Liberty University BUSI 340 quiz 8 complete solutions correct answers A+ work
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Liberty University BUSI 340 quiz 8 complete solutions correct answers A+ work
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Which of the following statements is consistent with the attraction-selection-attrition (ASA) theory
What is the significance of artifacts in organizational culture
Which strategy for merging two distinct cultures is most effective when the two companies have relatively weak cultures with overlapping values
Which of the following organizational culture dimension is characterized by competitiveness and a low emphasis on social responsibility
One advantage of countercultures is that they
A deculturation strategy of merging two corporate cultures should be applied
Which of the following is true about socialization agents
The preemployment stage of organizational socialization would be more effective if
_____ are unconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities
Which of the following is a verbal symbol of cultural values
Which of the following is true about mental models
An organization's culture begins with its _____.
Senior executives at a large retail organization want employees to become more customer-friendly. Employees think they are serving customers well enough and the company is the dominant player in the market. What should the executives do to create an urgency to change in this situation
One problem that coaching and other forms of learning have in minimizing resistance to change is that they
One reason the CEO's idea of using an appreciative inquiry approach might be successful is that this approach takes the organization from "what is" to ultimately
Which of the following change management strategies should be given a priority when employees need to break old routines and adopt new role patterns
One problem that communication, learning, and employee involvement have in minimizing resistance to change is that they
According to the Four-D Model, appreciative inquiry begins by
will clearly lose out from the proposed changes and they have enough power to cause the change effort to fail. Assuming that the change effort can proceed slowly and cost is not an issue, the preferred strategy for dealing with this resistance to change is
When managing change, learning interventions should be used
Which of the following statements is true concerning Lewin's Force Field model in the context of changes in other cultures
A major consumer-products company wanted to create a more entrepreneurial and marketing-oriented culture. After failing to bring about the change through middle management, senior executives worked directly with selected teams of front-line employees. These teams, which represented each area of the organization, worked on special projects outside the normal organizational structure. They followed the action research model to produce meaningful organizational change. Which of the following change strategies does this intervention represent?
The positive principle, the constructionist principle, and the simultaneity principle are principles of
What is the role of future search conferences in the process of organizational change
In organizational change, future search conferences are used mainly to
The best way to determine an organization's shared assumptions is to
Which of the following statements about the strength of organizational culture and organizational performance is true?
When merging two organizations, a separation strategy is most commonly applied when
The main purpose of a bicultural audit is to
Language is
A deculturation strategy of merging two corporate cultures should be applied
Organizational socialization is best described as a process of where newcomers try to make sense of and adapt to the company's environment
Which of the following is true about mental models
During which of the following stages of socialization do people first learn about the organization and job
Which of these statements about shared assumptions is true
The three stages of organizational socialization, in order, are
A(n) is a system whereby newcomers are assigned to coworkers for sources of information and social support
Unfreezing refers to
Which of the following is true about organizational change
Which of the following statements is true concerning Lewin's Force Field model in the context of changes in other cultures
Which of the following types of resistance to change is a strategy to "prove" that the decision is wrong or that the change agent is incompetent
A parallel learning structure
ABC Corp selected employees from across the organization to find new ways to serve its customers. The team operated independently of the main organization and experimented with new service delivery approaches. This team is most similar to
Action research is
One way that communication minimizes resistance to change is by
Which model of organization change explicitly refers to unfreezing the current situation and refreezing the desired state
One reason the CEO's idea of using an appreciative inquiry approach might be successful is that this approach takes the organization from "what is" to ultimately
Increasing the restraining forces and reducing or removing the driving forces would
(blank) tries to break out of the problemsolving mentality of traditional change management practices by reframing relationships around the positive and the possible
According to the action research model, the before diagnosing the need for change
1.
Organizational culture consists of the values and assumptions shared within an organization which also dictates the correct way of thinking about and acting on problems and opportunities facing the organization.
True False
2.
Organizational culture defines what is important and unimportant in the company and consequently directs everyone in the organization toward the "right way" of doing things.
True False
3.
Values represent an important invisible part of an organization's culture.
True False
4.
Implicit mental models are part of an organization's culture.
True False
5.
Espoused values are usually socially undesirable.
True False
6.
Organizational culture consists of espoused values, but not shared enacted values.
True False
7.
An organizations' culture is usually quite blurry, so much so that it cannot be estimated through employee surveys alone.
True False
8.
Most organizational culture models oversimplify the diversity of cultural values in organizations.
True False
9.
Many of the popular organizational culture models and measures oversimplify the variety of organizational cultures and correctly assume that it is relatively easy to fit organizations into these categories.
True False
10.
Subcultures oppose the dominant culture by espousing parallel assumptions and values.
True False
11.
Organizational countercultures further strengthen the organization's dominant culture.
True False
12.
Organizational countercultures can potentially create conflict and dissension among employees.
True False
13.
Organizational countercultures can potentially help the organization maintain its ethical conduct.
True False
14.
Artifacts of organizational culture may include the building's design, the way people are greeted, and the food served in the company's cafeteria.
True False
15.
Artifacts provide valuable evidence about a company's culture.
True False
16.
Rituals support organizational culture by providing social prescriptions of the ways things should or should not be done around the organization.
True False
17.
In order to be effective, organizational stories must describe real people and recount true past events.
True False
18.
Organizational stories are most effective at communicating corporate culture when they describe real people and seem to represent true events.
True False
19.
Organizational stories are the programmed routines of daily organizational life that dramatize an organization's culture.
True False
20.
A ritual would include how visitors are greeted as they enter the company's offices.
True False
21.
Ceremonies are more formal artifacts than rituals.
True False
22.
Language reflects an organization's dominant values but not the values of its subcultures.
True False
23.
An organization's physical structures usually do not reflect or influence its cultural values.
True False
24.
The strength of an organization's culture refers to how widely and deeply employees hold the company's dominant values and assumptions.
True False
25.
One problem with a strong corporate culture is that it increases conflict among employees within the company and makes it more difficult for them to understand each other.
True False
26.
In corporate cults, the culture is so strong that it focuses employees on one mental model so much that they may fail to see issues from different perspectives.
True False
27.
Very strong cultures often become dysfunctional when they encourage dissenting subcultural values.
True False
28.
Organizations with adaptive cultures are unable to maintain a stable value system and consequently tend to perform poorly in the long run.
True False
29.
The first step in a bicultural audit is to identify strategies and prepare action plans to bridge the two organizations' cultures.
True False
30.
When assimilation is compared to other strategies for merging two organizations, it is most likely to result in a culture clash.
True False
31.
The deculturation strategy is most appropriate when the merging companies are in unrelated industries.
True False
32.
Organizational culture can sometimes be reshaped by applying transformational leadership and organizational change practices.
True False
33.
Reward systems have little or no effect on strengthening corporate culture.
True False
34.
The attraction-selection-attrition (ASA) theory explains why companies are able to attract and select people who fit the culture, but later on have difficulty in creating a stronger culture.
True False
35.
Organizational socialization is the process by which individuals create social norms to interact within the organization.
True False
36.
Organizational socialization begins on the first day of employment and continues throughout one's career within the company.
True False
37.
The main problem with the encounter stage of socialization is that outsiders rely on indirect information about what it is like to work in the organization.
True False
38.
Reality shock occurs when you perceive a discrepancy between your preemployment expectations and on-the-job reality.
True False
39.
Reality shock occurs on or before the first day of work then quickly subsides.
True False
40.
Realistic job previews improve organizational socialization by ensuring that applicants develop more accurate preemployment expectations.
True False
41.
Coworkers are important organizational socialization agents.
True False
42.
_____ are unconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities.
A.
Values
B.
Organizational artifacts
C.
Languages
D.
Beliefs
E.
Shared assumptions
43.
Which of these statements about shared assumptions is true?
A.
They are not taken-for-granted perceptions, but rather conscious decisions.
B.
They are so deeply embedded they probably cannot be discovered by surveying employees.
C.
They are the same as espoused values.
D.
They are revealed through corporate value statements.
E.
They rise to the surface only when employees let them.
44.
The best way to determine an organization's shared assumptions is to:
A.
interview executives.
B.
look for evidence of its corporate value statements.
C.
determine what the organization's enacted values are.
D.
read public relations statements produced by the organization.
E.
ask customers to evaluate the company's effectiveness.
45.
Which of the following organizational culture dimension is characterized by risk taking, and low cautiousness?
A.
Stability
B.
Innovation
C.
Outcome orientation
D.
Aggressiveness
E.
Respect for people
46.
The organizational culture dimension of attention to detail is characterized by _____.
A.
tolerance
B.
fairness
C.
precision
D.
collaboration
E.
security
47.
Which of the following organizational culture dimension is characterized by competitiveness and a low emphasis on social responsibility?
A.
Stability
B.
Innovation
C.
Outcome orientation
D.
Aggressiveness
E.
Respect for people
48.
The themes shared most widely by employees represent:
A.
the organization's dominant culture.
B.
the organization's deculturation process.
C.
the organization's counterculture.
D.
artifacts held mainly by senior executives in the organization.
E.
rituals prevalent in the organization.
49.
One advantage of countercultures is that they:
A.
rarely exist in real organizations.
B.
maintain surveillance over and critique of the company's dominant culture.
C.
prevent organizations from developing a corporate culture.
D.
ensure that corporate mergers occur without any culture clashes.
E.
discourage conflict and dissension among employees.
50.
One of the functions of _____ is that it is a spawning ground for emerging values that keep the firm aligned with the needs of customers, suppliers, society, and other stakeholders.
A.
a multicultural organization
B.
a shared value
C.
a subculture
D.
an espoused value
E.
urban culture
51.
Which of the following are the observable indicators of organizational culture?
A.
Assumptions
B.
Artifacts
C.
Values
D.
Beliefs
E.
Mental models
52.
What is the significance of artifacts in organizational culture?
A.
Artifacts are the same as organizational culture.
B.
Artifacts are the residual parts of the organization that cannot fit into its culture.
C.
Artifacts represent the directly observable symbols and signs of an organization's culture.
D.
Artifacts are the main observable indicators that the organization does not have a culture.
E.
Artifacts mainly reflect the subcultures that conflict with an organization's dominant culture.
53.
Which of these statements about organizational stories is true?
A.
Organizational stories are after all stories; and most employees have a hard time believing in them.
B.
Stories communicate organizational culture if they describe positive events, whereas they undermine organizational culture if they describe negative events.
C.
Organizational stories are descriptive, but not prescriptive.
D.
Stories are most effective at communicating corporate culture when they describe real events with real people.
E.
Organizational stories advise people what not to do, but leave out the solutions and suggestions.
54.
Organizational stories are most effective at communicating organizational culture only when they:
A.
make employees emotional.
B.
are told by senior executives to the public.
C.
describe real people and are assumed to be true.
D.
are descriptive rather than prescriptive.
E.
tend to pressurize individual performance.
55.
Rituals are:
A.
programmed routines of daily organizational life that dramatize the organization's culture.
B.
more formal artifacts than ceremonies.
C.
verbal symbols of cultural values that reveal how employees talk to one another, describe customers, express anger, and greet stakeholders.
D.
physical structures that convey the dominant values of an organization's culture.
E.
games that people play to defy the dominant culture and, instead, support countercultural beliefs and values.
56.
At meetings of a major consumer products firm, employees habitually stand up when the most senior executive at the meeting enters the room. This practice represents:
A.
evidence that the meeting has employees who hold countercultural values.
B.
an adaptive culture in the company.
C.
a ritual that probably symbolizes the organization's dominant culture.
D.
a form of deculturation that eventually undermines the organization's dominant culture.
E.
that the company's espoused values differs from its enacted values.
57.
Ceremonies are:
A.
programmed routines of daily organizational life that dramatize the organization's culture.
B.
more formal artifacts than ceremonies.
C.
verbal symbols of cultural values that reveal how employees talk to one another, describe customers, express anger, and greet stakeholders.
D.
physical structures that convey the dominant values of an organization's culture.
E.
games that people play to defy the dominant culture and, instead, support countercultural beliefs and values.
58.
Whenever a team in Ads Today, an advertising firm, wins a new contract, the successful team rings a loud bell and breaks out a bottle of champagne. In organizational culture, this practice would be considered:
A.
unethical.
B.
a ceremony.
C.
a mental model.
D.
a symptom of a culture that is out of touch with its external environment.
E.
irrelevant to the meaning or study of organizational culture.
59.
Which of the following is an artifact?
A.
Values
B.
Language
C.
Assumptions
D.
Beliefs
E.
Corporate cult
60.
Language is:
A.
programmed routines of daily organizational life that dramatize the organization's culture.
B.
not good at highlighting the values of organizational subcultures.
C.
verbal symbols of cultural values that reveal how employees describe customers, express anger, and greet stakeholders.
D.
physical structures that convey the dominant values of an organization's culture.
E.
games that people play to defy the dominant culture and, instead, support countercultural beliefs and values.
61.
Which of the following is a verbal symbol of cultural values?
A.
Speech at ceremonies
B.
Expression of anger
C.
Shared assumptions
D.
Beliefs
E.
Rituals
62.
Which of the following is true about organizational culture?
A.
It is suggested that companies with strong cultures tend to be more successful, irrespective of any conditions.
B.
Companies have strong cultures when the dominant values are held mainly by a few people at the top of the organization.
C.
Most employees across all subunits understand the dominant values but choose to ignore them.
D.
The life span of strong organizational cultures is almost always short.
E.
The strength of an organization's culture refers to how widely and deeply employees hold the company's dominant values and assumptions.
63.
Which of the following statements about the strength of organizational culture and organizational performance is true?
A.
Organizations with stronger cultures tend to perform better than those with weak cultures when the culture content fits the external environment.
B.
There is no relationship between an organization's cultural strength and its performance.
C.
Organizations with stronger cultures tend to perform better only when they acquire other organizations with distinct cultures.
D.
Organizations with stronger cultures almost always perform poorly compared to those with weak cultures.
E.
Organizations with stronger cultures perform poorly if they have subcultures.
64.
Which of the following tends to happen when an organization's culture is misaligned with its external environment?
A.
The corporate culture gets stronger.
B.
The organization's subcultures weaken.
C.
The organization has more difficulty anticipating and responding to stakeholder needs.
D.
The organization is unable to develop subcultures.
E.
The various subcultures within the organization keep changing.
65.
Which of the following is true about mental models?
A.
Mental models usually help to improve organizational effectiveness.
B.
Mental models are one of the artifacts of organizational culture.
C.
Mental models are mainly used to decipher an organization's culture.
D.
Mental models blind employees to new opportunities and unique problems.
E.
Mental models do not have any relationship with organizational culture.
66.
Organizations that tolerate or encourage subcultures with dissenting values:
A.
usually go quickly out of business.
B.
usually build stronger cultures to counteract those dissenting values.
C.
may eventually use those dissenting values to build a new set of dominant values in the future.
D.
do not have any corporate culture.
E.
have a very rigid corporate culture.
67.
Organizations with an adaptive corporate culture:
A.
are unlikely to survive in the long run.
B.
have a strong sense of ownership.
C.
tend to be less ethical than organizations with non-adaptive cultures.
D.
have no artifacts to keep their culture in place.
E.
are focused inward to employee needs.
68.
Which of the following is a characteristic of an adaptive corporate culture?
A.
Employees hold a common mental model that the organization's success depends on their personal wellbeing.
B.
Employees seek out opportunities rather than wait for them to arrive.
C.
Employees tend to be more reactive.
D.
Employees tend to take the view that any activity beyond their job description is not their job.
E.
Employees are more individualistic and do not experiment with new ideas outside their work profiles.
69.
Employees at SuperTech Services seek out opportunities rather than wait for them to arrive. They also have a strong sense of responsibility for the organization's performance. This implies that SuperTech has:
A.
a weak organizational culture.
B.
a strong counterculture.
C.
relatively few artifacts representing the organization's culture.
D.
a culture that is misaligned with its external environment.
E.
an adaptive culture.
70.
The main purpose of a bicultural audit is to:
A.
determine whether your company's organizational culture is sufficiently strong.
B.
estimate the number of dominant and subcultural values that exist in an organization.
C.
find out whether people from different countries have the same corporate cultures.
D.
identify and diagnose differences in the corporate cultures of merging organizations.
E.
teach new employees the organization's dominant cultural values.
71.
One of the first steps to minimize a cultural clash in a merger is to:
A.
significantly reduce the strength of the culture in both the organizations.
B.
conduct a bicultural audit.
C.
significantly increase the strength of the culture in both organizations.
D.
replace the chief executives in both organizations before merger negotiations begin.
E.
replace the employees with new ones.
72.
When the acquired firm has a weak culture, it is best to use the _____ merger strategy.
A.
disambiguation
B.
separation
C.
deculturation
D.
assimilation
E.
integration
73.
_____ occurs when employees at the acquired company willingly embrace the cultural values of the acquiring organization.
A.
Deculturation
B.
Assimilation
C.
Separation
D.
Integration
E.
Negotiation
74.
In which strategy does the acquiring company impose its culture and business practices on the acquired organization?
A.
Deculturation
B.
Assimilation
C.
Separation
D.
Integration
E.
Bicultural audit
75.
A deculturation strategy of merging two corporate cultures should be applied:
A.
when employees at the acquired company willingly embrace the cultural values of the acquiring organization.
B.
when both firms operate successfully in different industries.
C.
when employees in the acquired firm want to hold on to their firm's culture even though it does not fit the external environment.
D.
when both the firms have weak cultures.
E.
when the merging companies agree to remain distinct entities with minimal exchange of culture or organizational practices.
76.
Which strategy for merging two distinct cultures is most effective when the two companies have relatively weak cultures with overlapping values?
A.
Deculturation
B.
Assimilation
C.
Separation
D.
Integration
E.
Negotiation
77.
Which of the following is true about using the strategy of integration for merging different corporate cultures?
A.
It works best when people realize that their existing cultures are good enough, which motivates them to stick to their dominant values.
B.
It is the fastest strategy for merging different corporate cultures.
C.
It is potentially safe because neither party is preserving the existing culture.
D.
It should be considered when the merging companies have strong cultures and distinct cultures.
E.
It creates a new composite culture that preserves the best features of the previous cultures.
78.
Which strategy for merging two distinct cultures is most appropriate when the two merging companies are in unrelated industries or operate in different countries, because the most appropriate cultural values tend to differ by industry and national culture?
A.
Deculturation
B.
Assimilation
C.
Separation
D.
Integration
E.
Negotiation
79.
When merging two organizations, a separation strategy is most commonly applied when:
A.
both companies have relatively weak cultures that are generally ineffective.
B.
one company has an effective culture and employees at the other company would embrace that culture if applied to them.
C.
the two organizations operate in distinct industries.
D.
the acquired firm's culture doesn't work, whereas the culture of the acquiring firm does work.
E.
a bicultural audit reveals that both companies have very similar cultures.
80.
An organization's culture begins with its _____.
A.
clients
B.
country-level managers
C.
employees
D.
founders
E.
auditors
81.
Which of the following statements is consistent with the attraction-selection-attrition (ASA) theory?
A.
Job applicants who later become organizational members tend to be attracted to coworkers who share their values and assumptions.
B.
Organizations have a natural tendency to attract, select, and retain people with values that are consistent with the organization's own culture.
C.
Attraction, selection, and attrition are part of the natural life-cycle of organizational members.
D.
Employees get attached to organizations that meet their reward expectations.
E.
Attraction followed by selection inevitably leads to attrition in the future.
82.
According to the attraction-selection-attrition (ASA) theory, job applicants:
A.
with a variety of personal characteristics are preferred by organizations, resulting in a more heterogeneous organization.
B.
avoid employment in companies whose values seem incompatible with their own values.
C.
do not typically pay much heed to organizational values when applying for work.
D.
avoid other applicants if they are competing for the same jobs.
E.
are attracted to companies who are likely to provide them with the greatest financial rewards.
83.
Organizational socialization is best described as a process of _____ where newcomers try to make sense of and adapt to the company's environment.
A.
cooperation and stability
B.
power and restructuring
C.
negotiation and concession-making
D.
learning and adjustment
E.
managing and delegating
84.
In the context of organizational socialization, the adjustment process is better for:
A.
those who rebel against and reject the company's dominant values.
B.
employees who experience significant levels of reality shock.
C.
newcomers with diverse work experience.
D.
people who are able to avoid the encounter stage of socialization.
E.
individuals who retain their personal identity.
85.
The three stages of organizational socialization, in order, are:
A.
pre-hire, preemployment, and post-hire.
B.
newcomer, insider, and outsider.
C.
student, employee, and retiree.
D.
preemployment, encounter, and role management.
E.
anticipation, encounter, and disillusionment.
86.
The process of organizational socialization begins:
A.
as soon as the person is hired by the organization.
B.
within the employee's first week on the job.
C.
long before the first day of work for the organization.
D.
when the employee finally reconciles preemployment expectations with organizational reality.
E.
when the employee receives his or her first performance appraisal.
87.
During which of the following stages of socialization do people first learn about the organization and job?
A.
Role management
B.
Encounter
C.
Preemployment
D.
Annual appraisal
E.
Orientation
88.
The preemployment stage of organizational socialization would be more effective if:
A.
employers avoided forming a psychological contract.
B.
employers and job applicants gave and received accurate information about each other.
C.
employers and applicants experienced reality shock when meeting each other for the first time.
D.
job applicants distorted their resume in order to get the job offered.
E.
the applicants kept a clean slate and avoided searching for information on the company and forming expectations.
89.
Which of the following happens during the preemployment stage of organizational socialization?
A.
Conflicts are resolved between work and nonwork activities.
B.
Employees form expectations (a psychological contract) about working at that organization.
C.
Reality shock is experienced.
D.
Newcomers test how well their preemployment expectations fit reality.
E.
Applicants strengthen relationships with coworkers and supervisors, practice new role behaviors, and adopt attitudes and values consistent with their new positions and the organization.
90.
Many employees get a reality shock on their first day at work because:
A.
applicants want employees to develop better expectations of future work experiences.
B.
applicants want to ensure that employees develop a stronger loyalty to the organization.
C.
newcomers test how well their preemployment expectations fit reality and many companies fail this test.
D.
employers ignore the duty to orient new applicants on the first day of work.
E.
colleagues provide a lot of information regarding various work assignments on the very first day.
91.
Reality shock is:
A.
provided by organizations to ensure that new employees accept the challenges at work.
B.
an element in the model of individual behavior.
C.
common in lateral career development.
D.
a unique feature of an adaptive culture.
E.
a perceived discrepancy between employee expectations and reality.
92.
_____ is the third stage of organizational socialization that is most active as employees make the transition from newcomers to insiders.
A.
Role management
B.
Preemployment socialization
C.
Encounter
D.
Gathering information
E.
Job interview
93.
Resolving conflicts between work and nonwork mainly occurs during the _____ stage of socialization.
A.
role management
B.
encounter
C.
preemployment
D.
reality shock
E.
disillusionment
94.
Which of the following is true about socialization agents?
A.
Socialization agents help integrate new employees into the team.
B.
Socialization agents provide support on the basis of the compensation offered to do so.
C.
Family support is an important socialization agent for new employees.
D.
A strong corporate culture discourages socialization agents from doing their job.
E.
Employers group socialization agents on the basis of their qualifications.
95.
A(n) _____ is a system whereby newcomers are assigned to coworkers for sources of information and social support.
A.
two-man rule
B.
work ownership
C.
duty segregation
D.
inspection partnership
E.
buddy system
96.
James has just joined CoraTech Systems, where he has been assigned to Paul and Natalie for sources of information about the company. Paul and Natalie introduce James to others at Coratech, give him an office tour, and assure him that they will meet him regularly for the first few weeks, to help him in the transition to the new company. In this scenario, Paul and Natalie are part of the CoraTech's _____.
A.
two-man rule
B.
work ownership
C.
buddy system
D.
inspection partnership
E.
duty segregation
1.
According to the force field model, stability occurs when the driving forces and restraining forces are of approximately equal strength in opposite directions.
True False
2.
The force field analysis model states that stability is achieved only when the driving forces for change subside and are replaced by restraining forces acting in the same direction.
True False
3.
Refreezing involves producing disequilibrium between the current state and the future state.
True False
4.
Subtle forms of resistance create the greatest obstacles to change because they are not as visible.
True False
5.
When people support change, they typically assume that it is others who need to change.
True False
6.
An emerging view of employee resistance to change is that it is a dysfunctional and irrational response to a desirable initiative which should be eliminated in modern organizations.
True False
7.
An emerging view of employee resistance to change is that it is a resource rather than an impediment to change in modern organizations.
True False
8.
Resistance worsens procedural justice.
True False
9.
People sometimes resist change to prove that the change agent is incompetent.
True False
10.
Fear of the unknown usually motivates employees to support organizational change.
True False
11.
One reason why employees typically resist change is that they dislike predictable role patterns.
True False
12.
Unfreezing occurs when the driving forces are weaker than the restraining forces.
[Solved] Liberty University BUSI 340 quiz 8 complete solutions correct answers A+ work
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