Chap18-Test Bank 13th Edition

Chapter 18 Organizational Change and Stress Management

MULTIPLE CHOICE

Forces For Change

1. An example of change in the nature of the work force is:a. increase in college attendance.b. mergers and consolidations.c. more cultural diversity.d. increase in divorce rates.

(c; Moderate; Exh. 18-1; p. 549)

2. Which of the following is not cited as a force for change?a. technologyb. economic shocksc. decreasing skill setsd. social trends

(c; Easy; Exh. 18-1; p. 549)

3. Phrases such as “more cultural diversity,” “many new entrants with inadequate skills,” and “increase in professionals” are all examples of what force for change?a. technologyb. world politicsc. nature of the work forced. social trends

(c; Easy; Exh. 18-1; p. 549)

4. An example of change in the nature of competition is:a. growth of e-commerce.b. collapse of Enron Corporation.c. more cultural diversity.d. increased interest in urban living.

(a; Easy; Exh. 18-1; p. 549)

Managing Planned Change

5. Change activities that are intentional and goal oriented are termed:a. planned change.b. second order change.c. change agents.d. first order change.

(a; Moderate; p. 550-551)

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6. If an organization used an outside consultant as opposed to an insider as change agent, the result would probably be:a. more cautious and thoughtful.b. more reflective of the organization’s history and culture.c. more objective.d. reflective of the fact that change agents must live with the consequences of their actions.

(c; Moderate; p. 551)

7. Which factor in choosing an outside consultant as change agent is likely to result in more drastic changes (good or bad)?a. the cost.b. internal members resistance to outsiders.c. they do not have to live with the repercussions after the change.d. objective perspective.


8. If an organization used an insider as a change agent as opposed to an outside consultant:a. the change would probably be more cautious.b. the change would probably be more drastic.c. the change would probably be more objective.d. the change would more likely be second order.

(a; Easy; p. 551)

Resistance to Change

9. Resistance to change is positive since:a. it provides a degree of stability to behavior and productivity.b. without some resistance, OB would take on characteristics of chaotic randomness.c. resistance can be a source of functional conflict.d. all of the above

(d; Moderate; p. 551-552)

10. It is easiest for management to deal with resistance when it is:a. overt. b. expressed.c. passive.d. implicit.

(a; Moderate; p. 552)

11. The greater challenge is managing resistance to change that is:a. passive.b. resolute.c. deferred.d. explicit.


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12. An example of a source of individual resistance to change is:a. inertia.b. structural inertia.c. habit.d. threat to expertise.


13. Which of the following is not a source of individual resistance to change?a. habitb. securityc. fear of the unknownd. inertia

(d; Moderate; Exh. 18-2; p. 553)

14. All of the following are sources of organizational resistance to change except:a. structural inertia.b. security.c. limited focus of change.d. threat to established power relationships.

(b; Moderate; Exh. 18-2; p. 553)

15. The built-in mechanisms that an organization has to produce stability are termed:a. structural inertia.b. threat to expertise.c. habit.d. selective information processing.

(a; Moderate; Exh. 18-2; p. 553)

16. Which one of the following is not listed as a tactic for dealing with resistance to change?a. collaborationb. manipulationc. participationd. cooptation

(a; Challenging; p. 553)

17. Which tactic for overcoming resistance to change basically assumes that the source of resistance lies in misinformation?a. training and developmentb. facilitation and supportc. education and communicationd. teaching and advancement

(c; Challenging; p. 552)

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18. Exchanging something of value for a lessening of resistance to change is best defined by which of the following tactics?a. compromise b. negotiationc. cooptationd. manipulation

(b; Challenging; p. 553)

19. Using covert influence to overcome resistance to change is called:a. negotiation.b. cooptation.c. manipulation.d. coercion.


20. Which tactic to overcome resistance to change is a relatively easy way to gain the support of adversaries, but may backfire if the targets become aware of the tactic?a. negotiationb. conciliationc. manipulationd. coercion


21. If individuals resisting change are included in making change decisions in an attempt to gain their support, it is called:a. cooptation.b. exploitation.c. manipulation.d. coercion.


22. The application of direct threats or force upon resisters is called:a. exploitation.b. cooptation.c. manipulation.d. coercion.

(d; Moderate; p. 554)

23. Politics suggest that the impetus for change is more likely to come from:a. outside change agents.b. employees who are new to the organization.c. managers slightly removed from the main power structure.d. all of the above


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24. Managers who have spent their entire career with the organization and are high in the hierarchy are:a. good change agents.b. generally the impetus for change.c. often impediments to change.d. none of the above.


Approaches to Managing Organizational Change

25. This is one of the ways to achieve unfreezing:a. The driving forces directing behavior away from the status quo can be increased.b. The restraining forces which hinder movement from the inequality can be decreased.c. A combination of (a) and (b).d. All of the above are ways to achieve unfreezing


26. Who developed a three-step model for change that included unfreezing, movement, and refreezing?a. John Kotterb. David McClellandc. Kurt Lewind. Lawrence Summers


27. To direct behavior away from the status quo, one can increase the use of:a. restraining forces.b. restricting forces.c. driving forces.d. compelling forces.

(c; Easy; p. 555)

28. To move from equilibrium, Lewin suggests:a. decreasing restraining forces.b. increasing compelling forces.c. decreasing driving forces.d. all of the above


29. _____ is a change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate.a. Organizational developmentb. Action researchc. Planned changed. Process consultation

(b; Moderate; p. 556)

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30. The step in the action research process where information is gathered about problem, concerns, and needed changes from members of the organization is:a. feedback.b. evaluation.c. diagnosis.d. action.


31. All of the following are steps in the process of action research except:a. diagnosis.b. forming.c. feedback.d. action.


32. The action research process closely resembles:a. political research.b. scientific method.c. organizational development.d. appreciative inquiry.


33. In the process of action research, diagnosis is followed by:a. feedback.b. analysis.c. action.d. evaluation.


34. Which of the following is considered a benefit of action research for an organization?a. Employees can carry out the specific actions to correct the problems identified.b. It is problem focused.c. It is solution centered.d. It is simple to implement.


35. _____ encompasses a collection of planned-change interventions built on humanistic-democratic values that seek to improve organizational effectiveness and employee well-being.a. Organizational developmentb. Planned changec. Process consultationd. Action research


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36. Which of the following is not considered an underlying value in organizational development?a. participationb. confrontationc. contributiond. power equalization

(c; Easy; p. 558)

37. The de-emphasis of hierarchical authority and control in OD is referred to as:a. participation.b. power equalization.c. trust and support.d. respect for people.


38. Which of the following is not true of OD?a. Problems should be condensed.b. Problems should be openly confronted.c. Effective organizations are characterized by trust.d. People should be treated with dignity and respect.


39. T-groups are also known as:a. action research teams.b. appreciative inquiry training groups.c. team building groups.d. sensitivity training groups.

(d; Easy; p. 558)

40. _____ is a method of changing behavior through unstructured group interaction.a. Action researchb. Planned changec. Process consultationd. Sensitivity training


41. A tool for assessing attitudes held by organizational members, identifying discrepancies among member perceptions, and solving these differences is:a. sensitivity training.b. survey feedback.c. process consultation.d. intergroup development.

(b; Easy; p. 558)

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42. The purpose of _____ is for an outside consultant to assist a client, usually a manager, to perceive, understand, and act upon process events with which he or she must deal.a. a change agentb. survey feedbackc. process consultationd. action research

(c; Moderate; p. 559-560)

43. The activities included in team building include all of the following except:a. goal setting.b. personal development.c. team process analysis.d. role analysis.


44. 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 inquiryb. action researchc. team buildingd. process consultation


45. Which of the following is not a step in the AI process?a. discoveryb. dreamingc. devised. destiny


Contemporary Change Issues for Today’s Managers

46. _______ is a new idea applied to initiating or improving a product, process, or service.a. Continuous improvement processesb. Double-loop learningc. Innovationd. Process reengineering


47. An organization that has developed the continuous capacity to adapt and change is termed a(n):a. learning organization.b. continuous improvement process.c. innovative organization.d. double-loop learning organization.

(a; Easy; p. 566)

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48. Which has been the most studied potential source of innovation?a. culturalb. structural c. human resourcesd. champions


49. _____ involves correcting errors using past routines and present policies.a. Process reengineeringb. Single-loop learningc. Double-loop learningd. Continuous improvement process


50. Errors that are corrected by modifying the organization’s objectives, policies, and standard routines are part of:a. single-loop learning.b. double-loop learning.c. process reengineering.d. continuous improvement process.


51. Which of the following is a characteristic of a learning organization?a. People have standard ways of doing their jobs.b. People pursue project of interest.c. People communicate over vertical and horizontal boundaries.d. People think in terms of independent relationships.

(c; Challenging; Exh. 18-6; p. 566)

52. Which of the following is not a characteristic of a learning organization?a. There is a shared vision upon which everyone agrees.b. People sublimate their personal self-interest to work together to achieve the organization’s

shared vision.c. Members integrate old ways of thinking with new ideas.d. People openly communicate with each other.

(c; Moderate; Exh. 18-6, p. 566)

53. Which is not a suggestion for managers to make their firms learning organizations?a. Establish a strategy that makes management’s commitment to change explicit.b. Redesign the organization’s structure by flattening the structure and increasing the use of

cross-functional teams.c. Reshape the organization’s culture by emphasizing risk taking and openness.d. Systematically collect data and then select a change action based on the analyzed data.


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Work Stress and Its Management

54. For potential stress to become actual stress, _____ and _____ must be present.a. people; organizationsb. ambiguity; importancec. uncertainty; riskd. importance; uncertainty

(d; Challenging; p. 570)

55. Which of the following is most likely to turn potential stress into actual stress?a. An outcome is difficult to achieve.b. The situation is complex.c. An outcome is uncertain.d. The situation involves competition.


56. Which of the following is not an organizational factor related to stress?a. economic conditionsb. task demandsc. role demandsd. organizational structure

(a; Challenging; Exh. 18-9; p. 571)

57. Which of the following is not a category of potential sources of stress?a. communityb. environmentalc. organizationald. individual

(a; Easy; Exh. 18-9; p. 571)

58. Political uncertainties, economic uncertainties, and technological uncertainty are examples of which category of potential sources of stress?a. economicb. environmentalc. organizationald. group

(b; Easy; Exh. 18-9; p. 571)

59. There are several potential sources of stress. When pressures are created by other employees causing a lack of social support, the factor of stress involved is:a. interpersonal demands.b. organizational factors.c. role demands.d. organizational structure.


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60. Family issues, economic problems, and inherent personality characteristics are examples of which factor of potential stress?a. personal b. environmental c. personnel d. individual


61. Symptoms of stress can surface as: a. physiological outcomes.b. psychological outcomes.c. behavioral outcomes.d. all of the above

(d; Easy; p. 575)

62. Which of the following characteristics is most likely to be associated with high stress?a. considerable job experienceb. external locus of controlc. a high need to achieved. type B behavior

(b; Challenging; p. 577)

63. Symptoms of stress such as increased blood pressure and increased heart rate are _____ symptoms.a. psychologicalb. physiologicalc. behaviorald. personal


64. Which of the following is not a psychological consequence of stress?a. anxietyb. low self esteemc. frustrationd. high blood pressure

(d; Easy; p. 575)

65. Excessive smoking, substance abuse, accident proneness, and appetite disorders are all examples of _____ consequences of stress.a. personalb. psychologicalc. behaviorald. physiological


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66. The most widely studied pattern in the stress-performance literature is the _____ relationship.a. self-efficacyb. reverse-invertedc. inverted Ud. double-loop

(c; Easy; p. 576)

67. An individual approach to reduce stress is:a. selection and placement.b. redesigning jobs.c. goal setting.d. relaxation training.

(d; Easy; p. 577)

68. Organizationally supported programs that focus on the employee’s total physical and mental condition are called:a. job redesign programs.b. wellness programs.c. employee involvement programs.d. organizational development programs.

(b; Easy; p. 578)

69. What do wellness programs focus on?a. mental conditionb. physical conditionc. both mental and physical conditiond. stress reduction

(c; Easy; p. 578)

TRUE/FALSE

Forces For Change

70. “Change or die” is the rallying cry among today’s managers worldwide.(True; Easy; p. 548)

71. Technology is a force that acts as an antigen for change.(False; Easy; Exh. 18-1; p. 549)

72. The global economy means that competitors are as likely to come from across the ocean as from across town.

(True; Easy; p. 550)

Managing Planned Change

73. This chapter is about ways to manage change that is accidental and random.(False; Moderate; p. 550)

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74. “Change agent” is synonymous with “manager.”(False; Easy; p. 551)

75. Outside managers are more likely to initiate more drastic changes than internal consultants.(False; Moderate; p. 551)

Resistance To Change

76. Research demonstrates that any effort to resist change is dysfunctional in terms of organizational effectiveness.

(False; Moderate; p. 551)

77. There is a negative correlation between people’s need for security and their resistance to change.(False; Moderate; Exh. 18-2; p. 553)

78. If an individual believes his/her income will be affected negatively by a particular change, resistance will increase.

(True; Moderate; Exh. 18-2; p. 553)

79. Individuals, not organizations resist change.(False; Easy; p. 552)

80. Cooptation is a form of both manipulation and participation.(True; Moderate; p. 553)

81. Internal change agents typically are individuals high in the organization who have little to lose from the change.


82. You should expect that long-time career executives will be proponents of change.(False; Moderate; p. 554)

Approaches to Managing Organizational Change

83. According to Lewin’s model, icing is required if changes are to be permanent.(False; Easy; p. 555)

84. Retention forces are those which hinder movement from the existing equilibrium.(False; Challenging; p. 555-556)

85. Thrusting forces direct behavior away from the status quo.(False; Easy; p. 555)

86. Appreciative inquiry refers to a change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicates.


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87. In the process of action research, the gathering of information about problems occurs in the analysis stage.


88. The diagnosis step of action research is analogous to the physician’s search to find the appropriate treatment.


89. Organizational behavior (OB) is not a readily definable concept, but a convenient term used to encompass a variety of activities for managing change.


90. Appreciative inquiry is a collection of change techniques or interventions built on humanistic-democratic values.


91. Action research includes extensive research and decision-making by the change agent.(False; Moderate; p. 557)

92. Appreciative inquiry is problem-focused.(False; Moderate; p. 557)

93. Appreciative inquiry reduces resistance to change because it heavily involves employees in the process.


94. In action research, the change agent is usually an internal employee.(False; Easy; p. 557)

95. In appreciative inquiry, the diagnosis stage is followed by analysis.(False; Moderate; p. 557)

96. In action research, the steps are in this order: analysis, diagnosis, feedback, action, and evaluation.


97. An advantage of action research is that it is solution-centered.(False; Moderate; p. 557)

98. Sensitivity training emphasizes changing behavior through structured group interaction.(False; Moderate; p. 558)

99. The objectives of survey feedback are to provide the subjects with increased awareness of their own behavior and how others see them.

(False; Easy; p. 559)

100. Process consultants work with the clients in jointly diagnosing what processes need improvement.

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(True; Moderate; p. 560)

101. Group activity in team building has interdependence of functions.(False; Moderate; p. 560)

102. Intergroup development seeks to change attitudes, stereotypes, and perceptions that groups have of each other.


103. Rather than looking for problems to fix, appreciative analysis seeks to identify the unique qualities and special strengths of an organization.


Contemporary Change Issues for Today’s Managers

104. All innovations involve change.(True; Easy; p. 564)

105. Change is a specialized kind of innovation.(False; Easy; p. 564)

106. Organic structures positively influence innovation.(True; Moderate; p. 564)

107. Innovation is nurtured where there are slack resources.(True; Moderate; p. 564)

108. Innovative organizations tend to have similar cultures.(True; Moderate; p. 564)

109. Innovative organizations reward employees for failures.(True; Moderate; p. 564)

110. Idea champions have extremely high self confidence, persistence, energy, and a tendency to take risks.


111. Idea champions display characteristics associated with transactional leadership.(False; Challenging; p. 565)

112. Double-loop learning is an error correction process that uses on past routines and present policies.


113. You should think of a learning organization as an ideal rather than an organizational reality.(True; Easy; p. 467)

114. An excellent illustration of a learning organization is the U.S. Army.

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115. An idea champion in Germany will be more effective by ignoring budgets and procedures.(False; Moderate; p. 569)

Work Stress and Its Management

116. Stress may offer the opportunity for potential gain.(True; Easy; p. 569)

117. Conditions that cause stress are universal in effect.(False; Easy; p. 571)

118. Computers are an example of individual stress factors.(False; Easy; p. 572)

119. The organizational factors that cause stress include: task, role, interpersonal demands, organizational structure, organizational leadership, and organization’s life stage.


120. Financial stressors created by overextending are an example of the environmental stress category.(False; Moderate; p. 573)

121. A person’s basic disposition is a major private factor that influences stress.(True; Moderate; p. 573)

122. A single stressor, in and of itself, may be harmless, but when added to an already high level of stress, it can be disastrous.


123. A high need for achievement has been found to moderate the relationship between potential stressors and experienced stress.

(False; Challenging; p. 573-574)

124. Social curricula can buffer the impact of stress.(False; Easy; p. 574)

125. Experience on the job tends to be positively related to work stress.(False; Moderate; p. 573)

126. Evidence indicates that individuals with an internal locus of control perceive their jobs as less stressful than do externals.


127. Low to moderate levels of stress is dysfunctional and can lead to lower employee performance from the organization’s standpoint.

(False; Easy; p. 576)

128. Few of the factors that cause stress are controlled by management.(False; Easy; p. 577)

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129. Most firms that have introduced wellness programs have found costs to exceed the benefits.(False; Easy; p. 578)

SCENARIO-BASED QUESTIONS

Application of Resistance To Change

Your supervisor has restructured the jobs within your division and some of your colleagues are not pleased. Don is concerned that he will not be able to perform the new tasks. Since he is paid by the amount he produces, his pay might be reduced. Tony is afraid that his job may be in jeopardy and he may be laid off. Doug dislikes uncertainty and has developed a negative attitude.

130. The source of Don’s resistance is:a. habit.b. economic.c. security.d. fear of the unknown.

(b; Moderate; Exh. 18-2; p. 553)

131. The source of Tony’s resistance is:a. habit.b. economic.c. security.d. fear of the unknown.


132. The source of Doug’s resistance is:a. habit.b. economic.c. security.d. fear of the unknown.

(d; Moderate; Exh. 18-2; p. 553)

Application of Overcoming Resistance to Change

Johnson Farm Products has decided to expand its traditional business with farmers in order to include home gardeners. This change is not met with enthusiasm by the sales personnel who have had good long-term relationships with area farmers. You know that the change will be difficult if you cannot overcome the resistance of the sales personnel and get their cooperation.

133. You have decided to involve the sales personnel in planning for the change and in stocking appropriate new items. The method for overcoming resistance that you have chosen is:a. education and communication.b. participation.c. negotiation.d. manipulation and cooptation.

(b; Easy; p. 552)

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134. You have brought in the local extension agent to explain demographics and the changing nature of the area in which you live. The method for overcoming resistance that you have chosen is:a. education and communication.b. participation.c. negotiation.d. manipulation and cooptation.

(a; Easy; p. 552)

135. You have threatened to eliminate positions and even to close down the company if your employees don’t change their attitudes. The method for overcoming resistance that you have chosen may be:a. education and communication.b. participation.c. negotiation.d. manipulation and cooptation.

(d; Easy; p. 553)

Application of Lewin’s Three-Step Model

Mintz’s Motor Repair is moving its location to a larger community 100 miles away. Mintz would like for its mechanics to move with the company but realizes that there will be some hardships associated with the move. Mintz has decided to use Lewin’s three-step model in order to make the change.

136. You are offering a $2,000 moving bonus for any employee who will go to the new location. In Lewin’s terms, you are attempting to:a. unfreeze the status quo.b. move the process along.c. refreeze the change.d. bribe them.


137. You have implemented a permanent upward adjustment of salaries. You are attempting to:a. unfreeze the status quo.b. move the process along.c. refreeze the change.d. change a driving force.


138. You counsel each employee individually, trying to lessen their fears. This is an example of:a. removing driving forces.b. increasing driving forces.c. removing restraining forces.d. brainwashing.


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Application of Understanding Stress and Its Consequences

TNT Net is in the computer industry, where innovations are common. The employees are highly trained, well educated, and hard working. They are under a great deal of stress and TNT Net is concerned that productivity and job satisfaction will decline.

139. The technological uncertainty that employees are dealing with is a(n) _____ factor.a. organizationalb. environmentalc. individuald. industry

(b; Moderate; p. 571-572)

140. One of your employees is very stressed out as a result of being asked to assume too many roles in his job. This source of stress is:a. organizational.b. environmental.c. individual.d. industry.


141. In an attempt to recognize stress early, you should be aware that symptoms may be:a. physiological.b. psychological.c. behavioral.d. all of the above


Application of Action Research

You have decided to use action research to manage a planned change in your department. You have carefully mapped out the five steps of the process.

142. You ask questions and interview your employees in which step of the process?a. diagnosisb. analysisc. feedbackd. action


143. In which stage of the process do you synthesize the information into primary concerns, problem areas, and possible actions?a. diagnosisb. analysisc. feedbackd. action


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144. In which stage do you share with employees what you have found and develop action plans?a. diagnosisb. analysisc. feedbackd. action


SHORT DISCUSSION QUESTIONS

145. What are the goals of change?

There are two goals of planned change. First, to improve the ability of the organization to adapt to changes in its environment. Second, to change employee behavior. (Page 551)

146. What are the three steps in Lewin’s model for change?

Kurt Lewin argued that successful change in organizations should follow three steps: unfreezing the status quo, movement to a new state, and refreezing the new change to make it permanent. (Page 555)

147. What is action research?

Action research refers to a change process based on the systematic collection of data and then selection of a change agent based on what the analyzed data indicate. Their importance lies in proving a scientific methodology for managing planned change. The process of action research consists of five steps: diagnosis, analysis, feedback, action, and evaluation. These steps closely parallel the scientific method. (Pages 556-557)

148. What is innovation?

Innovation is a more specialized kind of change. It is a new idea applied to initiating or improving a product, process, or service. So all innovations involve change, but not all changes necessarily involve new ideas or lead to significant improvements. (Page 564)

149. What is a learning organization?

A learning organization is an organization that has developed the continuous capacity to adapt and change. Just as individuals learn, so too do organizations. (Page 566)

150. What is the difference between single-loop learning and double-loop learning?

Most organizations engage in what has been called single-loop learning. When errors are detected, the correction process relies on past routines and present policies. In contrast, learning organizations use double-loop learning. When an error is detected, it is corrected in ways that involve the modification of the organization’s objectives, policies, and standard routines. Double-loop learning challenges deep-rooted assumptions and norms within an organization. It provides opportunities for radically different solutions to problems and dramatic jumps in improvement. (Page 566)

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151. What is stress?

Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important. Stress is not necessarily bad in and of itself. (Page 577)

152. What can managers do to make their firms learning organizations?

Managers can make their firms learning organizations through a number of suggestions. Management can establish a strategy. Management might also redesign the organization’s structure. In addition, they can reshape the organization’s culture. (Page 574)

153. Discuss some of the psychological consequences of stress?

Stress can cause dissatisfaction. Job-related stress can cause job-related dissatisfaction. Other psychological states include tension, anxiety, irritability, boredom, and procrastination. (Page 575)

154. What are some individual approaches to managing stress?

Individual strategies that have proven effective include implementing time management techniques, increasing physical exercise, relaxation training, and expanding the social support network. (Page 577)

MEDIUM LENGTH DISCUSSION QUESTIONS

155. List the six specific forces for change.

The six specific forces for change are: the nature of the workforce, technology, economic shocks, competition, social trends, and world politics. The nature of the workforce includes more cultural diversity, increase in professionals, and many new entrants with inadequate skills. Technology includes faster and cheaper computers, new mobile communication devices, and deciphering of the human genetic code. Economic shocks include the rise and fall of dot.com stocks, the decline in the value of the Euro, and the collapse of Enron Corporation. Competition includes global competitors; mergers and consolidations; and the growth of e-commerce. Social trends include Internet chat rooms, the retirement of Baby Boomers, and the increased interest in urban living. World politics includes the escalation of hostilities in the Middle East, the opening of markets in China, and the war on terrorism. (Exh. 18-1; Page 549)

156. What are the five steps of the action research process?

The process of action research consists of five steps: diagnosis, analysis, feedback, action, and evaluation. The change agent begins by gathering information about problems, concerns, and needed changes from members of the organization. The change agent asks questions, interviews employees, reviews records, and listens to the concerns of employees.

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In the diagnosis stage, the change agent synthesizes this information into primary concerns, problem areas, and possible actions. Action research includes extensive involvement of the change targets. Feedback requires sharing with employees what has been found from steps one and two. The employees, with the help of the change agent, develop action plans for bringing about any needed change. The employees and the change agent carry out the specific actions to correct the problems that have been identified. The final step is evaluation of the action plan’s effectiveness. (Page 557)

157. List six interventions that change agents might consider using.

Sensitivity training refers to a method of changing behavior through unstructured group interaction. Members are brought together in a free and open environment in which participants discuss themselves and their interactive processes, loosely directed by a professional behavioral scientist. One tool for assessing attitudes held by organizational members, identifying discrepancies among member perceptions, and solving these differences is the survey feedback approach. The purpose of process consultation is for an outside consultant to assist a client to perceive, understand, and act upon process events with which he or she must deal. These might include work flow, informal relationships among unit members, and formal communication channels. Team building utilizes high-interaction group activities to increase trust and openness among team members. Intergroup development seeks to change the attitudes, stereotypes, and perceptions that groups have of each other. Appreciative inquiry seeks to identify the unique qualities and special strengths of an organization, which can then be built upon to improve performance. That is, it focuses on an organization’s successes rather than its problems. (Pages 558-561)

COMPREHENSIVE ESSAYS

158. Discuss resistance to change in term of its organizational sources.

There are six major sources of organizational resistance to change. Organizations have built-in mechanisms to produce stability. Formalization provides job descriptions, rules, and procedures for employees to follow. Organizations are made up of a number of interdependent subsystems. You can’t change one without affecting the others. Even if individuals want to change their behavior, group norms may act as a constraint. Changes in organizational patterns may threaten the expertise of specialized groups. Any redistribution of decision-making authority can threaten long-established power relationships within the organization. Those groups in the organization that control sizable resources often see change as a threat. They tend to be content with the way things are. (Exh. 18-2; Page 553)

159. Explain individual difference variables that moderate the stress–outcome relationship.

At least six variables—perception, job experience, social support, belief in locus of control, self-efficacy, and hostility—have been found to be relevant moderators.

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Employees react in response to their perception of reality rather than to reality itself. Perception, therefore, will moderate the relationship between a potential stress condition and an employee’s reaction to it. So stress potential doesn’t lie in objective conditions; it lies in an employee’s interpretation of those conditions.

The evidence indicates that experience on the job tends to be negatively related to work stress. Voluntary turnover is more probable among people who experience more stress. Therefore, people who remain with the organization longer are those with more stress-resistant traits or those who are more resistant to the stress characteristics of their organization. Second, people eventually develop coping mechanisms to deal with stress. Because this takes time, senior members of the organization are more likely to be fully adapted and should experience less stress.

There is increasing evidence that social support—that is, collegial relationships with co-workers or supervisors—can buffer the impact of stress. The logic underlying this moderating variable is that social support acts as a palliative, mitigating the negative effects of even high-strain jobs.

Those with an internal locus of control believe they control their own destiny. Those with an external locus believe their lives are controlled by outside forces. Evidence indicates that internals perceive their jobs to be less stressful than do externals. When internals and externals confront a similar stressful situation, the internals are likely to believe that they can have a significant effect on the results. They, therefore, act to take control of events. In contrast, externals are more likely to be passive and feel helpless.

Self-efficacy has also been found to influence stress outcomes. Recent evidence indicates that individuals with strong self-efficacy reacted less negatively to the strain created by long work hours and work overload than did those with low levels of self-efficacy. That is, confidence in one’s own abilities appears to decrease stress. As with an internal locus of control, strong efficacy confirms the power of self-beliefs in moderating the effect of a high-strain situation.

Some people’s personality includes a high degree of hostility and anger. These people are chronically suspicious and mistrustful of others. Evidence indicates that this hostility significantly increases a person’s stress and risk for heart disease. More specifically, people who are quick to anger, maintain a persistently hostile outlook, and project a cynical mistrust of others are more likely to experience stress in situations. (Pages 573-574)

160. Discuss stress and its consequences. Include potential sources of stress and both individual and organizational approaches to managing stress.

Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important. Stress is not necessarily bad in and of itself.

Environmental sources of stress include economic uncertainty, political uncertainty, and technological uncertainty. Organizational sources of stress include: task demands, role demands, interpersonal demands, organizational structure, organizational leadership, and

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an organization’s life cycle. Individual factors include family problems, financial problems, and personality.

Stress can cause dissatisfaction. Job-related stress can cause job-related dissatisfaction. Other psychological states include: tension, anxiety, irritability, boredom, and procrastination. Behaviorally related stress symptoms include changes in productivity, absence, and turnover, as well as changes in eating habits, increased smoking or consumption of alcohol, rapid speech, fidgeting, and sleep disorders.

Individual strategies that have proven effective include: implementing time management techniques, increasing physical exercise, relaxation training, and expanding the social support network.

Strategies that management might want to consider include: improved personnel selection and job placement, training, use of realistic goal setting, redesigning of jobs, increased employee involvement, improved organizational communication, offering employee sabbaticals, and establishment of corporate wellness programs. (Pages 569-577)

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Chap18-Test Bank 13th Edition

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Transcript of Chap18-Test Bank 13th Edition