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Designing / Developing / & Leading High Performance Organizations > Final-Study Guide > Flashcards

Flashcards in Final-Study Guide Deck (10)
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1

Two divisions in your company are in conflict. They have equal power, but don’t trust each
other. They would like to resolve the solution quickly and are willing to consider a middle
ground. Which of the following conflict handing style works best under this situation?

a. Problem solving
b. Compromising
c. Forcing
d. Avoiding
e. Yielding

b. Compromising

2

Which of the following fundamental requirements do all organizational structures have?

a. Flatter span of control and decentralization
b. Division of labor and coordination
c. Decentralization and divisionalization
d. Coordination and decentralization
e. Flatter span of control and centralization

b. Division of labor and coordination

3

Most employees at Quokka Systems are organized into project teams. Employees report to
the project leader, but they also report to a leader responsible for their functional
specialization (such as engineering or marketing). Quokka Systems has a:

a. Simple structure
b. Matrix structure
c. Divisional structure
d. Functional structure
e. Network structure

b. Matrix structure

4

Which of these forces are commonly called resistance to change?

a. Process forces
b. Driving forces
c. Parallel learning structures
d. Restraining forces
e. Unfreezing forces

d. Restraining forces

5

Bezel systems is introducing a few organization-wide changes. A coalition of employees will
clearly lose out from the proposed changes and they have enough power to cause the
change effort to fail. Assuming that the change effort can proceed slowly and cost is not an
issue, the preferred strategy for dealing with this resistance to change is:

a. Communication
b. Learning
c. Stress management
d. Negotiation
e. Coercion

d. Negotiation

6

_____ leaders are agents of change because they develop an appealing vision of the desired
future state, communicate that vision in ways that are meaningful to others, make decisions
and act in ways that are consistent with that vision, and build commitment to that vision.

a. Task-oriented
b. Transformational
c. Charismatic
d. Servant
e. Transactional

b. Transformational

7

When managing change, learning interventions should be used:

a. to break routines that cause resistance to change
b. when the organization wants to reduce the cost of implementing change
c. when employees resist change due to direct costs
d. in all change management activities
e. only when all other strategies have failed

a. to break routines that cause resistance to change

8

Describe the sources of power in organizations.

1. Legitimate
2. Reward
3. Coercive
4. Expert
5. Referent

9

What does organizational culture consist of? Briefly describe its components.

1. Artifacts
2. Values
3. Assumptions

10

Explain three reasons due to which employees resist change.

1. Direct costs
2. Saving face
3. Breaking routines
4. Fear of the unknown
5. In-congruent team dynamics
6. In-congruent organizational systems
(choose 3 to explain)