Exam 6: Innovation and Adaptability

Refer to the scenario below to answer the following questions. 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 might be a favourable condition that can help facilitate cultural change at Mandy's company?

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(Multiple Choice)

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Question 1

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Change threatens the investment that people have already made in ________.

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(Multiple Choice)

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Question 2

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describe the cultural characteristics that an innovative organization possesses.

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(Essay)

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Question 3

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An innovative organization has the following cultural characteristics:
a. Accept ambiguity - Too much emphasis on objectivity and specificity constrains creativity.
b. Tolerate the impractical - Individuals who offer impractical, even foolish, answers to what-if questions are not stifled. What at first seems impractical might lead to innovative solutions.
c. Keep external controls minimal - Rules, regulations, policies, and similar organizational
controls are kept to a minimum.
d. Tolerate risk - Employees are encouraged to experiment without fear of consequences should they fail. Mistakes are treated as learning opportunities. Employees do not fear to put forth new ideas.
e. Tolerate conflict - Diversity of opinions is encouraged. Harmony and agreement between individuals or units are not assumed to be evidence of high performance.
f. Focus on ends rather than means - Goals are made clear, and individuals are encouraged to consider alternative routes toward meeting the goals. Focusing on ends suggests that several right answers might be possible for any given problem.
g. Use an open-system focus - Managers closely monitor the environment and respond to changes as they occur.
h. Provide positive feedback - Managers provide positive feedback, encouragement, and support so employees feel that their creative ideas receive attention.

Refer to the scenario below to answer the following questions. 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, 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 their own team of technicians who are used to the doctor's preferences and are comfortable with their routines; they basically do the same thing every day. When Kelly suggested that they train all of 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 __________.

(Multiple Choice)

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Question 4

University student who has just graduated and is now facing the process of finding a job and moving into the business world is in what step of the change process?

(Multiple Choice)

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Question 5

Refer to the scenario below to answer the following questions. New Ideas Inc. (Scenario) Though New Ideas Inc. has been in business for 30 years, the company and its employees have seemingly been in a constant state of change. Paul Gill has been president of New Ideas for the last 15 years. During this time, he has had to change the strategic focus of the company three times. The employees have become vocal recently about the decrease in their bonus cheques and are wanting to increased profits. It seems as though his competition is always introducing new products into the market, and the niches Gill thought New Ideas held leadership in are always changing. Recently the government has been active in passing new legislation to increase the control of the product packaging and product contents. The technology used to manufacture the products is constantly improving with the use of robotics to make the process more efficient. -The employees' complaints about their reduced bonus cheques are an example of a(n) __________ force for change.

(Multiple Choice)

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Question 6

Which OD technique is used when an outside consultant helps managers to understand how interpersonal processes are affecting the organization?

(Multiple Choice)

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Question 7

Techniques to change people and the quality of interpersonal work relationships are termed ________.

(Multiple Choice)

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Question 8

One of the primary views of the change process is , while the other view is .

(Multiple Choice)

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Question 9

Successful organizations need to be more than just flexible in order to compete in today's business world.

(True/False)

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Question 10

describe in detail what is meant by creativity and innovation. Next, discuss the three sets of variables that have been found to stimulate innovation.

(Essay)

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Question 11

Internal forces that create the need for organizational change include _______.

(Multiple Choice)

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Question 12

Which of the following is an internal force for change for an organization?

(Multiple Choice)

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Question 13

One reason people resist change in an organization is that their future has been set and cannot be changed.

(True/False)

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Question 14

Refer to the scenario below to answer the following questions. 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, 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. -A technician named Nelly was very concerned that some of the changes proposed by Kelly would lead to increased filing errors that would ultimately affect patient care. Nelly's resistance to change came from her __________.

(Multiple Choice)

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Question 15

Changing recruitment strategies to attract and retain health care specialists due to increased needs for those workers is an example of what kind of external force for change?

(Multiple Choice)

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Question 16

It is sufficient for organizations to be flexible in order to be successful.

(True/False)

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Question 17

The prevailing model for handling change in "white waters" is best illustrated in Kurt Lewin's three-step description of the change process.

(True/False)

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Question 18

A leadership change can facilitate cultural change.

(True/False)

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Question 19

The "calm waters" metaphor envisions a trip over unfamiliar waters with a crew who has never before worked together.

(True/False)

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Question 20

Showing 1 - 20 of 143

Change threatens the investment that people have already made in ________.

describe the cultural characteristics that an innovative organization possesses.

University student who has just graduated and is now facing the process of finding a job and moving into the business world is in what step of the change process?

Which OD technique is used when an outside consultant helps managers to understand how interpersonal processes are affecting the organization?

Techniques to change people and the quality of interpersonal work relationships are termed ________.

One of the primary views of the change process is , while the other view is .

Successful organizations need to be more than just flexible in order to compete in today's business world.

describe in detail what is meant by creativity and innovation. Next, discuss the three sets of variables that have been found to stimulate innovation.

Internal forces that create the need for organizational change include _______.

Which of the following is an internal force for change for an organization?

One reason people resist change in an organization is that their future has been set and cannot be changed.

Changing recruitment strategies to attract and retain health care specialists due to increased needs for those workers is an example of what kind of external force for change?

It is sufficient for organizations to be flexible in order to be successful.

The prevailing model for handling change in "white waters" is best illustrated in Kurt Lewin's three-step description of the change process.

A leadership change can facilitate cultural change.

The "calm waters" metaphor envisions a trip over unfamiliar waters with a crew who has never before worked together.

Introduction to Management and Organizations

Organizational Culture and the Organizational Environment

Managing in a Global Environment

Managing Entrepreneurially

Managing Responsibly and Ethically

Decision Making

Foundations of Planning

Managing Strategically

Organizational Design

Managers and Communication

Managing Human Resources

Leadership

Motivating Employees

Managing Groups and Teams

Evidence-Based Decision Making

Management History

Planning and Control Techniques

Managing Operations

Filters

Exam 6: Innovation and Adaptability

Change threatens the investment that people have already made in ________.

describe the cultural characteristics that an innovative organization possesses.

University student who has just graduated and is now facing the process of finding a job and moving into the business world is in what step of the change process?

Which OD technique is used when an outside consultant helps managers to understand how interpersonal processes are affecting the organization?

Techniques to change people and the quality of interpersonal work relationships are termed ________.

One of the primary views of the change process is ________, while the other view is ________.

Successful organizations need to be more than just flexible in order to compete in today's business world.

describe in detail what is meant by creativity and innovation. Next, discuss the three sets of variables that have been found to stimulate innovation.

Internal forces that create the need for organizational change include _______.

Which of the following is an internal force for change for an organization?

One reason people resist change in an organization is that their future has been set and cannot be changed.

Changing recruitment strategies to attract and retain health care specialists due to increased needs for those workers is an example of what kind of external force for change?

It is sufficient for organizations to be flexible in order to be successful.

The prevailing model for handling change in "white waters" is best illustrated in Kurt Lewin's three-step description of the change process.

A leadership change can facilitate cultural change.

The "calm waters" metaphor envisions a trip over unfamiliar waters with a crew who has never before worked together.

Introduction to Management and Organizations

Organizational Culture and the Organizational Environment

Managing in a Global Environment

Managing Entrepreneurially

Managing Responsibly and Ethically

Decision Making

Foundations of Planning

Managing Strategically

Organizational Design

Managers and Communication

Managing Human Resources

Leadership

Motivating Employees

Managing Groups and Teams

Evidence-Based Decision Making

Management History

Planning and Control Techniques

Managing Operations

Filters

One of the primary views of the change process is , while the other view is .