1. Cognitive behavior theory: 

        Suggests that people respond to environmental stimuli and that responses can be reinforced so that they occur more consistently

        Suggests that the same stimuli will result in the same response for everyone over time

        Suggests that people think after they respond to stimuli because time generally does not allow them to weigh alternatives before taking action

        Recognizes that between stimulus and response, people have an opportunity to think about the situation and choose their response

        None of the above

2. Which of the following are benefits of a team-based organization? 

        Solutions are more likely to be accepted and implemented because the manager did not develop them alone

        Learning from each other occurs

        Organization structure is more streamlined

        More technical competence is present in the organization

        All of the above

3. All of the following are idea generation tools except: 

        Pareto Chart

        Affinity Diagram

        Nominal Group Technique

        Cause and Effect Diagram

4. All of the following are characteristics of external change (top down direction) except:

        Short term results

        Focus on individual assumptions

        Works because of fear

        Stops when control is removed

5. The highest level of measurement system maturity is:

        Detection

        Prevention

        Correction

        None of the above

6. The process of identifying the desired result, streamlining the message, and communicating with finesse is known as: 

        Planning

        Productive communication

        Priorities management

        Mentoring

7. People who are grouped together for administrative purposes are known as: 

        Project teams

        Integrated product development teams

        Natural work teams (functional)

        Cross functional process teams

8. These teams are established for a specific purpose or time and are disbanded when the purpose has been accomplished or the time period has elapsed: 

        Natural work teams

        Project teams

        Cross functional process teams

        Integrated natural work teams

9. All of the following is true concerning the structure of organizations in the future except: 

        The integration of departmental responsibilities will be routine

        At times, departmental responsibilities may be distributed to cross functional teams

        Functional departments and their traditional role will take on lesser importance

        Organizational structure will become increasingly fluid

        None of the above

10. If action plans are missing from the change implementation model, the following results are likely to occur: 

        Frustration

        Inertia

        Feeling lost

        Apprehension and danger

11. Disadvantages of the product organizational structure include all of the following except: 

        There is probably some unnecessary duplication of expertise

        It is difficult to transfer knowledge and technology among different functional people

        This structure can be cumbersome in terms of integrating information and systems improvements across product lines

        All are disadvantages

        None are disadvantages

12. Which of the following are characteristics of an effective leader? 

        Visionary

        Communicator

        Entrepreneurial

        Results-oriented

        All of the above

13. All of the following are true in Stage Four of team development except: 

        Team spirit and support are evident

        High levels of trust and mutual respect exist

        There is selective sharing of ideas

        Teams are accountable for process ownership, evaluation, and improvement

14. All of the following activities can be utilized by leaders to develop balanced empowerment except: 

        Acting as role models

        Teaching employees to accept empowerment

        Creating organizational systems that give authority to process owners

        Creating organizational systems that retain authority at the organizational level rather than at the process level

15. In the leader as steward or servant position: 

        The leader's role is obvious to everyone

        The leader determines action

        The leader continues to do what he or she gets rewarded for

        The leader acts as a behind-the-scenes supporter

        None of the above

16. All of the following are true in Stage One of team development except:

        Team rituals are established

        Groups exist for administrative purposes

        There is little trust and mutual respect

        People look to authority for direction

17. All of the following guidelines can be used to avoid most employee resistance to change except: 

        Keep the employees informed of the purpose of the effort, its consequences, and the plan for achieving the vision

        Involve the employees in decisions whenever possible

        Disrupt familiar, old routines to "shake things up" a bit

        Have short-term plans and results to maintain enthusiasm and support of employees

18. All of the following are characteristics associated with bottom-up, internally-driven behavior change and control except: 

        Change takes a long time before results are seen at the group behavior level.

        Principle change is manifested in an individual's actions - it takes more time before the group adopts the change

        A "directed" approach whereby the behavior change or control for a whole group begins by implementing external changes or control

        This type of behavior change is more permanent

19. Operational plans: 

        Deal with performance issues such as how to improve safety

        Deal with issues concerning the direction of the entire organization such as merger

        Deal with how to position the company as an industry leader

        Are not important to implementation of SQM

20. Which of the following would show that top management or executive leaders are an active part of the change process?

        Hold small group meetings to facilitate two-way communication concerning the impending change

        Organizational leaders are campaigning for the change effort

        Organizational leaders are talking to employees about their ideas and feedback concerning the change initiative

        The actions of organizational leaders are consistent with the proposed change

        All of the above

21. The change implementation model is very similar to the strategic management model. However, a few additional components are added to the change implementation model including all of the following except: 

        Knowledge and integrity

        Reasons to change

        Culture

        Vision

        None of the above

22. If resources are missing from the change implementation model, the likely result will be: 

        The change will be gradual and employees will not care if the change is ever implemented

        Confusion concerning the direction of the organization sets in

        Frustration occurs and employees begin to feel as though they will never completely implement the change

        Employees begin to feel lost and wonder where they are

23. All of the following continuous improvement activities assist with evaluation of alternatives as well as planning and implementation except: 

        Customer surveys

        QFD

        Force field analysis

        None of the above

        All of the above

24. All of the following concerning external empowerment are true except:

        Is a structural issue

        Suggests that power resides outside of the individual

        Suggests that power resides outside the individual

        Objective of external empowerment is to give some organizational control and decision making authority back to the individual employees in the form of self-supervision or                self-management

        None of the above because all are true

25. All of the following are true concerning learned helplessness except:

        Occurs when an individual consistently finds that an assigned task is impossible to accomplish

        It is costly to the organization because of the negative impact on job performance

        Learned helplessness can be eliminated when barriers initially present are removed so that success is obtainable

        It may result in great human costs due to the stress which many people experience when they feel helpless