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Organizational Change and Employee Dynamics

The document contains multiple choice questions about organizational change and decision making. Key topics covered include sacred cow hunts, stages of change acceptance, creating an atmosphere for change, assessing new organizational cultures, and levels of employee input and control.

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Panda Quinn
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379 views10 pages

Organizational Change and Employee Dynamics

The document contains multiple choice questions about organizational change and decision making. Key topics covered include sacred cow hunts, stages of change acceptance, creating an atmosphere for change, assessing new organizational cultures, and levels of employee input and control.

Uploaded by

Panda Quinn
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

Multiple Choice

1. A manager who asks such questions as "Why are we doing this?" and "How and when did we
start doing this?" is:
a. a whiner
b. ready to downsize the organization
c. about to reorganize a work unit
d. conducting a sacred cow hunt
ANSWER: d

2. Bill is required to complete five forms for every request he makes. Bill is upset because
he considers theses forms to be examples of a:
a. meeting cow
b. Holstein cow
c. speed cow
d. paper cow
ANSWER: d

3. Every memo that Cheryl receives indicates that an immediate response is required. Cheryl
thinks these timelines are unnecessary are nothing more than a:
a. meeting cow
b. paper cow
c. speed cow
d. Holstein cow
ANSWER: c

4. Organizational change can be encouraged by all of the following except:


a. conduct a sacred cow hunt
b. play by everyone else’s rules
c. think like a beginner
d. ask stupid questions
ANSWER: b

5. When organizations undergo change, the first stage employees go through is called:
a. discarding
b. defense
c. denial
d. internalization
ANSWER: c

6. In a change made ________, employees will most likely accept the change.
a. because everyone else is doing it
b. by a respected leader
c. without telling the reason for the change
d. by a leader with a self-interest in the change
ANSWER: b

7. Which of the following would most likely say If it ain't broke, break it?
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a. Change analyst
b. Change agent
c. Receptive changer
d. Change resister
ANSWER: b

8. Which of the following would most likely say If it's broke, I'll help fix it?
a. Change analyst
b. Change agent
c. Receptive changer
d. Change resister
ANSWER: c

9. According to Denton (1996), what is the first step in implementing change?


a. Communicating details
b. Creating an atmosphere for change
c. Determining a time frame for change
d. Assessing training needs
ANSWER: b

10. To create a good atmosphere for change, it is important for an organization to create:
a. dissatisfaction with the current system
b. a sense of the "good old days"
c. a way to hide the change from doubters
d. none of the three is a good idea
ANSWER: a

11. An organization undergoing change should try to get the change completed no later than:
a. a few weeks
b. several months
c. two years
d. five years
ANSWER: c

12. After organizational change has occurred, what is the first step in assessing the new culture?
a. Determining executive direction
b. Training
c. Evaluation
d. Needs assessment
ANSWER: b

13. Which of the following is NOT a step in changing organizational culture?


a. Socializing new employees
b. Creating dissatisfaction with the old culture
c. Avoiding rituals
d. Hiring people compatible with the new culture

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ANSWER: c

14. Which of the following is good advice for handling organizational change?
a. Slow-down and don't make mistakes
b. Take the initiative and don't be afraid
c. Don't spend too much energy
d. All three of these are good advice
ANSWER: b

15. According to Sherriton and Stern (1997), what is the fifth and final step in assessing the new culture following
organizational change?
a. Needs assessment
b. Determining executive direction
c. Training
d. Evaluation of the new culture
ANSWER: d

16. Which of the following can be used to help make decisions?


a. Vroom-Yetton Model
b. Two-factor Theory
c. Sacred Cow Guide
d. Organizational Consequence Model
ANSWER: a

17. A manager is about to make a decision regarding work schedules. He has been with the company for 20 years and has
all of the information needed to make the decision. Though work schedules are a touchy issue, the manager is well
thought of by his employees. How should he make the decision?
a. Make the decision himself
b. Ask for employee input and then decide
c. Have his employees make the decision
d. Give the employees options and let them vote
ANSWER: a

18. Leaders can make decisions without consulting others unless:


a. their subordinates trust them
b. the leader is knowledgeable
c. the problem is unstructured
d. the decision quality in unimportant
ANSWER: c

19. Which of the following is NOT a decision making strategy associated with the Vroom-Yetton model?
a. Autocratic I
b. Consultative III
c. Autocratic II
d. Group I
ANSWER: b

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20. What is the lowest level of employee input and control?
a. ownership of own product
b. advisory
c. following
d. absolute
ANSWER: c

21. Which of the following levels of employee input and control is the first to remove a "redundant system?"
a. Ownership of own product
b. Following
c. Advisory
d. Absolute
ANSWER: a

22. A manager asks an employee to study an issue and report back with recommendations on how the issue can be
resolved. In this example, the employee is at the _____ level of input and control.
a. ownership of own product
b. following
c. advisory
d. absolute
ANSWER: c

23. If an empowered employee makes a wrong decision, a manager should:


a. train the employee
b. place the employee on a lower input level
c. ignore the problem
d. keep track of any future problems
ANSWER: a

24. To reduce misunderstandings about levels of control, _______ should be used.


a. the Vroom-Yetton model
b. the two-factor theory
c. empowerment charts
d. memos and e-mail
ANSWER: c

25. At what level of input and control should a new employee be placed?
a. Following
b. Ownership of own product
c. Advisory
d. Participative
ANSWER: a

26. Raja has been working for Shahidi Enterprises for five years. She works by herself in a building, sorting mail. She is
allowed two 20-minutes breaks each day and can take them whenever she wants. In an empowerment chart, at what level
would she be at regarding her authority to make decisions about when these two breaks should occur?
a. Following

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b. Advisory
c. Participative
d. Absolute
ANSWER: d

27. In general, empowering employees ______ job satisfaction and _______ stress.
a. increases / decreases
b. decreases / decreases
c. decreases / increases
d. the effects depend on the employee
ANSWER: d

28. Which of the following is true about employees' desire for empowerment?
a. All employees want empowerment
b. Very few employees want to be empowered
c. Most employees want empowerment
d. Some want empowerment and some don't
ANSWER: d

29. During flextime working hours, ___ refer(s) to the total number of potential hours available for work each day?
a. bandwidth
b. core hours
c. flexible hours
d. flexitour hours
ANSWER: a

30. A local grocery store has identified hours that everyone must work. These hours are known as:
a. bandwidth
b. core
c. gliding
d. gliding
ANSWER: b

31. _____ are(is) the number of potential hours available for work, whereas ____ consist(s) of hours during which an
organization is busiest.
a. core/bandwidth
b. bandwidth/core
c. flex/gliding
d. bandwidth/flexitour
ANSWER: b

32. The most flexible work schedule is:


a. gliding time
b. modified flexitour
c. job sharing
d. core time
ANSWER: a
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33. Research indicates that flexible working schedules are associated with each of the following criteria except:
a. higher levels of fatigue
b. less absenteeism
c. higher job satisfaction
d. slight increases in productivity
ANSWER: a

34. An example of a compressed work week involves:


a. working 4 days a week, 10 hours a day
b. working 5 days a week, 8 hours a day
c. working staggered hours
d. sharing the hours with another employee
ANSWER: a

35. Research on compressed work weeks indicates that compressed schedules are associated with:
a. a moderate reduction in absenteeism
b. small increases in productivity
c. large increases in job satisfaction
d. all of these
ANSWER: d

36. According to research, employees who work 12-hour shifts are _____ than those working 8-hour shifts.
a. more fatigued
b. absent more often
c. more likely to leave the organization
d. less productive
ANSWER: a

37. With ______, an employee works on an irregular or as-needed basis.


a. casual work
b. flextime
c. peak-time pay
d. job sharing
ANSWER: a

38. Bob works from 9:00 a.m. to 1:00 p.m. every day as a clerk; Sue works in that same position except from 1:00 p.m.
-5:00 p.m. They are working an alternative work schedule called:
a. flex time
b. gliding time
c. job sharing
d. peak-time pay
ANSWER: c

39. Which of the following is the main difference between job sharing and part-time employees?
a. Transportation ease
b. Safety
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c. Organizational costs
d. Employee commitment
ANSWER: d

40. An employee sews garments for her company at home. Once a week she brings in the finished goods and gets paid.
Her work situation would be called:
a. telecommuting
b. telework
c. work at home
d. mobile working
ANSWER: c

41. Which of the following is a disadvantage of working from home?


a. Lower commuting costs for employees
b. Lower utility costs for employers
c. Unions strongly approve of home work
d. It is difficult to enforce safety and fair treatment standards
ANSWER: d

42. Which of the following is true about the relationship between economics and downsizing? Prior to downsizing:
a. most organizations were losing money
b. most organizations were profitable
c. employees complained about low wages
d. most organizations lost big contracts
ANSWER: b

43. Which of the following is NOT an alternative to layoffs?


a. Use of temporary employees
b. Outsourcing
c. Both are alternatives
d. Neither is an alternative
ANSWER: c

44. A company gets a huge, one-time order. It needs an additional 40 employees to complete the job but will not need
them once the job is done. The best strategy is for the company to:
a. not accept the new job
b. use temporary employees
c. hire and then layoff 40 employees
d. bring former employees out of retirement
ANSWER: b

45. Henri is the president of a company with 10 employees. Each employee has full medical benefits and Henri doesn't
have the time or knowledge to administer the benefits program. His best bet would be to:
a. use outsourcing
b. learn the needed skills
c. hire a temporary employee each month
d. adjust his working schedule
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ANSWER: a

46. A problem with offering early retirement is that:


a. it is too expensive
b. few employees agree to retire early
c. too many employees want to retire
d. it is often illegal
ANSWER: a

47. Which of the following methods of avoiding downsizing is based on the premise that most economic recessions last
less than a year?
a. Job sharing
b. Restricted overtime
c. Reduced employee pay
d. Use of payless holidays
ANSWER: c

48. An employee who ______ might be vulnerable to being downsized.


a. has kept up with technology
b. has excellent performance ratings
c. has a lot of idle time
d. all three are signs of risk
ANSWER: c

49. When a layoff is announced, employees should be told:


a. in a formal, written announcement
b. in person
c. on the last day they will be working
d. all three are good practices
ANSWER: b

50. When employees receive word of downsizing, the first stage they go through is:
a. anger
b. denial
c. fear
d. acceptance
ANSWER: b

51. Having support groups in which downsized employees can vent would be most useful during which of the following
stages?
a. Anger
b. Denial
c. Fear
d. Acceptance
ANSWER: a

52. Which of the following services is NOT needed by layoff victims?


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a. Emotional counseling
b. Financial counseling
c. Career assessment
d. All three are needed
ANSWER: d

53. Which of the following would NOT be discussed during financial counseling?
a. Severance pay
b. Transferable skills
c. Unemployment insurance
d. All three would be discussed
ANSWER: b

54. Which of the following is NOT true about the effects of layoffs?
a. Survivors have problems
b. Victims have problems
c. The local community suffers
d. All three are true
ANSWER: d

55. Survivors of layoffs:


a. tend to quickly leave the company
b. are more apt to take risks
c. have lower role ambiguity
d. lose self-confidence
ANSWER: d

56. Most companies that downsize:


a. reduce expenses
b. have fewer disability claims
c. have increased productivity
d. do not increase their financial success
ANSWER: d

Objective Short Answer

57. Name and briefly describe the three types of sacred-cow hunts.
ANSWER:  paper cow
 meeting cow
 speed cow

58. What are the five stages in employee acceptance of change?


ANSWER:  denial
 defense
 discarding
 adaptation

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 internalization

59. Name and describe the five types of people involved with change.
ANSWER:  change agents
 change analysts
 receptive changers
 reluctant changers
 change resisters

60. Name and briefly describe the five decision-making strategies in the Vroom-Yetton Model.
ANSWER:  Autocratic I
 Autocratic II
 Consultative I
 Consultative II
 Group I

61. What are five strategies an organization can use to reduce the need for downsizing?
ANSWER:  use of temporary employees
 outsourcing
 encourage career changes
 early retirement programs
 work schedule adjustments

62. What are the four common flexible work arrangement strategies?
ANSWER:  full-time work, flexible hours
 compressed work weeks
 reducing work hours
 working from home

63. Name and briefly describe the three common flexible working schedules/
ANSWER:  flexitour (flexible hours that must be scheduled one week in advance)
 modified flexitour (flexible hours that must be scheduled one day in advance)
 gliding time (flexible hours that need no advance scheduling)

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Common questions

Powered by AI

The Vroom-Yetton model assists in decision-making by providing a framework that helps leaders decide the appropriate level of employee involvement. It evaluates decisions based on situational factors such as decision quality, information asymmetry, and potential impact on employee commitment. This model differs from others by explicitly categorizing decision-making into types such as Autocratic and Consultative strategies, thus offering a structured approach adaptable to various managerial contexts. Unlike models purely focused on decision outcomes, it integrates employee input, ensuring decisions are not only effective but also supported by those affected .

Communication plays a crucial role in mitigating the impacts of a layoff announcement by ensuring transparency, reducing uncertainty, and maintaining trust. Announcements should be conducted personally rather than through impersonal channels, which helps in demonstrating empathy and respect towards affected employees. Providing timely information regarding the reasons for the layoffs, potential support mechanisms, and future organizational plans can alleviate fear and speculation. Additionally, clear communication helps manage survivor guilt among retained employees, allowing for smoother transitions and sustained morale throughout the organization .

Organizations may face challenges enforcing safety and fair treatment standards for employees working from home due to lack of direct oversight, varying home conditions, and potential discrepancies in equipment and resource availability. Ensuring ergonomic standards and providing necessary tools such as secure internet access and data protection measures can be difficult. Furthermore, maintaining equitable workload distribution and monitoring performance while respecting privacy presents additional hurdles. Addressing these challenges requires clear policies, regular check-ins, and providing support to create standardized remote work conditions, tailoring approaches to meet diverse individual needs .

Organizations can foster a positive atmosphere for change by creating dissatisfaction with the current system, encouraging open communication, and building a sense of necessity for change. This can be facilitated by highlighting the benefits of new practices over old ones and engaging employees in discussions about upcoming changes. Such an environment is critical as it reduces employee resistance, aligns everyone's efforts towards common goals, and accelerates the transition process. Successful change management relies on preparing the organizational culture to be receptive to new ideas, thereby ensuring changes are not only implemented but sustained .

The potential consequences of using a compressed work week include reductions in absenteeism, increases in productivity, and heightened job satisfaction. For employees, this arrangement can offer improved work-life balance and reduced commuting time, leading to higher satisfaction. However, it may also cause increased fatigue due to longer workdays. For organizations, the benefits include enhanced productivity and reduced operational costs, yet there could be challenges in maintaining consistent customer service levels throughout the extended hours. Successful implementation requires careful consideration of these trade-offs to maximize benefits and minimize drawbacks .

The initial stages employees go through during organizational change are denial, defense, discarding, adaptation, and internalization. Initially, employees might deny that change is necessary, affecting their ability to engage with new processes. As they move into defense, they may resist and stick to familiar routines. Discarding involves letting go of old habits, while adaptation is the phase where they begin to accept and adjust to changes. Finally, internalization marks the full acceptance and integration of new practices into daily work. Each stage affects how smoothly and swiftly change is implemented, making early-stage management crucial for minimizing resistance .

Organizations can reduce the need for layoffs during economic downturns by utilizing strategies such as employing temporary workers, outsourcing non-core activities, offering early retirement packages, and implementing flexible work arrangements like job sharing and reduced work hours. These strategies allow organizations to adjust labor costs dynamically while retaining core staff essential for recovery post-downturn. Such proactive measures not only preserve employee morale and organizational knowledge but also ensure operational readiness when economic conditions improve .

Some employees might prefer not to be empowered due to a lack of confidence, fear of additional responsibilities, or comfort with current routines. This reluctance indicates a need for managerial strategies that are flexible and tailored to individual preferences. Managers should recognize that empowerment is not universally desired and could lead to increased stress for some employees. As a result, they need to provide adequate support, training, and clarity on decision-making responsibilities to foster an environment where empowerment is seen as beneficial rather than burdensome .

Early retirement programs can serve as an alternative to downsizing by providing a voluntary means for workforce reduction, potentially minimizing the negative impacts on morale that involuntary layoffs can cause. They help organizations reduce expenses while preserving job opportunities for younger employees. However, potential pitfalls include the risk of losing experienced personnel critical to organizational knowledge and continuity. Additionally, if financial incentives are too attractive, it might lead to a larger-than-intended departure of skilled workers, affecting operational capacity and requiring strategic workforce planning to mitigate these effects .

A "sacred cow hunt" is a metaphorical process where organizations identify and eliminate outdated practices, procedures, or policies that are no longer relevant or effective. This practice is crucial for promoting organizational change by challenging the status quo, encouraging employees to question existing processes, and fostering an environment open to adaptation and improvement. It involves asking questions like "Why are we doing this?" and "How and when did we start doing this?" to uncover inefficiencies and drive innovation .

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