BA 350 ACTUAL 2026 EXAM QUESTIONS AND ANSWERS
GRADED A+
✔✔Resistance to change: - ✔✔Forms of Resistance to Change:
o Overt and Immediate
• Voicing complaints, engaging in job actions (easy to see)
o Implicit and Deferred
• Loss of employee loyalty and motivation, increased errors or mistakes, increased
absenteeism (harder to catch early on)
✔✔Individual resistance to Org. Change: - ✔✔-security
-fear of the unknown
-selective info processing
-habit
-economic factors
✔✔Organizational Resistance to Org. Change: - ✔✔-threat to expertise
-group inertia
-limited focus of change
-structural inertia
-threat to established resource allocations
-threat to established power relationships
✔✔Tactics for dealing with resistance to change: - ✔✔o Education and communication
o Participation
o Building support & commitment
o Implementing changes fairly
o Manipulation and cooptation
o Coercion
✔✔Approaches to Managing Organizational Change: - ✔✔Lewin's three-step model,
Kotter's 8 step plan for implementing change,
action research,
organizational development
✔✔Lewin's Three-step model: - ✔✔Lewin's Three-step model:
• (1) Unfreezing the Status Quo: Changing to overcome the pressures of both individual
and group resistance; o Restraining Forces (push downwards towards eq.): Forces that
hinder movement from the equilibrium (DOWN)
o Driving Forces (push upwards towards eq.): Forces that direct behavior away from the
Status Quo (UP)
• (2) Movement to a desired end state: A change process that transforms the
organization from the status quo→desire state
, • (3) Refreezing the new change to make it permanent: Stabilizing a change by
balancing driving and restraining forces. Change is short-lived if not refrozen
✔✔Kotter's 8 step plan for implementing change: - ✔✔Steps 1-4 relate to Unfreezing, 5-
7 relate to Movement, and 8 relates to Refreezing:
1. Establish Sense of Urgency by creating a compelling reason for why change is
needed.
2. Create a guiding Coalition with enough power to lead the change.
3. Create a new vision to direct the change and strategies for achieving the vision.
4. Communicate a the vision throughout the organization
5. Empower others to act on the vision by removing barriers to change and encouraging
risk-taking.
6. Plan for, create, and reward short-term "wins" that move the organization toward the
new vision.
7. Consolidate improvements, reassess changes, and make necessary adjustments to
new programs.
8. Reinforce the changes by demonstrating the relationship between new behaviors and
organizational success.
✔✔Action research: - ✔✔A change process based on systematic collection of data and
then selection of a change action based on what the analyzed data indicates. Benefits:
• Problem-focused rather than solution centered
• Heavy employee involvement reduces resistance
• 5 process Steps:
1. Diagnosis
2. Analysis
3. Feedback
4. Action
5. Evaluation
✔✔Organizational Development (OD): - ✔✔A collection of planned-change
interventions, built on humanistic-democratic values, that seeks to improve
organizational effectiveness and employee well being.
• Values:
1. Respect for people
2. Trust and support
3. Power equalization
4. Confrontation
5. Participation
techniques:
• Intergroup Development: OD efforts to change attitudes, stereotypes, and perceptions
that groups have of each other
• Team Building: High interaction among team members to increase trust and
openness.
GRADED A+
✔✔Resistance to change: - ✔✔Forms of Resistance to Change:
o Overt and Immediate
• Voicing complaints, engaging in job actions (easy to see)
o Implicit and Deferred
• Loss of employee loyalty and motivation, increased errors or mistakes, increased
absenteeism (harder to catch early on)
✔✔Individual resistance to Org. Change: - ✔✔-security
-fear of the unknown
-selective info processing
-habit
-economic factors
✔✔Organizational Resistance to Org. Change: - ✔✔-threat to expertise
-group inertia
-limited focus of change
-structural inertia
-threat to established resource allocations
-threat to established power relationships
✔✔Tactics for dealing with resistance to change: - ✔✔o Education and communication
o Participation
o Building support & commitment
o Implementing changes fairly
o Manipulation and cooptation
o Coercion
✔✔Approaches to Managing Organizational Change: - ✔✔Lewin's three-step model,
Kotter's 8 step plan for implementing change,
action research,
organizational development
✔✔Lewin's Three-step model: - ✔✔Lewin's Three-step model:
• (1) Unfreezing the Status Quo: Changing to overcome the pressures of both individual
and group resistance; o Restraining Forces (push downwards towards eq.): Forces that
hinder movement from the equilibrium (DOWN)
o Driving Forces (push upwards towards eq.): Forces that direct behavior away from the
Status Quo (UP)
• (2) Movement to a desired end state: A change process that transforms the
organization from the status quo→desire state
, • (3) Refreezing the new change to make it permanent: Stabilizing a change by
balancing driving and restraining forces. Change is short-lived if not refrozen
✔✔Kotter's 8 step plan for implementing change: - ✔✔Steps 1-4 relate to Unfreezing, 5-
7 relate to Movement, and 8 relates to Refreezing:
1. Establish Sense of Urgency by creating a compelling reason for why change is
needed.
2. Create a guiding Coalition with enough power to lead the change.
3. Create a new vision to direct the change and strategies for achieving the vision.
4. Communicate a the vision throughout the organization
5. Empower others to act on the vision by removing barriers to change and encouraging
risk-taking.
6. Plan for, create, and reward short-term "wins" that move the organization toward the
new vision.
7. Consolidate improvements, reassess changes, and make necessary adjustments to
new programs.
8. Reinforce the changes by demonstrating the relationship between new behaviors and
organizational success.
✔✔Action research: - ✔✔A change process based on systematic collection of data and
then selection of a change action based on what the analyzed data indicates. Benefits:
• Problem-focused rather than solution centered
• Heavy employee involvement reduces resistance
• 5 process Steps:
1. Diagnosis
2. Analysis
3. Feedback
4. Action
5. Evaluation
✔✔Organizational Development (OD): - ✔✔A collection of planned-change
interventions, built on humanistic-democratic values, that seeks to improve
organizational effectiveness and employee well being.
• Values:
1. Respect for people
2. Trust and support
3. Power equalization
4. Confrontation
5. Participation
techniques:
• Intergroup Development: OD efforts to change attitudes, stereotypes, and perceptions
that groups have of each other
• Team Building: High interaction among team members to increase trust and
openness.
