dynamics

organizations undertake transformational change when
all of the above
organization culture does not include which of the following
products and services supplied to customers
the competing values approach views culture as
a resolution of value dilemmas
according to the text which of the following is not an effective guideline for changing corporate culture
keep top management from being part of the process
the key roles of leadership in transformational change are
envisioning, energizing, and enabling
which of the following is not a step in integrated strategic change
mapping the demand system
what assumptions unerlies the integrated strategic change process
senior management is the best position to plan and implement strategic change
organization design interventions aimed at transformational change are focused on
all of the above
all of the following are phases in the integrated strategic change process except
performing a strategic analysis
cultural change is usually a short term process implemented by top management
false
mechanistic designs support efficiency and control while organic designs promote innovation and change
true
integrated strategic change attempts to balance organization change and hr issues with strategic and marketplace issues
true
an organization culture that values inquiry and discovery is better suited to implement organization learning interventions
true
transformational changes are often driven by key senior executives
true
transformations in organizations are often generated by significant environmental shocks
true
transformational change is always developmental in nature
false
research supports the idea that organization designs with alignment between strategy and design are more effective
true
the visible symbols of the deeper levels of culture in an organization such as clothing are called
artifacts
organization learning is an interactive process of
discovery, invention, production, and generalization
self designing organizations focus on
all of the above
laying the foundation for self designing organizations requires
diagnosis, knowledge, and valuing
organizations can apply the ol processes to all of the following types of learning except
turbo learning
which intervention combines od’s traditional human process focus on relationships with an emphasis on strategy and organization design
dynamic strategy making
organization learning interventions are typically associated with
hr and social processes
the learning organization is not characterized by
structures that emphasize individual unit performance
an effective strategic change process should focus on
flexibility over rigidity
knowledge management interventions usually begin by
identifying the types of knowledge that create the most value for the organization
built to change interventions are best suited for organizations that are
facing a rapidly changing environment
self designing organizations are well suited for stable, predictable markets and environments
false
codification and personalization are techniques used on organization learning interventions
false
organization learning is similar to individual learning
true
knowledge management is more concerned with developing organizational capabilities while organization learning is more concerned with technical issues such as how to store organization experience
false
the most prevalent form of learning in organizations is single loop learning which is focused on improving the status quo
true
organization learning is an active process based on interpretive models of change where members interact and form their actions
true
built to change interventions are characterized by selecting and developing leaders and members who are quick learners, take initiative and thrive on change
true
which is not associated with transorganizational system
organizations in them always act in a coordinated fashion
od practitioners can have the greatest impact in what phases of merger and acquisition activity
precombination and operational combination phases
during the operational combination stage of an M&A which of the following activities support a successful transorganizational change
all of the above
the law of the few relies on all of the following types of people except
leaders
which is not a stage in the initial formation and development of a network
action
in the identification stage of creating a network, which of the following activities do OD practitioners participate
all of the above
the last stage in managing network change is
relying on self organization
when a message is relevant to network members, it is said to
have the power of context
three key roles help to explain change within an existing network occurs, they are
salesmen, mavens, and connectors
in the initial establishment of a network, potential members are identified in the convention stage
true
because transorganization systems are composed of multiple organizations, the change agent needs to treat each organization differently
false
a good alliance partnership will leverage both similarities and differences to create competitive advantage
true
the relational quality of alliances benefits from OD interventions aimed at increasing trust
true
operational combination activities should proceed slowly and carefully following the announcement of the merge acquisition
false
team building and other human process interventions can play important roles in merger and acquisition integrations
true
during the convention stage of network formation, OD practitioners should remain neutral treating all members alike
true
which of the following is the stage of the merger and acquisition process that ensures the alliance is approved by the appropriate regulatory agencies
legal combination phase
which of the following is an example of a sustainability initiative
all of the above
sustainable management organizations interventions ask the question
how can we develop organizations to achieve sustainable effectiveness
in which of the following areas do SMOs perform in order to achieve sustainable effectiveness
all of the above
based on the United national world commission on environment and development description of sustainability SMOs should be able to
generate sustainable outcomes across economic social and ecological goals
a recent global study found that most CEOs do not value sustainability as a critical component of the future success of their firms
false
the united nationals world commission on environment and developments description of sustainability the needs of the present without compromising the ability of future generations to meet their own needs
true
organizations should generate sustainable outcomes across economic social and ecological objectives
true
strategic intent to support sustainable effectiveness consists of allocating appropriate resources
true
because GSCOs have such an honorable mission it is rare for their stakeholders to be in conflict
false
which of the following is false about GSCOs
they advocate a mission of economic prosperity
GSCOs build themselves into viable organizations by
all of the above
GSCOs are part of a social innovation movement to foster the emergence of a global civilization
true
GSCOs have as their primary task to serve as an agent of change in creating environmentally and socially sustainable world futures
true
GSCOs create horizontal linkages that include channels of communication and influence upward to governmental and policy level decision making processes
false
which of the following skills are useful when GSCOs establish bridging with other organization
networking
which of the following characteristics are typical of GSCOs
they are cross sectorial
upon which of the following does an SMO derive its long term success
its organizational identity
according to the text, which of the following is not a trend in health care
a surplus of healthcare workers
what does the text recommend for linking OD interventions to issues of strategic importance in health care
the ability of the OD practitioner to speak professionally about health care organization performance and issues selected for action
one of the principal advantages of a family business is
increased potential for unity of purpose and action between owners and management
as outlined in the text, which of the following does not describe a family first value system
competitive
opportunities for OD practitioners in the public school system include
all of the above
all of the following are reasons suggested for why education reform has failed except
lack of collaborative vision
the main purpose of the public sector organization is
to govern toward the greater public good
OD practitioners working in the public sector need to recognize which of the following features of the public sector organization
all of the above
od interventions in health care must be seen as relevant and necessary to the life and death matters in operating in a health care organization
true
according to the text, OD practitioners can make a significant contribution in effective job and work designs in health care settings
true
one of the keys to the success of the family business consultant is to establish a trusting relationship
true
OD efforts can help public schools build sustainable leadership capacity
true
when OD practitioners work with the public sector organization it may be difficult to get various stakeholders to agree on a common goals
true
effective OD interventions in the public sector recognize that the political domain and the administrative domain of the public agency share the same values
false
which of the following is not one of the dimensions along which public and private sector organizations differ
desire for innovation
risk and equity are valued by family businesses while non family run buinesses value security above all else
false