Accounting
Anthropology
Archaeology
Art History
Banking
Biology & Life Science
Business
Business Communication
Business Development
Business Ethics
Business Law
Chemistry
Communication
Computer Science
Counseling
Criminal Law
Curriculum & Instruction
Design
Earth Science
Economic
Education
Engineering
Finance
History & Theory
Humanities
Human Resource
International Business
Investments & Securities
Journalism
Law
Management
Marketing
Medicine
Medicine & Health Science
Nursing
Philosophy
Physic
Psychology
Real Estate
Science
Social Science
Sociology
Special Education
Speech
Visual Arts
Question
________ is a dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important.
A) Change
B) Stress
C) Innovation
D) Stimulation
E) Creativity
Answer
This answer is hidden. It contains 201 characters.
Related questions
Q:
List the eight steps in Kotter's eight-step plan for implementing change.
Q:
Describe the various ways of overcoming resistance to change.
Q:
What are the various individual sources of resistance to change?
Q:
Who are change agents?
Q:
Jobs that make multiple and conflicting demands increase both stress and dissatisfaction.
Q:
Stressors associated with workload, pressure to complete tasks, and time urgency are examples of hindrance stressors.
Q:
Double-loop learning is an error correction process that relies on past routines and present policies.
Q:
Appreciative inquiry involves identifying and fixing problems.
Q:
Employees are more accepting of changes when they are committed to the organization as a whole.
Q:
Organizationally supported programs that focus on the employee's total physical and mental condition, such as helping them quit smoking or control alcohol use, are called ________ programs. A) job redesign B) relaxation C) employee involvement D) organizational development E) wellness
Q:
Political uncertainties, economic uncertainties, and technological change are examples of the ________ factors of potential stress. A) structural B) environmental C) organizational D) personal E) social
Q:
In order to make their firm a learning organization, managers should ________. A) increase the number of hierarchical levels in the organization B) avoid the use of cross-functional teams C) penalize mistakes D) increase the degree of departmentalization E) redesign the organizational structure
Q:
Brian's team just had a research breakthrough. They'll need several thousands of dollars to complete the project. Brian has called a series of meetings in which he's promoting the significance of the new discovery, explaining the economic benefits that will result from the final project, and answering questions. Brian is a(n) ________ within his company. A) change agent B) arbitrator C) manipulator D) idea champion E) stress creator
Q:
Bart has a new idea for a way to cut costs in his department, but he is not willing to share his idea with his boss because the last department head that tried new cost cutting methods was recently fired because the new methods could not achieve expected results. Based on the example, how can Bart's company improve the culture to create innovation? A) flatten the organizational structure B) reward both successes and failures C) increase the resources in Bart's department D) encourage communication between various departments E) conduct team-building activities
Q:
Which of the following statements is true regarding innovation in organizations? A) Organic structures negatively influence innovation. B) Interunit communication is low in innovative organizations. C) Short tenure in management is associated with innovation. D) Innovation is nurtured when there is an abundance of resources. E) Innovative organizations reward both successes and failures.
Q:
During the design step of appreciative inquiry, participants ________. A) find a common vision of how the organization will look in the future B) use information from the discovery phase to speculate on possible futures C) identify the organization's strengths D) recount times they felt the organization worked best E) write action plans and develop implementation strategies
Q:
During the dreaming step of appreciative inquiry, participants ________. A) identify the organization's strengths B) use information from the discovery phase to speculate on possible futures C) find a common vision of how the organization will look in the future D) write action plans and develop implementation strategies E) recount times they felt the organization worked best
Q:
Which of the following steps of the appreciative inquiry attempts to identify what people think are the organization's strengths? A) dreaming B) destiny C) collaboration D) inferring E) discovery
Q:
The deemphasizing of hierarchical authority and control in organizational development is referred to as ________. A) horizontal integration B) power equalization C) trust and support D) respect for people E) vertical blending
Q:
________ is a collection of change methods that seek to improve organizational effectiveness and employee well-being. A) Organizational development B) Organizational polarization C) Operant conditioning D) Organizational restructuring E) Action research
Q:
________ is a change process based on systematic collection of data and selection of a change action based on what the analyzed data indicate. A) Organizational development B) Action research C) Planned change D) Process consultation E) Organizational restructuring
Q:
Which of the following steps in Kotter's eight-step plan for implementing change represents the refreezing stage in Lewin's three-step model? A) Plan for, create, and reward short-term "wins" that move the organization toward the new vision. B) Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. C) Create a new vision to direct the change and strategies for achieving the vision. D) Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. E) Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.
Q:
Which of the following is the first step in Kotter's eight-step plan for implementing change? A) Create a new vision to direct the change and strategies for achieving the vision. B) Establish a sense of urgency by creating a compelling reason for why change is needed. C) Plan for, create, and reward short-term "wins" that move the organization toward the new vision. D) Form a coalition with enough power to lead the change. E) Communicate the vision throughout the organization.
Q:
Strum Services provides content management services to major educational publishers. Due to low morale, the level of employee output has been below par, which has caused a backlog in work. Which of the following, if true, would weaken the argument to use coercive techniques in this situation? A) The company cannot afford to hire temp workers to handle the backlog and complete the work on time. B) The company has taken several efforts to improve the level of employee morale and motivation. C) The company's current work volumes are quite high. D) The company recently learned that one of its clients utilizes the services of a rival content management firm. E) The company just finished its peak season, during which employees were required to work overtime and on weekends.
Q:
Who developed a three-step model for change that included unfreezing, movement, and refreezing? A) John Kotter B) David McClelland C) Douglas Surber D) Lawrence Summers E) Kurt Lewin
Q:
Companies in which of the following countries would emphasize formal performance evaluation systems more than informal systems? A) Argentina B) United States C) Chile D) India E) China
Q:
When an appraiser rates employees based on items on a continuum with the points reflecting actual behaviors on a given job, this type of evaluation is called ________. A) BARS B) critical incident C) graphic rating scale D) group order ranking E) assessment center evaluation
Q:
Performance evaluations are used to ________. A) improve group cohesiveness B) define departmental structure C) help management make HR decisions D) identify how jobs are completed E) decrease conformity within organizations
Q:
You are involved in training and development for your division at Dunder Mifflin Inc. You want to target some specific organizational problems through training. Which of the following is most likely to be the fastest growing training medium? A) job rotation B) live classroom lectures C) apprenticeships D) formal mentoring program E) e-training
Q:
You are involved in training and development for your division at Dunder Mifflin Inc. You want to target some specific organizational problems through training. Which of the following is an off-the-job training method? A) job rotation B) formal mentoring programs C) Internet courses D) job enlargement E) apprenticeship