Q&A Hero

Q: (p. 108) In our society, moral standards are the result of: A. social forces and human experiences. B. using the ends to justify the means. C. legal proceedings and bills. D. research and analysis.

Q: (p. 123) A supervisor should not try to use his or her rank when socializing with subordinates.

Q: (p. 123) It is acceptable for a supervisor to make work-related promises to subordinates while socializing.

Q: (p. 121) Employees should depend solely on formal performance appraisals for feedback.

Q: (p. 121) By antagonizing other departments and supervisors, an employee will uplift his or her own department and supervisor.

Q: (p. 120) Almost any approach to organizational politics can be viewed as either ethical or unethical depending on how it is used.

Q: (p. 119) Organization politics refer to the practice of using merit or good performance for bettering your position in the organization.

Q: (p. 119) Supervisors with a broad power base do not usually get employees' attention and cooperation.

Q: (p. 119) A supervisor will seem more powerful to his or her employees if he or she seeks additional responsibility.

Q: (p. 117) The general approach in dealing with dishonest peers or superiors is the same as when dealing with subordinates. However, some deviations may be necessary.

Q: (p. 117) Supervisors should be aware that the usual tendency in dealing with dishonest employees is to do nothing and hope that the problem will go away.

Q: (p. 117) Corporate culture communicates how people in the organization should behave by establishing a value system conveyed through rites, rituals, myths, legends, and actions.

Q: (p. 115) The Fair Credit Reporting Act prohibits creditors from making credit decisions on the basis of discriminatory practices.

Q: (p. 114) The federal government has recently regulated companies to make sure that they do not engage in anticompetitive behavior.

Q: (p. 114) Ethics play a major role in determining how a supervisor treats subordinates.

Q: (p. 111) When trying to encourage ethical behavior, supervisors should use a "Do as I say, not as I do" attitude.

Q: (p. 111) For a code of ethics to be effective, the employees must believe that managers at all levels adhere to and believe in the code of ethics.

Q: (p. 110 Fig 6.1) Taking longer than necessary to do a job in the workplace is not considered unethical behavior.

Q: (p. 108) Moral standards are the results of governmental forces and Congress-enacted legislations over the past 20 years.

Q: (p. 108) Ethics are concerned with what is right and what is wrong.

Q: (p. 108) Problems with ethics are often created due to differences in awareness and interpretation.

Q: (p. 102) What is team learning?

Q: (p. 102) Discuss the principle of personal mastery for creating a learning organization.

Q: (p. 100) Compare and contrast innovation and creativity.

Q: (p. 100) What is the change model? List the reasons that affect the change model.

Q: (p. 98-99) What are three factors that specifically affect the time required to successfully implement a change?

Q: (p. 96-97) What are the five W's and an H that the supervisor should explain to the employees to begin the implementation of the changes?

Q: (p. 96) Discuss how a supervisor can implement changes in the most logical place.

Q: (p. 95-96) List suggestions for reducing resistance to change.

Q: (p. 93-94) List some of the barriers to change.

Q: (p. 92) List the three categories of changes affecting the supervisor.

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. 100) Creativity: A. refers to doing new things. B. is the thinking process involved in producing an idea that is new to its creator. C. involves implementing new ideas. D. is an organization's best sustainable source of growth, competitive advantage, and new wealth.

Q: (p. 100) Innovation: A. refers to doing new things. B. is the thinking process involved in producing an idea that is new to its creator. C. involves coming up with new ideas. D. is the thinking process involved in producing a concept that is useful to someone else other than the creator.

Q: (p. 99) Which of the following theories states that there are two natural sets of forces that impact on any changethose forces that resist the change and those forces that encourage the change? A. Dynamic Force Analysis B. Force Field Analysis C. SWOT analysis D. Pareto analysis

Q: (p. 98 Fig 5.4) Where there is a lack of information or inaccurate information and analysis, the ________________ approach for overcoming resistance to change should be used. A. education plus communication B. facilitation plus support C. negotiation plus agreement D. manipulation plus co-optation

Q: (p. 98 Fig 5.4) When people are resisting because of adjustment problems, the ________________ approach for overcoming resistance to change should be used. A. education plus communication B. facilitation plus support C. negotiation plus agreement D. manipulation plus co-optation

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 drawback of the participation plus involvement strategy for overcoming resistance to change is that: A. it can be time-consuming if an inappropriate change is designed. B. it can be very time-consuming and expensive and still fail. C. it can lead to future problems if people feel manipulated. 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. 98 Fig 5.4) In a situation where someone or some group will clearly lose out in a change and where that group has considerable power to resist, the right approach to overcome resistance to change would be: A. negotiation plus agreement. B. manipulation plus co-optation. C. facilitation plus support. D. education plus communication.

Q: (p. 96) A major advantage of an oral discussion over an email or a written memo is that: A. it conveys correctly the impact of the changes to the employees. B. it provides the employees an opportunity to ask questions. C. it saves a lot of time on paperwork. D. it results in increased morale among employees.

Q: (p. 96) If upper management is planning to implement a totally unreasonable change, the supervisor should: A. follow orders and make the change. B. try to explain to a superior why the change is so unreasonable. C. use his or her own discretion and alter the change as necessary. D. completely ignore the change.

Q: (p. 95) To ensure that changes are accepted by employees without much resistance, the supervisor must: A. explain the changes and the reasons for making the changes. B. never ask for employees' opinions on the proposed changes. C. wait till the last minute to ensure acceptance. D. take as much time as possible in implementing the changes.

Q: (p. 95) The degree of employees' trust is determined mainly by the: A. actions of top management. B. actions of the director of personnel. C. the actions of the supervisor. D. company policies.

Q: (p. 92) Most major changes in an organization are initiated at the ________________ levels of management. A. entry B. middle C. upper D. lower

Q: (p. 92) New government regulations, new social trends, and economic changes are examples of: A. environmental change. B. technological change. C. internal organizational change. D. process change.

Q: (p. 92) Which of the following changes includes such things as new equipment, machinery, and processes? A. Environmental changes B. Technological changes C. Internal organizational changes D. Process changes

Q: (p. 92) ________________ changes refer to things such as budget adjustments and methods changes. A. Technological B. Environmental C. Internal organizational D. External

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. 102) Managers, supervisors, and employees should be encouraged to develop mental models as ways of stretching their minds to find new and better ways of doing things.

Q: (p. 101) As the rate of change increases for today's organizations, the ability to innovate has become obsolete.

Q: (p. 100) Organizations must involve everyone in the innovation process.

Q: (p. 100) Innovation is usually confined to a few departments or to a small group of "innovations."

Q: (p. 100) Many management experts today believe that resistance to change is an organization's best sustainable source of growth, competitive advantage, and new wealth.

Q: (p. 100) Innovation involves coming up with new ideas, whereas creativity involves implementing the new idea.

Q: (p. 100) Once a change is proposed or becomes known to an employee, he or she evaluates its impact on him or her.

Q: (p. 99) If employees feel understood and supported by their supervisor, they are much more likely to endorse the change.

Q: (p. 98) Usually the longer it takes to implement a change, the greater the positive impact there is on productivity, performance, and morale.

Q: (p. 98 Fig 5.4) Where speed is essential and the change initiators possess considerable power, the strategy for overcoming resistance to change should be manipulation plus co-optation.

Q: (p. 98 Fig 5.4) Where other tactics will not work or are too expensive, the strategy for overcoming resistance to change should be explicit plus implicit coercion.

Q: (p. 96-97) Once a specific change has been singled out for implementation, the supervisor should always begin the implementation by explaining the five W's and an H to the employees.

Q: (p. 96) In implementing change, time aspect is irrelevant because people have already bought into the idea.

Q: (p. 96) When affected employees have been involved in a change from, or near, its inception, they will usually actively support change.

Q: (p. 95) If a supervisor openly discusses upcoming changes, employees will be more likely to accept the change.

Q: (p. 94) If interpersonal relations are threatened, employees are less likely to resist an upcoming change.

Q: (p. 93) Resistance to change is a reaction common only to troublemakers.

Q: (p. 93) An extreme way that an employee may resist change is sabotaging the change.

Q: (p. 92) Environmental change includes all of the changes internal to the organization.

Q: (p. 92) Change as it applies to supervision can be classified in three major categories: technological, environmental, and internal to the organization.

Q: (p. 83) Explain the difference between job satisfaction and motivation.

Q: (p. 82) What are the factors that can affect job satisfaction?

Q: (p. 81) How does criticism during feedback affect motivation?

Q: (p. 80) Give the reasons as to why supervisors are reluctant to relate rewards directly to performance.

Q: (p. 79) List the things a supervisor can do to affect employee motivation.

Q: (p. 77) According to the preference-expectancy approach, what conditions must exist for a worker to be motivated?

Q: (p. 76) Explain the concept of job enrichment.

Q: (p. 75) Explain the needs that people have according to the achievement-power-affiliation approach.

Q: (p. 73-74) List the five needs according to the need hierarchy approach and give an example of each need.