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!

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Making Change Happen MCQs | Page 13 of 16

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Q121.
What are values?

a.

The standards of rights and wrongs

b.

The aggregate of practices and beliefs

c.

The internalised norms of behaviour in a community

d.

The way in which things are done in an organisation

Discuss
Answer: (a).The standards of rights and wrongs Explanation:Values can be defined as "the standards of rights and wrongs, because of which there are ways in which things are done."
Q122.
What are some characteristics of the culture of an organisation?

a.

Individual initiative

b.

Risk tolerance

c.

Integration or interdepartmental togetherness

d.

All of the above

Discuss
Answer: (d).All of the above Explanation:All these are some characteristics of the culture of an organisation.
Q123.
Which of the following is a manifestation of prevalent culture?

a.

Pleasing customers is more important than pleasing bosses

b.

Time taken in an action is more important than the cost of that action

c.

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

d.

Conformity to budget limits is more important than results

Discuss
Answer: (d).Conformity to budget limits is more important than results Explanation:"Conformity to budget limits is more important than results" is a manifestation of prevalent culture.
Q124.
Which of the following determines behaviour and culture?

a.

Formal statements about organisational values

b.

The prevalent values and not the formal values

c.

Individual initiative and risk tolerance

d.

The way in which things are done in an organisation

Discuss
Answer: (b).The prevalent values and not the formal values Explanation:The prevalent, not the formal values, determine behaviour and culture.
Q125.
What are values and philosophy?

a.

The rationale for consistent and uniform behaviour

b.

The internalised norms of behaviour in a community

c.

The aggregate of practices and beliefs

d.

The way in which things are done in an organisation

Discuss
Answer: (c).The aggregate of practices and beliefs Explanation:Values and philosophy of the company's management...are in the nature of values and philosophy of the company's management.
Q126.
Which of the following can be considered as a value?

a.

Time taken in an action is more important than the cost of that action

b.

Getting prior approval is more important than the merits of the proposal

c.

Respect and politeness to others

d.

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

Discuss
Answer: (c).Respect and politeness to others Explanation:Respect and politeness to others are values.
Q127.
What is the importance of values and philosophy in an organization?

a.

It helps in consistency and uniformity of behavior

b.

It makes employees more competitive

c.

It reduces the need for supervision and control

d.

It encourages employees to please their bosses rather than customers

Discuss
Answer: (a).It helps in consistency and uniformity of behavior Explanation:When the values and philosophy of an organization are known and shared by all, the emerging behavior will tend to be appropriate to the ends determined by those values and philosophy. This helps in consistency and uniformity of behavior.
Q128.
How does the behavior of managers affect the behavior of their staff?

a.

It has no effect

b.

It makes staff more productive

c.

It makes staff impolite and disrespectful to customers

d.

It sets an example for the staff to follow

Discuss
Answer: (d).It sets an example for the staff to follow Explanation:Managers who are impolite and disrespectful to their staff cannot expect the staff to be polite and respectful to the customers. Employees tend to treat customers as they are themselves treated in the company. Thus, the behavior of managers sets an example for the staff to follow.
Q129.
What happens when employees share values in an organization?

a.

They become more competitive

b.

They use discretion and judgment in conformity with the policies of the organization

c.

They become more disobedient

d.

They require more supervision and control

Discuss
Answer: (b).They use discretion and judgment in conformity with the policies of the organization Explanation:When employees share values, they will use discretion and judgment in conformity with the policies of the organization. The extent of supervision or control necessary will be less.
Q130.
What is the importance of reviewing practices with reference to the stated philosophies and values of the organization?

a.

It helps in consistency and uniformity of behavior

b.

It encourages employees to please their bosses rather than customers

c.

It reduces the need for supervision and control

d.

It ensures that actual behaviors align with stated philosophies and values

Discuss
Answer: (d).It ensures that actual behaviors align with stated philosophies and values Explanation:Sometimes certain practices develop, contrary to the stated philosophies of the management. Unless practices are reviewed with reference to the stated philosophies and values and consequently modified, the actual behaviors will remain counter-productive. Thus, reviewing practices with reference to the stated philosophies and values ensures that actual behaviors align with them.
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