Organization Change: Theory & Practice, Third Edition Instructor’s Resources

W. Warner Burke

Test Bank for Organization Change Theory and

Practice 3rd Edition Burke 8132110145
9788132110149
Full download link at:
Test bank: https://testbankpack.com/p/test-bank-for-organization-change-theory-
and-practice-3rd-edition-burke-8132110145-9788132110149/
Chapter 06 Test Bank

Answer key is found at end of test.

Multiple Choice

1) “Training and development” is an example of organization change a which level?

A) Individual
B) Group
C) Larger system
D) It spans all levels of the organization

2) The most important subsystem within an organization is:

A) The individual
B) The primary work group
C) The reward system
D) None of the above

3) Change at the individual level:

A) Works only if changes are made concurrently at the larger system level
B) Can occur without necessarily triggering changes at other levels of the
organization
C) Is the primary focus of all organization change
D) None of the above

4) An insufficient sense of urgency is a resistance response to change at which level of

organization?
A) Individual level
B) Group level
C) Larger-system level
D) Executive level

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Organization Change: Theory & Practice, Third Edition Instructor’s Resources
W. Warner Burke

5) According to research, which of the following is the most effective in making a

positive change in executive performance?
A) Executive coaching
B) Multirater feedback
C) Multirater feedback combined with executive coaching
D) Coaching for skills

6) Feedback from executive coaches requires which of the following in order to be

effective in the context of an organization change initiative?
A) To be congruent with the organization change goals
B) To be congruent with the leader’s attitudes
C) To be congruent with the organization’s mission and values
D) To be congruent with the demands of the external environment

7) Resistance as a response to organization change is, in many cases, due to:

A) Losing the known and tried and true
B) Having to move into the unknown and untried
C) A lack of choice, because change was imposed on the employee
D) All of the above

8) An effective response to counter blind resistance to change is to:

A) Provide as much reassurance as possible and allow time to pass
B) Use coercive tactics
C) Strong persuasion backed with as much data, facts, and substance as possible
D) Negotiate and trade something of value for the perceived loss

9) An effective response to counter political resistance to change is to:

A) Provide as much reassurance as possible and allow time to pass
B) Use coercive tactics
C) Strong persuasion backed with as much data, facts, and substance as possible
D) Negotiate and trade something of value for the perceived loss

10) An effective response to counter ideological resistance is:

A) Provide as much reassurance as possible and allow time to pass
B) Use coercive tactics
C) Strong persuasion backed with as much data, facts, and substance as possible
D) Negotiate and trade something of value for the perceived loss

11) Highly cohesive teams are:

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Organization Change: Theory & Practice, Third Edition Instructor’s Resources
W. Warner Burke

A) Important to an overall change effort

B) Potentially detrimental to an overall change effort
C) Both A and B
D) Neither A nor B

12) Self-directed groups (a.k.a. self-managed groups) are found in:

A) Hierarchically-structured organizations
B) Flat-structured organizations
C) Evolutionary systems
D) Revolutionary systems

13) According to Burke, an effective strategy for helping work units embrace change is:
A) To tie making the change to a group-level monetary reward
B) To tie not making the change to some form of group-level punishment
C) To model the desired new behaviors at the top leadership level
D) To involve the group in planning and implementing the change effort

14) Which of the following is an example of group-level responses to organization

change?
A) Turf protection and competition
B) Closing ranks
C) Changing allegiances
D) All of the above

15) Using closure and participation to help facilitate change applies to the:
A) Individual level
B) Group level
C) Individual and group level
D) Larger-system level

16) Which of the following statements is true?

A) An organization change effort rarely begins all at once with the total system
B) An organization change effort always begins with the total system
C) An organization change effort always begins at the individual level
D) An organization change effort always begins at the group level

17) Changing the entire systems is a:

A) First order change
B) Second order change
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Organization Change: Theory & Practice, Third Edition Instructor’s Resources
W. Warner Burke

C) Third order change

D) Fourth order change

18) Large-group interventions and survey feedback are examples of:

A) Change focus
B) Change processes
C) Change phases
D) Orders of change

19) Larger-system change occurs, typically, as a result of:

A) Mergers and acquisitions
B) Strategic alliances
C) Joint ventures
D) All of the above

20) Which one of the following is false?

A) Organization members need time to mourn the old way of doing things in order
to reduce their resistance to implementing organization change
B) Change leaders should involve organization members in the process of planning
and implementing the change
C) Change leaders should never remove saboteurs from their jobs or the organization
because they need them to play devils advocates during change efforts
D) Change occurs differently at different levels of the organization

Short Answer

21) Resistance to change can take many forms. Name and describe three forms of
resistance to change at the individual level of organization, and three ways to help
individuals cope with organization change.

22) Where should an organization start a change effort if the needed change is determined
to be revolutionary? And if the needed change is determined to be evolutionary?

23) According to Burke and Biggart (1997), what are some of the necessary conditions
for a successful change effort when two different organizations join or merge?

24) According to Burke and Biggart (1997), what are some of the conditions that
contribute to the failure of mergers and acquisitions?

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Organization Change: Theory & Practice, Third Edition Instructor’s Resources
W. Warner Burke

Chapter 6 Answer Key

1) A
2) B
3) B
4) C
5) C
6) A
7) D
8) A
9) D
10) C
11) C
12) B
13) D
14) D
15) C
16) A
17) C
18) B
19) D
20) C

21) Blind resistance to change refers to a fear to or intolerance of change—just because

they don’t like the idea of change. Political resistance to change occurs when people
believe that they are losing their power base, status, job, income, or something else of
status value. Ideological resistance to change refers to people who truly believe that there
is something wrong with the change initiative. One way of helping them cope is
conceptually: give them a way of thinking about what they are experiencing, such as
letting go of the old and looking forward to what they can gain by the new. Another
coping mechanism is to achieve closure, perhaps through a ceremony, such as a mock
funeral. A third way to help them cope with change is to get them involved in planning
and implementing the change.

22) For revolutionary change, the focus should start with big picture, transformation
issues, such as the reason for the organization’s existence, its purpose, mission, strategy
and leadership. If the needed change is evolutionary, the change effort should start with
transactional issues: organizational design and structure, information systems, and
management practices, for example.
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Organization Change: Theory & Practice, Third Edition Instructor’s Resources
W. Warner Burke

23) Having a superordinate goal; a balance of power, expertise, and status; creating
mutual gain; having a committed leader; aligning the reward systems; respecting
differences; achieving equity; having realistic assumptions about what can be
accomplished in a particular timeframe; and having good luck.

24) Insufficient clarity about goals and how to measure progress toward the goals; an
imbalance of power and control between the two organizations when they merged or
joined; an imbalance of expertise, status, or prestige between the parties; overconfident
and unrealistic ideas about future success of the relationship; lack of a contingency plan;
and lack of perceived equity.