,TESTBANK FOR Managing Organisational Change
First Edition by Allan Ramdhony
Notes
1- The file is chapter after chapter.
2- We have shown you few pages sample.
3- The file contains all Appendix and Excel sheet
if it exists.
4- We have all what you need, we make update
at every time. There are many new editions
waiting you.
5- If you think you purchased the wrong file You
can contact us at every time, we can replace it
with true one.
Our email:
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
Multiple choice questions
Chapter 2: The nature of change and role of change
management
1. What is the role of philosophy in organisational change management?
a. It enables change agents to analyse complex change situations.
b. It helps maximise process efficiency.
c. It is a key determinant of how change agents make sense of reality.
d. It is a tool to effectively communicate strategic decisions.
Ans: C
2. Which statement best describes Heraclitus’ worldview?
a. Nothing ever stands still and change is the only constant.
b. Most things in life have a meaning.
c. Nothing in the very nature of the world really changes and change itself is just an illusion.
d. A phase of change is always followed by a phase of stagnation.
Ans: A
3. Which of the following is the least susceptible to change?
a. The day-to-day routines and activities of an organisation.
b. The core social values that define a social enterprise.
c. An organisation’s IT platform.
d. Customer preferences and behaviours.
Ans: B
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
4. Which of the following is an example of ‘external flows’ that can have a significant impact
on organisational functioning?
a. Disruptions and shockwaves in an organisation’s operating context.
b. The flow of goods along an assembly line.
c. Communication patterns between functional departments.
d. The value-adding activities that underpin finished products.
Ans: A
5. Which of the statements below is associated with the common assumption that ‘change is
the only constant’?
a. Change agents have to battle the forces of change in an increasingly chaotic and
unpredictable business context.
b. Change agents have to learn how to live and let live.
c. The on-going development of ICTs have brought about the Industrial Internet of Things.
d. Change is not an end in itself but a lever for optimising organisational functioning.
Ans: C
6. Which one of the following statements best explains the basic meaning of organisational
change?
a. A deliberate move towards some desired state in an attempt to ensure the survival and
growth of the organization.
b. A simple and straightforward process that aims to transform an organisation.
c. A necessary but impossible task.
d. A major shift in an organisation’s external environment.
Ans: A
7. Which of the following is associated with operational change?
a. An approach to change that involves long-range planning.
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
b. A radical redesign of an organisation’s business model.
c. Expanding business to new markets.
d. An attempt to improve the efficiency of business processes.
Ans: D
8. Which of the following is not a dichotomous conception of organisational change?
a. Localised v. organisation-wide change.
b. Localised v. regionalised change.
c. Continuous v. discontinuous change.
d. Evolutionary v. revolutionary change.
Ans: B
9. What are the main characteristics of transformational change?
a. Low-intensity, localised and gradual.
b. Rapid, prescribed and involving small-scale changes.
c. High-intensity, organization-wide, radical and often irreversible.
d. Broken down in smaller stages over a period of time.
Ans: C
10. Which of the following is a true statement according to the theory of punctuated
equilibrium?
a. Relatively long periods of low-intensity, incremental change punctuated by shorter,
compact periods of high-intensity, transformational change.
b. There are short periods of relative stability punctuated by longer bursts of disruptive and
rapid change.
c. Significant evolution occurs during long periods of relative stability.
d. Significant evolution occurs when organisations have good leaders.
Ans: A
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
11. Which of the following does not account for an organisation’s deep structures?
a. Strategic goals and objectives.
b. Structural arrangements and work patterns.
c. Mode of governance and power distribution.
d. An organisation’s network of external partners.
Ans: D
12. What is the meaning of upward causation?
a. When employees exert a causal influence on top management.
b. When an organisation has a causal impact on its wider operating context.
c. When external causal forces have a significant impact on the organisation’s strategy.
d. When a complex web of causal forces impacts an organisation from above.
Ans: B
13. Which of the following is not a benefit of causal modelling?
a. It can be used to map out significant causes underlying change initiatives.
b. It can enable accurate predictions regarding the effectiveness of change leaders.
c. It allows change agents to track emergent causal influences throughout the change process.
d. It can be used to plot evidence-based courses of action.
Ans: B
14. What is the primary focus of organisational development (OD)?
a. Optimisation of organisational well-being and performance.
b. Successful completion of specific tasks.
c. Monitoring the performance of individual employees.
d. Ensuring that change interventions are broken down into clearly identifiable stages.
Ans: A
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
15. Which of the following statements about project management (PM) is true?
a. PM is always an ongoing process.
b. PM is the sole responsibility of top management.
c. Primary focus of PM is on the timely and successful completion of specific tasks.
d. PM needs to be led by external consultants.
Ans: C
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
Multiple choice questions
Chapter 3: Strategic change
1. Which of the following statements is not true?
a. Strategic change can involve different types of change.
b. Strategic change is dependent upon a range of necessary resources.
c. Strategic change is deployed to primarily achieve short-term goals.
d. Strategic change is driven by a clear set of goals and objectives.
Ans: C
2. What is the meaning of change agency?
a. The causal power and intentional action of change agents in generating certain desired
outcomes.
b. A consultancy firm specialising in change management.
c. The prerogative of change agents.
d. The power relations between change leaders and their followers.
Ans: A
3. Which of the following best describes determinism?
a. Draws attention to how change agents determine what happens in their change context.
b. Locks change agents in a rather passive and reactive mode of thought and behaviour.
c. Posits that change agents are free and unrestrained in following chosen courses of action.
d. Portrays change agents as having a leading role in shaping the external forces of change.
Ans: B
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
4. Which philosophical concept posits that people are free and unrestrained in their ability to
make their own decisions and follow chosen courses of action?
a. Positivism.
b. Determinism.
c. Voluntarism.
d. Constructionism.
Ans: C
5. What is a planned approach to strategic change?
a. A holistic, rational and proactive way of dealing with strategic change.
b. A way to effectively react to unanticipated changes in the external environment.
c. An approach to change that is underpinned by a determinist outlook.
d. A plan that is not fully formed before its actual implementation.
Ans: A
6. Which of the following describes an emergent approach to strategic change?
a. The implementation of a fully formed strategic plan.
b. A systematic process of diagnosis, forecasting, formulation, implementation and
evaluation.
c. An ability of change agents to predict future outcomes.
d. An adaptive, ad hoc and reactive approach to strategic change.
Ans: D
7. Following Quinn, it is possible to navigate a middle course between planned and emergent
change. Which one of the following concepts describes such an approach to strategic
change?
a. Determinism.
b. Voluntarism.
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
c. Logical incrementalism.
d. Emergentism.
Ans: C
8. Which of the following is not included in Minztberg’s pattern of strategy formation and
development?
a. Intended strategy.
b. Emergent strategy.
c. Unrealised strategy.
d. Improvised strategy.
Ans: D
9. Which of the following is one of the defining features of strategic improvisation?
a. Entails an agile and craft approach to strategic change in an increasingly unpredictable
global business context.
b. Places an emphasis on the ability of change leaders to drive change from the top.
c. Underlines the need to constantly change business models to sustain competitive
advantage.
d. Involves the combination of multiple strategies as a key source of innovation.
Ans: A
10. What are the four key types of ambidextrous strategic change?
a. Market development, product development, technological innovation and process
optimisation.
b. Separation, switching, self-organising and the ecosystem approach.
c. Planned, emergent, realised and unrealised strategies.
d. Strategic flexibility, vigilance, innovation and entrepreneurship.
Ans: B
First Edition by Allan Ramdhony
Notes
1- The file is chapter after chapter.
2- We have shown you few pages sample.
3- The file contains all Appendix and Excel sheet
if it exists.
4- We have all what you need, we make update
at every time. There are many new editions
waiting you.
5- If you think you purchased the wrong file You
can contact us at every time, we can replace it
with true one.
Our email:
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
Multiple choice questions
Chapter 2: The nature of change and role of change
management
1. What is the role of philosophy in organisational change management?
a. It enables change agents to analyse complex change situations.
b. It helps maximise process efficiency.
c. It is a key determinant of how change agents make sense of reality.
d. It is a tool to effectively communicate strategic decisions.
Ans: C
2. Which statement best describes Heraclitus’ worldview?
a. Nothing ever stands still and change is the only constant.
b. Most things in life have a meaning.
c. Nothing in the very nature of the world really changes and change itself is just an illusion.
d. A phase of change is always followed by a phase of stagnation.
Ans: A
3. Which of the following is the least susceptible to change?
a. The day-to-day routines and activities of an organisation.
b. The core social values that define a social enterprise.
c. An organisation’s IT platform.
d. Customer preferences and behaviours.
Ans: B
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
4. Which of the following is an example of ‘external flows’ that can have a significant impact
on organisational functioning?
a. Disruptions and shockwaves in an organisation’s operating context.
b. The flow of goods along an assembly line.
c. Communication patterns between functional departments.
d. The value-adding activities that underpin finished products.
Ans: A
5. Which of the statements below is associated with the common assumption that ‘change is
the only constant’?
a. Change agents have to battle the forces of change in an increasingly chaotic and
unpredictable business context.
b. Change agents have to learn how to live and let live.
c. The on-going development of ICTs have brought about the Industrial Internet of Things.
d. Change is not an end in itself but a lever for optimising organisational functioning.
Ans: C
6. Which one of the following statements best explains the basic meaning of organisational
change?
a. A deliberate move towards some desired state in an attempt to ensure the survival and
growth of the organization.
b. A simple and straightforward process that aims to transform an organisation.
c. A necessary but impossible task.
d. A major shift in an organisation’s external environment.
Ans: A
7. Which of the following is associated with operational change?
a. An approach to change that involves long-range planning.
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
b. A radical redesign of an organisation’s business model.
c. Expanding business to new markets.
d. An attempt to improve the efficiency of business processes.
Ans: D
8. Which of the following is not a dichotomous conception of organisational change?
a. Localised v. organisation-wide change.
b. Localised v. regionalised change.
c. Continuous v. discontinuous change.
d. Evolutionary v. revolutionary change.
Ans: B
9. What are the main characteristics of transformational change?
a. Low-intensity, localised and gradual.
b. Rapid, prescribed and involving small-scale changes.
c. High-intensity, organization-wide, radical and often irreversible.
d. Broken down in smaller stages over a period of time.
Ans: C
10. Which of the following is a true statement according to the theory of punctuated
equilibrium?
a. Relatively long periods of low-intensity, incremental change punctuated by shorter,
compact periods of high-intensity, transformational change.
b. There are short periods of relative stability punctuated by longer bursts of disruptive and
rapid change.
c. Significant evolution occurs during long periods of relative stability.
d. Significant evolution occurs when organisations have good leaders.
Ans: A
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
11. Which of the following does not account for an organisation’s deep structures?
a. Strategic goals and objectives.
b. Structural arrangements and work patterns.
c. Mode of governance and power distribution.
d. An organisation’s network of external partners.
Ans: D
12. What is the meaning of upward causation?
a. When employees exert a causal influence on top management.
b. When an organisation has a causal impact on its wider operating context.
c. When external causal forces have a significant impact on the organisation’s strategy.
d. When a complex web of causal forces impacts an organisation from above.
Ans: B
13. Which of the following is not a benefit of causal modelling?
a. It can be used to map out significant causes underlying change initiatives.
b. It can enable accurate predictions regarding the effectiveness of change leaders.
c. It allows change agents to track emergent causal influences throughout the change process.
d. It can be used to plot evidence-based courses of action.
Ans: B
14. What is the primary focus of organisational development (OD)?
a. Optimisation of organisational well-being and performance.
b. Successful completion of specific tasks.
c. Monitoring the performance of individual employees.
d. Ensuring that change interventions are broken down into clearly identifiable stages.
Ans: A
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
15. Which of the following statements about project management (PM) is true?
a. PM is always an ongoing process.
b. PM is the sole responsibility of top management.
c. Primary focus of PM is on the timely and successful completion of specific tasks.
d. PM needs to be led by external consultants.
Ans: C
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
Multiple choice questions
Chapter 3: Strategic change
1. Which of the following statements is not true?
a. Strategic change can involve different types of change.
b. Strategic change is dependent upon a range of necessary resources.
c. Strategic change is deployed to primarily achieve short-term goals.
d. Strategic change is driven by a clear set of goals and objectives.
Ans: C
2. What is the meaning of change agency?
a. The causal power and intentional action of change agents in generating certain desired
outcomes.
b. A consultancy firm specialising in change management.
c. The prerogative of change agents.
d. The power relations between change leaders and their followers.
Ans: A
3. Which of the following best describes determinism?
a. Draws attention to how change agents determine what happens in their change context.
b. Locks change agents in a rather passive and reactive mode of thought and behaviour.
c. Posits that change agents are free and unrestrained in following chosen courses of action.
d. Portrays change agents as having a leading role in shaping the external forces of change.
Ans: B
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
4. Which philosophical concept posits that people are free and unrestrained in their ability to
make their own decisions and follow chosen courses of action?
a. Positivism.
b. Determinism.
c. Voluntarism.
d. Constructionism.
Ans: C
5. What is a planned approach to strategic change?
a. A holistic, rational and proactive way of dealing with strategic change.
b. A way to effectively react to unanticipated changes in the external environment.
c. An approach to change that is underpinned by a determinist outlook.
d. A plan that is not fully formed before its actual implementation.
Ans: A
6. Which of the following describes an emergent approach to strategic change?
a. The implementation of a fully formed strategic plan.
b. A systematic process of diagnosis, forecasting, formulation, implementation and
evaluation.
c. An ability of change agents to predict future outcomes.
d. An adaptive, ad hoc and reactive approach to strategic change.
Ans: D
7. Following Quinn, it is possible to navigate a middle course between planned and emergent
change. Which one of the following concepts describes such an approach to strategic
change?
a. Determinism.
b. Voluntarism.
, Lecturer Resources
Ramdhony & Thiele, Managing Organisational Change
SAGE Publishing, 2024
c. Logical incrementalism.
d. Emergentism.
Ans: C
8. Which of the following is not included in Minztberg’s pattern of strategy formation and
development?
a. Intended strategy.
b. Emergent strategy.
c. Unrealised strategy.
d. Improvised strategy.
Ans: D
9. Which of the following is one of the defining features of strategic improvisation?
a. Entails an agile and craft approach to strategic change in an increasingly unpredictable
global business context.
b. Places an emphasis on the ability of change leaders to drive change from the top.
c. Underlines the need to constantly change business models to sustain competitive
advantage.
d. Involves the combination of multiple strategies as a key source of innovation.
Ans: A
10. What are the four key types of ambidextrous strategic change?
a. Market development, product development, technological innovation and process
optimisation.
b. Separation, switching, self-organising and the ecosystem approach.
c. Planned, emergent, realised and unrealised strategies.
d. Strategic flexibility, vigilance, innovation and entrepreneurship.
Ans: B
