Question 1 of 20 5.0/ 5.0 Points Which of the following stressors

Question 1 of 20 5.0/ 5.0 Points Which of the following stressors is likely to produce less strain than the other stressors? A. red tape B. office politics C. pressure to complete tasks D. role ambiguity Question 2 of 20 5.0/ 5.0 Points John Kotter built on Lewin's three-step model to create a more detailed approach for implementing change. Which of the following steps in the Kotter's eight-step plan for implementing change represents the “unfreezing” stage in the Lewin's three-step model? A. Plan for, create, and reward short-term “wins” that move the organization toward the new vision. B. Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. C. Create a new vision to direct the change and strategies for achieving the vision. D. Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. Question 3 of 20 5.0/ 5.0 Points Which of the following statements is true regarding effects of culture on change effects? A. People in high power distance cultures prefer champions to work closely with those in authority to approve innovative activities before work is begun. B. In cultures in which people believe that they can dominate their environment, individuals will tend to take a passive approach toward change. C. As compared to people from the United States, people from China are more likely to seek change programs that promise fast results. D. People in the United States are more resistant to change efforts than their Italian counterparts. Question 4 of 20 5.0/ 5.0 Points Which of the following OD techniques involves changing groups' attitudes, stereotypes, and perceptions about each other? A. survey feedback B. process consultation C. team building D. intergroup development Question 5 of 20 5.0/ 5.0 Points Who developed a three-step model for change that included unfreezing, movement, and refreezing? A. John Kotter B. Kurt Lewin C. Douglas Surber D. Lawrence Summers Question 6 of 20 5.0/ 5.0 Points ________ is a new idea applied to initiating or improving a product, process, or service. A. A continuous improvement process B. Double-loop learning C. Innovation D. Process reengineering Question 7 of 20 5.0/ 5.0 Points Who built on Lewin's three-step model to create a more detailed approach for implementing change? A. John Kotter B. David McClelland C. Douglas Surber D. Lawrence Summers Question 8 of 20 5.0/ 5.0 Points ________ is a dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important. A. Change B. Stress C. Innovation D. Stimulation Question 9 of 20 5.0/ 5.0 Points Which of the following statements is true regarding the effects of culture on stress? A. The job conditions that lead to stress remain the same across countries. B. Stress is equally bad for employees of all cultures. C. Individuals from individualistic countries experienced lower levels of stress due to work interfering with family than did individuals from collectivist countries. D. Personality effects on stress are different across cultures. Question 10 of 20 5.0/ 5.0 Points Organizations have built-in mechanisms—like their selection processes and formalized regulations—to produce stability. When an organization is confronted with change, these mechanisms act as a counterbalance to sustain stability. Which of the following organizational sources of resistance to change is represented by these mechanisms? A. group inertia B. selective information processing C. employee orientation D. structural inertia Question 11 of 20 5.0/ 5.0 Points The recent bankruptcy of auto manufacturers General Motors and Chrysler were caused due to ________.   A. changes in the social trend B. political instability C. changes in legal requirements D. economic shocks Question 12 of 20 5.0/ 5.0 Points Which of the following is the first step in the Kotter's eight-step plan for implementing change? A. Create a new vision to direct the change and strategies for achieving the vision. B. Establish a sense of urgency by creating a compelling reason for why change is needed. C. Plan for, create, and reward short-term “wins” that move the organization toward the new vision. D. Form a coalition with enough power to lead the change. Question 13 of 20 5.0/ 5.0 Points All of the following strategies are organizational approaches to managing stress, except _________.   A. employee selection B. time management C. realistic goal-setting D. employee sabbaticals Question 14 of 20 5.0/ 5.0 Points Consumers now meet and share information in chat rooms and blogs. This is an example of changes in the ________. A. competition B. nature of the workforce C. social trends D. legal requirements Question 15 of 20 5.0/ 5.0 Points Rather than looking for problems, ________ seeks to identify the unique qualities and special strengths of an organization, which can then be built upon to improve performance. A. appreciative inquiry B. action research C. team building D. process consultation Question 16 of 20 5.0/ 5.0 Points Which of the following statements is true regarding stress? A. Employees with external locus of control tend to be less prone to stress. B. Training tends to decrease job stress. C. Highly experienced employees tend to be more prone to stress. D. Employees who are highly committed to their goals experience more stress. Question 17 of 20 5.0/ 5.0 Points Which of the following is an organizational development technique that involves an outsider assisting a manager to identify what to improve and how? A. action research B. intergroup development C. appreciative inquiry D. process consultation Question 18 of 20 5.0/ 5.0 Points Which of the following types of jobs is least likely to create stress and reduce satisfaction? A. jobs that make multiple and conflicting demands B. jobs that provide a high level of feedback C. jobs that lack clarity about the incumbent's duties D. jobs that provide the incumbents less control over the pace of their work Question 19 of 20 5.0/ 5.0 Points The de-emphasis of hierarchical authority and control in organizational development is referred to as ________.   A. participation B. power equalization C. trust and support D. respect for people Question 20 of 20 5.0/ 5.0 Points Jill is overwhelmed with the new tasks that she has been assigned after the department merger. Every day, she arrives at work and makes a list of the new tasks, writes a number next to each one according to the urgency of completion, and schedules a time to complete each one. Although she's still stressed, Jill is able to get most of the work done and feels better at the end of the day. Jill is using ________ techniques to reduce her stress. A. job enrichment B. goal setting C. relaxation D. time-management

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