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1)One of the biggest determinants of resistance during the unfreezing stage of the change process is the level of uncertainty associated with the change

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1)One of the biggest determinants of resistance during the unfreezing stage of the change process is the level of uncertainty associated with the change.

2. Changes in a firm's processes and procedures often come about because of earlier changes in the organization's strategy or structure.
3. It is crucial to make an accurate assessment of the strength of the forces behind the need for change.
4. The organizational development approach to change has a strong behavioral and people orientation
5. The fact that making changes is a costly process puts a premium on not making changes if the costs outweigh the potential benefits.
6. Change is typically stimulated when something is anticipated to change or actually changes in the environment.
7. The fundamental assumption about organizations in the organizational development (OD) approach is that they are systems composed of interdependent parts.
8. Inertia, mistrust, and lack of information can cause problems during the movement stage of the change process.
9. Managers usually choose slow rates of change for determining who can keep up to the organization's goals and who cannot
10. When the economy weakens, most companies consider adding new services or products
11. The  line managers at Harmony Corp. believe that the introduction of the customer care hotline facility has been a huge mistake. They are overwhelmed by the number of complaints that come in each day, most of which are due to faulty usage and not faulty products. The top executives at Harmony believe that the hotline will prove its worth over time. What inference can be drawn from this scenario?
12. Which of the following is true of Lewin's concept of refreezing as the third phase of the change process?        
13. Due to the rise in the rates of obesity and lifestyle diseases like diabetes and hypertension, many people have begun opting for healthier diets. This has taken a toll on the fast food and beverage industry. This is an example of which of the following external forces of change?
14. The organizational development approach has its roots in ________.
15. Which of the following is the most effective way to bring about a change?
16.  A farming goods supply company observes that recent low rainfall over much of the area that it services has resulted in a significant drop in sales. Management decides to change the thrust of their strategy from sales of tractors, harvesters and other such equipment to piping, pumps, sprinklers, and irrigation supplies. Which of the following statements would most accurately direct the rate and need for this change?
17. Which of the following is the most people-oriented change focus used within an organization?
18. In early 2007, Cadbury Schweppes announced its intention to separate its U.S. beverage division from its core confectionery business. In this case, Cadbury Schweppes was focusing on ________.
19. Within the context of force field analysis, ________ is a driving force of change
20. A company is suffering sales setbacks because a competitor has launched an identical product in the market. The company decides to improve its product design by adding additional features that would differentiate its offerings from those of the competitors. In this example, the focus of change is ________
21. When used as an OD intervention technique, ________ improve understanding of and relationships with others in the organization
22. Which of the following changes is common at the intermediate level of an organization?
23. Which of the following defines depth of reengineering?
24. According to the force field analysis, equilibrium occurs when ________ of change are balanced with ________ of change resulting in a relatively steady state.
25. Which of the following is an internal force of change for a company?