British Columbia Institute of Technology

BUSA 1305

Chapter 15 Change Management

1)A person who acts as a catalyst and assumes the responsibility for overseeing the change process is known as:

1. 1. An innovator
   2. A change agent
   3. An organizational development psychologist
   4. A reorganizational specialist
   5. A catalyst

2.                                                               is the process of making systematic change in an organization.
   1. Organization development
   2. Strategic planning

1. 3. A merger
   4. Restructuring
   5. Reorganization

3.                                                     is an alteration of an organization's environment, structure, technology, or people.
   1. Reorganization
   2. Restructuring
   3. Downsizing
   4. Change
   5. Modification

4. Which of the following is NOT an example of an external force that creates a need for change?
   1. Government regulations
   2. Technology
   3. Economic forces
   4. Marketplace
   5. Long-range planning

5.                                          is an example of an internal force that creates a need for change.
   1. Government regulations
   2. Technology
   3. Economic forces
   4. Workforce composition
   5. The marketplace

6. A model that allows for successful change by requiring unfreezing of the status quo (equilibrium state), changing to a new state, and refreezing the new change to make it permanent is known as:
   1. Organizational redevelopment
   2. Restructuring
   3. Change process
   4. Downsizing

1. 5. Rightsizing

7. To move from equilibrium or status quo,                                      is necessary.
   1. communication
   2. freezing
   3. change management
   4. immediate implementation
   5. unfreezing

8.                                          is the step in which we stabilize the new situation by balancing the driving and restraining forces.
   1. Unfreezing
   2. Solidifying
   3. Refreezing
   4. Strengthening
   5. Freezing

9. Mere introduction of change does not ensure that it will take hold. The new situation needs to be

                                        so it can be sustained over time.

1. 1. refrozen
   2. communicated
   3. unfrozen
   4. implemented
   5. evaluated

10. The three-step process that treats change as a break in the organization’s equilibrium state describes:
    1. The non-traditional view of change
    2. The contemporary view of change
    3. The traditional view of restructuring
    4. The traditional view of change
    5. The non-traditional view of reorganization

11. The view that realizes environments are both uncertain and dynamic describes:
    1. The non-traditional view of change
    2. The contemporary view of change
    3. The traditional view of restructuring
    4. The traditional view of change
    5. The non-traditional view of reorganization

12. A growing number of supervisors are coming to accept that stability and predictability of the

                                        may not exist.

1. 1. non-traditional view of change
   2. change process
   3. quality management process
   4. traditional view of change
   5. performance improvement process

13. Many of today’s supervisors face constant change                                      .
    1. which is depressing
    2. which causes employee turnover
    3. resulting in unionization
    4. causing employee unrest
    5. bordering on chaos

14. Changes within an organization need a catalyst. How can supervisors serve as change agents? Can anyone be a change agent?

15. Resistance to change surfaces in many forms. Of the following, which is NOT one of the typical ways change surfaces?

1. Assertive
2. Overt
3. Implicit
4. Immediate
5. Deferred.

16. It is easiest for supervisors to deal with resistance when it is                        and immediate.
    1. widespread
    2. overt
    3. quick
    4. communicated
    5. covert

17. Changes in organizational policies and practices may threaten the expertise of

                                                             .

1. 1. middle-level managers
   2. non-specialized groups and departments
   3. administrative staff
   4. specialized groups and departments.
   5. senior-level managers

18. Individuals often hear what they want to hear and ignore information that challenges the world they’ve created. This is known as                                                             .
    1. selective perception
    2. reactive perception
    3. delusion
    4. selective understanding
    5. the contrast effect

19. People resist change for a number of reasons. Of the following, which is NOT one of the typical reasons people resist change?
    1. Fear of the unknown
    2. Threat to established power relationships
    3. Selective recall
    4. Habit
    5. Threat to expertise

20. Resistance to change surfaces in many forms, and it can be overt, implicit, immediate, or deferred. When is it easiest for supervisors to deal with resistance to change? What conditions are more challenging for supervisors?

21. Of the following, which is NOT a technique to overcome resistance to change?
    1. Build trust
    2. Provide incentives
    3. Hire change management consultants
    4. Involve employees
    5. Open channels of communication

22. Which of the following takes a long time to develop, is fragile, and can be easily destroyed, but is essential to help overcome resistance to change?
    1. Sympathy
    2. Trust

1. 3. Communication
   4. Cooperation
   5. Empathy

23. Which of the following is helpful in reducing the threats created by ambiguity?.
    1. Employee involvement
    2. Offering incentives
    3. Building trust
    4. Changing attitudes
    5. Opening communication channels

24. When the grapevine is active with rumors of cutbacks and layoffs,                                                                of the true facts can be a calming force.
    1. frequent communication
    2. explanation
    3. email and verbal communication
    4. non- ambiguous communication
    5. honest and open communication

25. Layoffs can become opportunities for those who remain. Of the following, which is NOT an incentive for employees to understand that supporting change is in their best interests?
    1. Pay increase
    2. New title
    3. Flexible work hours
    4. Reduced responsibility
    5. Job redesign

26. Resistance to change can be reduced through communication with employees to help them

                                                .

1. 1. adapt to change
   2. see the logic of the change
   3. modify their behaviors
   4. get additional training

1. 5. understand job redesign

27. Briefly discuss why is it important for supervisors to involve employees in the process of change?

28. “I hate my job.” “My boss is insensitive to women.” “I think the medical products we’re producing make a real difference in people’s lives,” are examples of                                                         
    1. office gossip
    2. negativism
    3. employee dissatisfaction
    4. attitudes
    5. perceptions of reality

29. Of the following items, which is NOT one of those ways supervisors can attempt to change negative employee attitudes?
    1. Determine what sustains the negative attitude
    2. Ask employee to suggest new alternative attitudes
    3. Identify the attitude the supervisor wants to change
    4. Reinforce and support the new attitude
    5. Unfreeze the attitude

30. It is important to                                                    
    1. explain why the attitude is wrong
    2. determine what sustains the attitude
    3. unfreeze the attitude
    4. offer an alternative attitude
    5. support the attitude

31. List the steps a supervisor can take to change negative employee attitudes.

32. When managers talk about changing an organization to make it more creative, they usually mean that they want to                                                    .
    1. reorganize the corporation
    2. stimulate innovation
    3. find strategic partners
    4. be acquired
    5. stimulate research and development

33.                                               is the ability to combine ideas in a unique way or to make unusual associations between ideas.
    1. Novel thinking
    2. Disruption
    3. Innovation
    4. Creativity
    5. Vision

34.                                                  is the process of turning a creative idea into a useful product, service, or method of operation.
    1. Prototyping
    2. Innovation
    3. Engineering
    4. Innovation
    5. Creativity

35. The                                                     is characterized by the ability to channel its creative juices into useful outcomes.
    1. productive company

1. 2. ability to build a world-class organization
   3. innovative organization
   4. creative company
   5. financially successful organization

36. Of the following, which is NOT one of the elements of the four-fold process of creativity?
    1. Innovative thinking
    2. Incubation
    3. Disruptive thinking
    4. Perception
    5. Inspiration

37.                                               is the process of sitting on an idea and using the time to collect massive data that may be stored, retrieved, studied, reshaped, and molded into something new.
    1. Incubation
    2. Acceleration
    3. Stimulation
    4. Processing
    5. Innovation
38. A part of the creative process,                                           . is the moment when all prior efforts come together successfully.
    1. epiphany
    2. inspiration
    3. incubation
    4. perception
    5. stimulation

39.                                       involves taking that inspiration and turning it into a useful product, service, or way of doing things.
    1. Ideation
    2. Incubation
    3. Innovation

1. 4. Disruption
   5. Product realization

40.                                      describes innovations in products, services or processes that radically change an industry’s rules of the game.
    1. Product development
    2. Breakthrough creativity
    3. Ideation
    4. Product realization
    5. Disruptive innovation

41. Things such as the introduction of the high-definition television, back-up cameras on cars, fingerprint technology on smart-phones, or Double Stuf Oreos are examples of:
    1. Product realization
    2. Disruptive innovation
    3. Ideation
    4. Sustaining innovation
    5. Creative innovation

42. What is the role of smaller companies in disruptive innovation? What is the difference between disruptive innovation and sustaining innovation?

43. Innovation is positively influenced by                                                            ..
    1. formalized structures
    2. creative workgroups
    3. diverse cultural teams

1. 4. including women as part of the workgroup
   5. less formalized structures

44. Less formalized structures positively influence innovation. Of the following, which is NOT a characteristic that makes the adoption of innovations easier?
    1. Lower work specialization
    2. Plentiful resources
    3. Less bureaucratic
    4. Inexpensive labor
    5. Fewer rules

45. For a number of reasons, innovative organizations facilitate the flexibility, adaptation, and cross- fertilization that                                                        .
    1. make the adoption of innovations easier
    2. fosters product adoption
    3. makes recruitment of talented staff easier
    4. makes the environment more fun and creative
    5. attracts a high level of research and development efforts

46. Of the following, which is a characteristic of an innovative work culture?

1. Acceptance of ambiguity
2. Less tolerance of the impractical
3. High external controls
4. Focus on the means rather than the end
5. Closed systems focus

47.                                  is a cultural characteristic in which the organization closely monitors the environment and responds rapidly to changes as they occur.
    1. Project management and planning
    2. Environmental monitoring
    3. SWOT analysis
    4. Open systems focus