Pretest: A Self-

Assessment of
Change Management
Knowledge
The following pretest should be completed before reading the
book. It was designed to stimulate the reader’s interest and to mea-
sure his or her level of knowledge of the concepts and principles that
are described in the book. Before reading the book, answer each item
with A to indicate that you agree or D to indicate that you disagree
with the statement. The test should be scored by using the author’s
answers that are found on page 177.
This same test is found on page 173, as a posttest to be completed
after reading the book. This should also be scored by comparing the
answers given on page 177. A comparison of pretest and posttest
scores and responses will give some indication of the amount of learn-
ing that has taken place by reading the book. Incorrect responses on
the posttest will challenge the reader to take another look at certain
parts of the book.
In analyzing responses and scores, it is important to recognize that
the answers are not “true” or “false.” Rather, the “agree” or “dis-
agree” responses demonstrate that the “correct” answers are the
opinions of the author based on his experience, education, and phi-
losophy.

xv
xvi M A N A G I NC
GH A N G EE F F E C T I V E L Y

PRETEST
Insert A (agree) or D (disagree) in front of each question to indicate
your opinion.
1. Your boss has decided on a change that you feel would be
a mistake. You should go ahead and implement it without
challenging it.
2. Managers should constantly be looking for changes that
will improve department efficiency andlor morale.
3.If you are promoted to a management job, you should
make the job different than it was under your predecessor.
4. “You can’t argue with success.’’
5. People doing a particular job are one of the best sources of
ideas to improve that job.
6.Very few people in any department have any ideas to
improve the effectiveness of the department or the organi-
zation.
7. In order to get a large number of suggestions from people,
you must give money or prizes for ideas that are accepted
and implemented.
8. Managers should freely suggest changes to managers in
other departments.
9. Most managers would welcome ideas and suggestions
from people in other departments.
10. Managers should welcome ideas and suggestions from all
sources.
11. If you think a change should be made in your department,
you should always ask your boss for approval before mak-
ing the change.
12. If changes do not have any impact on other departments,
you should implement the changes without bothering to
clear them with your boss.
13. If a change doesn’t cost any money, you should implement
it without bothering to clear it with your boss.
14.The style of leadership of the boss is the most important
factor to consider when managers are trying to decide
whether to recommend or initiate a change.
15. Bosses and subordinates should have an understanding
regarding the kinds of changes that can be implemented by
the subordinate without getting prior approval from the boss.
 PRETEST xvii

16. You should encourage your subordinates to try out any

changes that they feel should be made.
17. If your boss says no to a change you’ve recommended, you
should forget about it.
18. The quality of a decision based on facts and logic is more
important than the acceptance of those who must carry it
out.
19. Changes based on facts and logic can be sabotaged, inten-
tionally or not, by persons affected by the change.
20. If you are planning to make a radical change in your
department, you should secretly gather facts, prepare your
final plans, and sell those people affected on the basis of
facts and logic.
21. In order to save time and be decisive, a manager should
make decisions regarding change without seeking input
from subordinates.
22. Decisions to change should be based on opinions as well as
facts.
23. Managers should always maintain the authority to make the
final decision when they ask for input from subordinates.
24. If subordinates participate in the decision to make a change,
they are usually more enthusiastic in carrying it out.
25. If a change has been implemented and it isn’t working out
as expected, the change should be rescinded and the old
way should be reinstated.
26. You’ve decided on a change and announced it. You then
receive more data and now know it’s a mistake. You
should retract the decision and apologize for the mistake.
27. When you’ve decided on a change and announced it to
your subordinates, you should never retract it-even if it is
not well received.
28. People with negative attitudes toward change should be
encouraged to quit.
29. If one subordinate enthusiastically resists a change, you
should clamp down hard on that person so the other sub-
ordinates won’t do the same.
30. People will automatically accept changes decided on by
experts.
31. You should tell your subordinates as far in advance as
practical about a change that will affect them
xviii M A N A G I NCGH A N G EE ~ F E C T I V E L Y

32.People should be informed in advance of unpleasant

changes, as well as pleasant changes.
33. If a change is going to be resisted no matter what you do,
there is no point in communicating the reasons for the
change.
34. If a change is going to result in the termination of one or
more people, this should be made clear before the change
is implemented.
35. You should do everything you can to find other jobs for
people whose jobs are eliminated by a change.
36. It’s a good idea to sell a change to the natural leader
among your subordinates before trying to sell it to others.
37. It is usually better to communicate with a group concerning
a change rather than to talk to each person individually.
38. Explaining the reasons for a change will always turn resis-
tance into acceptance.
39. Logical explanation by a manager will not be accepted if
the feelings of the subordinates are ignored.
40. If a change is introduced at the right time, by the right per-
son, in the right manner, it will always be accepted.
41. People who don’t understand the reasons for a change will
always resist it.
42. People are always anxious to move from an old office to a
new one.
43. People are always anxious to have new equipment to work
with.
44. Some people are not anxious to be promoted to a job with
more responsibility.
45. One of the most frequent reasons why employees resent
andor resist change is the fear that they might lose something.
46. The timing of a change can be very important in its accep-
tance.
47. Before making a change, managers should determine to
what extent subordinates will accept the change.
48. Once you’ve decided on a change, you should implement it
immediately.
49. Most people will accept a change if managers explain that
the change is necessary for the survival of the organization.
50. When a change has been decided on, it is a good idea to get
subordinates involved in helping you implement the change.