Chapter 1

1. Why is change important for personal and organizational growth?

A) It makes individuals uncomfortable.

B) It allows for routine and stability.

C) It helps in learning new things and discovering insights.

D) It prevents flexibility in adapting to new environments.

2. What is one of the key reasons why changes bring about improvements?

A) Improvements happen naturally without any action.

B) Changes force organizations to adapt and do things differently.

C) Change keeps everything consistent.

D) Changes occur without planning.

3. Which of the following is NOT a reason for resistance to change according to

the document?

A) Satisfaction with the status quo.

B) Viewing change as a threat.

C) Belief that management is handling the process well.

D) Fear that costs outweigh the benefits.

4. What is the “Snowball effect” in the context of change?

A) A large change happens suddenly.

B) A series of small changes leads to a major change.

C) Change happens without any effort.

D) Change leads to regression.

5. What are "Trigger Events" in organizational change?

A) Routine processes that organizations follow.

B) Major shifts in the environment that precipitate change.

C) Changes that happen over time without external influence.

D) Minor issues that do not affect overall strategy.

6. Which company changed its strategy from energy production to energy

trading?

A) IBM

B) GE

C) Enron

D) Marks and Spencer

7. Which of the following theories views change as a cycle of goal formulation,

implementation, and learning?

A) Evolutionary theories

B) Dialectical theories

C) Life-cycle theories

D) Teleological theories

8. How does participation help in managing resistance to change?

A) It reduces the costs associated with change.

B) It creates psychological ownership over the outcome among employees.

C) It ensures that only top management is involved in the decision-making.

D) It prevents changes from being implemented.

9. According to the document, which of the following best describes the role of
"self-reinforcing sequence" in change?

A) It introduces challenges to earlier events.

B) It helps delay the change process.

C) It provides positive feedback that reinforces earlier events.

D) It guarantees negative reactions from employees.

10. Outsourcing as a strategy is often employed because:

A) It allows companies to focus on high-value activities.

B) It increases the number of in-house employees.

C) It makes companies dependent on outdated technologies.

D) It leads to more fixed costs for the company.

1. "________ is the process by which organizational leaders support

strategic renewal to maintain outstanding performance in a dynamic
environment."

Đáp án: Change implementation

2. "_________ theories assume that organizations are purposeful and adaptive,

with change unfolding through goal formulation, implementation, and learning."

Đáp án: Teleological

3. "The _______ effect describes how small changes can accumulate to lead to a
significant overall change."

Đáp án: Snowball

4. "__________ refers to the process of enabling employees to participate in

decision-making, fostering a sense of ownership in the outcome."

Đáp án: Participation

5. "Outsourcing enables companies to focus on their core competencies and

reduce ________ by lowering fixed costs."

Đáp án: overhead

1. What is the primary goal of strategic renewal?

A) To maintain the status quo.

B) To create new products, services, and capabilities.

C) To reduce the complexity of business operations.

D) To increase company size.

2. Which of the following is a characteristic of dialectical theories of change?

A) Change occurs in a predictable sequence.

B) Conflicting goals between groups drive change.

C) Change is a smooth and linear process.

D) Organizations change without external influence.

3. How does behavioral change contribute to organizational success?

A) It prevents employees from resisting change.

B) It enables employees to meet the demands of the organization's strategy.

C) It reduces the cost of implementing new technologies.

D) It increases the number of rules and regulations within the organization.

4. What is one of the key causes of resistance to change?

A) A desire for rapid innovation.

B) Fear of the change process being mismanaged by leadership.

C) Excitement about new opportunities.

D) Lack of awareness about the need for stability.

5. Which company shifted from a store-based chain to capturing the growing

Internet business, as mentioned in the document?

A) Renault

B) IBM

C) Walgreens

D) Facebook

Đáp án: C) Walgreens

6. What happens in a "reactive sequence" in the change process?

A) Subsequent events reinforce earlier actions.

B) Earlier decisions are challenged by later events.

C) Change occurs through small, gradual adjustments.

D) The organization maintains the status quo.

Đáp án: B) Earlier decisions are challenged by later events.

7. How does resistance manifest in organizations according to the document?

A) Resistance is only shown through physical protests.

B) Resistance can be both overt and covert efforts to maintain the status quo.

C) Resistance is always a positive force for change.

D) Employees never resist if they understand the benefits.

8. Which of the following is an example of "strategic responsiveness"?

A) A company ignoring new competitors.

B) A company moving from a restricted business model to a more inclusive one.

C) A company sticking to its original business plan despite market changes.

D) A company focusing on reducing costs only.

9. According to the document, which theory describes change as a continuous

cycle of variation, selection, and retention?

A) Teleological theory

B) Evolutionary theory

C) Life-cycle theory

D) Dialectical theory

10. Which factor does NOT drive self-reinforcing sequences?

A) Psychological commitment to past decisions.

B) Increasing returns on initial investments.

C) External forces disrupting the change.

D) Cognitive biases supporting earlier decisions.

Chapter 2

Question 1: What is a key distinction between leadership and management?

A. Leadership focuses on order and consistency, while management is concerned with
change.
B. Management is about creating vision, while leadership ensures consistency.
C. Leadership is concerned with change, while management focuses on order and
consistency.
D. Management builds coalitions, while leadership focuses on staff development.

Question 2: Which of the following is NOT one of Kotter's ways for ensuring the
vision is realized?
A. Involving people in deciding how to achieve the vision.
B. Providing continuous feedback and coaching.
C. Building financial reserves for the change initiative.
D. Recognizing and rewarding success.

Question 3: According to the theory of situational leadership, which of the following

statements is true?
A. There is one leadership style that works in every situation.
B. The most effective leadership style depends on situational factors.
C. Leadership should always be distributed across the organization.
D. Charismatic leadership always leads to positive outcomes.

Question 4: What is one potential cause of failure in leadership when developing a

vision?
A. Failing to provide coaching.
B. Relying too much on past successes.
C. Over-communicating the vision.
D. Ignoring organizational interdependence.

Question 5: Which of the following is a strategy to handle resistance to change?

A. Ignoring the concerns of stakeholders.
B. Avoiding communication with resistant groups.
C. Aligning the vision with the values of the stakeholders.
D. Maintaining complete autonomy over the change process.

Question 6:
Which leadership style focuses on the collective network of leaders sharing a common
vision?
A. Situational leadership
B. Distributed leadership
C. Autocratic leadership
D. Charismatic leadership

Question 7:
Which factor is NOT listed as a reason for failure in assessing the situation
realistically?
A. Past successes leading to overconfidence
B. Subordinates not challenging the leader's vision
C. Ignoring external stakeholders
D. Fear of repercussions from subordinates

Question 8:
What does Kotter suggest as the first step in leading change?
A. Empower others to act on the vision
B. Establish a sense of urgency
C. Form a powerful coalition
D. Communicate the vision

Question 9:
Which of the following is NOT part of Kotter's eight-step change model?
A. Institutionalize new approaches
B. Create short-term wins
C. Hire new leadership
D. Empower others to act on the vision

Question 10:
What does “strategic coupling” refer to in terms of leadership?
A. The coherence between leadership and organizational goals
B. The alignment between leadership vision and external stakeholder demands
C. The internal harmony among the leadership team
D. The interpersonal skills of members in a leadership group

Answer: C(Unit002_Change Mgt (1))

Question 11:
What is a potential downside of charismatic leadership?
A. It doesn’t require any communication skills
B. It can lead to instability if not coupled with strong relationships
C. It fails to inspire stakeholders in most cases
D. It always produces positive results, regardless of the situation

Answer: B(Unit002_Change Mgt (1))

Question 12:
Which skill is essential for a charismatic leader according to the document?
A. Financial management
B. Positive framing and rhetorical crafting
C. Delegation of authority
D. Conflict avoidance

Answer: B(Unit002_Change Mgt (1))

Question 13:
What happens when a leader ignores the needs of stakeholders in a change process?
A. The change process speeds up.
B. The change is more likely to succeed.
C. Stakeholders may undermine the change.
D. The change becomes irrelevant to external parties.

Answer: C(Unit002_Change Mgt (1))

Question 14:
Which factor makes it harder to maintain harmony within leadership constellations?
A. Organizational slack
B. Differences in interpersonal skills
C. Complete autonomy in leadership
D. High levels of external stakeholder support

Answer: B(Unit002_Change Mgt (1))

Question 15:
Which of the following is a key focus of leadership during times of change?
A. Ensuring strict adherence to pre-set procedures
B. Motivating and inspiring employees
C. Eliminating external stakeholder involvement
D. Enforcing organizational autonomy

Answer: B(Unit002_Change Mgt (1))

Question 16:
According to Kotter, which of the following is important when articulating the vision
for change?
A. Aligning it with managerial objectives
B. Framing it in ways that reflect people’s values
C. Reducing organizational budgets
D. Delegating the vision to middle management
Answer: B(Unit002_Change Mgt (1))

Question 17:
Which of the following is a common reason leaders fail to build the capacity for
change?
A. They focus too much on empowering subordinates.
B. They fail to build coalitions.
C. They align people too effectively to the vision.
D. They prioritize stakeholder needs over organizational goals.

Answer: B(Unit002_Change Mgt (1))

Question 18:
In modern organizations, interdependence is a key feature. How should leaders
respond to this?
A. By reducing collaboration between teams
B. By practicing lateral leadership and building coalitions
C. By centralizing all decision-making power
D. By focusing on individual team leaders

Answer: B(Unit002_Change Mgt (1))

Question 19:
Which is a common leadership failure when empowering others to act?
A. Over-communicating the change vision
B. Not building a clear, shared sense of direction
C. Building too many coalitions
D. Involving too many stakeholders in the decision process

Answer: B(Unit002_Change Mgt (1))

Question 20:
What is a characteristic of “environmental coupling” within leadership constellations?
A. Internal harmony within the leadership team
B. The relationship between leaders and external stakeholders
C. The alignment of leadership with long-term strategies
D. Interpersonal skills between team members

Answer: B(Unit002_Change Mgt (1))

Question 21:
What does Kotter recommend to ensure short-term wins in a change initiative?
A. Focus on long-term goals exclusively.
B. Ignore early feedback to stay on course.
C. Plan and celebrate small, achievable successes.
D. Delay rewards until the entire process is completed.

Answer: C(Unit002_Change Mgt (1))

Question 22:
Which of the following describes a negative outcome when a vision is poorly
communicated?
A. Stakeholders are more likely to act independently.
B. Subordinates feel empowered to take initiative.
C. Stakeholders lack direction and resist action.
D. Coalitions form more easily among different teams.

Answer: C(Unit002_Change Mgt (1))

Question 23:
Why is it important for leaders to involve others in deciding how to achieve the
vision?
A. To delegate responsibility
B. To give them a sense of control and ownership
C. To reduce the leader’s workload
D. To maintain organizational order

Answer: B(Unit002_Change Mgt (1))

Question 24:
What is one reason subordinates might not challenge a leader’s vision?
A. Fear of repercussions
B. Lack of organizational structure
C. Excessive stakeholder engagement
D. Conflicting external demands

Answer: A(Unit002_Change Mgt (1))

Question 25:
How does Kotter suggest leaders recognize success during a change initiative?
A. By financially rewarding only the top contributors
B. By providing continuous feedback and support
C. By ignoring success and focusing on the end goal
D. By restricting recognition to formal achievements

Answer: B

Chapter 3
Question 1:
What is the ideal way for organizations to respond to change, according to the
"gradualist paradigm"?
A. Radical transformation
B. Continuous stream of incremental adaptations
C. Episodic change
D. No change at all

Answer: B(Unit003_Change Mgt (1))

Question 2:
Which term refers to alternating periods of equilibrium and change, focusing on
"doing things better"?
A. Episodic change
B. Gradualist paradigm
C. Revolutionary change
D. Continuous change

Answer: A(Unit003_Change Mgt (1))

Question 3:
Which of the following is NOT one of Nadler's four types of change?
A. Tuning
B. Adaptation
C. Reengineering
D. Reorientation

Answer: C(Unit003_Change Mgt (1))

Question 4:
Tuning refers to:
A. Radical changes made to an organization’s structure
B. Incremental changes that anticipate future demands
C. A sudden change in organizational culture
D. Changes in response to external pressures

Answer: B(Unit003_Change Mgt (1))

Question 5:
Which type of change occurs as a response to external events, making small
modifications to the current paradigm?
A. Tuning
B. Adaptation
C. Reorientation
D. Re-creation

Answer: B(Unit003_Change Mgt (1))

Question 6:
Which of the following is a feature of strategic change?
A. It is only concerned with employee roles.
B. It includes unplanned actions to address immediate issues.
C. It boosts competitive advantage or responds to market opportunities.
D. It is only focused on technological improvements.

Answer: C(Unit003_Change Mgt (1))

Question 7:
People-centric change mainly focuses on:
A. Structural reorganization
B. Introducing new technologies
C. Managing employee resistance and maintaining transparency
D. Changing the company’s strategic goals

Answer: C(Unit003_Change Mgt (1))

Question 8:
Structural change involves changes to:
A. The employee benefits system
B. The organization's hierarchy, team structure, and responsibilities
C. Employee motivation techniques
D. External stakeholders' roles

Answer: B(Unit003_Change Mgt (1))

Question 9:
What kind of change occurs due to factors like mergers, job duplication, or changes in
market demands?
A. Technological change
B. Structural change
C. People-centric change
D. Unplanned change

Answer: B(Unit003_Change Mgt (1))

Question 10:
Which type of change is introduced to improve business processes by implementing
new software or systems?
A. Structural change
B. People-centric change
C. Technological change
D. Remedial change

Answer: C(Unit003_Change Mgt (1))

Question 11:
What characterizes unplanned change?
A. Gradual and incremental changes
B. Immediate changes due to unforeseen events
C. Long-term strategies for change
D. Changes planned months in advance

Answer: B(Unit003_Change Mgt (1))

Question 12:
Which type of change is typically initiated as a reaction to a problem that has been
identified?
A. Strategic change
B. Tuning
C. Remedial change
D. Reorientation

Answer: C(Unit003_Change Mgt (1))

Question 13:
Transformational change involves:
A. Small adjustments to improve efficiency
B. Gradually updating a product line
C. Significant shifts in operations, structure, or culture
D. Keeping the company’s strategy the same while addressing short-term issues

Answer: C(Unit003_Change Mgt (1))

Question 14:
What is an example of incremental change?
A. Merging with another company
B. Implementing an entirely new organizational structure
C. Slowly releasing updates to a product over time
D. Introducing a completely new product line overnight

Answer: C(Unit003_Change Mgt (1))

Question 15:
Which of the following is NOT a characteristic of incremental change?
A. It occurs gradually.
B. It is easier to implement than transformational change.
C. It requires significant resources and immediate action.
D. It has a lesser impact compared to transformational change.

Answer: C(Unit003_Change Mgt (1))

Question 16:
Which type of change is triggered by unexpected events like shifts to remote work or
the sudden loss of key personnel?
A. Planned change
B. Strategic change
C. Unplanned change
D. Re-creation
Answer: C(Unit003_Change Mgt (1))

Question 17:
Which type of change occurs when small modifications are made to ensure the
organization stays efficient, but no major overhaul happens?
A. Strategic change
B. Tuning
C. Re-creation
D. Unplanned change

Answer: B(Unit003_Change Mgt (1))

Question 18:
Reorientation involves:
A. Anticipating and planning for gradual changes
B. Radical change that rethinks how the organization operates
C. Small changes to improve current operations
D. Adjusting to minor external events without significant restructuring

Answer: B(Unit003_Change Mgt (1))

Question 19:
What is the focus of strategic change?
A. Reorganizing departments within the company
B. Achieving long-term goals and competitive advantages
C. Making small changes to daily operations
D. Responding only to employee feedback

Answer: B(Unit003_Change Mgt (1))

Question 20:
When a company modifies its business model in response to external threats or
opportunities, this is an example of:
A. People-centric change
B. Technological change
C. Strategic change
D. Unplanned change

Answer: C(Unit003_Change Mgt (1))

Chapter 4

Question 1:
Which of the following is NOT included in the PEST model for identifying external
sources of change?
A. Political
B. Economic
C. Social
D. Commercial

Answer: D

Question 2:
When should an organization consider change?
A. When all goals are achieved.
B. When there is a discrepancy between actual and desired performance.
C. When there are no competitors.
D. When the organization is operating smoothly.

Answer: B

Question 3:
In the Balanced Scorecard model, which factor is NOT assessed?
A. Financial planning
B. Non-financial factors
C. Individual performance
D. Future direction

Answer: C

Question 4:
Which type of organization is more likely to adapt to change?
A. An organization that waits for change to happen before reacting.
B. An organization that continuously acquires and applies knowledge.
C. An organization that avoids making changes to minimize risk.
D. An organization that only responds to external pressures.
Answer: B

Question 5:
Which of the following is a planned change in an organization?
A. Changes due to government regulations
B. Changes in products or services
C. Economic competition
D. Unplanned changes in leadership

Answer: B

Question 6:
Unplanned changes in an organization can be caused by:
A. Introducing a new product line.
B. Mergers and acquisitions.
C. Sudden government regulation changes.
D. Strategic shifts in goals.

Answer: C

Question 7:
Which area of organizational change focuses on aligning goals with short-term
objectives?
A. Changes in technology
B. Changes in goals and strategies
C. Changes in job design
D. Changes in structure

Answer: B

Question 8:
Technological change involves:
A. Improving business processes by upgrading organizational structure
B. Introducing new technologies for higher efficiency and productivity
C. Simplifying job roles and reducing costs
D. Focusing only on employee development

Answer: B
Question 9:
Which of the following is an example of a change in job design?
A. Reorganizing the company structure
B. Launching a new product
C. Job enrichment and job rotation
D. Changing the company mission statement

Answer: C

Question 10:
Structural changes within an organization might be triggered by:
A. Changes in the team structure
B. Global shifts in capital and labor
C. Changes in customer demands
D. The implementation of new marketing strategies

Answer: B

Question 11:
What is an example of a process change in an organization?
A. Recruitment and hiring processes
B. Changes in governance and organizational culture
C. Developing new products for the market
D. Launching a new employee training program

Answer: B

Question 12:
Which of the following is part of the "unfreezing" stage in Lewin's Change Model?
A. Developing new goals for the organization
B. Identifying problems and creating a sense of urgency
C. Implementing changes in job structures
D. Reinforcing changes to prevent a return to old behaviors

Answer: B
Question 13:
What is the key focus of the "moving" stage in Lewin's Change Model?
A. Maintaining the current state
B. Creating and implementing a new organizational state
C. Identifying potential barriers to change
D. Aligning leadership styles across departments

Answer: B

Question 14:
What does the "refreezing" stage in Lewin's Change Model involve?
A. Identifying areas of resistance
B. Returning to the old way of doing things
C. Embedding changes into organizational culture
D. Creating a new sense of urgency

Answer: C

Question 15:
Which of the following is a potential source of internal change in an organization?
A. Technological innovation
B. Changes in government policies
C. Economic competition
D. Organizational life cycle

Answer: D

Question 16:
In the context of organizational change, what does the term "job enrichment" refer to?
A. Increasing the complexity of a job to give more responsibility
B. Simplifying job tasks to improve efficiency
C. Rotating employees through different roles
D. Increasing employee benefits and compensation

Answer: A

Question 17:
Which of the following is a sign that an organization might need to implement
structural changes?
A. Declining productivity despite stable demand
B. Continuous growth in profits
C. High employee engagement levels
D. Surplus labor and capital resources

Answer: A

Question 18:
What is one of the main benefits of implementing technological change in an
organization?
A. Reducing the need for employee training
B. Improving productivity and reducing costs
C. Eliminating the need for structural changes
D. Avoiding external competition

Answer: B

Question 19:
Which of the following best describes "process change" in an organization?
A. Shifting team responsibilities
B. Introducing new technology
C. Modifying governance and strategies
D. Recruiting new employees

Answer: C

Question 20:
Changes in job design often focus on:
A. Reducing employee workload
B. Increasing task variety and complexity
C. Centralizing decision-making
D. Simplifying job roles to reduce costs

Answer: B

Chapter 5