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Question
(p. 93-94) List some of the barriers to change.
Answer
This answer is hidden. It contains 169 characters.
Related questions
Q:
(p. 102) Which of the following is a principle for creating a learning organization?
A. Scientific reductionism
B. Philosophical analysis
C. Reactive viewpoint
D. Systems thinking
Q:
(p. 98 Fig 5.4) The drawback of the manipulation plus co-optation strategy for overcoming resistance to change is that:
A. it can be very time-consuming if many people are involved.
B. it can be very time-consuming and expensive and still fail.
C. it can lead to future problems if people feel controlled.
D. it can be risky if it leaves people mad at the initiators.
Q:
(p. 98 Fig 5.4) The advantage of the education plus communication strategy for overcoming resistance to change is that:
A. it is a relatively easy way to avoid major resistance.
B. it is relatively quick and inexpensive.
C. people will often help implement the change.
D. no other approach works as well.
Q:
(p. 98 Fig 5.4) The advantage of the explicit and implicit coercion strategy for overcoming resistance to change is that:
A. it is relatively quick and inexpensive.
B. people who participate will be committed to implementing the change.
C. people will often help implement the change.
D. it is speedy and can overcome any kind of resistance.
Q:
(p. 92) ________________ have an indirect impact on the supervisor.
A. Technological changes
B. Changes internal to the organization
C. Changes endorsed solely by the upper management
D. Environmental changes
Q:
(p. 101) As the rate of change increases for today's organizations, the ability to innovate has become obsolete.
Q:
(p. 100) Innovation is usually confined to a few departments or to a small group of "innovations."
Q:
(p. 100) Innovation involves coming up with new ideas, whereas creativity involves implementing the new idea.
Q:
(p. 188) It is a good idea to delegate tasks or assignments that upper management expects the supervisor to do personally because it shows the supervisor's delegation abilities.
Q:
(p. 184) Once a supervisor has determined which tasks to delegate, he or she decides which subordinates should handle each task.
Q:
(p. 179) Empowerment causes employees to demonstrate more initiative and perseverance in pursuing organizational goals.
Q:
(p. 176) Geographic departmentalization occurs when organization units are defined by the nature of the work.
Q:
(p. 166) List the three most common alternative work schedules present in organizations.
Q:
(p. 166 Fig 8.5) Give three suggestions for handling visitor interruptions.
Q:
(p. 160) What is a "tickler" filing system?
Q:
(p. 167) Which of the following refers to the practice of working from home or while traveling and being able to interact with the office?
A. Job sharing
B. Flextime
C. Telecommuting
D. Condensed workweek
Q:
(p. 166) Which of the following provides needed targets for work completion?
A. A deadline
B. Whistleblowing
C. A report
D. Brainstorming
Q:
(p. 166) Supervisors should try to avoid using deadlines because they tend to create too much stress.
Q:
(p. 160) In a "tickler" filing system, issues are placed in a chronological file under the date that some future action needs to be taken.
Q:
(p. 157) To manage time effectively, a supervisor must first have a thorough understanding of exactly what he or she is expected to do.
Q:
(p. 142) What are the major advantages of procedures?
Q:
(p. 139 Fig 7.5) List three typical areas of supervisory objectives.
Q:
(p. 116) One problem with ________________ is that the person is at risk should management react negatively or defensively to the information provided.
A. tattle-telling
B. employee dishonesty
C. social loafing
D. whistle-blowing
Q:
(p. 114) A supervisor having a tendency to "talk behind peoples' backs" would fall into which category of ethical conduct?
A. Covert personal actions
B. Human relations
C. Loyalty
D. Power base
Q:
(p. 108) Ethics are concerned with what is right and what is wrong.
Q:
(p. 100) Compare and contrast innovation and creativity.
Q:
(p. 135) Planning is generally concerned with:
A. future decisions.
B. future and past decisions.
C. the future impact of today's decisions.
D. analyzing past decisions that were wrong.
Q:
(p. 147) MBO requires that employees be rewarded on the basis of subjective evaluations of their accomplishments against goals.
Q:
(p. 135) Planning is basically concerned with future decisions.
Q:
(p. 134) A benefit of supervisor's involvement in the strategic management is that it fosters a long-range orientation.