page Reference: 581
Skill: Recall

40
92) Change agents are the first organizational members to change after an OD intervention
occurs.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 574
Skill: Recall
93) Incentive pay systems are a critical organizational change component of TQM.
a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 583
Skill: Recall
94) Statistical process control tools are regularly used to diagram a process.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 585
Skill: Recall

41
95) Institutionalization is said to have occurred when a change is made truly permanent.
a. True
b. False
Answer: a
Diff: 2
Type: TF
Page Reference: 577
Skill: Recall
96) Organizational development has its roots in the disciplines of finance and accounting.
a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 578
Skill: Recall
97) Team building is especially concerned with clarifying goals and role relationships.
a. True
b. False
Answer: a
Diff: 1
Type: TF
Page Reference: 580
Skill: Recall
98) R&D groups whose members have been together a medium length of time communicate
better than new groups or more mature groups.
a. True
b. False
Answer: a

42
Diff: 2
Type: TF
Page Reference: 593
Skill: Recall
99) One of the traditional value assumptions of organizational development is that self-
actualization in the workplace is desirable.
a. True
b. False
Answer: a
Diff: 1
Type: TF
Page Reference: 578
Skill: Recall
100) Reengineering focuses on the redesign of organizational processes to achieve improvements

in time, cost, quality, and service.
a. True
b. False
Answer: a
Diff: 1
Type: TF
Page Reference: 585
Skill: Recall
101) If the results of a pilot change program are adopted by other parts of the organization,
diffusion is said to have occurred.
a. True
b. False
Answer: a
Diff: 2
Type: TF

43
Page Reference: 594

Skill: Recall
102) An engineer who brings new information back to her firm from a trade show is probably a
gatekeeper.
a. True
b. False
Answer: a
Diff: 2
Type: TF
Page Reference: 592
Skill: Applied
103) Gatekeepers are individuals who oppose the innovations advocated by idea champions.
a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 592
Skill: Recall
104) Creativity is fairly strongly correlated with intelligencemore intelligent people tend to be
more creative.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 590
Skill: Recall

44
105) Creative people generally tend to have a rather weak technical understanding of their
domain.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 590
Skill: Recall
106) Transformational leaders are particularly likely to be the victims of resistance to change.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 577
Skill: Recall
107) An OD intervention would be an example of a managerial innovation.

a. True
b. False
Answer: a
Diff: 2
Type: TF
Page Reference: 589
Skill: Applied
108) Innovation is defined in the text as the production of novel but potentially useful ideas.

45
a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 588
Skill: Recall
109) Innovation is more susceptible to being influenced by extrinsic rewards than is creativity.
a. True
b. False
Answer: a
Diff: 2
Type: TF
Page Reference: 593
Skill: Recall
110) A mechanistic structure is used to generate innovative ideas and an organic structure to
implement innovations.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 593
Skill: Recall
111) Less complex innovations are more likely to diffuse than more complex innovations.
a. True
b. False

46
Answer: a
Diff: 2
Type: TF
Page Reference: 595
Skill: Recall
112) It is not recommended that managers report the results of survey feedback to employees
because they lack credibility for this particular role.
a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 581
Skill: Recall
113) Reengineering examines and changes organizational processes in order to streamline the
organization.
a. True
b. False
Answer: a
Diff: 1
Type: TF
Page Reference: 585
Skill: Recall
114) Team building is defined as an OD technique that is used with groups of strangers to mold
them into a cohesive team.
a. True
b. False
Answer: b
Diff: 1

47
Type: TF
Page Reference: 580
Skill: Recall
115) The appropriate sequence of innovation is idea generation, implementation, and diffusion.
a. True
b. False
Answer: a
Diff: 2
Type: TF
Page Reference: 589
Skill: Recall
116) Unlike other organizational change initiatives, TQM is fast and episodic.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 584
Skill: Applied
117) A gatekeeper is a boundary spanner.

a. True
b. False
Answer: a
Diff: 1
Type: TF
Page Reference: 592
Skill: Recall

48
118) Training can improve creativity.

a. True
b. False
Answer: a
Diff: 1
Type: TF
Page Reference: 590
Skill: Recall
119) An idea champion is a person who imports technical information into an organization from
the external environment.
a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 591
Skill: Recall
120) The main reason for the failure of organizational change programs is the failure to change
an organization's culture.
a. True
b. False
Answer: a
Diff: 1
Type: TF
Page Reference: 570
Skill: Recall

49
121) Organizational change is more likely to occur in a learning organization.

a. True
b. False
Answer: a
Diff: 1
Type: TF
Page Reference: 572
Skill: Recall
organization.
122) Organizations learn through knowledge acquisition and knowledge exploitation.

a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 571
Skill: Recall
organization.
123) Learning organizations are more likely to be more profitable than other organizations.
a. True
b. False
Answer: a
Diff: 1
Type: TF
Page Reference: 573
Skill: Recall
organization.
124) Learning organizations are better able to retain employees than other organizations.
a. True
b. False

50
Answer: a
Diff: 1
Type: TF
Page Reference: 573
Skill: Recall
organization.
125) Learning organizations are almost 100 percent more likely to have higher overall levels of
profitability than those organizations not rated as learning organizations.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 573
Skill: Recall
organization.
126) Perceived threat can be a motivator for change and prevent inertia.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 569
Skill: Recall
127) Sometimes when threat is perceived, organizations unfreeze.

a. True
b. False
Answer: a
Diff: 1

51
Type: TF
Page Reference: 569
Skill: Recall
128) Perceived threat can lead to extreme inertia.

a. True
b. False
Answer: a
Diff: 1
Type: TF
Page Reference: 569
Skill: Recall
129) Inertia is most likely to occur when resources are absent and routines have been modified.
a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 569
Skill: Recall
130) Reengineering is concerned with fine-tuning existing jobs, structures, technology, or human
resources.
a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 585
Skill: Recall

52
131) Reengineering is usually applied to an entire organization.

a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 585
Skill: Recall
132) Reengineering requires transformational leadership qualities.

a. True
b. False
Answer: a
Diff: 2
Type: TF
Page Reference: 585
Skill: Recall
133) Designing a new product is a process.

a. True
b. False
Answer: a
Diff: 1
Type: TF
Page Reference: 589
Skill: Recall

53
134) The gains from reengineering will be greatest when the process is complex and cuts across
a number of jobs in a particular department.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 585
Skill: Recall
135) Creeping bureaucracy prompted interest in TQM.

a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 585
Skill: Recall
136) Creeping bureaucracy is especially common in large new firms.

a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 585
Skill: Recall
137) The knowing-doing gap refers to managers who do not know what to do and when they
need to take action.
a. True

54
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 595
Skill: Recall
138) Team building usually begins with confidential interviews with team members.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 580
Skill: Recall
139) The focus of survey feedback is on interpersonal processes of specific work teams.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 581
Skill: Recall
140) The perception of threat can be a motivator for change or result in extreme inertia.
a. True
b. False
Answer: a
Diff: 1
Type: TF

55
Page Reference: 569

Skill: Recall
141) Crises are especially likely to stimulate resistance.

a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 570
Skill: Recall
142) A large identity gap is most conducive to increased acceptance of change.

a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 575
Skill: Recall
143) The ideal outcome of the diagnostic session of team building is a list of the weaknesses of
team members.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 580
Skill: Recall

56
144) When using survey feedback, change agents recommend that they conduct the feedback
meeting.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 581
Skill: Recall
145) A TQM effort could be part of a reengineering project.

a. True
b. False
Answer: a
Diff: 1
Type: TF
Page Reference: 585
Skill: Recall
146) OD seems to work better for blue-collar workers than for supervisors or managers.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 587
Skill: Recall

57
147) Job enrichment is an example of a process innovation.

a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 589
Skill: Recall
148) Job enrichment is an example of a managerial innovation.

a. True
b. False
Answer: a
Diff: 2
Type: TF
Page Reference: 589
Skill: Recall
149) Managerial innovations are new ways of designing products, making products, or delivering
services.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 589
Skill: Recall
150) Managerial innovations are innovations that have been developed by an organizations
managers.
a. True

58
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 589
Skill: Recall
151) Creative people are intelligent but they have a poor technical understanding of their
domain.
a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 590
Skill: Recall
152) Creative deviance refers to employees who sabotage new innovations.

a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 591
Skill: Recall
153) An example of creative deviance is when an employee refuses to work on a creative project.
a. True
b. False
Answer: b

59
Diff: 1
Type: TF
Page Reference: 591
Skill: Recall
154) Idea champions are sometimes compelled to engage in creative deviance.

a. True
b. False
Answer: a
Diff: 1
Type: TF
Page Reference: 591
Skill: Recall
155) Gatekeepers are sometimes compelled to engage in creative deviance.

a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 591
Skill: Recall
156) One of the most important and difficult changes that an organization can make is to change
its technology.
a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 570

60
Skill: Recall
157) Lewins model of change does not apply to firms in hyper-turbulent environments.
a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 571
Skill: Recall
158) Learning organizations are almost 90 percent more likely to have higher overall levels of
profitability than those organizations not rated as learning organizations.
a. True
b. False
Answer: b
Diff: 1
Type: TF
Page Reference: 573
Skill: Recall
organization.
159) Defence mechanisms might be activated during the change stage.

a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 575
Skill: Recall

61
160) Surveys have the most beneficial effects when the results are reviewed with managers.
a. True
b. False
Answer: b
Diff: 2
Type: TF
Page Reference: 581
Skill: Recall
161) Innovation is the process of developing and implementing new ideas in organizations.
Difficulty: 1
Page Ref: 588
Skill: Recall
162) The process by which innovations move across an organization is called diffusion.
Difficulty: 1
Page Ref: 594
Skill: Recall
163) Gatekeepers import information into organizations, translate it for local use, and disseminate it
for project members.
Difficulty: 1
Page Ref: 592
Skill: Recall
164) Idea champions see the potential of innovative ideas and guide them through to implementation
with sponsorship and support.
Difficulty: 1
Page Ref: 591
Skill: Recall
165) Teamwork, customer focus, and continuous improvement are all considered key principles of
TQM.
Difficulty: 3
Page Ref: 583
Skill: Recall

62
166) TQM is mainly about achieving small gains over a long period of time.
Difficulty: 2
Page Ref: 585
Skill: Recall
167) Transformational leaders are especially skilled at overcoming resistance to change.

Difficulty: 1
Page Ref: 577
Skill: Recall
168) Telly is an expert at applying behavioural science knowledge to organizational change. In other
words, he's a(n) change agent.
Difficulty: 2
Page Ref: 574
Skill: Applied
Objective: 16.3 Describe the basic change process and the issues that require attention at various
stages of change.
169) Pareto analysis collects frequency data on the causes of errors and problems.
Difficulty: 1
Page Ref: Recall
Skill: 584
170) Creativity is the production of novel but potentially useful ideas.

Difficulty: 1
Page Ref: 589
Skill: Recall
171) Organic organizational structures are generally thought to work best in the idea-generation and
design phases of innovation.
Difficulty: 2
Page Ref: 593
Skill: Recall
172) Team building is an attempt to create more effective groups by clarifying goals and roles and
improving interpersonal processes.

63
Difficulty: 1
Page Ref: 580
Skill: Recall
173) Reengineering focuses on the redesign of organizational processes to achieve improvements in

time, cost, quality, or service.
Difficulty: 2
Page Ref: 585
Skill: Recall
174) Reengineering examines and changes organizational processes in order to streamline the
organization.
Difficulty: 2
Page Ref: 585
Skill: Recall
175) The process of diagnosis can show that an organizational problem exists and can suggest what
changes should be implemented.
Difficulty: 1
Page Ref: 574
Skill: Recall
stages of change.
176) Organizations with hyper-turbulent environments face special challenges which require them to
constantly acquire, assimilate, and disseminate information.
Difficulty: 3
Page Ref: 571
Skill: Recall
Objective: 16.1 Explain the environmental forces that motivate organizational change and describe
the factors that organizations can change.
177) The organizational development process of having organizational members fill out
questionnaires and providing them with the results is called survey feedback.
Difficulty: 1
Page Ref: 581
Skill: Recall
178) The appropriate sequence of innovation is idea generation, implementation, and diffusion.
Difficulty: 2

64
Page Ref: 589

Skill: Recall
179) An innovation in how to design products, make products, or deliver services would be classed
as a(n) process innovation.
Difficulty: 2
Page Ref: 589
Skill: Recall
180) Although extrinsic rewards dont do much to stimulate creativity, they can have a decisive
impact on getting innovative ideas implemented.
Difficulty: 2
Page Ref: 593
Skill: Recall
181) Creativity-relevant skills include the ability to tolerate uncertainty, withhold early judgment, see
things in new ways, and be open to new and diverse experiences.
Difficulty: 2
Page Ref: 590
Skill: Recall
182) The main reason reported for the failure of organizational change programs is the failure to
change an organization's culture.
Difficulty: 1
Page Ref: 570
Skill: Recall
183) Two primary methods of organizational learning are knowledge acquisition and knowledge
development.
Difficulty: 2
Page Ref: 571
Skill: Recall
organization.
184) The key dimensions of a learning organization are vision/support, culture, learning
systems/dynamics, and knowledge management.
Difficulty: 2

65
Page Ref: 572

Skill: Recall
organization.
185) Organizational change is much more likely to occur in a learning organization.

Difficulty: 1
Page Ref: 572
Skill: Recall
organization.
186) Learning organizations are more likely to have higher overall levels of profitability than
organizations that are not rated as learning organizations.
Difficulty: 2
Page Ref: 573
Skill: Recall
organization.
187) Changing an organization's culture is considered to be a fundamental aspect of organizational

change.
Difficulty: 1
Page Ref: 570
Skill: Recall
188) Learning organizations have established systems and structures to acquire, code, store, and
distribute important information and knowledge.
Difficulty: 3
Page Ref: 572
Skill: Recall
organization.
189) Sometimes when a threat is perceived, organizations use the threat as a motivator for change.
Difficulty: 2
Page Ref: 569
Skill: Recall
190) Sometimes organizations seem paralyzed by threat and exhibit extreme inertia.
Difficulty: 3
Page Ref: 569
Skill: Recall

66
191) Change almost always requires some investment of resources.

Difficulty: 3
Page Ref: 569
Skill: Recall
192) Change almost always requires some modification of routines and processes.
Difficulty: 3
Page Ref: 569
Skill: Recall
193) Crises are especially likely to stimulate unfreezing.

Difficulty: 2
Page Ref: 570
Skill: Recall
194) The gains from reengineering will be greatest when the process is complex and cuts across a
number of jobs and departments.
Difficulty: 2
Page Ref: 585
Skill: Recall
195) Despite the need for organizations to change, develop, and innovate, they often exhibit
considerable inertia.
Difficulty: 2
Page Ref: 595
Skill: Recall
196) Many managers know what to do, but have considerable trouble implementing this knowledge
in the form of action.
Difficulty: 2
Page Ref: 595
Skill: Recall
197) Managerial innovations are new forms of strategy, human resource systems, and managerial
practices that facilitate organizational change and adaptation.

67
Difficulty: 2
Page Ref: 589
Skill: Recall
198) Innovations can be classified as product innovations, process innovations, or managerial

innovations.
Difficulty: 2
Page Ref: 588
Skill: Recall
199) Job enrichment, participations, reengineering, and quality programs are examples of managerial
innovations.
Difficulty: 2
Page Ref: 589
Skill: Recall
200) Some idea champions feel compelled to engage in creative deviance.

Difficulty: 2
Page Ref: 591
Skill: Recall
201) Defying orders by management to stop working on a creative idea is known as creative
deviance.
Difficulty: 2
Page Ref: 591
Skill: Recall
202) Bootlegging funds from approved projects to some other project and camouflaging ones
creative work from management scrutiny are examples of creative deviance.
Difficulty: 2
Page Ref: 591
Skill: Applied
203) One of the most important and difficult changes that an organization can make is to change its
culture.
Difficulty: 1

68
Page Ref: 570

Skill: Recall
204) Crises are especially likely to stimulate unfreezing.

Difficulty: 1
Page Ref: 570
Skill: Recall
205) At the unfreezing stage, defence mechanisms might be activated to deny or rationalize the
signals that change is needed.
Difficulty: 2
Page Ref: 575
Skill: Recall
stages of change.
206) Surveys have the most beneficial effects when the results are reviewed with employees and
when action is taken in response to the survey.
Difficulty: 2
Page Ref: 581
Skill: Recall
207) Many change agents prefer that the manager of the working unit conduct the feedback meeting.
Difficulty: 2
Page Ref: 581
Skill: Recall
208) OD seems to work better for supervisors or managers than for blue-collar workers.
Difficulty: 3
Page Ref: 587
Skill: Recall
209) What are the three stages of change according to Lewin's model of the change process?
Briefly explain what happens at each stage.
Answer:
1) unfreezingthe recognition that some current state of affairs is unsatisfactory; 2) changethe
implementation of a program or plan to move the organization to a more satisfactory state; 3)

69
refreezingmaking newly developed behaviours, attitudes, or structures an enduring part of the

organization.
Diff: 1
Type: ES
Page Reference: 570
Skill: Recall
210) Why do organizational members often resist change? What can managers do to try to
overcome this resistance?
Answer:
Common reasons for resistance to change include politics and self-interest, low individual
tolerance for change, misunderstanding, lack of trust, different assessments of the situation, and
the presence of a resistant organizational culture. Management strategies which can help deal
with resistance include adopting a more supportive supervision style, co-opting reluctant
subordinates with desirable roles in the change process, offering special incentives for change,
improving communication to overcome misunderstandings, increasing employee involvement in
the change process to build commitment, and using transformational leadership.
Diff: 2
Type: ES
Page Reference: 575
Skill: Recall
211) What is organizational development (OD)? What are the main values and assumptions of
OD change agents? Briefly describe four OD strategies discussed in our text.
Answer:
Organizational development is a planned, ongoing effort to change organizations to be more
effective and more human. Traditionally, OD change agents held humanistic and democratic
values, promoting the self-actualization, trust, cooperation and open expression of feelings by all
organizational members. Recently, more attention has been focused on using OD practices to
improve organizational effectiveness. Several OD strategies are presented in the chapter
including team building, survey feedback, TQM, and reengineering. Additional OD strategies
which were introduced in earlier chapters include job enrichment, management by objectives, the
building of self-managed teams, and empowerment.
Diff: 2

70
Type: ES
Page Reference: 578
Skill: Recall
212) What is a hyper-turbulent environment? What industries do we usually associate with this
type of organizational environment? How do organizations with this type of environment
manage information in order to be ready for rapid change on an ongoing basis?
Answer:
A hyper-turbulent environment is one in which constant, unpredictable, and non-linear change is
the norm. Typically we can see this type of environment in the technology, nanotechnology, and
biotechnology industries (as well as in some others). Organizations in hyper-turbulent
environments face special challenges that require them to continuously acquire, assimilate, and
disseminate information so that they are ready for rapid change.
Diff: 3
Type: ES
Page Reference: 571
Skill: Recall
213) What is total quality management (TQM)? What are some of the tools used in TQM to
diagnose and solve quality problems? Do TQM programs always work for organizations?
Explain.
Answer:
TQM is a systematic attempt to achieve continuous improvement in the quality of an
organization's products and/or services. Some of the main tools used in TQM include flowcharts
of work processes, Pareto analysis, fishbone diagrams, and statistical process control. While
TQM efforts have been highly successful in some organizations, they have been met with
resistance and ultimate failure in others. One reason why TQM might not work is that the long-
term focus of TQM can be hard to maintain, especially if managers and employees expect radical
improvements in a short period of time. Another reason has to do with the timing of the TQM
program implementation. A number of organizations have tried to implement TQM programs
while they were engaged in radical restructuring or downsizing, and employees are less likely to
be receptive to calls for initiative and innovation when they are insecure about their jobs.
Diff: 3
Type: ES
Page Reference: 582

71
Skill: Recall
214) What is reengineering? What kinds of industries have benefited most from reengineering?
Describe some of the key practices which facilitate reengineering efforts in organizations.
Answer:
Reengineering is the radical redesign of organizational processes to achieve major improvements
in factors such as time, cost, quality, or service. Reengineering has been most beneficial and used
most extensively in industries where: 1) much creeping bureaucracy had set in; 2) large gains
were available with advanced technology; and 3) deregulation had led to increased competition.
Examples include insurance, banking, brokerage, and telecommunications industries. Some of
the key practices which facilitate reengineering efforts include redesigning and enriching jobs,
increasing use of teamwork, assigning work to the most logical people, removing unnecessary
controls, and exploiting advanced technology.
Diff: 2
Type: ES
Page Reference: 585
Skill: Recall
215) Explain the difference between product innovations, process innovations, and managerial
innovations, and give an example of each.
Answer:
Product innovations have a direct impact on the cost, quality, style, or availability of a product or
service. Examples include DVD, HDTV, and cellular telephones. Process innovations are new
ways of designing products, making products, or delivering services. Some examples are CAD,
TQM, and flexible manufacturing. Managerial innovations are new forms of strategy, structure,
human resource systems, and managerial practices that facilitate organizational change and
adaptation. Examples include job enrichment, participation, reengineering, and quality programs.
Diff: 3
Type: ES
Page Reference: 588
Skill: Recall

72
216) What makes a person creative? Can people be trained to become more creative? Explain.
Answer:
Research indicates that creative people possess the following qualities: 1) an excellent technical
understanding of their domain; 2) creative-relevant skills including a tolerance for ambiguity, the
ability to withhold early judgment, and an openness to new ideas and experiences; and 3)
generally good social skills but a below average need for social approval. Many creativity-related
skills can be improved through training techniques which improve divergent thinking (e.g.,
improvisation), and through the use of electronic brainstorming, nominal group technique, and
Delphi groups.
Diff: 3
Type: ES
Page Reference: 589
Skill: Recall
217) What is diffusion? What factors affect the rate of diffusion in organizations?
Answer:
Diffusion is the process by which innovations move through an organization. Factors which
determine the rate of diffusion in organizations include relative advantage, compatibility,
complexity, trialability, and observability. Adaptability is also important since innovations often
have to be custom-tailored to diffuse effectively. In combination, this suggests that there is
considerable advantage to thinking about how innovations are packaged and sold so as to
increase their chances of more widespread adoption.
Diff: 2
Type: ES
Page Reference: 594
Skill: Recall
218) Define organizational learning and describe the primary methods of organizational learning.
Answer:
Organizational learning refers to the process through which organizations acquire, develop, and
transfer knowledge throughout the organization. There are two primary methods of
organizational learning. Knowledge acquisition involves the acquisition, distribution, and
interpretation of knowledge that already exists but which is external to the organization.

73
Knowledge development involves the development of new knowledge that occurs in an

organization primarily through dialogue and experience.
Diff: 2
Type: ES
Page Reference: 571
Skill: Recall
organization.
219) Define a learning organization and describe the critical dimensions of a learning
organization.
Answer:
A learning organization is an organization that has systems and processes for creating, acquiring,
and transferring knowledge in order to modify and change its behaviour to reflect new
knowledge and insights. The four key dimensions that are critical for a learning organization are:
vision/support; culture; learning systems/dynamics; and knowledge management/infrastructure.
Diff: 2
Type: ES
Page Reference: 572
Skill: Recall
organization.
220) Discuss four specific factors that organizations can change. What factor is most important
for change and why?
Answer:
The text describes the following factors that organizations can change: goals and strategies,
technology, job design, structure, processes, culture, and people. Culture change is one of the
most important changes that an organization can make. In fact, culture change is so critical that
the main reason reported for the failure of organizational change programs is the failure to
change an organization's culture. Furthermore,, because organizational culture is known to be a
major factor in providing an organization with a competitive advantage and long-term
effectiveness, changing an organization's culture is considered to be a fundamental aspect of
organizational change.
Diff: 2
Type: ES
Page Reference: 569

74
Skill: Recall
Objective: 16.1 Explain environmental forces that motivate organizational change and describe
221) Discuss the factors that organizations can change and mention two important points about
the various areas in which organizations can introduce change.
Answer:
Organizations can change goals and strategies, technology, job design, structure, processes, and
culture. Two important points about the various areas in which organizations can introduce
change are as follows: First, a change in one area very often calls for changes in others. Failure
to recognize this systemic nature of change can lead to severe problems. Second, changes in
goals, strategies, technology, structure, process, job design, and culture almost always require
that organizations give serious attention to people changes. Necessary skills and favourable
attitudes should be fostered before these changes are introduced.
Diff: 2
Type: ES
Page Reference: 569
Skill: Recall
222) Discuss the effect of the perception of threat on change and the likelihood of inertia.
Answer:
Sometimes, when threat is perceived, organizations unfreeze, scan the environment for
solutions, and use the threat as a motivator for change. Other times, organizations seem
paralyzed by threat and behave rigidly, and exhibit extreme inertia. Inertia is likely to occur in
the absence of some investment of resources and some modification of routines and processes.
Diff: 3
Type: ES
Page Reference: 569
Skill: Recall
223) The Stinky Cheese Company has just undergone a major and complex change effort that
will require employees to work in self-managing teams. The VP of Human Resources is
concerned that the institutionalization of the change will be difficult. You have been hired as a

75
consultant to inform her of the factors that can inhibit institutionalization. What will you tell her
and recommend that she does to ensure that the change is institutionalized?
Answer:
The factors that can inhibit institutionalization include the following:
Promised extrinsic rewards might not be developed to accompany changes. Failure to develop
such rewards to accompany change can inhibit institutionalization. Similarly, intrinsic rewards
that might have accompanied initial changes might have created higher expectations and these
expectations need to be fulfilled. Institutionalization can also be damaged if new hires are not
carefully socialized to understand the unique environment of the changed organization. Thus
they need to be socialized accordingly. The change effort might backslide as turnover occurs and
key management supporters of the change effort might resign or be transferred. environmental
pressures such as decreased sales or profits can cause management to regress to more familiar
behaviours and abandon change efforts. Many of these problems can be overcome by careful
planning and goal setting during the diagnostic stage. It also suggests that continued efforts and
attention to the change program are required during the institutionalization process.
Diff: 3
Type: ES
Page Reference: 578
Skill: Applied
224) What does the knowing-doing gap refer to and why does it happen?
Answer:
It refers to the finding that many managers know what to do but have considerable trouble
implementing this knowledge in the form of action. It happens for a number of reasons including
the tendency for some organizational cultures to reward short-term talk rather than long-term
action. Thus, meetings, presentations, documentation, and mission statements take precedence
over action and experimentation. This is reinforced when mistrust permeates a firm, and
employees fear reprisals for mistakes. Many changes require cooperation between organizational
units, but many organizations foster internal competition that is not conducive to such
cooperation. When managers do manage to make changes, these changes sometimes fail because
techniques are adopted without understanding their underlying philosophy.
Diff: 3
Type: ES
Page Reference: 595
Skill: Recall

76
225) As a new member of the human resources department of ACME Insurance Company,
Ramona has been asked to help the organization learn how to use survey feedback. This is
something that is very new to the organization and Ramona has to explain to management what
survey feedback involves, and the critical decisions that must be made by the organization before
data are collected. What should Ramona tell management about survey feedback and the critical
decisions that need to be made?
Answer:
She should first tell them that survey feedback involves the collection of data from
organizational members and the provision of feedback about the results. In terms of the critical
decisions that must be made, she should mention the following:
-First, who should participate in the survey? It could be restricted to particular departments, jobs,
or organizational levels where problems exist, or it could cover the entire organization.
-Second, what questions should the survey ask? A pre-packaged standardized survey or a
custom-tailored survey can be used. Pre-packaged standardized surveys are carefully constructed
and permit comparisons with other organizations in which the survey has been conducted, but
there is some danger that pre-packaged surveys might neglect critical areas for specific
consideration.
-Finally, Ramona has to tell them how to provide feedback to employees. She should tell them
that feedback is most effective when it is presented to natural working units in face-to-face
meetings, and that change agents tend to prefer that the manager of the working unit conduct the
feedback meeting. This demonstrates management commitment and acceptance of the data. The
change agent attends the meeting and helps facilitate discussion of the data and plans for change.
Ramona might also mention that surveys have the most beneficial effects when the results are
reviewed with employees, and when action is taken in response to the survey.
Diff: 3
Type: ES
Page Reference: 581
Skill: Applied
226) The Bouncy Ball Company recently began using teams in the production of its bouncy
balls. At first things seemed to be working, but then a number of problems began to arise. Team
members were not always sure what they were supposed to be doing and they were having
trouble coordinating their efforts. As a result, the balls were not as bouncy as they were supposed
to be and many of them had to be scrapped. The company has decided to contact a consultant to
help them with team building. As the consultant, what will you tell the company about team
building and the team building process?
Answer:
You should tell them that team building is an effort to increase the effectiveness of work teams
by improving interpersonal processes, goal clarification, and role clarification. In terms of the
team building process, you should tell them that the process begins with a diagnostic session,

77
often away from the workplace, in which the team explores its current level of functioning. The
goal of this stage is to identify the current strengths and weaknesses of the team, and the ideal
outcome is a list of needed changes to improve team functioning. Subsequent sessions focus on
how to implement the changes and on problem solving by subgroups. As the change agent, you
might hold confidential interviews with team members to anticipate implementation problems.
Ideally, team building is a continuing process that involves regular diagnostic sessions and
further developmental exercises as needed.
Diff: 3
Type: ES
Page Reference: 580
Skill: Applied
227) Does organizational development work? What are the main conclusions reached by two
large-scale reviews of OD techniques?
Answer:
The two large-scale reviews reached the following conclusions: Most OD techniques have a
positive impact on productivity, job satisfaction, or other work attitudes. OD seems to work
better for supervisors or managers than for blue-collar workers. Changes that use more than one
technique seem to have more impact. Furthermore, there are great differences across sites in the
success of OD interventions. It is also worth noting that, while many studies have reported
positive changes following an OD effort, many studies have also reported no change.
Diff: 3
Type: ES
Page Reference: 587
Skill: Recall
228) Weak methodology is believed to have sometimes plagued research evaluations of the
success of OD interventions. What are some of the specific problems?
Answer:
OD efforts involve a complex series of changes, and so there is little evidence of exactly which
of these changes produce changes in processes or outcomes. Novelty effects or the fact that
participants receive special treatment might produce short-term gains that really do not persist
over time. Self-reports of changes after OD might involve unconscious attempts to please the
change agent, and organizations may be reluctant to publicize failures.

78
Diff: 3
Type: ES
Page Reference: 588
Skill: Recall

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1

Test Bank for Johns/Saks, Organizational Behaviour, Ninth Edition

1) Organizations in a ________ environment must generally exhibit more change to be effective

Copyright 2014 Pearson Canada Inc.

Copyright 2014 Pearson Canada Inc.

6) The diffusion of an innovation may be difficult to accomplish because

7) Which statement about environmental change, organizational change, and organizational

Copyright 2014 Pearson Canada Inc.

8) Which of the following is not generally an organizational change component of TQM?

Copyright 2014 Pearson Canada Inc.

10) Which organizational development technique makes extensive use of questionnaires or

12) Which of the following is considered to be a quality guru?

Copyright 2014 Pearson Canada Inc.

Copyright 2014 Pearson Canada Inc.

16) Which of the following statements concerning organizational development is false?

Copyright 2014 Pearson Canada Inc.

Copyright 2014 Pearson Canada Inc.

Copyright 2014 Pearson Canada Inc.

22) The text defined innovation as

23) The text defined creativity as

Copyright 2014 Pearson Canada Inc.

24) Louis is a gatekeeper in his organization. This means that he

25) As an idea champion, Alice

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c. Intrinsic motivation for the task at hand

27) Which factor does not stimulate the diffusion of an innovation?

28) Which of the following is not an example of a process innovation?

Copyright 2014 Pearson Canada Inc.

Page Reference: 589

Copyright 2014 Pearson Canada Inc.

Copyright 2014 Pearson Canada Inc.

e. resist change in the organization.

34) Idea champions

35) Research into OD efforts

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37) The usual sequence of innovation is:

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39) What is an example of a creativity-relevant skill?

40) Although creativity is not particularly responsive to ________, it is susceptible to ________.

Copyright 2014 Pearson Canada Inc.

42) Diffusion refers to

Copyright 2014 Pearson Canada Inc.

44) Unlike some other organizational change initiatives, TQM is

45) In recent years OD practitioners have developed greater concern for

Copyright 2014 Pearson Canada Inc.

46) The University of Michigan Survey of Organizations is not

Copyright 2014 Pearson Canada Inc.

50) What are the primary methods of organizational learning?

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b. Knowledge acquisition and knowledge innovation

51) What are the key dimensions of a learning organization?

52) Which of the following statements is most accurate?

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54) What effect does the perception of threat have on change?

Copyright 2014 Pearson Canada Inc.

56) When is inertia most likely to occur?

Copyright 2014 Pearson Canada Inc.

Copyright 2014 Pearson Canada Inc.

Copyright 2014 Pearson Canada Inc.

62) When will the gains from reengineering be greatest?

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64) The problem of creeping bureaucracy prompted interest in what OD strategy?

65) What does the knowing-doing gap refer to?

Copyright 2014 Pearson Canada Inc.

40) Although creativity is not particularly responsive to , it is susceptible to .