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Q:
__________ schedule materials to arrive at a company just as they are needed on the production line.
a. Mass customization systems
b. LIFO systems
c. First-in, first-out systems
d. Just-in-time inventory systems
e. Last-in, last-out systems
Q:
Artful Innovations Inc. operates with open channels of communication and an established suggestion system that encourages brainstorming and freewheeling discussions. Artful Innovations can best be described as a(n):
a. experimental organization.
b. cooperative organization.
c. entrepreneurial organization.
d. disruptive organization.
e. creative organization.
Q:
Jurgen is one of several middle managers sent to a training course on leadership skills. Through this effort, the organization is attempting:
a. organization change.
b. organization development.
c. people change.
d. culture change.
e. artifact change.
Q:
When trying to overcome resistance to change, which of the following approaches is best suited when change is technical?
a. Coercion
b. Top management support
c. Negotiation
d. Participation
e. Communication
Q:
Cyrus's Resort has proposed some major structural changes within its organization. Some of the employees fear that they will lose power with the changes. They begin voicing resistance to the changes. Which of the following barriers to change are they exhibiting?
a. Disagreements about benefits
b. Self-interest
c. Lack of understanding and trust
d. Uncertainty
e. Different assessments and goals
Q:
According to Fast Company, in 2013, __________ was ranked as the World's Most Innovative Company.
a. Nike
b. Pinterest
c. Target
d. Apple
e. Procter & Gamble
Q:
Before implementing new changes in work schedules, Trudy's Trinkets works with the union to ensure a smooth transition. Which of the following approaches to change is Trudy's using?
a. Negotiation
b. Top management support
c. Participation
d. Coercion
e. Education
Q:
Restraining forces can be thought of as problems or opportunities that provide motivation for change within the organization.
a. True
b. False
Indicate the answer choice that best completes the statement or answers the question.
Q:
A change agent is an OD specialist who performs a systematic diagnosis of the organization and identifies work-related problems.
a. True
b. False
Q:
An idea incubator is an in-house program that provides a safe harbor where ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics.
a. True
b. False
Q:
Training is one of the most frequently used approaches to changing people's mindsets.
a. True
b. False
Q:
In the unfreezing step, participants must be made aware of problems and be willing to change.
a. True
b. False
Q:
Organizational development involves the application of behavioral science techniques to improve an organization's effectiveness and success.
a. True
b. False
Q:
Lack of trust is perhaps the biggest obstacle to organizational change.
a. True
b. False
Q:
An ambidextrous approach means incorporating structures and processes that are appropriate for both the creative impulse and for the systematic implementation of innovations.
a. True
b. False
Q:
Confrontation, authoritarianism, and disciplined exploration are characteristics of the creative individual.
a. True
b. False
Q:
Organizational change refers to the adoption of a new idea or behavior by an organization.
a. True
b. False
Q:
The idea in the large-group intervention is to get a sample of people who may have an interest in the organization, gather perspectives from the selected parts of the system, and allow the sample to create a collective future.
a. True
b. False
Q:
The disparity between actual and desired performance levels is the need for change.
a. True
b. False
Q:
A person who sees the need for and champions productive change within the organization is called an idea champion.
a. True
b. False
Q:
The acceptance of mistakes, the freedom to discuss ideas, and the assignment of nonspecialists to problems are characteristics of creative organizations or departments.
a. True
b. False
Q:
The communication and education approach for overcoming resistance to change should be used when the change is technical and the users need accurate information and analysis to understand change.
a. True
b. False
Q:
The horizontal linkage model is increasingly important in a high-pressure business environment that requires rapidly developing and commercializing products and services.
a. True
b. False
Q:
Survey feedback enhances the cohesiveness and success of organizational groups and teams.
a. True
b. False
Q:
People change starts with training everyone in the organization.
a. True
b. False
Q:
Two possible tactics for overcoming resistance to change are coercion and negotiation.
a. True
b. False
Q:
Mergers/acquisitions, organizational decline/revitalization, and conflict management are the three types of current problems that organizational development managers face.
a. True
b. False
Q:
Describe the tactics for overcoming resistance to change.
Q:
Explain the concept of force-field analysis.
Q:
Describe the three critical innovation strategies for changing products and technologies.
Q:
Explain the horizontal linkage model.
Q:
What is organizational change, and what are two major areas of change in organizations?
Q:
Describe the five characteristics of creative people and organizations.
Q:
List the four reasons why employees tend to resist change.
Q:
List the five specific tactics that can be used to overcome employee resistance to change.
Q:
Some companies are practicing __________ innovation by creating innovative, low-cost products for emerging markets and then quickly and inexpensively repackaging them for sale in developed countries.
Q:
Kurt Lewin proposed that change was a result of the competition between driving and __________ forces
Q:
__________ means extending the search for and commercialization of new ideas beyond the boundaries of the organization and even beyond the boundaries of the industry.
Q:
The innovation strategy for changing products and technologies that involves creating conditions and systems to facilitate internal and external coordination and knowledge sharing is known as __________.
Q:
__________ forces are the various barriers to change, such as a lack of resources, resistance from middle managers, or inadequate employee skills.
Q:
__________ is lack of information about future events.
Q:
A type of OD intervention that enhances cohesiveness by helping groups of people learn to work together as a team is called __________.
Q:
__________ change is related to the organization's production processhow the organization does its work.
Q:
__________ is the stage where ideas for new products and technologies are born.
Q:
What is the team approach to departmentalization, and what are its main disadvantages?
Q:
Compare and contrast authority, responsibility, accountability, and delegation.
Q:
What is(are) the difference(s) between cross-functional and permanent teams?
Q:
List the three basic types of production technology.
Q:
List three disadvantages of the divisional structure.
Q:
Describe service technology.
Q:
List the advantages of the virtual network structure.
Q:
The visual representation of an organization's structure is called the __________.
Q:
A(n) __________ structure is the grouping of positions into departments based on similar skills, expertise, work activities, and resource use.
Q:
A(n) __________ is a person who is responsible for coordinating the activities of several departments for the completion of a specific project.
Q:
A(n) __________ structure has a wide span, is horizontally dispersed, and has fewer hierarchical levels.
Q:
The __________ is the number of employees reporting to a supervisor.
Q:
__________ refers to services that are perishable and, unlike physical products, cannot be stored in inventory.
Q:
A(n) __________ is a temporary team or committee designed to solve a short-term problem involving several departments.
Q:
In the __________ approach of structural design, departments are independent, contracting services to the central hub for a profit.
Q:
__________ is the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.
Q:
The __________ combines aspects of both functional and divisional structures simultaneously, in the same part of the organization.
Q:
When people from two or more departments work together to produce outcomes that meet a common goal, this is referred to as __________.
Q:
__________ teams consist of employees from various functional departments who are responsible to meet as a team and resolve mutual problems.
Q:
__________ is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes.
Q:
With __________, decision authority is pushed downward to lower organization levels.
Q:
The degree to which organizational tasks are subdivided into individual jobs is called __________.
Q:
__________ production involves the production of goods in batches of one or a few products designed to customer specifications.
Q:
__________ is the process managers use to transfer authority and responsibility to positions below them in the hierarchy.
Q:
The __________ delineates the chain of command, indicates departmental tasks and how they fit together, and provides order and logic for the organization.
a. management chart
b. employee directory
c. structural table
d. administrative chart
e. organizational chart
Enter the appropriate word(s) to complete the statement.
Q:
Which of the following structures is most consistent with a strategy of stability?
a. Team-based structure
b. Organic structure
c. Matrix structure
d. Functional structure
e. Learning structure
Q:
Rebecca works for a company that has clearly defined lines of authority. Each employee knows that he or she has authority and responsibility for a distinct set of tasks. Employees are also aware of the companys reporting structure as well as successive management levels all the way to the top. Rebeccas company follows which of the following principles?
a. Specialization principle
b. Unity of command principle
c. Scalar principle
d. Authority principle
e. Responsibility principle
Q:
Swift Move Facilities manufacturers two different bicycle models. The company produces a high volume of products using standardized production runs. The company does very little product customization. Swift Move uses which of the following types of technology structure?
a. Service production
b. Mass production
c. Large-batch production
d. Small-batch production
e. Continuous process production
Q:
The matrix structure violates which of the following principles of management?
a. Unity of direction
b. Unity of command
c. Work specialization
d. Division of labor
e. Span of management
Q:
__________ departments include all of those that provide specialized skills in support of __________ departments.
a. Line; staff
b. Staff; line
c. Primary; functional
d. Functional; primary
e. Line; functional
Q:
Which of the following is a contemporary approach to structural design in departmentalization?
a. Functional
b. Divisional
c. Traditional divisions
d. Teams
e. Geographic-based
Q:
All of the following are advantages of a divisional structure, EXCEPT:
a. high concern for customers' needs.
b. fast response, flexibility in an unstable environment.
c. emphasis on overall product and division goals.
d. development of general management skills.
e. there is little duplication of services across divisions.
Q:
Which of the following factors is NOT associated with larger span of control?
a. Work performed by subordinates is stable and routine.
b. Subordinates perform similar work tasks.
c. Subordinates are located at various locations.
d. Subordinates are highly trained and need little direction.
e. Rules and procedures defining task activities are available.
Q:
Organ Rentals Corporation has been having numerous problems. Communication across departments is poor and decisions are backing up at the top of the organization. Organ Rentals uses a __________ structure.
a. geographic
b. product
c. functional
d. matrix
e. team-based
Q:
Walt works for a large company. Recently, his organization began to contract out such functions as training, engineering, and computer service. This approach is consistent with a __________ structure.
a. functional
b. team
c. divisional
d. virtual network
e. service
Q:
Flash Card Inc. recently underwent a significant company-wide change that involved revision of its manufacturing and leadership processes. The result of this was a stronger emphasis on horizontal coordination. This level of change is referred to as:
a. reorganization.
b. reengineering.
c. e-engineering.
d. strategic planning.
e. corporate structuring.