Question 1

Process innovation is a change in the way a product or service is conceived,manufactured,or disseminated.

Accepted Answer

A) True 
 B)False

Question 2

What are the characteristics of a change agent that might contribute to employee resistance to change?

Accepted Answer

The characteristics of the change agent-

Question 3

A year after she assisted them in making changes to an employee incentive plan,Kara,an OD consultant,is visiting Thomas Engineering to determine if the changes were helpful.Kara will compare sales and turnover data from the last three years to the current year.Kara is in the ______ stage of OD.

Accepted Answer

A) refreezing 
B) intervention 
C) diagnosis 
D) evaluation 
E) adaptation 
A) refreezing 
B) intervention 
C) diagnosis 
D) evaluation 
E) adaptation

Question 4

Trust between change agents and employees can reduce resistance to change.

Accepted Answer

A) True 
 B)False

Question 5

Which of the following is not a way to encourage innovation?

Accepted Answer

A) creating a culture that celebrates failure. 
B) supporting innovation with investments of time and money. 
C) withholding raises and promotions when innovation attempts don't work out. 
D) reinforcing experimentation. 
E) implementing effective reward systems. 
A) creating a culture that celebrates failure. 
B) supporting innovation with investments of time and money. 
C) withholding raises and promotions when innovation attempts don't work out. 
D) reinforcing experimentation. 
E) implementing effective reward systems.

Question 6

According to Jim Collins,undisciplined pursuit of more and grasping for salvation are stages of institutional ___________.

Accepted Answer

A) decline 
B) change 
C) intervention 
D) resistance 
E) innovation 
A) decline 
B) change 
C) intervention 
D) resistance 
E) innovation

Question 7

When radically different changes are introduced without warning,without any official announcements,the office rumor mill will go into high gear,and affected employees will become fearful of the implications of the changes.

Accepted Answer

A) True 
 B)False

Question 8

Walt Disney Company's investing $1 billion into a wearable technology that it hopes will revolutionize the way visitors spend money at Walt Disney World,featuring a website ("My Disney Experience")and data-collecting wristbands ("MagicBands")that interact with scanners throughout the 40-square-mile theme park,is an example of proactive change.

Accepted Answer

A) True 
 B)False

Question 9

Which of the following is not one of the primary uses of OD?

Accepted Answer

A) adapting to a merger 
B) improving recruitment 
C) managing conflict 
D) revitalizing an organization 
E) adapting to an acquisition 
A) adapting to a merger 
B) improving recruitment 
C) managing conflict 
D) revitalizing an organization 
E) adapting to an acquisition

Question 10

Describe at least three supertrends that are occurring in business that are likely to result in changes in many industries.Provide an example of each.

Accepted Answer

These are some supertrends shaping the f

Question 11

Describe how John Kotter's model corresponds with Kurt Lewin's change model.

Accepted Answer

In a model corresponding with Lewin's,Jo

Question 12

Describe Lewin's change model.Suppose your college or university wanted to make a major change in some important aspect of student life at your school.How should the college or university use Lewin's model to guide its actions?

Accepted Answer

The student should list the following st

Question 13

In which of the following situations would OD techniques be the most helpful?

Accepted Answer

A) increasing efficiency among employees in a firm 
B) helping employees from two similar organizations work better together in a strategic alliance 
C) dealing with employee stress that comes from changing behaviors or from adapting to mergers 
D) facilitating discussion of ethical issues in preparing a company's code of ethics 
E) working with the CEO to determine how to increase profitability 
A) increasing efficiency among employees in a firm 
B) helping employees from two similar organizations work better together in a strategic alliance 
C) dealing with employee stress that comes from changing behaviors or from adapting to mergers 
D) facilitating discussion of ethical issues in preparing a company's code of ethics 
E) working with the CEO to determine how to increase profitability

Question 14

What is the difference between a core innovation and a transformational innovation? Provide an example for each.

Accepted Answer

A core innovation is optimizing products

Question 15

BP handled the 2010 oil spill crisis in the Gulf of Mexico in a reactive manner.

Accepted Answer

A) True 
 B)False

Question 16

Which of the following is not an inside force that indicates organizational change might be needed?

Accepted Answer

A) high turnover 
B) excessive conflict between managers and employees 
C) increased competition 
D) high levels of stress among employees 
E) Job dissatisfaction 
A) high turnover 
B) excessive conflict between managers and employees 
C) increased competition 
D) high levels of stress among employees 
E) Job dissatisfaction

Process innovation is a change in the way a product or service is conceived,manufactured,or disseminated.

What are the characteristics of a change agent that might contribute to employee resistance to change?

A year after she assisted them in making changes to an employee incentive plan,Kara,an OD consultant,is visiting Thomas Engineering to determine if the changes were helpful.Kara will compare sales and turnover data from the last three years to the current year.Kara is in the ______ stage of OD.

Trust between change agents and employees can reduce resistance to change.

Which of the following is not a way to encourage innovation?

According to Jim Collins,undisciplined pursuit of more and grasping for salvation are stages of institutional ___________.

When radically different changes are introduced without warning,without any official announcements,the office rumor mill will go into high gear,and affected employees will become fearful of the implications of the changes.

Which of the following is not one of the primary uses of OD?

Describe at least three supertrends that are occurring in business that are likely to result in changes in many industries.Provide an example of each.

Describe how John Kotter's model corresponds with Kurt Lewin's change model.

Describe Lewin's change model.Suppose your college or university wanted to make a major change in some important aspect of student life at your school.How should the college or university use Lewin's model to guide its actions?

In which of the following situations would OD techniques be the most helpful?

What is the difference between a core innovation and a transformational innovation? Provide an example for each.

BP handled the 2010 oil spill crisis in the Gulf of Mexico in a reactive manner.

Which of the following is not an inside force that indicates organizational change might be needed?

The Exceptional Manager: What You Do,how You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Planning: The Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture,Structure,and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation,reducing Conflict

Power,Influence,and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal and Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

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Exam 10: Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Process innovation is a change in the way a product or service is conceived,manufactured,or disseminated.

What are the characteristics of a change agent that might contribute to employee resistance to change?

A year after she assisted them in making changes to an employee incentive plan,Kara,an OD consultant,is visiting Thomas Engineering to determine if the changes were helpful.Kara will compare sales and turnover data from the last three years to the current year.Kara is in the ______ stage of OD.

Trust between change agents and employees can reduce resistance to change.

Which of the following is not a way to encourage innovation?

According to Jim Collins,undisciplined pursuit of more and grasping for salvation are stages of institutional ___________.

When radically different changes are introduced without warning,without any official announcements,the office rumor mill will go into high gear,and affected employees will become fearful of the implications of the changes.

Which of the following is not one of the primary uses of OD?

Describe at least three supertrends that are occurring in business that are likely to result in changes in many industries.Provide an example of each.

Describe how John Kotter's model corresponds with Kurt Lewin's change model.

Describe Lewin's change model.Suppose your college or university wanted to make a major change in some important aspect of student life at your school.How should the college or university use Lewin's model to guide its actions?

In which of the following situations would OD techniques be the most helpful?

What is the difference between a core innovation and a transformational innovation? Provide an example for each.

BP handled the 2010 oil spill crisis in the Gulf of Mexico in a reactive manner.

Which of the following is not an inside force that indicates organizational change might be needed?

The Exceptional Manager: What You Do,how You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Planning: The Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture,Structure,and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation,reducing Conflict

Power,Influence,and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal and Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Filters