Documentos de Académico
Documentos de Profesional
Documentos de Cultura
1
Copyright 2014 Pearson Education, Inc.
5) Changing structure includes any change in structural variables such as reporting relationships,
coordination mechanisms, employee empowerment, or job redesign.
Answer: TRUE
Page Ref: 191
Learning Outcome: Discuss factors influencing organizational structure decisions; Describe the
change process and strategies for making changes in an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual
6) Sensitivity training refers to activities that help team members learn how each member thinks
and works.
Answer: FALSE
Page Ref: 193
Learning Outcome: Discuss different ways managers work with and promote diversity in
organizations; Describe the change process and strategies for making changes in an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual
7) One reason people resist change in an organization is that their future has been set and cannot
be changed.
Answer: FALSE
Page Ref: 194
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual
8) People may resist change based on habit.
Answer: TRUE
Page Ref: 194
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual
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Copyright 2014 Pearson Education, Inc.
9) Negotiation refers to covert attempts to influence others about a change by distorting the facts
to make the change appear more attractive.
Answer: FALSE
Page Ref: 195-196
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual
10) Manipulation involves the use of direct threats against the resisters.
Answer: FALSE
Page Ref: 195-196
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual
11) Coercion involves exchanging something of value for an arrangement to lessen the resistance
to the change effort.
Answer: FALSE
Page Ref: 195-196
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual
12) A disadvantage of coercion is that it is illegal and undermines the change agent's credibility.
Answer: TRUE
Page Ref: 195-196
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual
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Copyright 2014 Pearson Education, Inc.
21) Design thinking can do for innovation what TQM did for quality.
Answer: TRUE
Page Ref: 206
Learning Outcome: Describe the innovation process and identify strategies for stimulating
creativity and innovation
AACSB: Reflective Thinking Skills
Ch. Objective: 5
Difficulty: Easy
Classification: Conceptual
22) The Sarbanes-Oxley Act is an example of which of the following forces of change?
A) consumer needs change
B) technological change
C) external change
D) economic change
Answer: C
Page Ref: 188
Learning Outcome: Describe the components of the management environment; Describe the
change process and strategies for making changes in an organization
AACSB: Analytic Skills
Ch. Objective: 1
Difficulty: Moderate
Classification: Application
23) Falling interest rates are an example of what external force?
A) change in composition of workforce
B) change in employee attitudes
C) technological change
D) economic change
Answer: D
Page Ref: 188
Learning Outcome: Describe the components of the management environment; Describe the
change process and strategies for making changes in an organization
AACSB: Analytic Skills
Ch. Objective: 1
Difficulty: Moderate
Classification: Application
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Copyright 2014 Pearson Education, Inc.
27) Labor strikes are an example of which of the following internal change factors?
A) workforce composition
B) equipment
C) employee attitudes
D) strategy
Answer: C
Page Ref: 188
Learning Outcome: Describe the components of the management environment; Describe the
change process and strategies for making changes in an organization
AACSB: Analytic Skills
Ch. Objective: 1
Difficulty: Moderate
Classification: Application
28) 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
Answer: B
Page Ref: 189
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 1
Difficulty: Easy
Classification: Conceptual
29) 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
Answer: B
Page Ref: 189
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 1
Difficulty: Easy
Classification: Conceptual
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Copyright 2014 Pearson Education, Inc.
33) 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
Answer: D
Page Ref: 189
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 1
Difficulty: Easy
Classification: Conceptual
34) 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
Answer: D
Page Ref: 189
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 1
Difficulty: Easy
Classification: Conceptual
35) 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
Answer: A
Page Ref: 191
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual
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Copyright 2014 Pearson Education, Inc.
36) 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
Answer: B
Page Ref: 191
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual
37) Outside consultants are more likely to initiate ________ organizational changes than
insiders.
A) drastic
B) mild
C) contented
D) trivial
Answer: A
Page Ref: 191
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual
38) Structural changes include ________.
A) combining departmental responsibilities
B) changing work processes
C) changing attitudes
D) changing behavior
Answer: A
Page Ref: 191
Learning Outcome: Discuss factors influencing organizational structure decisions; Describe the
change process and strategies for making changes in an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual
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39) Changes in work processes, methods, and equipment are a part of ________ changes.
A) technological
B) people
C) financial
D) structural
Answer: A
Page Ref: 191
Learning Outcome: Describe the change process and strategies for making changes in an
organization; Describe the innovation process and identify strategies for stimulating creativity
and innovation
AACSB: Reflective Thinking Skills; Use of Information Technology
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual
40) A company that decides to decentralize its sales procedures is managing ________ changes.
A) technological
B) people
C) financial
D) structural
Answer: D
Page Ref: 191-192
Learning Outcome: Discuss factors influencing organizational structure decisions; Describe the
change process and strategies for making changes in an organization
AACSB: Analytic Skills
Ch. Objective: 2
Difficulty: Moderate
Classification: Application
41) 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
Answer: A
Page Ref: 191-192
Learning Outcome: Discuss factors influencing organizational structure decisions; Describe the
change process and strategies for making changes in an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual
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Copyright 2014 Pearson Education, Inc.
42) 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
Answer: A
Page Ref: 192
Learning Outcome: Describe the change process and strategies for making changes in an
organization; Describe the innovation process and identify strategies for stimulating creativity
and innovation
AACSB: Reflective Thinking Skills; Use of Information Technology
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual
43) When supermarkets and other retailers use scanners that provide instant inventory
information, they are adopting ________ changes.
A) technological
B) people
C) financial
D) structural
Answer: A
Page Ref: 192
Learning Outcome: Describe the change process and strategies for making changes in an
organization; Describe the innovation process and identify strategies for stimulating creativity
and innovation
AACSB: Analytic Skills; Use of Information Technology
Ch. Objective: 2
Difficulty: Easy
Classification: Application
44) ________ 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
Answer: B
Page Ref: 193
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual
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Copyright 2014 Pearson Education, Inc.
45) 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
Answer: B
Page Ref: 193
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Analytic Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Application
46) ________ is a method of changing behavior through unstructured group interaction.
A) Team building
B) Intergroup development
C) Survey feedback
D) Sensitivity training
Answer: D
Page Ref: 193
Learning Outcome: Discuss different ways managers work with and promote diversity in
organizations; Describe the change process and strategies for making changes in an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual
47) 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
Answer: B
Page Ref: 193
Learning Outcome: Discuss different ways managers work with and promote diversity in
organizations; Describe the change process and strategies for making changes in an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual
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Copyright 2014 Pearson Education, Inc.
51) 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
Answer: B
Page Ref: 195-196
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual
52) ________ 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
Answer: A
Page Ref: 195-196
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual
53) ________ involves distorting facts to make the change appear more attractive.
A) Coercion
B) Education and communication
C) Participation
D) Manipulation and co-optation
Answer: D
Page Ref: 195-196
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual
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54) 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
Answer: C
Page Ref: 197
Learning Outcome: Explain the influences of organizational culture; Describe the change
process and strategies for making changes in an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual
55) 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
Answer: D
Page Ref: 197
Learning Outcome: Explain the influences of organizational culture; Describe the change
process and strategies for making changes in an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual
56) 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.
Answer: B
Page Ref: 197
Learning Outcome: Explain the influences of organizational culture; Describe the change
process and strategies for making changes in an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual
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57) ________ 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
Answer: B
Page Ref: 198
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual
58) A ________ prevents an individual from doing what he desires.
A) constraint
B) demand
C) lien
D) necessity
Answer: A
Page Ref: 198
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual
59) 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
Answer: C
Page Ref: 198
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual
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60) ________ 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
Answer: A
Page Ref: 199
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual
61) ________ creates expectations that may be hard to reconcile or satisfy.
A) Task ambiguity
B) Role conflict
C) Role overload
D) Task demand
Answer: B
Page Ref: 199
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual
62) 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
Answer: C
Page Ref: 199
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual
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69) 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
Answer: A
Page Ref: 201
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual
70) 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.
Answer: C
Page Ref: 201
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual
71) A change capable organization ________.
A) links the present and the future
B) discourages diverse teams
C) discourages mavericks
D) follows its competitor's footsteps
Answer: A
Page Ref: 202
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual
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Copyright 2014 Pearson Education, Inc.
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Copyright 2014 Pearson Education, Inc.
78) 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
Answer: C
Page Ref: 204-205
Learning Outcome: Describe the innovation process and identify strategies for stimulating
creativity and innovation
AACSB: Reflective Thinking Skills
Ch. Objective: 5
Difficulty: Easy
Classification: Conceptual
79) ________ 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
Answer: A
Page Ref: 205
Learning Outcome: Describe the innovation process and identify strategies for stimulating
creativity and innovation
AACSB: Reflective Thinking Skills
Ch. Objective: 5
Difficulty: Easy
Classification: Conceptual
80) Most idea champions ________.
A) have extremely high self-confidence
B) are lethargic
C) avoid risks
D) are relenting
Answer: A
Page Ref: 206
Learning Outcome: Describe the innovation process and identify strategies for stimulating
creativity and innovation
AACSB: Reflective Thinking Skills
Ch. Objective: 5
Difficulty: Easy
Classification: Conceptual
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Copyright 2014 Pearson Education, Inc.
83) Mr. Snyder has had to change the strategic focus of the company three times. The change in
strategic focus of the New Ideas, Inc., is a(n) ________.
A) external force of change
B) internal force of change
C) marketplace force of change
D) economic force of change
Answer: B
Page Ref: 188
Learning Outcome: Describe the components of the management environment; Describe the
change process and strategies for making changes in an organization
AACSB: Analytic Skills
Ch. Objective: 1
Difficulty: Moderate
Classification: Application
84) When the employees express their concern about their bonus checks, which of the following
types of forces of change is constraining Mr. Snyder?
A) external force of change
B) labor market force of change
C) internal force of change
D) social force of change
Answer: C
Page Ref: 188
Learning Outcome: Describe the components of the management environment; Describe the
change process and strategies for making changes in an organization
AACSB: Analytic Skills
Ch. Objective: 1
Difficulty: Moderate
Classification: Application
85) New Ideas, Inc., focuses on new ideas, uses technology that changes frequently, and has
strong competition in the market. This situation describes what metaphor of change?
A) a calm water metaphor
B) a black-water rapid metaphor
C) a rapid water metaphor
D) a white-water rapids metaphor
Answer: D
Page Ref: 189
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Analytic Skills
Ch. Objective: 1
Difficulty: Moderate
Classification: Application
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Copyright 2014 Pearson Education, Inc.
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Copyright 2014 Pearson Education, Inc.
90) Colin decided his people will benefit from ________, a method of changing behavior
through unstructured group interaction.
A) survey feedback
B) sensitivity training
C) team building
D) intergroup development
Answer: B
Page Ref: 193
Learning Outcome: Discuss different ways managers work with and promote diversity in
organizations; Describe the change process and strategies for making changes in an organization
AACSB: Analytic Skills
Ch. Objective: 2
Difficulty: Moderate
Classification: Application
The Practice (Scenario)
Kelly Rae works for an ophthalmologist's office where she has been employed as a technician for
approximately one year. Kelly has been promoted to the position of clinic coordinator where she
is responsible for ensuring operational efficiency and effectiveness by managing and training
other technicians, overseeing the doctor's 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.
91) If Kelly were to consider enhancing productivity by giving greater authority to other
technicians and increasing formalization, she would be considering ________ changes.
A) structural
B) technological
C) people
D) automatic
Answer: A
Page Ref: 191; 192
Learning Outcome: Discuss factors influencing organizational structure decisions; Describe the
change process and strategies for making changes in an organization
AACSB: Analytic Skills
Ch. Objective: 2
Difficulty: Moderate
Classification: Application
30
Copyright 2014 Pearson Education, Inc.
92) The two doctors at the practice have 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 that they train all of the technicians
to work with both doctors, this led to significant resistance from all of the parties involved. The
technicians were concerned that they would no longer be able to perform their usual daily tasks.
Their resistance came from their ________.
A) belief that ambiguity would increase
B) fear that they would be forced out of their habits
C) concern over personal loss
D) belief that Kelly's changes would harm the organization
Answer: B
Page Ref: 194
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Application
93) Shelly, a technician, was particularly concerned about the changes. She had spent a number
of years ingratiating herself with one of the doctors and, because of it, she had earned special
privileges, such as taking extended lunches with her husband. Shelly's resistance to change came
from her ________.
A) belief that uncertainty would increase
B) fear that she would be forced out of her habit
C) concern over personal loss
D) belief that Kelly's changes would harm the organization
Answer: C
Page Ref: 194
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Application
31
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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, the creativity-innovation chain, high-speed turnaround, and professionalism. As team
leader, Edwin sees team members via video conference only a few times per year. A frustration
that he is encountering 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.
94) When Edwin feels frustrated that he does not have control over team members' "actual" work
or the organizational rules, regulations, and policies, he is contending with ________.
A) external control
B) diversity of opinions
C) abundant resources
D) unclear goals
Answer: A
Page Ref: 204-205
Learning Outcome: Describe the best practices of groups and teams; Describe the innovation
process and identify strategies for stimulating creativity and innovation
AACSB: Analytic Skills
Ch. Objective: 5
Difficulty: Moderate
Classification: Application
95) When a member offers an "off-the-wall" solution to a team problem, Edwin has to contend
with what cultural variable?
A) tolerance of conflict
B) tolerance of risk
C) tolerance of the impractical
D) focus on ends
Answer: C
Page Ref: 204-205
Learning Outcome: Describe the best practices of groups and teams; Describe the innovation
process and identify strategies for stimulating creativity and innovation
AACSB: Analytic Skills
Ch. Objective: 5
Difficulty: Moderate
Classification: Application
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96) The part Edwin likes the most is that the team seems to prefer getting their objective
accomplished instead of wasting time, which indicates that the team is ________.
A) tolerant of conflict
B) an open-system focus team
C) able to deal with high risk
D) focused on ends rather than means
Answer: D
Page Ref: 204-205
Learning Outcome: Describe the best practices of groups and teams; Describe the innovation
process and identify strategies for stimulating creativity and innovation
AACSB: Analytic Skills
Ch. Objective: 5
Difficulty: Moderate
Classification: Application
97) Identify some of the external and internal forces of change.
Answer: Some of the external forces of change are:
a. Changing consumer needs and wants
b. New governmental laws
c. Changing technology
d. Economic changes
Some of the internal forces of change are:
a. New organizational strategy
b. Change in composition of workforce
c. New equipment
d. Changing employee attitudes
Page Ref: 188
Learning Outcome: Describe the components of the management environment; Describe the
change process and strategies for making changes in an organization
AACSB: Reflective Thinking Skills; Communication Abilities
Ch. Objective: 1
Difficulty: Moderate
Classification: Conceptual
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99) Explain organizational change and briefly discuss the three types of change.
Answer: Most managers, at one point or another, will have to make changes in some aspects of
their workplace. These changes are classified as organizational change, which is any alteration of
people, structure, or technology. Organizational changes often need someone to act as a catalyst
and assume the responsibility for managing the change processthat is, a change agent. Change
agents can be a manager within the organization, but could also be a nonmanager such as a
specialist from the HR department or even an outside consultant. For major changes, an
organization often hires outside consultants to provide advice and assistance.
Managers face three main types of change: structure, technology, and people.
Changing structure includes any change in structural variables such as reporting relationships,
coordination mechanisms, employee empowerment, or job redesign. Changes in the external
environment or in organizational strategies often lead to changes in the organizational structure.
Because an organization's structure is defined by how work gets done and who does it, managers
can alter one or both of these structural components. For instance, departmental responsibilities
could be combined, organizational levels eliminated, or the number of persons a manager
supervises could be increased. More rules and procedures could be implemented to increase
standardization. Or employees could be empowered to make decisions so decision making could
be faster. Another option would be to make major changes in the actual structural design. For
instance, product divisions can be dropped, merged, or expanded. Structural design changes also
might include, for instance, a shift from a functional to a product structure or the creation of a
project structure design.
Today, technological changes usually involve the introduction of new equipment, tools, or
methods; automation; or computerization. Competitive factors or new innovations within an
industry often require managers to introduce new equipment, tools, or operating methods.
Automation is a technological change that replaces certain tasks done by people with tasks done
by machines.
Changing people involves changing attitudes, expectations, perceptions, and behaviors.
Organizational development is the term used to describe change methods that focus on people
and the nature and quality of interpersonal work relationships.
Page Ref: 191-193
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills; Communication Abilities
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual
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100) Define Organizational Development (OD). List and explain the five most popular OD
techniques.
Answer: Organizational Development (OD) is the term used to describe change methods that
focus on people and the nature and quality of interpersonal work relationships.
The five most popular OD techniques are:
a. Sensitivity trainingIt is a method of changing behavior through unstructured group
interaction.
b. Team buildingThese refer to activities that help team members learn how each member
thinks and works.
c. Intergroup developmentThis involves changing the attitudes, stereotypes, and perceptions
that work groups have about each other.
d. Process consultationHere, an outside consultant helps the manager understand how
interpersonal processes are affecting the way work is being done.
e. Survey feedbackIt is a technique for assessing attitudes and perceptions, identifying
discrepancies in these, and resolving the differences by using survey information in feedback
groups.
Page Ref: 193
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills; Communication Abilities
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual
36
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102) List and explain the techniques for reducing resistance to change.
Answer: The various techniques for reducing resistance to change are:
a. Education and communication - This helps reduce resistance to change by helping employees
see the logic of the change effort. This technique assumes that much of the resistance lies in
misinformation or poor communication.
b. Participation - This involves bringing those individuals directly affected by the proposed
change into the decision-making process. Their participation allows these individuals to express
their feelings, increase the quality of the process, and increase employee commitment to the final
decision.
c. Facilitation and support - This involves helping employees deal with the fear and anxiety
associated with the change effort. This help includes employee counseling, therapy, new skills
training, or a short paid leave of absence.
d. Negotiation - This involves exchanging something of value for an agreement to lessen the
resistance to the change effort. This resistance technique is quite useful when the resistance
comes from a powerful source.
e. Manipulation and co-optation - This refers to covert attempts to influence others about the
change. It involves distorting facts to make the change appear more attractive.
f. Coercion - This involves the use of direct threats or force against the resisters.
Page Ref: 195-196
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills; Communication Abilities
Ch. Objective: 3
Difficulty: Moderate
Classification: Conceptual
103) What are the conditions that facilitate cultural change?
Answer: The conditions that facilitate cultural change are:
a. Occurrence of a dramatic crisis - An unexpected financial setback, the loss of a major
customer, or a dramatic technological innovation by a competitor can weaken the status quo and
make people start thinking about the relevance of the current culture.
b. Change in leadership - New top leadership can provide an alternative set of key values and
may be perceived as more capable of responding to the crisis than the old leaders were.
c. Young and small organization - The younger the organization, the less entrenched is its culture.
It is easier for managers to communicate new values in a small organization than in a large one.
d. Weak culture - Weak cultures are more receptive to change than are strong ones.
Page Ref: 197
Learning Outcome: Explain the influences of organizational culture; Describe the change
process and strategies for making changes in an organization
AACSB: Reflective Thinking Skills; Communication Abilities
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual
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Copyright 2014 Pearson Education, Inc.
105) What are stressors? Discuss the five major categories of organizational stressors.
Answer: Stress is caused by personal factors and by job-related factors called stressors. Change
of any kindpersonal or job-relatedhas the potential to cause stress because it involves
demands, constraints, or opportunities.
The five major categories of organizational stressors are: task demands, role demands,
interpersonal demands, organization structure, and organizational leadership.
Task demands are factors related to an employee's job. They include the design of a person's job
(autonomy, task variety, degree of automation), working conditions, and the physical work
layout. Work quotas can put pressure on employees when their outcomes are perceived as
excessive. The more the interdependence between an employee's tasks and the tasks of others,
the greater is the potential for stress. Autonomy, on the other hand, tends to lessen stress. Jobs in
which temperatures, noise, or other working conditions are dangerous or undesirable can
increase anxiety. So, too, can working in an overcrowded room or in a visible location where
interruptions are constant.
Role demands relate to pressures placed on an employee as a function of the particular role he
plays in the organization. Role conflicts create expectations that may be hard to reconcile or
satisfy. Role overload is experienced when the employee is expected to do more than time
permits. Role ambiguity is created when role expectations are not clearly understood and the
employee is not sure what he has to do.
Interpersonal demands are pressures created by other employees. Lack of social support from
colleagues and poor interpersonal relationships can cause considerable stress, especially among
employees with a high social need.
Organization structure can increase stress. Excessive rules and an employee's lack of opportunity
to participate in decisions that affect him or her are examples of structural variables that might be
potential sources of stress.
Organizational leadership represents the supervisory style of the organization's managers. Some
managers create a culture characterized by tension, fear, and anxiety. They establish unrealistic
pressures to perform in the short run, impose excessively tight controls, and routinely fire
employees who do not measure up. This style of leadership filters down through the organization
and affects all employees.
Page Ref: 198-199
Learning Outcome: Describe the change process and strategies for making changes in an
organization
AACSB: Reflective Thinking Skills; Communication Abilities
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual
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