Question 1

An innovative culture is likely to have ________.

Accepted Answer

A) high external controls 
B) low tolerance for risk 
C) closed-system focus 
D) high tolerance of conflict 
A) high external controls 
B) low tolerance for risk 
C) closed-system focus 
D) high tolerance of conflict

Question 2

In today's turbulent business environment organizations ________.

Accepted Answer

A) should not consider growing beyond current size 
B) cannot treat change as an occasional disturbance 
C) must limit products/services to keep loyal customers 
D) are forced to downsize in order to survive 
A) should not consider growing beyond current size 
B) cannot treat change as an occasional disturbance 
C) must limit products/services to keep loyal customers 
D) are forced to downsize in order to survive

Question 3

How can managers increase the likelihood of making change happen successfully?

Accepted Answer

A) They should realize that they are just change agents not change leaders. 
B) They should discourage entrepreneurial mindsets which disrupt the process. 
C) They should give individual employees a role in the change process. 
D) They should ensure that established work processes are not disturbed. 
A) They should realize that they are just change agents not change leaders. 
B) They should discourage entrepreneurial mindsets which disrupt the process. 
C) They should give individual employees a role in the change process. 
D) They should ensure that established work processes are not disturbed.

Question 4

________ focuses on techniques or programs to change people and the nature of interpersonal work relationships.

Accepted Answer

A) Decentralization 
B) Organizational development 
C) Operations improvement 
D) Strategy formulation 
A) Decentralization 
B) Organizational development 
C) Operations improvement 
D) Strategy formulation

Question 5

The Practice (Scenario)
Kelly Rae works at an ophthalmology office where she has been employed as a technician for approximately one year. Due to a recent retirement of another employee, Kelly has been promoted to the position of clinic coordinator, where she is responsible for supervising and training other technicians, overseeing the doctors' schedules, and coordinating activities between the scheduling desk, the technicians, the insurance office, and the optical shop. Upon her promotion she was given a mandate by the doctors to "clean house" in an effort to make fundamental changes to enhance productivity.
-Kelly's office has two doctors with very different work habits.Each has his own team of technicians who are used to the doctors' preferences and are comfortable with their routines.They basically do the same thing every day.When Kelly suggested training all the technicians to work with both doctors,the result was significant resistance.The technicians were concerned that they would no longer be able to perform their usual daily tasks.The primary source of their resistance was ________.

Accepted Answer

A) increased ambiguity 
B) forced change of habit 
C) concern over personal loss 
D) loss of status and authority 
A) increased ambiguity 
B) forced change of habit 
C) concern over personal loss 
D) loss of status and authority

Question 6

The Management Seminar (Scenario)
Mandy recently returned from her two-day managerial seminar, How to Totally Change Your Management and Leadership Style in Two Days. Even though she felt the seminar was worthless (as she had predicted), it did give her a chance to think about how to change the culture of her organization. She had been brought in by the new CEO as a change agent, and her position had the authority to make an impact. She felt that the recent hostile takeover by their parent company had shocked everyone, especially given that the entire organization consisted of only 150 people and had been in business for only five years. She felt this might be the time to attempt cultural change while everyone was still thinking in terms of change. As she tossed her leadership seminar manual into the wastebasket, she considered what might be her first step and how well the cultural change would work.
-Which of the following statements is TRUE concerning the leadership of Mandy's company and its effect on cultural change?

Accepted Answer

A) New top leadership can be an advantage. 
B) New top leadership is rarely an advantage. 
C) It is important for the cultural change to begin with employees first. 
D) Leadership issues have little impact on cultural change. 
A) New top leadership can be an advantage. 
B) New top leadership is rarely an advantage. 
C) It is important for the cultural change to begin with employees first. 
D) Leadership issues have little impact on cultural change.

Question 7

Adaptive organizations should discourage employees who are viewed as mavericks since their ideas are outside the mainstream.

Accepted Answer

A) True 
 B)False

Question 8

Lewin's three-step process treats change simply as a break in the organization's equilibrium state.

Accepted Answer

A) True 
 B)False

Question 9

Until the late 1980s,the ________ metaphor described the situation faced by most managers.

Accepted Answer

A) uncertain waters 
B) white-waters 
C) calm waters 
D) blue sky 
A) uncertain waters 
B) white-waters 
C) calm waters 
D) blue sky

Question 10

Computerization is a technological change that replaces people with machines.

Accepted Answer

A) True 
 B)False

Question 11

Organic structures positively influence innovation.

Accepted Answer

A) True 
 B)False

Question 12

Innovations means taking risks and doing things differently.

Accepted Answer

A) True 
 B)False

Question 13

________ actively and enthusiastically support new ideas,build support,overcome resistance,and ensure that innovations are implemented.

Accepted Answer

A) Liberal leaders 
B) Dream directors 
C) Corporate gladiators 
D) Idea champions 
A) Liberal leaders 
B) Dream directors 
C) Corporate gladiators 
D) Idea champions

Question 14

People resist change because change replaces the known with ________.

Accepted Answer

A) innovation and creativity 
B) process redesign 
C) strategy reformulation 
D) ambiguity and uncertainty 
A) innovation and creativity 
B) process redesign 
C) strategy reformulation 
D) ambiguity and uncertainty

Question 15

In spurring organizational change,outside consultants are usually more ________ whereas internal managers tend to be more ________.

Accepted Answer

A) drastic; cautious 
B) highly paid; uncertain 
C) resistant; bold 
D) interested; apathetic 
A) drastic; cautious 
B) highly paid; uncertain 
C) resistant; bold 
D) interested; apathetic

Question 16

In organizations,people who act as catalysts and assume the responsibility for managing the change process are called ________.

Accepted Answer

A) creativity strategists 
B) change agents 
C) innovation drivers 
D) catalytic leaders 
A) creativity strategists 
B) change agents 
C) innovation drivers 
D) catalytic leaders

Question 17

The "white water rapids" metaphor described the situation that managers faced up until the late 1980s.

Accepted Answer

A) True 
 B)False

Question 18

Which OD technique is designed to change behaviour through unstructured group interaction?

Accepted Answer

A) intergroup development 
B) personality assessment 
C) team building 
D) sensitivity training 
A) intergroup development 
B) personality assessment 
C) team building 
D) sensitivity training

Question 19

Which of the following is an example of a structural variable that can foster innovation?

Accepted Answer

A) mechanistic structure 
B) closed-system focus 
C) high external controls 
D) organic structure 
A) mechanistic structure 
B) closed-system focus 
C) high external controls 
D) organic structure

Question 20

Organizational ________ involves any alteration in structure,technology,or people.

Accepted Answer

A) innovation 
B) change 
C) creativity 
D) reengineering 
A) innovation 
B) change 
C) creativity 
D) reengineering

An innovative culture is likely to have ________.

In today's turbulent business environment organizations ________.

How can managers increase the likelihood of making change happen successfully?

________ focuses on techniques or programs to change people and the nature of interpersonal work relationships.

Adaptive organizations should discourage employees who are viewed as mavericks since their ideas are outside the mainstream.

Lewin's three-step process treats change simply as a break in the organization's equilibrium state.

Until the late 1980s,the ________ metaphor described the situation faced by most managers.

Computerization is a technological change that replaces people with machines.

Organic structures positively influence innovation.

Innovations means taking risks and doing things differently.

________ actively and enthusiastically support new ideas,build support,overcome resistance,and ensure that innovations are implemented.

People resist change because change replaces the known with ________.

In spurring organizational change,outside consultants are usually more whereas internal managers tend to be more .

In organizations,people who act as catalysts and assume the responsibility for managing the change process are called ________.

The "white water rapids" metaphor described the situation that managers faced up until the late 1980s.

Which OD technique is designed to change behaviour through unstructured group interaction?

Which of the following is an example of a structural variable that can foster innovation?

Organizational ________ involves any alteration in structure,technology,or people.

Introduction to Management and Organizations

Organizational Culture and the Organizational Environment

Managing Diversity

Managing in a Global Environment

Managing Entrepreneurially

Managing Responsibly and Ethically

Decision Making

Foundations of Planning

Managing Strategically

Designing Organizational Structure

Managers and Communication

Managing Human Resources

Leadership

Motivating Employees

Managing Groups and Teams

Evidence-Based Decision Making

Filters

Exam 7: Innovation and Adaptability

An innovative culture is likely to have ________.

In today's turbulent business environment organizations ________.

How can managers increase the likelihood of making change happen successfully?

________ focuses on techniques or programs to change people and the nature of interpersonal work relationships.

Adaptive organizations should discourage employees who are viewed as mavericks since their ideas are outside the mainstream.

Lewin's three-step process treats change simply as a break in the organization's equilibrium state.

Until the late 1980s,the ________ metaphor described the situation faced by most managers.

Computerization is a technological change that replaces people with machines.

Organic structures positively influence innovation.

Innovations means taking risks and doing things differently.

________ actively and enthusiastically support new ideas,build support,overcome resistance,and ensure that innovations are implemented.

People resist change because change replaces the known with ________.

In spurring organizational change,outside consultants are usually more ________ whereas internal managers tend to be more ________.

In organizations,people who act as catalysts and assume the responsibility for managing the change process are called ________.

The "white water rapids" metaphor described the situation that managers faced up until the late 1980s.

Which OD technique is designed to change behaviour through unstructured group interaction?

Which of the following is an example of a structural variable that can foster innovation?

Organizational ________ involves any alteration in structure,technology,or people.

Introduction to Management and Organizations

Organizational Culture and the Organizational Environment

Managing Diversity

Managing in a Global Environment

Managing Entrepreneurially

Managing Responsibly and Ethically

Decision Making

Foundations of Planning

Managing Strategically

Designing Organizational Structure

Managers and Communication

Managing Human Resources

Leadership

Motivating Employees

Managing Groups and Teams

Evidence-Based Decision Making

Filters

In spurring organizational change,outside consultants are usually more whereas internal managers tend to be more .