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CHAPTER 16- MANAGING PERSONAL AND ORGANIZATIONAL CHANGE. All Answers

CHAPTER 16- MANAGING PERSONAL AND ORGANIZATIONAL CHANGE TRUE/FALSE 1. Many people understand that cold, hard facts are not enough to convince someone to change. ANS: F PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Discover Knowledge KEY: Bloom's: Comprehension 2. Changing the behavior of people is just as big a challenge in businesses, non-profit organizations, and government agencies as it is in the health-care system. ANS: T PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Face the Facts: People Have a Hard Time Changing KEY: Bloom's: Comprehension 3. A manager can help an employee accept change by helping that person deal with the emotions associated with the ending and the sense of loss. ANS: T PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Face the Facts: People Have a Hard Time Changing KEY: Bloom's: Comprehension 4. Ineffective leaders of social movements are highly skilled at giving people hope and faith that change is possible. ANS: F PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Learn the Keys to Helping Individuals Change KEY: Bloom's: Knowledge 5. When an individual is attempting significant behavioral change, it is helpful to understand that the mind and body go through stages. ANS: T PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Recognize the Stages of Personal Change KEY: Bloom's: Comprehension 6. Many people wanting to change can spend a significant amount of time, even many years, in precontemplation. ANS: F PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Recognize the Stages of Personal Change KEY: Bloom's: Comprehension 7. Rather than looking at a situation from the viewpoint of what is wrong and who is to blame for it, appreciative inquiry takes a more negative approach. ANS: F PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Changing the Team or Organization KEY: Bloom's: Analysis 8. Managers need a systematic checklist to follow that keeps team and organizational efforts moving in the right direction. ANS: T PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Changing the Team or Organization KEY: Bloom's: Comprehension 9. The target of change is the individual or group that wants the behavioral change to happen. ANS: F PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Effective Techniques Used by Change Managers KEY: Bloom's: Knowledge 10. One of your most important challenges as a manager will be to keep people focused on adaptive change to meet the demands of a turbulent and rapidly changing world. ANS: T PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Strive to Create a Learning Organization KEY: Bloom's: Analysis MULTIPLE CHOICE 1. The brutal reality is that, for most people, _____ is remarkably difficult. a. working c. meeting new people b. change d. criticism ANS: B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Discover Knowledge KEY: Bloom's: Comprehension 2. What does changing behavior always depend on? a. changing people’s emotions about the situation b. changing pay scales c. negativity bias d. training and education ANS: A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Face the Facts: People Have a Hard Time Changing KEY: Bloom's: Comprehension 3. People have to ________ and emotionally let go of the old before they can embrace the new. a. physically c. psychologically b. traditionally d. none of these ANS: C PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Face the Facts: People Have a Hard Time Changing KEY: Bloom's: Comprehension 4. In organizations, changes in job design, technology, or structure may mean that some people will no longer have the same type of _____ or ____ they once had. a. tasks, environment c. office, desk b. parking spot, assistant d. power, prestige ANS: D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Face the Facts: People Have a Hard Time Changing KEY: Bloom's: Analysis 5. What type of reaction might you expect from an individual when changes are imposed from outside? a. no reaction c. positive reaction b. slight reaction d. strong, emotional reaction ANS: D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Face the Facts: People Have a Hard Time Changing KEY: Bloom's: Analysis 6. Employees might worry that a change in work procedures will mean an end to ________ among their work group. a. camaraderie c. snack time b. naps d. socializing ANS: A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Face the Facts: People Have a Hard Time Changing KEY: Bloom's: Comprehension 7. Managers who try to bypass the first four stages of grief and get people to accept changes without grieving the endings often _______. a. succeed in their change efforts c. fail in their change efforts b. do nothing d. all of these ANS: C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Face the Facts: People Have a Hard Time Changing KEY: Bloom's: Analysis 8. What doesn’t a new beginning necessarily mean? a. The change is accomplished. c. both of these b. There will be backsliding. d. neither of these ANS: A PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Face the Facts: People Have a Hard Time Changing KEY: Bloom's: Analysis 9. What does a new beginning mean? a. People have dealt with the losses/endings of the old situation. b. People are angry and tired. c. People are ready for something fresh, new, and hopeful. d. none of these ANS: C PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Face the Facts: People Have a Hard Time Changing KEY: Bloom's: Knowledge 10. What is/are the key(s) to changing thinking and behavior? a. positive emotional attractor c. repetition of new behaviors b. supportive relationships d. all of these ANS: D PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Learn the Keys to Helping Individuals Change KEY: Bloom's: Synthesis 11. __________ awakens an individual’s hopes and dreams about the future, about possibilities of what could be, rather than focusing on trying to “fix” weaknesses or shortcomings. a. A positive emotional attractor c. Repetitive behavior b. A supportive relationship d. Optimism ANS: A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Learn the Keys to Helping Individuals Change KEY: Bloom's: Analysis 12. People learn and change because they _____ to, not because they _____ to. a. want, ought c. ought, want b. are trying, are being paid d. want, are being forced ANS: A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Learn the Keys to Helping Individuals Change KEY: Bloom's: Analysis 13. What key to changing our thinking and behavior involves establishing new, emotional relationships with people that give you hope, make you believe that you can change, and inspire you with the expectation that change will happen? a. positive emotional attractor c. repetition b. support system d. capital thinking ANS: B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Learn the Keys to Helping Individuals Change KEY: Bloom's: Comprehension 14. When Sheree introduced a new invoicing system in her office, she calmed everyone’s fears by inviting all of the users to practice using the new system repeatedly for a month before actually transitioning to using the new system full time. What did Sheree use to help everyone deal with the change? a. Positive emotional attractor c. Repetition b. Support system d. Capital thinking ANS: C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Learn the Keys to Helping Individuals Change KEY: Bloom's: Application 15. Which key helps people learn and practice the new skills and habits needed to change? a. repetition c. behavioral b. support system d. positive emotional attractor ANS: B PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Learn the Keys to Helping Individuals Change KEY: Bloom's: Analysis 16. Dalton just started a new job, and he’s been late to work five of his first seven shifts. When his supervisor pulled him aside to explain why this was a problem, Dalton became angry and said he couldn’t help it. What stage is Dalton in? a. contemplation c. precontemplation b. maintenance d. action ANS: C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Recognize the Stages of Personal Change KEY: Bloom's: Application 17. In what stage do people admit there is a problem but are not ready to do anything about it? a. preparation c. precontemplation b. contemplation d. active ANS: B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Recognize the Stages of Personal Change KEY: Bloom's: Comprehension 18. Which stage do people make a commitment to change? a. preparation c. maintenance b. contemplation d. active ANS: A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Recognize the Stages of Personal Change KEY: Bloom's: Comprehension 19. This is typically the shortest of the change stages, during which people consciously attempt to change their habits: a. contemplation c. maintenance b. preparation d. action ANS: D PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Recognize the Stages of Personal Change KEY: Bloom's: Comprehension 20. About six weeks ago, Annie decided to start living a healthier lifestyle. She’s feeling great, but she misses spending time with her friends over pizzas, chicken wings, and beers. So instead she’s now inviting her friends to join her for walks, bike rides, and other active outings. Which of the following best describes Annie’s current situation? a. Contemplation c. maintenance b. Precontemplation d. action ANS: C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Recognize the Stages of Personal Change KEY: Bloom's: Application 21. Where should the need for change come from? a. the individual c. the imposer b. the manager d. the CEO ANS: A PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Recognize the Stages of Personal Change KEY: Bloom's: Synthesis 22. At what stage is the danger of relapsing to old ways present? a. maintenance c. action b. preparation d. contemplation ANS: A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Recognize the Stages of Personal Change KEY: Bloom's: Comprehension 23. _______ engages individuals, teams, or the entire organization in creating change by reinforcing positive messages and focusing on learning from success. a. Affirmation c. Direct relationship b. Appreciate inquiry d. none of these ANS: B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Changing the Team or Organization KEY: Bloom's: Knowledge 24. How can appreciative inquiry accelerate large-scale organizational change? a. By leading the change. b. By appropriately framing a topic. c. By positively engaging a large group of people in the change process. d. none of these ANS: C PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Changing the Team or Organization KEY: Bloom's: Synthesis 25. Robbie and Becca are planning to start a web design business together. They have high hopes for their success because of Robbie’s expertise in marketing and Becca’s web design experience. What stage are Robbie and Becca in? a. design stage c. destiny stage b. dream stage d. discovery stage ANS: B PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Changing the Team or Organization KEY: Bloom's: Application 26. The key is to frame the issue in a positive way and keep people focused on ______ rather than looking at what went wrong. a. assumptions c. improvement b. attitudes d. conflict ANS: C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Changing the Team or Organization KEY: Bloom's: Application 27. What should you do to be effective managing change? a. Communicate the urgency for change in a way that touches people’s emotions. b. Be forceful and aggressive with the need for change. c. Create conflicts and problems so that the change is implemented. d. Be passive and let the change happen without really helping. ANS: A PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Changing the Team or Organization KEY: Bloom's: Synthesis 28. For successful change, reach out to others in the organization and build a strong coalition with __________. a. compelling attitudes. b. shared commitment to the need for and possibility of change. c. market driven goals and objectives. d. radical ideas. ANS: B PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Changing the Team or Organization KEY: Bloom's: Analysis 29. Where does the energy for true change come from? a. Seeing how the change can be positive for individuals and the organization. b. The administrations objectives. c. The employers personal gain. d. none of these ANS: A PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Changing the Team or Organization KEY: Bloom's: Synthesis 30. What are some important things to remember when communicating change? a. Change throws everyone into doubt. b. People don’t listen well when they feel anxious. c. Actions speak louder than words. d. all of these ANS: D PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Changing the Team or Organization KEY: Bloom's: Knowledge 31. What do people need to make change happen? a. time, knowledge, resources c. obstacles, less power b. more responsibilities, administration d. all of these ANS: A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Changing the Team or Organization KEY: Bloom's: Analysis 32. The design group has been working on a highly innovative, experimental engine. After months of fine-tuning the design and building a prototype, their initial tests show that in some ways the engine works even better than they had anticipated. The team members are elated and feel that this short-term accomplishment has given a real boost to the ______ of the process. a. structure c. credibility b. system d. power ANS: C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Changing the Team or Organization KEY: Bloom's: Application 33. A study suggests that nearly _____ percent of all change initiatives crumble simple from lack of attention. a. 25 c. 75 b. 50 d. 100 ANS: B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Changing the Team or Organization KEY: Bloom's: Knowledge 34. Managers should look for ways to __________ the new approach/change. a. improve c. institutionalize b. cooperate d. achieve ANS: C PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Changing the Team or Organization KEY: Bloom's: Synthesis 35. Who is the person or group with the power to authorize, provide resources, and legitimize the change? a. agent c. target b. sponsor d. board of directors ANS: B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Effective Techniques Used by Change Managers KEY: Bloom's: Comprehension 36. Who is the person or group that has the authority to decide which changes will happen in the organization, can communicate the change to employees as a priority, and has the ability to provide resources and reinforcement to make sure the change is successful? a. agent c. target b. sponsor d. board of directors ANS: B PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Effective Techniques Used by Change Managers KEY: Bloom's: Analysis 37. Changes in formal structures/systems, policies/procedures, measurements, and the basic tools, processes, and resources that the organization uses to accomplish goals are examples of the _______. a. exhibit c. hard side b. culture d. soft side ANS: C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Effective Techniques Used by Change Managers KEY: Bloom's: Application 38. Until the employee attitudes, values, and beliefs are shifted, the __________. a. change won’t stick c. change is done b. change is in effect d. change is on hold ANS: A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Effective Techniques Used by Change Managers KEY: Bloom's: Comprehension 39. Why do managers analyze the organization and the environment? a. To look busy. b. To consider personal development. c. To determine what strategy or course of action can help reach desired goals. d. none of these ANS: C PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Effective Techniques Used by Change Managers KEY: Bloom's: Synthesis 40. Employee commitment and buy-in, cultural values, manager attitudes and leadership abilities, and the nature of organizational relationships are part of the change focused on the ________. a. hard side c. control system b. soft side d. support network ANS: B PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Effective Techniques Used by Change Managers KEY: Bloom's: Analysis 41. Managers consider what __________ training is needed to shape employee attitudes and values toward those needed for the change. a. performance c. planning b. budget d. personal development ANS: D PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Effective Techniques Used by Change Managers KEY: Bloom's: Comprehension 42. For successful change, managers expand their focus to address both ________ and ________ forces at the same time. a. exterior, interior c. all of these b. objective, subjective d. none of these ANS: C PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Effective Techniques Used by Change Managers KEY: Bloom's: Synthesis 43. What is the psychological process people go through during a significant change? a. the change of life c. change as a guide b. process of mid-level managers d. the change curve ANS: D PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Effective Techniques Used by Change Managers KEY: Bloom's: Comprehension 44. As time progresses, the complexities of altering people’s _________ begin to overwhelm the supervisor, who may even reach a point of despair that change is really possible. a. attitudes and behaviors c. performance b. expectations d. none of these ANS: A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Effective Techniques Used by Change Managers KEY: Bloom's: Analysis 45. ________ is the force that has enabled Carey to pursue his college degree, even though he can only take one class at a time on top of his full-time job and family obligations. a. Career c. Grit b. Setback d. Financial gain ANS: C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Effective Techniques Used by Change Managers KEY: Bloom's: Application 46. What do managers do to keep people poised for change and adaptation? a. Strive to create the conditions of a learning organization. b. Change small things constantly. c. Have meetings to discuss change. d. none of these ANS: A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Strive to Create a Learning Organization KEY: Bloom's: Analysis 47. ______________ can be defined as one in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, change, and transform itself. a. grit c. A learning organization b. adaptive culture d. none of these ANS: C PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Strive to Create a Learning Organization KEY: Bloom's: Comprehension 48. What is an important value in a learning organization? a. Collaboration and communication across departmental and hierarchical boundaries. b. Traditional management tasks. c. Self-direction among people. d. none of these ANS: A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Strive to Create a Learning Organization KEY: Bloom's: Comprehension 49. In a learning organization, ______ may be reflected in self-directed work teams, quality circles, job enrichment, and employee participation groups as well as through decision-making authority, training, and information so that people can perform jobs without close supervision. a. conditioning c. values b. empowerment d. none of these ANS: B PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Strive to Create a Learning Organization KEY: Bloom's: Application 50. In a learning organization, what is the basis for information sharing and getting things done? a. personal assistants c. informal personal networks b. productivity ratings d. a communication network ANS: C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Strive to Create a Learning Organization KEY: Bloom's: Analysis SHORT ANSWER 1. What are the five stages of grief as applied to change management? 2. What are the eight stages of Planned Organizational Change? Of these, which one do you think is the most important, and why? 3. What are the three key roles involve in organizational change? Give a brief description of what each role does during organizational change. ESSAY 1. What are the three transitions that must take place for successful change? 2. What are the four stages of the appreciate inquiry process? Tell what happens in each stage. 3. Effective change managers leverage two parts of any change issue: the hard side and the soft side. Explain which side managers feel more comfortable working with and why. Contrast between the two. 4. Many organizations have become stuck in outmoded cultures that no longer work for a shifting environment. Explain why a strong, adaptive culture is important in a learning organization.

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