Making Change Happen MCQs

Welcome to our comprehensive collection of Multiple Choice Questions (MCQs) on Making Change Happen, a fundamental topic in the field of IC90 Human Resource Management. Whether you're preparing for competitive exams, honing your problem-solving skills, or simply looking to enhance your abilities in this field, our Making Change Happen MCQs are designed to help you grasp the core concepts and excel in solving problems.

In this section, you'll find a wide range of Making Change Happen mcq questions that explore various aspects of Making Change Happen problems. Each MCQ is crafted to challenge your understanding of Making Change Happen principles, enabling you to refine your problem-solving techniques. Whether you're a student aiming to ace IC90 Human Resource Management tests, a job seeker preparing for interviews, or someone simply interested in sharpening their skills, our Making Change Happen MCQs are your pathway to success in mastering this essential IC90 Human Resource Management topic.

Note: Each of the following question comes with multiple answer choices. Select the most appropriate option and test your understanding of Making Change Happen. You can click on an option to test your knowledge before viewing the solution for a MCQ. Happy learning!

So, are you ready to put your Making Change Happen knowledge to the test? Let's get started with our carefully curated MCQs!

Making Change Happen MCQs | Page 12 of 16

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Q111.
What is the result of confidence in subordinates?

a.

A feeling of freedom and enthusiasm in subordinates

b.

A high level of productivity, commitment and output

c.

A healthy climate in the group

d.

All of the above

Discuss
Answer: (d).All of the above Explanation:Confidence in subordinates causes a feeling of freedom and enthusiasm in subordinates (intervening variable), leading to high commitment and output, and ultimately, a healthy climate in the group (end-result variable).
Q112.
Which of the following is an indicator of a healthy climate in a group?

a.

Alienate members who withdraw from common effort and remain aloof

b.

Ill-tempered persons who are seen as authentic

c.

Members who know what their responsibilities or duties are in the group

d.

Groups where members always feel like getting out as fast as possible

Discuss
Answer: (c).Members who know what their responsibilities or duties are in the group Explanation:Members who know what their responsibilities or duties are in a group (role clarity) is an indicator of a healthy climate in a group.
Q113.
What does the term "culture" imply?

a.

A set of beliefs and values within an organization

b.

A set of practices and principles within a community

c.

A set of norms and traditions within a society

d.

A set of laws and regulations within a country

Discuss
Answer: (a).A set of beliefs and values within an organization Explanation:The word "culture" in the context of an organization refers to an aggregate of values, practices, and belief systems within an organization.
Q114.
What are values in the context of an organization?

a.

The standards of rights and wrongs within an organization

b.

The goals and objectives of an organization

c.

The communication flows and levels of transparency within an organization

d.

The reward systems and how they are related to work

Discuss
Answer: (a).The standards of rights and wrongs within an organization Explanation:Values refer to the standards of rights and wrongs within an organization.
Q115.
Which of the following is a characteristic of the culture of an organization?

a.

The color of the office walls

b.

The size of the break room

c.

The extent of individual initiative tolerated or encouraged

d.

The type of coffee served in the break room

Discuss
Answer: (c).The extent of individual initiative tolerated or encouraged Explanation:The extent of individual initiative tolerated or encouraged is one of the characteristics of the culture of an organization.
Q116.
What are some manifestations of prevalent culture in organizations?

a.

Cooking up figures and data on achievements

b.

Pleasing customers more than bosses

c.

Ignoring completion of paper work

d.

Valuing the substantial characteristics of work over status symbols

Discuss
Answer: (a).Cooking up figures and data on achievements Explanation:Cooking up figures and data on achievements is one of the manifestations of prevalent culture in organizations.
Q117.
What is the importance of values becoming cultural dimensions in an organization?

a.

They influence the what and how people do things at work

b.

They determine the size and shape of the office chairs

c.

They determine the flow of communication within the organization

d.

They determine the type of coffee served in the break room

Discuss
Answer: (a).They influence the what and how people do things at work Explanation:When values become cultural dimensions, they exert a strong influence on the what and how people do things at work.
Q118.
What are some characteristics of the culture of an organization?

a.

Integration or interdepartmental togetherness

b.

Reward systems and how they are related to work

c.

Direction or closeness of supervision, and extent of freedom available at work

d.

All of the above

Discuss
Answer: (d).All of the above Explanation:There are individual initiative, risk tolerance, integration or interdepartmental togetherness, communication, and reward systems as some characteristics of the culture of an organization.
Q119.
What are some manifestations of prevalent culture?

a.

Cooking up figures and data on achievements

b.

Pleasing bosses is more important than pleasing customers

c.

Adherence to completion of paperwork is more important than what is done in the field

d.

All of the above

Discuss
Answer: (d).All of the above Explanation:Cooking up figures and data on achievements, pleasing bosses is more important than pleasing customers, status symbols, adherence to completion of paperwork, conformity to budget limits, time taken in an action is more important than the cost of that action, and getting prior approval is more important than the merits of the proposal as some manifestations of prevalent culture.
Q120.
What are some cultural characteristics of successful companies?

a.

A bias for action and for getting things done

b.

They listen to the customer and learn from them

c.

Autonomy, entrepreneurship, risk taking, and innovation are part of their ways

d.

All of the above

Discuss
Answer: (d).All of the above Explanation:A bias for action and for getting things done, listening to the customer and learning from them, autonomy, entrepreneurship, risk taking, and innovation, employees are treated as sources of innovation, quality, and productivity, simple lean organizational systems, hands-on value-driven management, and sticking to what they know they can do well and doing that well are some cultural characteristics of successful companies.
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