Professional Documents
Culture Documents
Organizational Change An Action Oriented Toolkit 3rd Edition Cawsey Test Bank 1
Organizational Change An Action Oriented Toolkit 3rd Edition Cawsey Test Bank 1
Instructor Resource
Test Bank
2. According to the book, past experiences may cause employees to react to change in what
ways?
@ Answer Location: Intro; Cognitive Domain: Analysis; Question Type: MC
a. With blind acceptance
b. With urgency
c. With compliance
*d. With cynicism
3. What is the main reason that change management programs often fail?
@ Answer Location: Intro; Cognitive Domain: Application; Question Type: MC
a. Despite a shared awareness of the change vision, no one wants to change their routine
*b. There is confusion about why change is needed and what needs to change
c. Employees hear too much information about the change and get bored
d. The change program isn’t right for the organization
Instructor Resource
5. At the beginning of a change project, when are leaders in a position to engage others in
the conversation about the plan going forward?
@ Answer Location: Intro; Cognitive Domain: Application; Question Type: MC
a. Once the leaders have a town hall meeting arranged and a catchy vision that will drive
action
b. Once everyone in the organization understands the problem and has given their input on
how to react
*c. Once leaders determine the need for change, the choices available, develop a change
vision, and develop a shared understanding about the situation
d. Once the urgency is so enormous that the organization has no other choice but to close
its doors
6. When considering a change project, there are only a few choices on how and what to
allocate resources to.
@ Answer Location: Intro; Cognitive Domain: Application; Question Type: TF
a. True
*b. False
7. In order to foster an understanding of the need for change, change leaders should do
which of the following?
@ Answer Location: Understanding the Need for Change; Cognitive Domain: Application;
Question Type: MC
*a. Make sense out of internal and external data, understand the perspectives of
stakeholders and their own concerns and perspectives
b. Engage the marketing team to communicate the vision and plan clearly
c. Persuade everyone to adopt their point of view so they have complete buy-in
d. Work to understand how they compare against competitors so that they can put the need
for change in a larger context
10. What kinds of data from the external environment should leaders monitor and why?
Cawsey, Organizational Change, Third Edition
© SAGE Publications, 2016.
Instructor Resource
@ Answer Location: Seek Out and Make Sense of External Data; Cognitive Domain:
Analysis; Question Type: SA
*a. Trade papers, published research and news reports, comments collected informally
from suppliers, customers, and vendors. This is important data because it analyzes not only
the environment on an industry level but also relationships between vendors and
customers
11. Why should change leaders take time to understand the perspectives of stakeholders
throughout the change process?
@ Answer Location: Seek Out and Make Sense of the Perspectives of Stakeholders;
Cognitive Domain: Analysis; Question Type: MC
a. To ostracize people who don’t agree with the change
*b. To move effectively, enlist their support, and minimize resistance
c. To convince them that you care about their opinion
d. To track how many people have bought in and how many are resisting
12. It is very unlikely that change leaders will ever overcommunicate during a change
project.
@ Answer Location: Seek Out and Make Sense of the Perspectives of Stakeholders;
Cognitive Domain: Application; Question Type: TF
*a. True
b. False
13. Internal data that change leaders should consider include all of the following EXCEPT:
@ Answer Location: Seek Out and Make Sense of Internal Data; Cognitive Domain: Analysis;
Question Type: MC
a. Customer retention and satisfaction
b. Profitability
c. Whether or not employees pick up litter around the office
*d. Strategic intentions of competitors
15. What pitfalls listed below are not necessarily from a lack of self-awareness?
@ Answer Location: Seek Out and Assess Your Personal Concerns and Perspectives;
Cognitive Domain: Analysis; Question Type: MC
a. Believing that your perspective is held by everyone
b. Misconstruing cues and concerns as feedback rather than resistance
c. Lacking nuanced understanding of why others may disagree or have concerns
Cawsey, Organizational Change, Third Edition
© SAGE Publications, 2016.
Instructor Resource
16. The vision for change must be created before the organization can focus on the need for
change.
@ Answer Location: Assessing the Readiness for Change; Cognitive Domain: Application;
Question Type: TF
a. True
*b. False
19. Which of the following attributes are included in Judge and Douglas’s eight dimensions
related to readiness?
@ Answer Location: Assessing the Readiness for Change; Cognitive Domain: Knowledge;
Question Type: MC
*a. Accountable culture and trusting followers
b. Compliant middle management and ambitious leadership
c. Stable culture and opinionated followers
d. Excessive communications and knowledgeable champions
Instructor Resource
21. What is the recommended balance between extrinsic and intrinsic rewards?
@ Answer Location: Assessing the Readiness for Change; Cognitive Domain: Application;
Question Type: MC
a. Organizations should stay away from extrinsic rewards entirely to avoid bribery and
unethical behavior
b. Since intrinsic cannot really be controlled, organizations should focus on what extrinsic
rewards will drive behavior
*c. Some intrinsic rewards and moderate equitable extrinsic rewards nested in teams
increase communication and commitment
d. Organizations should aim for a 50/50 split to keep rewards in balance
22. What are the risks and benefits of generating an organizational crisis when one doesn’t
already exist in order to mobilize staff?
@ Answer Location: Assessing the Readiness for Change; Cognitive Domain: Analysis;
Question Type: SA
*a. Risks: may be viewed as manipulative and increase resistance and cynicism; may
squander change leader’s reputation. Benefits: helps communicate the need for change and
provides the urgency staff needs to buy in
23. What is the challenge with the approach of identifying a transformational vision?
@ Answer Location: Heightening Awareness of the Need for Change; Cognitive Domain:
Application; Question Type: MC
*a. It may be seen as superficial or easily ignored
b. It may be too hard to craft
c. Change agents may take the vision too seriously
d. It isn’t as effective as other approaches
Language: Hungarian
MIKSZÁTH KÁLMÁN
20. KÖTET
ZORD IDŐ
Irta
BUDAPEST
FRANKLIN-TÁRSULAT
magyar irod. intézet és könyvnyomda
1911
ZORD IDŐ
REGÉNY HÁROM RÉSZBEN
IRTA
MÁSODIK KÖTET
BUDAPEST
FRANKLIN-TÁRSULAT
magyar irod. intézet és könyvnyomda
1911
Minden jog fentartva.
Franklin-Társulat nyomdája.
MÁSODIK RÉSZ.
IX.
X.
XI.