About this quiz
Organisational change, Lewin model, resistance to change and organisation development.
This Lok Sewa practice set has 50 multiple-choice questions (Subject: Public Management · For: Nayab Subba, Section Officer, Kharidar · Level: Medium). Take the quiz above first; after that, use the study list below to revise every question with its correct answer and a short explanation.
Study list: all 50 questions with answers and explanations
Organisational change means:
- A) Only changing the office building
- B) Any alteration in structure, technology, people, processes or culture ✔
- C) Only firing staff
- D) Only changing the logo
Why: Organisational change is any change in an organisation's structure, technology, people, processes or culture.
Which is an external force of change?
- A) Low staff morale
- B) New laws and technology ✔
- C) New internal leader
- D) Staff grievances
Why: New laws and new technology come from outside the organisation, so they are external forces of change.
Lewin's three-step model is:
- A) Plan, do, check
- B) Unfreeze, change, refreeze ✔
- C) Form, storm, norm
- D) Input, process, output
Why: Kurt Lewin's model: unfreeze (prepare for change), change (move to the new way), refreeze (make it stable).
Preparing people by showing why the old way must change is:
- A) Refreezing
- B) Unfreezing ✔
- C) Adjourning
- D) Performing
Why: Unfreezing prepares people by showing why the old way no longer works.
Making the new way stable through rules and rewards is:
- A) Refreezing ✔
- B) Unfreezing
- C) Moving
- D) Storming
Why: Refreezing makes the new way stable and normal through rules, rewards and support.
Which is a common reason people resist change?
- A) Fear of the unknown and loss of status ✔
- B) Too much information
- C) Too much participation
- D) Higher pay
Why: People resist change from fear of the unknown, losing status or jobs, and comfort with old habits.
The best first way to reduce resistance to change is usually:
- A) Coercion
- B) Education, communication and participation ✔
- C) Ignoring staff
- D) Punishment
Why: Education, communication and participation help people understand and own the change, so they are the best first steps.
Coercion to force change should be used:
- A) First
- B) As the last option ✔
- C) Always
- D) Never discussed
Why: Coercion should be the last option, used only when quick change is essential and other methods fail.
Organisation development (OD) is:
- A) A short, one-day event
- B) A planned, long-term, organisation-wide improvement effort ✔
- C) Only building repair
- D) Only recruitment
Why: OD is a planned, long-term, organisation-wide effort to improve effectiveness using behavioural science.
Who gave a classic definition of OD as planned, organisation-wide and managed from the top?
- A) Richard Beckhard ✔
- B) Adam Smith
- C) Henri Fayol
- D) Max Weber
Why: Richard Beckhard defined OD as a planned, organisation-wide effort managed from the top to improve effectiveness and health.
OD is based mainly on knowledge from:
- A) Behavioural science ✔
- B) Astronomy
- C) Geology
- D) Only accounting
Why: OD uses behavioural science knowledge, such as psychology and sociology.
A consultant who guides an OD effort is called a:
- A) Change agent ✔
- B) Auditor
- C) Store keeper
- D) Tax officer
Why: A change agent guides and supports the OD process; they can be inside or outside the organisation.
Which is an OD intervention?
- A) Team building ✔
- B) Customs duty
- C) Curfew
- D) Bid security
Why: Team building is an OD intervention that improves how a work group works together.
The managerial grid used in OD was developed by:
- A) Blake and Mouton ✔
- B) Maslow
- C) Herzberg
- D) Taylor
Why: Robert Blake and Jane Mouton developed the managerial grid, based on concern for people and concern for production.
Federal restructuring of Nepal (2072) is an example of:
- A) Transformational change ✔
- B) No change
- C) Small routine change
- D) Social loafing
Why: Federal restructuring changed the whole system of government, so it is transformational change.
In Nepali, organisation development is called:
- A) संगठन विकास ✔
- B) संगठन संरचना
- C) संगठन विघटन
- D) संगठन सर्वेक्षण
Why: Organisation development is संगठन विकास.
In Nepali, organisational change is:
- A) संगठनात्मक परिवर्तन ✔
- B) संगठनात्मक संरचना
- C) संगठनात्मक मर्यादा
- D) संगठनात्मक मान्यता
Why: Organisational change is संगठनात्मक परिवर्तन.
Every organisation must change mainly to:
- A) Survive and stay effective ✔
- B) Increase paperwork
- C) Avoid citizens
- D) Stop working
Why: Organisations must change to survive and stay effective as their environment changes.
Federalism, e-governance and citizens' expectations are:
- A) External forces of change ✔
- B) Internal forces
- C) No forces
- D) Personal hobbies
Why: These come from outside the organisation, so they are external forces of change.
Low performance and staff grievances are:
- A) Internal forces of change ✔
- B) External forces
- C) Weather events
- D) Laws
Why: These arise inside the organisation, so they are internal forces of change.
A pandemic forcing new ways of working is an example of:
- A) Unplanned change ✔
- B) Planned change
- C) No change
- D) Status quo
Why: A pandemic forces change that was not planned, so it is unplanned change.
Administrative reform decided and managed on purpose is:
- A) Planned change ✔
- B) Unplanned change
- C) Accidental change
- D) No change
Why: Reform designed and managed on purpose is planned change.
Small, gradual change is called:
- A) Incremental change ✔
- B) Transformational change
- C) Revolution
- D) Collapse
Why: Incremental change is small and gradual, step by step.
Introducing new software in an office is mainly:
- A) Technological change ✔
- B) Structural change only
- C) No change
- D) Political change
Why: New software is mainly technological change.
Merging two sections into one division is:
- A) Structural change ✔
- B) People change
- C) No change
- D) Weather change
Why: Merging sections changes the structure, so it is structural change.
Changing staff attitudes and behaviour is:
- A) People (behavioural) change ✔
- B) Technological change
- C) Structural change only
- D) Budget change
Why: Changing attitudes, skills and behaviour is people (behavioural) change.
Kurt Lewin's model has how many steps?
- A) Three ✔
- B) Four
- C) Five
- D) Two
Why: Lewin's model has three steps: unfreeze, change, refreeze.
The 'changing' stage in Lewin's model involves:
- A) Introducing new methods with training and support ✔
- B) Ending the organisation
- C) Ignoring staff
- D) Punishment
Why: In the changing stage, new methods are introduced with training and support.
Habit and comfort with the old way cause:
- A) Resistance to change ✔
- B) Support for change
- C) Promotion
- D) Coordination
Why: Habit and comfort with familiar ways cause resistance to change.
Lack of information or trust leads to:
- A) Resistance ✔
- B) Acceptance
- C) Faster change
- D) Motivation
Why: When people lack information or trust, they suspect the change and resist it.
Too many changes at once can:
- A) Increase resistance ✔
- B) Reduce resistance
- C) Remove all problems
- D) Improve morale always
Why: Too many changes at once overload people and increase resistance.
Giving something in return to gain acceptance of change is:
- A) Negotiation ✔
- B) Coercion
- C) Education
- D) Isolation
Why: Negotiation means offering something in return, such as incentives, to gain acceptance.
Training, counselling and resources to help staff adapt is:
- A) Facilitation and support ✔
- B) Coercion
- C) Punishment
- D) Delay
Why: Facilitation and support help staff cope with change through training, counselling and resources.
Why should coercion be avoided as a first option?
- A) It creates hidden resentment ✔
- B) It always works
- C) It is the cheapest
- D) It builds trust
Why: Forcing change creates hidden resentment and weak commitment, so it often fails later.
OD is managed from:
- A) The top ✔
- B) Only the bottom
- C) Outside only
- D) No one
Why: OD is managed from the top, with leaders' commitment.
OD covers:
- A) The whole organisation ✔
- B) One person only
- C) Only the canteen
- D) Only the budget
Why: OD covers the whole organisation, not just one part.
OD is based on:
- A) Action research: diagnose, act, evaluate ✔
- B) Guesswork
- C) Punishment
- D) Only orders
Why: OD follows action research: diagnose the problem, act, then evaluate and repeat.
The first step in the OD process is:
- A) Problem identification ✔
- B) Stabilisation
- C) Evaluation
- D) Intervention
Why: The first step is identifying the problem.
The last step in the OD process is:
- A) Stabilisation ✔
- B) Diagnosis
- C) Problem identification
- D) Action planning
Why: The last step is stabilisation: making the improvements permanent.
Collecting staff opinions through questionnaires and discussing results is:
- A) Survey feedback ✔
- B) Coercion
- C) Audit
- D) Delegation
Why: Survey feedback collects staff opinions and discusses the results to plan improvements.
T-groups are used in:
- A) Sensitivity training ✔
- B) Budgeting
- C) Store management
- D) Customs
Why: T-groups (training groups) are used in sensitivity training to improve self-awareness and interpersonal skills.
A consultant helping a group understand its own processes is doing:
- A) Process consultation ✔
- B) Accounting
- C) Inspection only
- D) Recruitment
Why: Process consultation helps a group understand and improve how it communicates and decides.
Small groups of workers who meet to solve quality problems are:
- A) Quality circles ✔
- B) Groupthink
- C) Command groups
- D) Committees of parliament
Why: Quality circles are small groups of workers who meet regularly to solve work and quality problems.
Making a job more interesting with more responsibility is:
- A) Job enrichment ✔
- B) Job cut
- C) Demotion
- D) Suspension
Why: Job enrichment adds responsibility, variety and decision-making to a job, making it more motivating.
Which is a challenge to change in Nepal's public administration?
- A) Political interference and weak follow-up ✔
- B) Too much change leadership
- C) No resistance
- D) Perfect implementation
Why: Political interference, frequent transfers and weak follow-up often slow administrative reform in Nepal.
Online services and e-attendance are examples of:
- A) Technology-led change ✔
- B) Structural collapse
- C) Status quo
- D) Group dynamics
Why: Online services and electronic attendance are technology-led change.
A change agent can be:
- A) Internal or external ✔
- B) Only internal
- C) Only external
- D) Not needed
Why: A change agent can be internal (a staff member) or external (a consultant).
Refreezing is done through:
- A) Rules, rewards and habits ✔
- B) Removing all rules
- C) Ignoring the change
- D) Firing staff
Why: Refreezing makes the change stick through new rules, rewards and habits.
Fear of losing job is a reason for:
- A) Resistance to change ✔
- B) Support for change
- C) Better morale
- D) Delegation
Why: Fear of losing one's job or status is a major reason for resistance to change.
The main aim of OD is to increase organisational:
- A) Effectiveness and health ✔
- B) Paperwork
- C) Hierarchy
- D) Delay
Why: OD aims to increase organisational effectiveness and health, including staff wellbeing and teamwork.