CH 17 example #7651

Each of the following is most likely to result in the changing nature of the workforce except ________. A) immigration B) outsourcing C) multicultural environment D) demographic changes E) changing literacy levels

The recent bankruptcy of auto manufacturers General Motors and Chrysler were caused due to ________. A) changes in the social trend B) political instability C) changes in legal requirements D) economic shocks E) changing nature of the workforce

Organizations are increasingly adjusting their processes and positioning their products as environment friendly and sustainable in order to increase their appeal to consumers. This is a response to changes in ________. A) demographic trends B) social trends C) cultural trends D) legal requirements E) nature of the workforce

Consumers now meet and share information in chat rooms and blogs. This is an example of changes in the ________. A) competition B) nature of the workforce C) social trends D) legal requirements E) economy

It is easiest for management to deal with resistance when it is ________. A) covert B) deferred C) passive D) implicit E) overt

A(n) ________ resistance to change clouds the link between the change and the reaction to it and may surface weeks, months, or even years later. A) overt B) immediate C) active D) explicit E) deferred

Which of the following resistances to change is overt and immediate? A) loss of loyalty B) increased absenteeism C) loss of motivation D) increased error E) complaint

Which of the following resistance to change is implicit? A) strike B) increased error C) resignation D) complaint E) work slowdown

Which of the following reactions from employees is preferable as a response to change? A) silence B) apathy C) resignation D) open discussion E) increase in the use of sick time

Which of the following is an example of a source of individual resistance? A) limited focus of change B) product orientation C) fear of the unknown D) structural inertia E) employee orientation

Which of the following is an example of an individual source of resistance to change? A) structural inertia B) selective information processing C) limited focus of change D) threat to established power relationships E) group inertia

Which of the following is an example of an organizational source of resistance to change? A) limited focus of change B) security C) fear of the unknown D) selective information processing E) economic factors

Limited focus of change is a major force for resistance to change that originates from an organizational source. It indicates that ________. A) groups in the organization that control sizable resources often resist change B) changes in organizational patterns may threaten the expertise of specialized groups so these groups tend to resist change C) organizations have structural inertia that acts as a counterbalance to sustain stability D) limited changes in subsystems tend to be nullified by the larger system E) even if individuals want to change their behavior, group norms may act as a constraint

Selective information processing is a major force for resistance to change. It indicates that ________. A) changes in organizational patterns may threaten the expertise of specialized groups so these groups tend to resist change B) individuals hear what they want to hear and they ignore information that challenges the world they've created C) limited changes in subsystems tend to be nullified by the larger system D) groups in the organization that control sizable resources often resist change E) even if individuals want to change their behavior, group norms may act as a constraint

After restructuring, your division has had trouble filling the open positions with appropriate candidates. The selection processes used by human resources have not yet adjusted to the new criteria required for the restructured job positions. This problem is an example of which kind of resistance to change? v B) limited focus of change C) group inertia D) threat to expertise E) threat to established power relationships

Which one of the following is not listed as a tactic for dealing with resistance to change? A) acceleration B) manipulation C) participation D) cooptation E) education

Which tactic for overcoming resistance to change basically assumes that the source of resistance lies in misinformation? A) implementing changes fairly B) participation C) education and communication D) coercion E) cooptation and manipulation

Using covert influence to overcome resistance to change is called ________. A) negotiation B) cooptation C) education D) coercion E) manipulation

If individuals resisting change are included in making change decisions in an attempt to gain their support, this approach is called ________. A) cooptation B) exploitation C) manipulation D) coercion E) education

Which tactic to overcome resistance to change is a relatively inexpensive way to gain the support of adversaries, but may backfire if the targets become aware of the tactic? A) negotiation B) conciliation C) manipulation D) coercion E) arbitration

"Buying off" the leaders of a resistance group by giving them a key role and seeking their advice not to find a better solution but to get their endorsement is an example of ________. A) coercion B) cooptation C) procedural fairness D) distributive bargaining E) operant conditioning

Which of the following tactics for overcoming resistance to change is most likely to be beneficial when employees' fear and anxiety are high? A) education B) building support and commitment C) participation D) implementing changes fairly E) coercion

Procedural fairness while implementing changes is especially important when ________. A) the organization is facing intense competition B) the employees have participated in the decision making process C) employees perceive the outcome as negative D) the environment in which the business operates is dynamic E) the employees are resisting the change due to group inertia

The management of a firm threatens to close a manufacturing plant whose employees are resisting an across-the-board pay cut. If the threat is untrue, the management is using ________. A) coercion B) cooptation C) education D) manipulation E) procedural fairness

The application of direct threats or force upon resisters is called ________. A) negotiation B) cooptation C) manipulation D) coercion E) arbitration

Your company, Johnson Farm Products, has decided to expand its traditional business serving farm owners in order to include home gardeners in its customer base. This change is not met with enthusiasm by the sales personnel who have had good long-term relationships with area farmers. You know that the change will be difficult if you cannot overcome the resistance of the sales personnel and obtain their cooperation. You have brought in the local extension agent to explain demographics and the changing nature of the area in which you live. The method for overcoming resistance that you have chosen is ________. A) education and communication B) participation C) negotiation D) manipulation and cooptation E) coercion

You have decided to involve the sales personnel in planning for the change and in stocking appropriate new items to sell to gardeners. The method for overcoming resistance that you have chosen is ________. A) education and communication B) participation C) negotiation D) manipulation and cooptation E) coercion

You have threatened to eliminate positions and even to close down the company if your employees don't change their attitudes. The method for overcoming resistance that you have chosen is ________. A) education and communication B) participation C) negotiation D) coercion E) cooptation

Who developed a three-step model for change that included unfreezing, movement, and refreezing? A) John Kotter B) David McClelland C) Douglas Surber D) Lawrence Summers E) Kurt Lewin

Who built on Lewin's three-step model to create a more detailed approach for implementing change? A) John Kotter B) David McClelland C) Douglas Surber D) Lawrence Summers E) Henry Mintzberg

Which of the following is the first step in the Kotter's eight-step plan for implementing change? A) Create a new vision to direct the change and strategies for achieving the vision. B) Establish a sense of urgency by creating a compelling reason for why change is needed. C) Plan for, create, and reward short-term "wins" that move the organization toward the new vision. D) Form a coalition with enough power to lead the change. E) Communicate the vision throughout the organization.

Which of the following is the last step in the Kotter's eight-step plan for implementing change? A) Form a coalition with enough power to lead the change. B) Establish a sense of urgency by creating a compelling reason for why change is needed. C) Communicate the vision throughout the organization. D) Reinforce the changes by demonstrating the relationship between new behaviors and organizational success. E) Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.

John Kotter built on Lewin's three-step model to create a more detailed approach for implementing change. Which of the following steps in the Kotter's eight-step plan for implementing change represents the "unfreezing" stage in the Lewin's three-step model? A) Plan for, create, and reward short-term "wins" that move the organization toward the new vision. B) Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. C) Create a new vision to direct the change and strategies for achieving the vision. D) Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. E) Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

Which of the following steps in the Kotter's eight-step plan for implementing change represents the "movement" stage in the Lewin's three-step model? A) Establish a sense of urgency by creating a compelling reason for why change is needed. B) Plan for, create, and reward short-term "wins" that move the organization toward the new vision. C) Form a coalition with enough power to lead the change. D) Create a new vision to direct the change and strategies for achieving the vision. E) Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

Which of the following steps in the Kotter's eight-step plan for implementing change represents the "refreezing" stage in the Lewin's three-step model? A) Plan for, create, and reward short-term "wins" that move the organization toward the new vision. B) Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. C) Create a new vision to direct the change and strategies for achieving the vision. D) Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. E) Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

________ is a collection of change methods that seek to improve organizational effectiveness and employee well-being. A) Organizational development B) Appreciative inquiry C) Groupthink D) Action research E) Economic validity

The de-emphasis of hierarchical authority and control in organizational development is referred to as ________. A) participation B) power equalization C) trust and support D) respect for people E) vertical blending

Which of the following is an organizational development technique that involves an outsider assisting a manager to identify what to improve and how? A) action research B) intergroup development C) appreciative inquiry D) process consultation E) social reinforcement

Rather than looking for problems, ________ seeks to identify the unique qualities and special strengths of an organization, which can then be built upon to improve performance. A) appreciative inquiry B) action research C) team building D) process consultation E) social reinforcement

Which of the following options does not constitute an underlying value in organizational development efforts? A) respect for people B) trust and support C) confrontation D) participation E) coercion

In a survey feedback, employees complete a questionnaire on all of the following topics, except ________. A) implementation of changes B) decision-making practices C) communication effectiveness D) coordination among units E) satisfaction with the organization

How does process consultation help in organizational development? A) It leads the group to commit to various remedies for the problems identified. B) It assists the client in perceiving, understanding, and acting upon process events. C) It identifies individuals who are willing to accept changes. D) It focuses on an organization's success rather than its problems. E) It helps form a coalition with enough power to lead the change.

Team building typically includes ________. A) team process analysis B) confrontation C) intergroup relations D) power equalization E) manipulation

Which of the following OD techniques involves changing groups' attitudes, stereotypes, and perceptions about each other? A) survey feedback B) process consultation C) team building D) intergroup development E) appreciative inquiry

Which of the following is a step in the appreciative inquiry process? A) analysis B) dreaming C) inferring D) classifying E) collaboration

Appreciative inquiry (AI) is an organizational development technique. Which of the following statements is true regarding appreciative inquiry? A) It tries to identify discrepancies among member perceptions and solve these differences. B) It uses high-interaction group activities to increase trust and openness among team members, improve coordinative efforts, and increase team performance. C) It involves an outside consultant who helps the manager to analyze processes within his or her unit and identify what to improve and how. D) It consists of four steps including discovery, dreaming, design, and destiny. E) It seeks to change groups' attitudes, stereotypes, and perceptions about each other.

Which of the following steps of the appreciative inquiry attempts to identify what people think are the organization's strengths? A) dreaming B) destiny C) collaboration D) inferring E) discovery

During the "dreaming" step of appreciative inquiry, participants ________. A) identify the organization's strengths B) use information from the discovery phase to speculate on possible futures C) find a common vision of how the organization will look in the future D) write action plans and develop implementation strategies E) recount times they felt the organization worked best

During the "design" step of appreciative inquiry, participants ________. A) find a common vision of how the organization will look in the future B) use information from the discovery phase to speculate on possible futures C) identify the organization's strengths D) recount times they felt the organization worked best E) write action plans and develop implementation strategies

Idea champions display characteristics associated with ________ leadership. A) narcissistic B) transformational C) autocratic D) transactional E) laissez-faire

Which of the following actions can extinguish risk taking and innovation? A) long tenure in management B) encouraging experimentation C) rewarding for the absence of failures rather than for the presence of successes D) using organic organizational structures E) using an organizational structure that scores low on vertical differentiation, formalization, and

________ is a new idea applied to initiating or improving a product, process, or service. A) A continuous improvement process B) Double-loop learning C) Innovation D) Process reengineering E) Organizational streaming

Which of the following is not a reason why organic structures promote innovation? A) high formalization B) low vertical differentiation C) high flexibility D) low centralization

Which of the following statements is true regarding innovative organization? A) Organic structures negatively influence innovation. B) Interunit communication is low in innovative organizations. C) Short tenure in management is associated with innovation. D) Innovation is nurtured when there is an abundance of resources. E) Innovative organizations reward both successes and failures.

Alex has a new idea for a way to cut costs in his department, but he is not willing to share his idea with his boss because the last department head that tried new cost cutting methods was recently fired because the new methods could not achieve expected results. Based on the example, how can Alex's company improve the culture to create innovation? A) flatten the organizational structure B) reward both successes and failures C) increase the resources in Alex's department D) encourage communication between various departments E) conduct team building activities

Darg's team just had a research breakthrough. They'll need several thousands of dollars to complete the project. Darg has called a series of meetings in which he's promoting the significance of the new discovery, explaining the economic benefits that will result from the final project, and answering questions. Darg is a(n) ________ within his company. A) change agent B) arbitrator C) manipulator D) idea champion E) stress creator

Which of the following has been the most studied potential source of innovation? A) psychological factors B) structural variables C) human resource factors D) cultural variables E) financial factors

Which of the following characteristics is not attributed to idea champions? A) high self-confidence B) high persistence C) high resistance D) high energy E) high risk-taking ability

Which of the following statements is true regarding effects of culture on change effects? A) People in high power distance cultures prefer champions to work closely with those in authority to approve innovative activities before work is begun. B) In cultures in which people believe that they can dominate their environment, individuals will tend to take a passive approach toward change. C) As compared to people from the United States, people from China are more likely to seek change programs that promise fast results. D) People in the United States are more resistant to change efforts than their Italian counterparts. E) People in the United States tend to see themselves as subjugated to their environment and thus will tend to take a passive approach toward change.

Stress is associated with ________ and ________. A) demands; resources B) support; commitment C) manipulation; cooptation D) education; communication E) unfreezing; refreezing

Which of the following resources should you seek when emotional demands are stressing you? A) computer support B) information support C) social support D) cross-functional support E) organizational support

All of the following strategies are organizational approaches to managing stress, except ________. A) employee selection B) job placement C) realistic goal-setting D) employee sabbaticals E) time management

How does redesigning jobs help reduce stress? A) It helps individuals with an internal locus of control adapt better to high-stress jobs. B) It seeks to buy off the leaders of a resistance group by giving them a key role. C) It gives individuals greater control over work activities and lessens dependence on others. D) It reduces uncertainty by lessening role ambiguity and role conflict. E) It helps employees reframe stressful situations and use active coping strategies.

________ is a dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important. A) Change B) Stress C) Innovation D) Stimulation E) Creativity

Which of the following is not an example of a hindrance stressor? A) red tape B) office politics C) role ambiguity D) time urgency E) job confusion

Which of the following stressors is likely to produce less strain than the other stressors? A) red tape B) office politics C) confusion over job responsibilities D) role ambiguity E) pressure to complete tasks

Which of the following statements is true regarding the effects of stress? A) Challenge stressors tend to produce more strain than hindrance stressors. B) When challenge stress increases, those with high levels of organizational support have higher role-based performance. C) Hindrance stress improves job performance in a supportive work environment. D) Employees who have a stronger affective commitment to their organization perform worse under stress as compared to those who have low levels of commitment. E) Challenge stress reduces job performance in all work environments.

Which of the following types of jobs is least likely to create stress and reduce satisfaction? A) jobs that make multiple and conflicting demands B) jobs that provide a high level of feedback C) jobs that lack clarity about the incumbent's duties D) jobs that provide the incumbents less control over the pace of their work E) jobs that provide a low level of variety

Jill is overwhelmed with the new tasks that she has been assigned after the department merger. Every day, she arrives at work and makes a list of the new tasks, writes a number next to each one according to the urgency of completion, and schedules a time to complete each one. Although she's still stressed, Jill is able to get most of the work done and feels better at the end of the day. Jill is using ________ techniques to reduce her stress. A) job enrichment B) goal setting C) relaxation D) time-management E) job enlargement

Paul is stressed with the new corporate reorganization. He now reports to a foreign office that has usurped many of his responsibilities, including the contract labor for his projects, therefore he's working with less qualified and new contractors with whom he doesn't have a relationship. However, the managers of the other departments find themselves in the same boat and every day they are able to laugh over lunch about their new managerial impotence. ________ is helping Paul handle his stress. A) Emotional contagion B) Cognitive dissonance C) Social support D) Time management E) Self-efficacy

Which of the following statements is true regarding stress? A) Employees with external locus of control tend to be less prone to stress. B) Training tends to decrease job stress. C) Highly experienced employees tend to be more prone to stress. D) Employees who are highly committed to their goals experience more stress. E) Goal feedback tends to increase stress.