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 2 of 16

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Q11.
What happens to personal contacts as the organisation grows bigger?

a.

They become more frequent

b.

They remain the same

c.

They become less frequent

d.

They become formal

Discuss
Answer: (c).They become less frequent Explanation:As the organisation becomes bigger, with larger numbers of people and more operational activities, procedures will become more formal. Personal contacts will become less frequent.
Q12.
Why would there be a demand from lower levels for more autonomy?

a.

To have more control over detailed operations

b.

To have more personal contacts

c.

To be more formal

d.

To have more resources

Discuss
Answer: (a).To have more control over detailed operations Explanation:After some time, there will be a demand from lower levels for more autonomy to be effective. With more diversified activities, there would be a loss of top management control over detailed operations. There would be conflicts over available resources. Autonomy for operations will require personnel with skills of accepting responsibility.
Q13.
What are the four major elements of an organization that affect and are affected by any change within the system?

a.

Goals, Processes, Finance, People

b.

Goals, Structure, Technology, Processes

c.

Goals, Strategy, Communication, People

d.

Goals, Culture, Information, Processes

Discuss
Answer: (b).Goals, Structure, Technology, Processes Explanation:The four major elements of an organization are Goals, Structure, Technology, and People, and that any change in any element of the system affects and is affected by all the other elements of the system.
Q14.
At what stage of an organization's growth would personal contacts become less frequent and there would be tighter coordination and control?

a.

In the initial stages

b.

In the middle stages

c.

In the advanced stages

d.

At all stages

Discuss
Answer: (b).In the middle stages Explanation:As the organization becomes bigger, with larger numbers of people and more operational activities, procedures will become more formal. Personal contacts will become less frequent. The authority will be mostly at the top. Junior levels will have less autonomy. There will be tighter coordination and control.
Q15.
What is the result of field managers running their respective functions without proper alignment between plans, money, technology, or manpower in the rest of the organization?

a.

Tighter rules and regulations and rigidities in procedures

b.

More collaborative team work and collective decision making systems

c.

Less conflict between staff and line managers

d.

More autonomy for operations

Discuss
Answer: (a).Tighter rules and regulations and rigidities in procedures Explanation:It may result in field managers running their respective functions without proper alignment between plans, money, technology, or manpower in the rest of the organization. The response may be to have tighter rules and regulations and rigidities in procedures.
Q16.
What is the difference between reactive and proactive responses to change?

a.

Reactive responses are driven by the need to improve effectiveness, while proactive responses are driven by awareness of a potential threat to effectiveness.

b.

Reactive responses require careful planning and management, while proactive responses do not.

c.

Reactive responses are more likely to be successful than proactive responses.

d.

Proactive responses require a smaller investment of time and resources than reactive responses.

Discuss
Answer: (a).Reactive responses are driven by the need to improve effectiveness, while proactive responses are driven by awareness of a potential threat to effectiveness. Explanation:Reactive responses are described as being driven by the need to improve effectiveness, while proactive responses are driven by awareness of a potential threat to effectiveness.
Q17.
Why are organizations said to be slow to notice the need for change and to respond?

a.

They tend to interpret cues from the environment in terms of organizational history and past practices.

b.

They are too focused on growth to pay attention to environmental changes.

c.

They are too bureaucratic to be able to respond quickly to change.

d.

They are too set in their ways to be open to new ideas.

Discuss
Answer: (a).They tend to interpret cues from the environment in terms of organizational history and past practices. Explanation:Organizations tend to interpret cues from the environment in terms of organizational history and past practices.
Q18.
What is the initial management style in a new organization?

a.

Adhoc and entrepreneurial

b.

Formal and structured

c.

Rigid and inflexible

d.

Collaborative and team-oriented

Discuss
Answer: (a).Adhoc and entrepreneurial Explanation:In the initial stages of a new organization, the style of management will be adhoc and entrepreneurial, with procedures yet to get into place, without any formal system of communication and control, and everybody being in personal contact with everybody else.
Q19.
What is the response when field managers run their respective functions without proper alignment between plans, money, technology, or manpower in the rest of the organization?

a.

Tighter rules and regulations and rigidities in procedures

b.

More autonomy for lower-level employees

c.

More collaborative team work and collective decision making systems

d.

More flexibility and autonomy with internal consistency

Discuss
Answer: (a).Tighter rules and regulations and rigidities in procedures Explanation:When field managers run their respective functions without proper alignment between plans, money, technology, or manpower in the rest of the organization, the response may be to have tighter rules and regulations and rigidities in procedures.
Q20.
What is the normal process of growth of an organization likely to throw up?

a.

Opportunities

b.

Rewards

c.

Problems

d.

Stability

Discuss
Answer: (c).Problems Explanation:The normal process of growth of an organization will throw up problems one after the other, requiring changes in structure, systems, and people behavior.
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