Exam 6: Innovation and Adaptability

describe and discuss the four main reasons that people resist change. Include examples of each reason to support your answer.

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 is a favourable condition that might help Mandy to implement cultural change?

Creativity is the process of taking an idea and turning it into a useful product, service, or method of operation.

Refer to the scenario below to answer the following questions. Lightspeed.com (Scenario) Edwin Edwards is a team leader for Lightspeed.com, an e-business that has employees in every global time zone. Some of the factors that the team has to contend with are deadlines, strong work ethic, creativity-innovation chain, high-speed turnaround, and professionalism. As team leader, Edwin sees team members via videoconference only a few times per year or via compressed video via Internet a few times more per year. A frustration that he is encountering himself is that he works with all of these people and does not have control over their "actual" work or the few organizational rules, regulations, and policies. Yet, due to the position he is in, he feels he gets all of their complaints. The team does not deal well when a member offers an "off-the-wall" solution to a team problem; team members seem to have more trouble with this than any other team-conflict issue) What he likes most about leading the team is that they seem to prefer getting their objective accomplished instead of wasting time trying to decide who should be doing what tasks. -If Edwin decided to replace some employee work time with a new telephone menu system, this would be an example of __________.

The __________ metaphor compares an organization to a group of complete strangers aboard a raft travelling at night toward an uncertain destination.

__________ is the process of taking a creative idea and turning it into a useful product, service, or method of operation.

Which organizational development (OD) technique is a technique for assessing attitudes and perceptions, identifying discrepancies in these, and resolving the differences by using survey information in feedback groups?

In order to make change happen successfully, managers need to understand their own role in the process.

Change agents can be either managers or nonmanagers.

Changes in work processes, methods, and equipment used fall under which category of options that a manager can change?

Refer to the scenario below to answer the following questions. Lightspeed.com (Scenario) Edwin Edwards is a team leader for Lightspeed.com, an e-business that has employees in every global time zone. Some of the factors that the team has to contend with are deadlines, strong work ethic, creativity-innovation chain, high-speed turnaround, and professionalism. As team leader, Edwin sees team members via videoconference only a few times per year or via compressed video via Internet a few times more per year. A frustration that he is encountering himself is that he works with all of these people and does not have control over their "actual" work or the few organizational rules, regulations, and policies. Yet, due to the position he is in, he feels he gets all of their complaints. The team does not deal well when a member offers an "off-the-wall" solution to a team problem; team members seem to have more trouble with this than any other team-conflict issue) What he likes most about leading the team is that they seem to prefer getting their objective accomplished instead of wasting time trying to decide who should be doing what tasks. -If Edwin decided to introduce new methods and work processes, he would be making a change in which of the following categories?

A company that decides to decentralize its sales procedures is managing what change category?

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

Refer to the scenario below to answer the following questions. Lightspeed.com (Scenario) Edwin Edwards is a team leader for Lightspeed.com, an e-business that has employees in every global time zone. Some of the factors that the team has to contend with are deadlines, strong work ethic, creativity-innovation chain, high-speed turnaround, and professionalism. As team leader, Edwin sees team members via videoconference only a few times per year or via compressed video via Internet a few times more per year. A frustration that he is encountering himself is that he works with all of these people and does not have control over their "actual" work or the few organizational rules, regulations, and policies. Yet, due to the position he is in, he feels he gets all of their complaints. The team does not deal well when a member offers an "off-the-wall" solution to a team problem; team members seem to have more trouble with this than any other team-conflict issue) What he likes most about leading the team is that they seem to prefer getting their objective accomplished instead of wasting time trying to decide who should be doing what tasks. -If Edwin decided to remove a layer of managers and increase the span of control, he would be making a change in which of the following categories?

Organizations can become more innovative and adaptive by using ________.

Which of the following human resource variables is supportive of organizational innovation?

Managing change is an integral part of every manager's job.

Computerization is a technological change that replaces people with machines.

In the ________ metaphor, change is normal and expected and managing it is a continual process.

Refer to the scenario below to answer the following questions. Fred Fryer's Donuts (Scenario) Since the integration of two new stores in Littleville, U.S., Fred Fryer's Donuts, Inc. has recognized that there is a need for reengineering the entire organization. The main need is to install new state-of-the-art kitchen equipment in the seven remaining stores, and then dispose of all old equipment to a salvage dealer or else incur a loss. The employees will have to be trained to operate the new computer programmed equipment. Fred is setting up the main store as a training store. Employees from the other stores will train at the main store for five days while their respective store's equipment is being converted. The regular employees from the main store have the responsibility of instructing the classes or overseeing the installation of the new equipment and testing its operation before that store's employees return from training. The organization is also replacing the old employee reporting system. Ordering of materials will now be done by an intranet. Fred has promised that no one will lose his or her job because of the organizational changes. He estimates that when the employees get to the computer programming training, as many as 10 percent of the current employees will resign or retire. He also thinks that opening a new store will absorb the excess employees. -The 10 percent of the employees that are expected to leave during the computerized equipment training, will leave because they ______________.