1. When a new NBA team approached the city to build a venue for them to play in, the city agreed but with the requirement that the team stay in the city for at least 25 years and pay $1 million in rent each year for the entirety of the contract. The NBA team declined the contract and found another city who agreed to a 15-year deal. What type of organizational resistance did the team encounter?

A. interorganizational agreements

B. organizational culture

C. organization design

D. resource limitations

2. In Learning from Experience: Prior to Mary Barra joining GM as CEO, the company had taken drastic measures to compensate consumers because of a flaw in the ignition systems of some of their cars.

True

False

3. An accurate diagnosis of organizational problems and functioning should only be completed after organizational change has been incorporated.

True

False

4. Marel knew she should hire more people for the holiday rush, but she didn't have the financial backing to do it. What type of organizational resistance is Marel facing?

A. organization design

B. organizational culture

C. interorganizational agreements

D. resource limitations

5. The key source of energy in an effective change program must come from

A. the organization's members.

B. a third party.

C. customers.

D. competitive forces.

6. Characteristics of a person's personality may make that person resistant to change.

True

False

7. Lewin's three-stage model and Kotter's eight-stage model are used by organizations to

A. demonstrate organizational resistance.

B. create an organizational hierarchy.

C. implement planned change.

D. collect raw data.

8. Fifteen people have left Kent's company in the last three months; he decides to send out an employee satisfaction survey to learn more about his employees' feelings toward their jobs. Which aspect of organizational diagnosis is Kent using?

A. collecting data

B. drawing conclusions

C. analyzing data

D. implementing change

9. Union contracts and labor negotiations are examples of agreements that can restrain an organization's actions.

True

False

10. In Diversity Competency: One goal of the diversity program at United Technologies is to make all associates feel valued.

True

False

11. The organizational development approach focuses on improving technology and manufacturing abilities.

True

False

12. Individual readiness for change should be assessed by understanding the degree of employee satisfaction with the status quo and

A. the potential resistance from outside sources.

B. the organization's policy for employee development.

C. the perceived personal risk involved in changing it.

D. the financial impact of change.

13. The moving stage of Lewin's Model involves reducing those forces that are maintaining the organization's behavior at the present level.

True

False

14. Jaxon feels the best way to turn the company around is to provide managers with more opportunities to identify and resolve issues, which will help them feel more emotionally committed to the success of the firm. Which type of organizational change is Jaxon suggesting?

A. organizational development

B. economic

C. political

D. diversity training

15. In Change Competency: According to Gregg Steinhafel, former CEO of Target, the company wants to be known as the king that delivers

A. logistics with enough muscle to force vendors to lower their prices.

B. a great experience and exciting, unique products.

C. cost savings above all else.

D. a fun shopping environment.

16. Cameron was surprised when the head of the company announced that his division would soon have another department head. Cameron had always been the only one in charge of the department and he wondered if the company didn't like how he ran things. What is the reason for Cameron's resistance to change?

A. threat to power

B. perceptions

C. economic reasons

D. personality

17. The first step in organizational diagnosis is to

A. collect data about current operations.

B. make a diagnosis about the problem.

C. analyze data about current operations.

D. draw conclusions about potential change.

18. Thomas Friedman considers the _____ an important global force that leaders faced in the late 20th and early 21st century.

A. Great Depression

B. fall of the Berlin Wall

C. invention of electricity

D. advent of the automobile

19. Casey lacks self-assurance and when her boss asked her to decide which of the ten products they would sell for the holiday, she constantly asked him questions about the products and tried to gauge his opinions before she gave hers. What is the reason for Casey's resistance to change?

A. habit

B. perceptions

C. threat to power

D. personality

20. Taylor is pleased with the way the company develops individual talent and doesn't think he can find another company with the same ideals. Taylor's readiness for change is BEST characterized as

A. radical.

B. low.

C. inevitable.

D. high.

21. Maddie tends to go along with the group instead of voicing her thoughts about how to change things at the company. Maddie demonstrates _____ resistance.

A. covert

B. active

C. passive

D. overt

22. All of these are practices that can help reduce resistance to change within a company EXCEPT

A. engaging employees in the change program.

B. encouraging management to constantly foster change.

C. creating new organizational designs and cultures to empower employees.

D. helping employees reframe change program to benefit them.

23. Lean In circles were inspired by the 2013 bookLean Inand are social networks that focus on

A. helping individuals relying less on each other and more on themselves.

B. encouraging women to work their way up into leadership roles.

C. bringing companies together to work toward a better environment.

D. incorporating face-to-face time in the workplace.

24. In the economic approach to organizational change, the change is driven

A. from the bottom-up.

B. along parallel lines.

C. from within.

D. from the top-down.