Ch 7 #27 – Chapter 8 #47 – Flashcards

Labor strikes are an example of which of the following internal change factors? A) workforce composition B) equipment C) employee attitudes D) strategy

The two metaphors commonly used to describe the two views of the change process are ________. A) running water and troubled water B) calm waters and white-water rapids C) marine water and freshwater D) muckwater and mudwater

In the ________ metaphor, change is normal and expected and managing it is a continual process. A) calm waters B) white-water rapids C) marine-waters D) freshwater

Lewin's theory is consistent with ________ theory of organizational change. A) white-water rapids B) muckwater C) mudwater D) calm waters

According to Kurt Lewin, which of the following is a stage in the change process? A) restraining B) driving C) processing D) unfreezing

According to Kurt Lewin, increasing the driving forces is a means of ________. A) unfreezing B) changing C) restraining D) refreezing

The unfreezing step of the change process can be thought of as ________. A) changing to a new state B) sustaining a change over time C) changing the organizational structure D) preparing for the needed change

According to Lewin, which of the following is the objective of refreezing? A) directing behavior away from the status quo B) hindering the existing equilibrium C) eliminating the need for future change D) stabilizing the new situation

Organizational change is any alteration of ________. A) people, structure, or technology B) structure, management, or goals C) technology, goals, or management D) rules, procedures, or management

In organizations, people who act as catalysts and assume the responsibility for managing the change process are called ________. A) change masters B) change agents C) change champions D) change generators

Outside consultants are more likely to initiate ________ organizational changes than insiders. A) drastic B) mild C) contented D) trivial

Structural changes include ________. A) combining departmental responsibilities B) changing work processes C) changing attitudes D) changing behavior

Changes in work processes, methods, and equipment are a part of ________ changes. A) technological B) people C) financial D) structural

A company that decides to decentralize its sales procedures is managing ________ changes. A) technological B) people C) financial D) structural

Which type of change might include a shift from a functional to a product structure? A) a structural design change B) a structural component change C) a technological change D) a people change

Competitive factors or new innovations within an industry often require managers to introduce ________. A) new equipment, tools, or operating methods B) new equipment, tools or people C) new equipment, operating methods, or structure D) new equipment, people, or structure

When supermarkets and other retailers use scanners that provide instant inventory information, they are adopting ________ changes. A) technological B) people C) financial D) structural

________ is the term used to describe change methods that focus on people and the nature and quality of interpersonal work relationships. A) Commercial development B) Organizational development C) Facilities development D) Comprehensive development

If Kraft Foods hired a consultant to decrease group friction and enhance cooperative work relationships, this would be an example of managing ________ changes. A) technological B) people C) financial D) structural

________ is a method of changing behavior through unstructured group interaction. A) Team building B) Intergroup development C) Survey feedback D) Sensitivity training

What organizational development technique involves changing the attitudes, stereotypes, and perceptions that work groups have about each other? A) team building B) intergroup development C) survey feedback D) sensitivity training

An individual is likely to resist change because of the feeling ________. A) of achievement B) of uncertainty C) of personal gain D) that the change is in the organization's best interest

Which of the following techniques for reducing resistance to change assumes that much of the resistance lies in misinformation? A) negotiation B) education and communication C) participation D) facilitation and support

________ involves bringing individuals directly affected by the proposed change into the decision-making process. A) Participation B) Facilitation and support C) Negotiation D) Manipulation and co-optation

Which of the following techniques for reducing resistance to change includes employee counseling, therapy, new skills training, or a short paid leave of absence. A) negotiation B) facilitation and support C) manipulation and co-optation D) coercion

________ involves exchanging something of value for an agreement to lessen the resistance to the change effort. A) Negotiation B) Manipulation and co-optation C) Coercion D) Education and communication

________ involves distorting facts to make the change appear more attractive. A) Coercion B) Education and communication C) Participation D) Manipulation and co-optation

Which of the following is a favorable condition that will facilitate a cultural change? A) the organization has a huge workforce B) the organization has a long existence C) a dramatic crisis occurs D) a stable leadership exists

Cultural change is most likely to take place when ________. A) the organization is old B) the organization is large C) the culture is strong D) there is a leadership change

Which of the following is a strategy for managing cultural change? A) Support employees who remain devoted to the old values. B) Redesign socialization processes to align with the new values. C) Keep the reward system the same. D) Replace written norms with unwritten norms

________ is the adverse reaction people have to excessive pressure placed on them from extraordinary demands, constraints, or opportunities. A) Stereotyping B) Stress C) Innovation D) Creativity

A ________ prevents an individual from doing what he desires. A) constraint B) demand C) lien D) necessity

For ________, there must be uncertainty over the outcome, and the outcome must be important. A) uncertainty to become stress B) habit to become stress C) potential stress to become actual stress D) personal loss to become stress

________ are factors related to an employee's job and include the design of a person's job, working conditions, and the physical work layout. A) Task demands B) Role demands C) Interpersonal demands D) Role ambiguity

________ creates expectations that may be hard to reconcile or satisfy. A) Task ambiguity B) Role conflict C) Role overload D) Task demand

A ________ personality is characterized by chronic feelings of a sense of time urgency, an excessive competitive drive, and difficulty accepting and enjoying leisure time. A) Type X B) Type Y C) Type A D) Type B

Stress symptoms are grouped under the categories of ________. A) physical, economic, and legal B) physical, psychological, and behavioral C) physical, psychological, and cultural D) physical, political, and social

Which of the following is a physical symptom of stress? A) changes in metabolism B) changes in productivity C) job-related dissatisfaction D) job turnover

Which of the following is an example of a psychological symptom of stress? A) changes in metabolism B) increased heart and breathing rate C) irritability D) changes in productivity

Changes in eating habits are a ________ symptom of stress. A) physical B) psychological C) behavioral D) financial

Which of the following is true regarding reduction of employee stress? A) In order to reduce stress, managers should make sure that the employee's abilities match the job requirements. B) A realistic job preview during the selection process maximizes stress by reducing ambiguity over job expectations. C) Improved organizational communications maximizes ambiguity-induced stress. D) Job redesigns that increase opportunities for employees to participate in decisions and to gain social support increase stress.

Managers offer ________ to employees who want to talk to someone about their problems. A) wellness programs B) time management programs C) employee counseling D) performance planning programs

A ________ helps employees whose personal lives suffer from a lack of planning to sort out their priorities. A) time management program B) wellness program C) life insurance program D) health and wellness program

How can managers increase the likelihood of making change happen successfully? A) They should realize that they are just change agents not change leaders. B) They should discourage entrepreneurial mindsets. C) They should give individual employees a role in the change process. D) They should adapt the changes made by their competitors.

A change capable organization ________. A) links the present and the future B) discourages diverse teams C) discourages mavericks D) follows its competitor's footsteps

Which of the following is a characteristic of a change-capable organization? A) separates the present and the future B) makes controlling a way of life C) discourages mavericks D) shelters breakthroughs

________ refers to the ability to combine ideas in a unique way or to make unusual associations between ideas. A) Innovation B) Alteration C) Creativity D) Diversity

________ is the process of taking a creative idea and turning it into a useful product or work method. A) Innovation B) Inspiration C) Creativity D) Ingenuity

Which of the following is an example of a variable that fosters innovation? A) low job security B) organic structure C) scarce resources D) maximum time pressure

Which of the following is a cultural variable that supports innovation? A) work and nonwork support B) minimal time pressure C) acceptance of ambiguity D) high job security

An innovative culture is likely to have ________. A) high external controls B) low tolerance of risks C) closed-system focus D) tolerance of conflict

Which of the following human resource variables is supportive of organizational innovation? A) low commitment to training B) less creative people C) high job security D) abundant resources

________ actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemented. A) Idea champions B) Idea developers C) Idea generators D) Idea screeners

Most idea champions ________. A) have extremely high self-confidence B) are lethargic C) avoid risks D) are relenting

Design thinking can provide a process for ________. A) brainstorming B) coming up with things that don't exist C) experimenting with customers D) connecting idea champions in the design department with marketing experts

Planning is concerned with how objectives are to be accomplished, not what is to be accomplished.

Planning provides direction to managers and nonmanagers alike.

Absence of planning does not inhibit the ability of departments and individuals to work together or organizations to move.

Planning helps managers eliminate uncertainty and insulates organizations from change.

Several research studies have conclusively proven that planning organizations always outperform nonplanning organizations

Studies indicate that doing a good job planning and implementing those plans play a bigger part in high performance than does how much planning is done.

As managers plan, they develop both goals and plans

Most businesses have only the single goal of making profits

Strategic goals focus exclusively on the financial performance of the organization

Stated goals are those that an organization actually pursues.

The number of years used to define short-term and long-term plans has increased considerably because of the greater environmental certainty businesses have today.

Long-term plans are those with a time frame beyond three years.

Short-term plans are those covering one year or less.

When uncertainty is high and managers must be flexible in order to respond to unexpected changes, directional plans are preferable.

Directional plans are clearly defined and leave no room for interpretation.

The standard procedure to be followed by the human resources department of a company when initiating disciplinary action against an employee is an example of a standing plan.

In traditional goal setting, goals set by top managers flow down through the organization and become subgoals for each organizational area.

In the management by objectives (MBO) process of goal setting, goals are not well-defined, giving managers and employees more flexibility to respond to changing conditions.

The first step in goal setting is to evaluate available resources.

The commitment concept says that plans should extend far enough to meet those commitments made when the plans were developed

In an uncertain environment, managers should develop plans that are specific, but flexible

Dynamic environments require a flatter organizational hierarchy in order to plan effectively.

________ involves defining the organization's goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate work activities. A) Execution B) Logistics C) Planning D) Operations

The effect of planning on managers is that it forces them to ________. A) grow resistant to change B) anticipate and respond to change C) eliminate uncertainty D) work at cross purposes

Which of the following is one of the reasons why managers should plan? A) When work activities are coordinated around plans, inefficiencies become obvious. B) Uncertainty can be eliminated and the organization can be insulated from change with planning. C) Planning eliminates the need to set goals. D) Planning eliminates the need to measure work effort

Which of the following is true of the impact of formal planning on organizational performance? A) Formal planning is associated with positive financial results. B) Organizations that formally plan invariably outperform those that don't plan. C) The amount of planning done is more important to high performance than the quality of planning and implementation D) Companies can start seeing the impact of formal planning on performance after about a year of starting the planning process.

When formal planning fails to lead to higher performance, which of the following is most likely to be the reason for the failure? A) A participative style of planning was used. B) Managers were allowed too much autonomy. C) The company emphasized the control function over other functions. D) Constraints of the external environment.

Which aspect of planning refers to documents that outline how results are to be achieved? A) goals B) plans C) objectives D) performance

Goals are different from plans because ________. A) goals identify specific steps that the organization needs to achieve, and plans identify the overall mission of the organization B) goals describe financial objectives, and plans describe objectives related to social responsibility C) goals are important only for small companies, and plans are important only for large companies D) goals are desired outcomes, and plans describe how those outcomes will be accomplished

Which of the following statements is true regarding an organization's goals? A) All organizations share the single goal of making profits. B) A single goal is more efficient than multiple goals for defining an organization's success. C) Using a single goal such as profit may result in unethical behaviors by employees. D) Long-term success is ensured if managers emphasize only one goal for an organization.

Most company's goals can be classified as either ________ or ________. A) strategic; financial B) operational; tactical C) social; economic D) strategic; operational

Nike, Inc. is a sportswear and equipment manufacturer that serves a multitude of sports disciplines. Which of the following statements from Nike would be the best example of a strategic goal? A) a ten percent increase in average annual sales B) a seven percent increase in average annual income C) achieving a return on investment of 17 percent D) accelerating growth through focused execution

An organization's ________ goals are official statements of what an organization says, and what it wants its stakeholders to believe its goals are. A) stated B) real C) authentic D) implicit

Which of the following is the best indicator of an organization's real goals? A) organizational members' actions B) mission statement C) annual reports D) stock valuation

An organization's mission states that it "is committed to reducing its environmental footprint"; but its facilities do not comply with statutory environmental regulations. This is an instance of how ________. A) strategic goals help shape financial goals B) long-term goals differ from short-term goals C) an organizations stated goals need not be its real goals D) a company's real goals are derived from its mission statement

Organizational plans can be classified on the basis of all of the following characteristics, except on the basis of their ________. A) breadth B) attainability C) specificity D) frequency of use

Strategic plans are usually ________. A) short term, directional, and standing B) short term, specific, and standing C) long term, directional, and single use D) long term, specific, and standing

________ plans apply to the entire organization and establish the organization's overall goals. A) Departmental B) Strategic C) Operational D) Specific

Operational plans are usually ________. A) short term, directional, and standing B) short term, specific, and standing C) long term, directional, and single use D) long term, specific, and standing

Plans that encompass only the production or the sales goals of a company are termed ________ plans. A) operational B) strategic C) informal D) financial

Which of the following factors has contributed to the decline in the number of years used to define short-term and long-term plans? A) environmental uncertainty B) profit-orientation of businesses C) flattened organizational structures D) stagnant business conditions

Long-term plans are defined as those with a time frame beyond ________. A) seven years B) one year C) five years D) three years

Short-term plans are those covering ________ or less. A) three years B) one year C) six months D) five years

________ plans are plans that are clearly defined and leave no room for interpretation. A) Directional B) Stated C) Long-term D) Specific

What plans are preferable when uncertainty is high in the business environment? A) standing plans B) directional plans C) specific plans D) informal plans

Which of the following is an example of a single-use plan? A) affirmative action hiring policies of a company B) a plan developed to implement new environmental regulations C) the procedure to be followed for firing low-performing employees D) a plan developed to ensure worker safety at the company's facilities

A standing plan is ________. A) an ongoing plan that provides guidance for activities performed repeatedly B) a plan that stands in place of a preferred plan in case of the failure of the latter C) a one-time plan specifically designed to meet the needs of a unique situation D) a flexible plan that sets out general guidelines for company strategy