ch 11 - Chapter 11: Managing Organizational Change,...

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Chapter 11: Managing Organizational Change, Resistance, and Conflict True/False 1. Experience shows that it is easier to gain compliance for a new system than acceptance. 2. Stress is usually only associated with negative change (dread). 3. According to Lewin’s Force Field Analysis, driving forces are those forces that act as barriers and drive people away from desired end states. 4. According to Lewin’s Force Field Analysis, the transition state is marked by a loss of equilibrium which lasts until the individual or organization moves to the desired state. 5. Kübler-Ross’ model on grieving suggests that individuals have to ultimately like or embrace change in order to reach the acceptance stage. 6. In order to be an effective sponsor of a project, one must posses not only willingness, but also power in terms of authority and making resources available, to support the project. 7. An initiating sponsor must stay with the project to the end if it is to succeed. 8. Sponsor credibility is diminished if the project’s envisioned value to the organization is not realized. 9. According to Leavitt’s model of organizational change, changes in one organizational component (people, structure, task, or technology) can impact the other three components. 10. The Rational-Empirical strategy suggests that most people are rational, so they will accept change that will benefit the overall organization. 11. The Normative-reeducation strategy focuses on reeducating the work force, one person at a time until the entire organization is aligned. 12. The use of threats and rewards in the power-coercive approach to change becomes riskier as individuals become more dependent on the organization. 13. According to the environmental-adaptive approach, although people avoid disruption and loss, they can still adapt to change.
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14. Resistance should be anticipated from the beginning of the project and in fact there may be valid reasons for the resistance. 15. People seldom resist change once they understand that the change will benefit them. 16. The contemporary vies of conflict is that conflict is always negative and should be avoided whenever possible. 17. According to the Interactionist View of conflict, conflict is both necessary and beneficial. 18. Polarity Management is an effective tool when faced with seemingly irresolvable conflict. 19. The lower right-hand quadrant in the Polarity Map (TB-) is where the downside of the status quo is detailed. 20. Each conflict situation is unique and the choice of an approach to resolution is dependent on type and time pressure of the conflict as well as the relative power of the parties and the value one places on the completion of the goal and/or the maintenance of relationships.
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Multiple Choice 1. According to Davidson, ___________ is the process of adapting to change and determines our ability to handle current and future change. a)
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ch 11 - Chapter 11: Managing Organizational Change,...

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