BBA OB Unit-4

1) Organizations started giving more focus on the quality of work life (QWL)during:
A. 1960-70
B. 1970-80
C. 1980-90
D. 1990-2000
Answer» D

2) According to John Kotter, which of the following statements is true of change in organizations?
A.Small-scale transformations are more valuable than large-scale transformations.
B.Organizations need more change leadership.
C.Change management and change leadership are indistinguishable.
Change leadership refers to the basic tools and structures with which smaller-scale changes are
controlled.
Answer B

3) ________ strategies assume that changes occur when people abandon their traditional,
normative orientations and commit to new ways of thinking.
A.Empirical-rational
B.Normative-re-educative
C.Power-coercive
D.Normative-educative
Answer B

4. For the most part, ______ research emphasises style; whereas research on ________ focuses
on tactics for gaining compliance.
A. politics; leadership
B. power; persuasion
C. leadership; power
D. communication; politics
Answer C

5. Person A has ____ power over person B if A can dismiss, suspend, or demote B, assuming that
B values his or her job.
a) reward
b) referent
c) legitimate
d) Coercive
Answer D

6. In _______ change outcomes, it is assumed that some, but not all, change intentions are
achievable.
A.intended
B.partially intended
C.unintended
D.partially completed
Answer B

7. In ____change outcomes, the dominant assumption is that intended change outcomes can be
achieved as planned.
A.intended
B.partially intended
C.unintended
D.partially unintended
Answer A

8. Which of the following images of change outcomes recognizes that managers often have great
difficulty in achieving the change outcomes that were intended?

A.Intended change outcomes

B.Partially intended change outcomes
C.Unintended change outcomes
D.Partially unintended change outcomes
Answer C

9. Which of the following is NOT one of the images of change outcomes discussed in the text?
A.Intended change outcomes
B.Partially intended change outcomes
C.Unintended change outcomes
D.Partially completed change outcomes
Answer D

10.The internal forces that can push change in unplanned directions include all of the following
EXCEPT:
A.interdepartmental politics.
B.long-established working practices that are difficult to dislodge.
C.deep-seated perceptions and values that are inconsistent with desired change.
D.industry-wide trends affecting an entire sector.
Answer D

11.The external forces that can push change in unplanned directions include all of the following
EXCEPT:
A.long-established working practices that are difficult to dislodge.
B.confrontational industrial relations.
C.legislative requirements.
D.industry-wide trends affecting an entire sector.
Answer A
12.Which of the following images is most likely to view management as controlling and change
outcomes as being achievable as planned?
A.The director image
B.The navigator image
C.The caretaker image
D.The coach image
Answer A

13.In the image, control is at the heart of management action, although a variety of external
factors mean that, although change managers may achieve some intended change outcomes,
they may have little control over other results.

A.director
B.navigator
C.caretaker
D.coach
Answer B

14.In the _______ image, the management role is still one of control, although the ability to
exercise that control is severely constrained by a range of internal and external forces that propel
change relatively independent of management intentions.
A.nurturer
B.caretaker
C.coach
D.interpreter
Answer B

15.In the ________ image, the assumption is that change managers can intentionally shape an
organization's capabilities in particular ways.
A.navigator
B.caretaker
C.coach
D.director
Answer C

16. Avoidance of ______ is why most organisations develop multiple suppliers rather than give
their business to only one.
a. power
b. independence
c. dependency
d. Knowledge
Answer C
17. The most popular power tactic used by managers to influence subordinates is
_____________.
A. higher authority
B. reason
C. sanctions
D. friendliness
Answer B

18.Which of the following argues that organizational change is nonlinear, is fundamental rather
than incremental, and does not necessarily entail growth?
A.Confucian theory
B.Chaos theory
C.Taoist theory
D.Institutional theory
Answer B

19.In ____ , change is regarded as cyclical, processional, journey-oriented, based on

maintaining equilibrium, observed and followed by those who are involved, and normal rather
than exceptional.
A.Confucian/Taoist theory
B.chaos theory
C.population ecology theory
D.institutional theory
Answer A

20.Which of the following images is most likely associated with the image of a manager being
able to shape change?

A.The director image

B.The navigator image
C.The caretaker image
D.The coach image
Answer D

21. ____ argues that change managers take broadly similar decisions and actions across whole
populations of organizations.
A.Life-cycle theory
B.Population ecology theory
C.Chaos theory
D.Institutional theory
Answer D
22. _____argue that organizational changes unfold over time in a messy and iterative manner,
and thus rely on the image of change manager as navigator.
A.Processual theories
B.Contingency theories
C.Taoist and Confucian theories
D.Institutional theories
Answer A

23.Which of the following theories does NOT reinforce the caretaker image of managers of
change?
A.Life-cycle theory
B.Population ecology theory
C.Chaos theory
D.Institutional theory
Answer C

24.____ views organizations passing through well-defined stages from birth to growth, maturity,
and then decline or death.
A.Life-cycle theory
B.Population ecology theory
C.Chaos theory
D.Institutional theory
Answer A

25. Identify the base of power in the following situation: A person can make things difficult for
other people, and you want to avoid getting his or her angry.
a) Referent power
b) Coercive power
c) Legitimate power
d) Reward power
Answer B

26. When employees in organizations convert their power into action, they are engaged in:
a. Expert power.
b. Dependency.
c. Personal power.
d. Politics.
Answer D

27. Political activity is probably more a function of _____ than of _____.

A. Organizational characteristics; individual differences
B. Individual differences; organizational culture
C. Organizational structure; organizational culture
D. National culture; organizational culture
Answer C

28. In circumstances of incremental change, strategic change is likely to be more

successful if:
A. It is imposed
B. It is owned by the senior manager
C. It is internalized and owned by those who will implement it
D. It is facilitated by management consultants
Answer C

29. Organizations that are good at developing relevant capabilities to respond to a

Changing context are known as:
A. Knowing organizations
B. Stretch organizations
C. Learning organizations
D. None of the given options
Answer C

30. In terms of organizational change, “maintenance of the status quo” represents:

A. Stability
B. Opposition
C. Instability
D. Contradiction
Answer A

31. Which of the following are characteristics of transformational change?

a. systemic and revolutionary
b. triggered by environmental disruptions
c. driven by all employees
d. Both (a) and (b)
Answer D

32. Among the most common and influential forces of organizational change are the emergence
of new competitors and –––––––––––.
a. Innovations in technology
b. new company leadership
c evolving attitudes towards work
d. All the given options.
Answer D

33. Organizational learning interventions emphasize which of the following?

a. social processes
b. organizational structure
c. shared knowledge
d . Both (b) and (c)
Answer D

34. Motivating change , Managing the transition and Shaping the political dynamics of change are
prerequisites for installing a change in an organization recommended by ––––––––

a. Alex miller
b.Nadler
c. Simon
d. Snow Charles
Answer B

35. which are the essential Steps for an Effective Change Management Process
a) Identify What Will Be Improved
b) change framework
c) change framework of an organization
d) Evaluation
Answer B

36. Set SMART Goals means?

a. Specific. Measurable. Attainable. Relevant. Time Bound
b. Strategic, Measurable, attractive, Resealable, Time Bound
c. Systematic Measurable, attractive, Resealable, Time Bound
d. Specific. Measurable. Attainable, Resealable, Time Bound
Answer A

37. Which one of the following activities involves in “motivating change” for effective
change management?
A. Creating readiness for change
B. Describe the core ideology
C. Assessing change agent power
D. Activity planning
Answer A

38. QWL movement was spearheaded by

(A) C.A. Barlett and S. Ghoshal

(B) Eric Tryst, Fred Enery, Eina Thorsrud
(C) D. Harnett and L. Cummings
(D) Ronen Simcha and Oded Shankar
Answer B

39. Match the following:

List – I List – II
a. Eric Berne i. Born to Win
b. Thomas A. Harris ii. Quality Circles in India
c. James and Dorothy Jongeward iii. I’am O.K – You’re O.K
d. S.R. Udpa iv. Transactional Analysis

Codes:
a b c d
(A) iv iii i ii
(B) ii iv i iii
(C) i iii iv ii
(D) iv i ii iii

Answer A

40. Quality of worklife is the relationship between the _______

a) Employees
b) The workplace
c) Both a and b
d) None of these
Answer C

41. Resistance to change is the willingness to accept or support modifications in the workplace.
a. True
b. False
Answer B

42. The four-stage model experienced by individuals when they are faced with unwanted change
is called ______.
A. DADA syndrome
B. Lewin’s Basic Change Model
C. Kotter’s Change Model
D. Sources of Resistance to Change
Answer A

43. Before implementing change, organizations need to determine the ______ of the change.
a) Cost
b) Outcome
c) Validity
d) Obstacles
Answer C

44. When undergoing reorganization, organizational resistance to change may come in the way of
______.
a. Participation
b. Threat to established power relationships
c. Creating short-term wins
d. Anchoring the changes
Answer B

45. If employees feel they have something to lose, management may try the ______ method for
change.
A. Coercion
B. Manipulation
C. Participation
D. Negotiation
ANswer D

46. State the reason(s) for individual resistance

(A) Personal reasons
(B) Economic reasons
(C) Social reasons
(D) All of the above
Answer D

47. Identify the main reason(s) for resistance to change, as advocated by Keith Davis

(A) Obsolescence of skills

(B) Fear of unknown
(C) Preference for status quo
(D) All of the above
Answer D

48. Identify the main reason(s) for resistance to change, as advocated by Keith Davis

(A) Obsolescence of skills

(B) Fear of unknown
(C) Preference for status quo
(D) All of the above
Answer D

49. Identify the main reason(s) for resistance to change, as advocated by Keith Davis

(A) Obsolescence of skills

(B) Fear of unknown
(C) Preference for status quo
(D) All of the above
Answer C
50. Identify the main reason(s) for resistance to change, as advocated by Keith Davis

(A) Obsolescence of skills

(B) Fear of unknown
(C) Preference for status quo
(D) All of the above
Answer A

51. Identify the main reason(s) for resistance to change, as advocated by Keith Davis

(A) Obsolescence of skills

(B) Fear of unknown
(C) Preference for status quo
(D) All of the above
Answer A

52. Identify the main reason(s) for resistance to change, as advocated by Keith Davis
(A) Obsolescence of skills
(B) Fear of unknown
(C) Preference for status quo
(D) All of the above
Answer A

53. According to Kurt Lewin, which of the following is not a stage in the change process? a.
unfreezing
b. changing
c. refreezing
d. restraining
Ans d

54. A company that decides to decentralize its sales procedures is managing what change
category?
a. technology
b. people
c. competitors
d. structure
Ans d; )
55. In organizations, people who act as catalysts and assume the responsibility for managing the
change process are called ______________.
a. change masters
b. change agents
c. operations managers
d. charismatic leaders
Answer B

56. Managers’ options for change essentially fall into what three categories?
a. environment, technology, and mission
b. structure, technology, and people
c. mission, structure, and people
d. mission, environment, and process
ans b

57. The unfreezing step of the change process can be thought of as ______________.
a. thawing the organization loose from the current status to the new status
b. making the move to the new organizational condition
c. loosening the organization from the old condition and moving it to the new condition
d. preparing for the needed change
Answer D

58. An individual is likely to resist change because of all of the following reasons except
_____________.
a. uncertainty
b. increased productivity
c. concern over personal loss
d. belief that the change is not in the organization’s best interest
Ans b

59. __________ may be necessary when resistance comes from a powerful source.
a. Education and communication
b. Coercion
c. Facilitation and support
d. Negotiation
Answer D

60. ______________ is using direct threats or force on those who resist change.
a. Negotiation
b. Coercion
c. Cooptation
d. Education and communication
Answer B

61. Organizational change involves 3 generic processes. They are Transformation, decline and
___:
a) turnaround
b) growth
c) downsize
d) mergers
ANS: b)

62. Why might individuals resist organisational change?

a. Lack of interest.
b. Pessimism.
c. Anxiety.
d. All of the above
Answer D

63. Organizations that are good at developing relevant capabilities to respond to a Changing
context are known as:
A. Knowing organizations
B. Stretch organizations
C. Learning organizations
D. None of the given options
Answer C

64. Several mature Indian Organizations have initiated _______change by changing the change
levers:
A. growth
B. transformational
C. declining
D. Turnaround
Answer B

65. The 4 Changes in content levers are Technology, marketing, Quality and ____________ :
a) Leadership
b) Strategy
c) Costs
d) Human resource practices
Answer C

66. The Contextual Levers of change are Strategy, Structure, recruitments and __________ :
a) Leadership
b) Strategy
c) Training
d) Human resource practices
Answer C

67. The 4 changes to Content and the 3 changes to processes are driven by _________ :
a) Value based Leadership
b) Strategy
c) Training
d) Costs
Answer A

68. Organization Development is aimed at:-

(a) Enhancing congruence between organizational structure, processes, strategy,
people and culture
(b) Developing new and creative organizational solutions
(c) Developing the organization’s self renewing capacity
(d) All of the above
Answer D

69. OD values generally tend to be: -

(a) Humanistic
(b) Democratic
(c) Optimistic
(d) Only a and b
(e) All of the above
Answer E

70. The Unfreezing-Moving-Refreezing model of change was given by: -

(a) Kurt Lewin
(b) George Litwin
(c) RensisLikert
(d) Jane Mouton
Answer A

71. A change that alters some features of an organization is referred to as: -

(a) Transformational Change
(b) Structural Change
(c) Adaptive Change
(d) None of the Above
Answer C

72. A change that alters the fundamental character of the organization is called: -
(a) Incremental Change
(b) First Order Change
(c) Discontinuous Change
(d) None of the Above
Answer C

73. The theory of the First and the Second order changes was propounded by: -
(a) Warner Burke
(b) George Litwin
(c) Both A and B
(d) Warner Burke and Kurt Lewin
Answer C

74. Participation and Empowerment are two important foundations of OD

(a) True
(b) False
(c) Only Participation is a foundation
(d) Only Empowerment is a foundation
Answer A

75. OD seeks to improve functioning of _____

(a) Individuals
(b) Teams
(c) Organizations
(d) All of the above
Answer D

76. The OD Practitioner plays the role of a _____

(a) Facilitator
(b) Educator
(c) None of the above
(d) Both a and b
Answer D

77. Following is not a goal in OD: -

(a) Enhance congruence amongst structure, process, strategy and people
(b) Look at people as a source of competitive advantage
(c) Continuous improvement
(d) Develop organization’s self-renewing capacity
Answer B

78. OD values tend to be: -

(a) Humanistic
(b) Pragmatic
(c) Pessimistic
(d) Autocratic
Answer A

79. Organization Development has the following major stem(s): -

(a) Invention of the t group and innovations in the application of laboratory training
insights to complex organizations
(b) Invention of survey feedback technology
(c) Both a & b
(d) None of the above
Answer C

80. ______ is/are the major stem in OD: -

(a) The emergence of action research
(b) The evolution of the Tavistocksociocinical approaches
(c) Both a & b
(d) None of the above
Answer C

81. ______ also refers to first order change.

(a) Evolutionary
(b) Incremental
(c) Continuous
(d) All of the above
Answer D

82. ______ also refers to second order change.

(a) Radical
(b) Transformational
(c) Both a and b
(d) None of the above
Answer C

83. Organizational development as an intervention programme is basically a _______

approach.
(a) top-to-bottom
(b) horizontal
(c) bottom-to-top
(d) None of the above
Answer A

84. The various types and categories of " Power" are :-

(a) Expert power
(b) Information power
(c) Reference power
(d) All of the above
Answer D

85. At the heart of OD lies, ________ with an intact work team.

(a) Team building and intervention
(b) Action Research
(c) Behavioral analysis
(d) None of the above
Answer A

86. OD ________ believes that, work teams are the building blocks of the organization.
(a) Fundamentally
(b) Completely
(c) Both of the above
(d) None of the above
Answer A

87. An important aspect of selecting a change agent is :-

(a) A person who has skills to address human aspects
(b) A person who is an employee of the organization
(c) A consultant
(d) Any of the above
Answer A

88. From an OD perspective, helping managers to move to 9,9 management style represent
___________ component of organizational change process.
(a) critical
(b) useless
(c) avoidable
(d) None of the above
Answer A

89. First order change and second order change is a

(a) Cognitive Approach
(b) contingency approach
(c) Contemporary approach
(d) None of above
Answer A

90. The process of managing organizational change can be done with the aid of :
(a) Lewin's Change Management Model
(b) The McKinsey 7-S model.
(c) Kübler-Ross' change curve
(d) All of above.
Answer D

91. Change management is related to:

(a) Satir change management model
(b) Kotter's theory.
(c) Nudge theory.
(d) Bridges' transition model.
(e) All of above
Answer E

92. Change difficult to implement due to:

(a) cultural change
(b) Training
(c) Information overload
(d) None of above
Answer A

93. The consultant-centered OD practitioner may have to

(a) takes on a modifed role of “expert”
(b) always adopt the role of the “expert”
(c) never adopt the role of the “expert”
(d) none of the above
(e) All of the above
Answer B

94. A person who initiates, stimulates, or facilitates a change program is called:

(a) Organization development manager
(b) Organization development practitioner
(c) Organization development stimulator
(d) None of the above
Answer B

95. Prime responsibilities of OD consultant were identified and conceptualized by:

(a) Argyris
(b) Homi J. Bhabha
(c) Newton
(d) None of the above
Answer A

96. The following targets intergroup relations in OD: -

(a) Parallel learning structures
(b) Grid OD phase 5
(c) Grid OD phase 4
(d) Grid OD phase 3
Answer D

97. Grid OD Phase _____ deals with improvement of individuals in an organization.

(a) 1
(b) 2
(c) 3
(d) 4
Answer A
98. OD interventions in the organizations help to :-
(a) Improves the awareness of the managers on the steps to be taken to improve overall
efficiency, productivity and morale of the employees.
(b) identify the pitfalls in the organization
(c) both of the above
(d) none of the above
Answer C

99. In order to maximize the effect of OD interventions :-

(a) OD interventions already taken should be taken into account, which help to enhance
the overall effectiveness.
(b) The education standard of the people should be taken into account
(c) Both
(d) none of the above
Answer A

100. As a result of OD intervention, the result obtained is a :-

(a) Win-win situation
(b) Win – lose situation
(c) Lose-lose situation
(d) none of the above
Answer A