Exam 11: Organizational Change: Stress, Conflict and Virtuality

Value Innovations Inc. engages in selling computers and other electronic components through telephone and Web orders. The company has decided to change some of its policies. When recruiting employees, it will now focus primarily on the attitudes of individuals. Here, the company is concentrating on a(n) ________ factor.

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(Multiple Choice)

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Question 1

Correct Answer:

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From a worker-performance standpoint, stress is most favorable when ________.

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(Multiple Choice)

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Question 2

Correct Answer:

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What is the value Virtuality offers to organizations and the employees within them?

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(Essay)

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Question 3

Correct Answer:

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The trend toward "virtuality" is a commonplace type of organizational change being made in modern organizations today. Through the use of technology to connect employees working away from their company's offices, employees and managers are able to extend the boundaries and structure of a traditional organization. This tying together allows all stakeholders to communicate and participate in helping the organization become more successful.
Benefits of virtuality include cost reduction as less real estate expenses are needed, as well as an increased productivity from employees increased performance and morale when they work faster with less interruptions at their homes.

What type of demand is a stressor that causes people to feel stress?

(Multiple Choice)

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Question 4

Which of the following is depicted in a model developed by Hellriegel and Slocum?

(Multiple Choice)

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Question 5

An organization is conducting a survey and has a team that collects primary data from consumers by interviewing them and getting them to fill out questionnaires. The team members report to work regularly, get the day's assignment, and come back to the office in the evenings to discuss the day's findings and plan for the next day. Which of the following work arrangements is being used by this organization?

(Multiple Choice)

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Question 6

A manager wants to implement some changes in the working hours of employees. Two groups of workers oppose this decision and have contrasting opinions. The manager feels arriving at a solution that will be acceptable to both parties is impossible. Which of the following strategies is best suited to handle this conflict?

(Multiple Choice)

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Question 7

A manager whose change efforts focus on the understanding of people is participating in ________.

(Multiple Choice)

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Question 8

Grid organization development technique is commonly used for ________.

(Multiple Choice)

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Question 9

A structural change ________.

(Multiple Choice)

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Question 10

What relationship exists between stress and employee productivity and performance?

(Essay)

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Question 11

Briefly describe the four strategies used to manage conflicts.

(Essay)

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Question 12

Which of the following alternative work arrangements is characterized by the least amount of mobility?

(Multiple Choice)

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Question 13

Which of the following conflict resolution techniques assumes that some conflicts are win-win conflicts?

(Multiple Choice)

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Question 14

An unstable organization with high capability to adapt is characterized by moderate probability of success.

(True/False)

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Question 15

Managers attempting to settle a workplace conflict who feel a solution completely acceptable to everyone would be difficult to reach and therefore focusing on a solution that gives employees involved in the conflict a part of what they wanted is using a/an ________ technique for handling the conflict.

(Multiple Choice)

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Question 16

Which of the following strategies is likely to be most useful in reducing organizational stress?

(Multiple Choice)

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Question 17

The HR manager of Axon Limited finds that the personnel in the marketing department are a continual source of conflict because they do not accept and adapt to changes. As a result of this, the manager ignores their views when he has to make changes. This strategy could be appropriate when ________.

(Multiple Choice)

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Question 18

Discuss factors managers need to consider when determining what should be changed.

(Essay)

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Question 19

Which of the following is a trait of "tethered in office" work arrangement?

(Multiple Choice)

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Question 20

Showing 1 - 20 of 90

From a worker-performance standpoint, stress is most favorable when ________.

What is the value Virtuality offers to organizations and the employees within them?

What type of demand is a stressor that causes people to feel stress?

Which of the following is depicted in a model developed by Hellriegel and Slocum?

A manager whose change efforts focus on the understanding of people is participating in ________.

Grid organization development technique is commonly used for ________.

A structural change ________.

What relationship exists between stress and employee productivity and performance?

Briefly describe the four strategies used to manage conflicts.

Which of the following alternative work arrangements is characterized by the least amount of mobility?

Which of the following conflict resolution techniques assumes that some conflicts are win-win conflicts?

An unstable organization with high capability to adapt is characterized by moderate probability of success.

Which of the following strategies is likely to be most useful in reducing organizational stress?

The HR manager of Axon Limited finds that the personnel in the marketing department are a continual source of conflict because they do not accept and adapt to changes. As a result of this, the manager ignores their views when he has to make changes. This strategy could be appropriate when ________.

Discuss factors managers need to consider when determining what should be changed.

Which of the following is a trait of "tethered in office" work arrangement?

Principles of Modern Management: Concepts and Skills

Managers, Society, and Sustainability

Management and Diversity

Managing in the Global Arena

Plans and Planning Tools

Making Decisions

Strategic Planning: Strategies, Tactics, and Competitive Dynamics

Fundamentals of Organizing

Responsibility, Authority, and Delegation

Human Resource Management

Influencing and Communication

Leadership

Motivation

Groups and Teams

Managing Organization Culture

Controlling, Information, and Technology

Production and Control

Appendix 1: Managing History and Current Thinking

Management and Entrepreneurship: Handling Start-Ups and New Ventures

Encouraging Creativity and Innovation

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