Q&A Hero

Q: An assessment center evaluates candidates' potential by: a) placing each person into a frequency distribution. b) evaluating each person against every other and then creating a summary ranking. c) observing their performance in experiential activities designed to simulate daily work. d) assigning them to senior employees are protgs.

Q: An assessment center evaluates a candidate's: a) professionalism. b) socialization. c) job potential. d) behavior.

Q: While designing an employment test, ensuring that the results are an accurate predictor of future job performance guarantees that the test instrument is __________. a) valid b) reliable c) realistic d) socialized

Q: The process of choosing whom to hire from a pool of qualified candidates is called __________. a) assessment b) recruitment c) selection d) review

Q: During the interview for a job, the process that attempts to reveal both the good and bad points of the job is called: a) an in-depth interview. b) recruitment. c) a realistic job preview. d) orientation.

Q: Do you support the management practice of manipulation and cooptation to deal with the resistance to change in an organization? Give reasons.

Q: Name and define the three types of change strategies along with their corresponding power bases.

Q: Explain the three phases of planned change developed by Kurt Lewin.

Q: Define innovation and describe the three types of innovation.

Q: Define organizational culture, observable culture, and core culture.

Q: In the __________ strategy, change is pursued through empirical data and rational judgment.

Q: In the force-coercion change strategy, the __________ tactic involves working indirectly to gain special advantage over other people in order to force a change.

Q: Leadership of __________ focuses on building upon existing ways of doing things with the goal of doing them better in the future.

Q: __________ are individuals who take initiative to change the existing pattern of behavior of another person or social system.

Q: __________ is the process of turning new ideas into applications that generate profits.

Q: The process of developing new ideas and putting them into practice is known as __________.

Q: Practices that create meaning and shared community among organizational members are known as __________.

Q: __________ involves operating with a commitment to actively help develop, communicate, and represent the shared values within an organization.

Q: The underlying values and assumptions that support the observable culture are part of the __________ culture.

Q: The __________ of an organization is found in the stories, heroes, rituals, and symbols that are part of daily organizational life.

Q: __________ is the process through which new members learn the culture of an organization.

Q: __________ can be defined as a system of shared beliefs and values that develop within an organization and guides the behavior of its members.

Q: The success of a rational persuasion strategy depends on having very good facts and information and being able to communicate them well.

Q: Transformational change is more important to an organization than incremental change.

Q: In highly innovative organizations, staffing builds talent for innovation.

Q: Special creative units set free from the normal organizational structure for the purpose of innovation are called advanced development teams.

Q: Creating innovative ways to solve pressing social problems is called social engineering.

Q: Using robots to improve manufacturing efficiency is an example of product innovation.

Q: Commercializing is the process of taking an idea and putting it into action.

Q: Strong corporate cultures are easy to develop and quick to implement.

Q: One of the challenges for managers is that values statements are easy to develop and write but hard to live up to.

Q: Core cultures are found in the underlying values of an organization.

Q: Research finds that if a company employs the right people, a strong corporate culture will happen on its own.

Q: Which of the following is NOT a source of resistance to change? a) Successful changes in the past b) Fear of the unknown c) Loss of control d) Loss of face

Q: Jake is a change leader who is responsible for bringing about a transformational change in his organization. He forces resisters to accept change by threatening them with a variety of undesirable consequences if they do not cooperate. Which of the following approaches is used by Jake to deal with the resistance to change? a) Education and communication b) Participation and involvement c) Manipulation and cooptation d) Explicit and implicit coercion

Q: The board of directors of Esten Inc. is planning an incremental change within the company. In order to reduce employee resistance to the change, the management provides encouragement, training, channels for communicating problems and complaints, and ways of helping overcome performance pressures. Which of the following approaches has been used by Esten to deal with the resistance to change? a) Facilitation and support b) Participation and involvement c) Manipulation and cooptation d) Explicit and implicit coercion

Q: Which of the following strategies engages people in a collaborative process of identifying values, assumptions, and goals from which support for change will naturally emerge? a) Force-coercion strategy b) Rational persuasion strategy c) Shared power strategy d) Political maneuvering strategy

Q: A(n) __________ strategy pursues change by participation in assessing change needs, values, and goals. a) rational persuasion b) shared power c) force-coercion d) empirical force

Q: A(n) __________ strategy creates change through rational argument and empirical data. a) rational persuasion b) shared power c) force-coercion d) empirical force

Q: A(n) __________ strategy pursues change through formal authority or the use of rewards or punishments. a) rational persuasion b) shared power c) force-coercion d) irrational

Q: __________ makes continual adjustments as changes are being implemented. a) Incremental change b) Transactional change c) Improvisational change d) Transformational change

Q: According to Kurt Lewin, the __________ phase of planned change focuses on stabilizing the change with rewards, positive reinforcement, and resource support.a) thawingb) refreezingc) freezingd) unfreezing

Q: In the __________ phase of planned change, managers help others to develop, experience, and feel a real need for change. a) thawing b) refreezing c) freezing d) unfreezing

Q: According to Lewin, which of the following steps prepares a system for change? a) Refreezing b) Unfreezing c) Freezing d) Thawing

Q: According to Lewin, the correct order in the steps of change is: a) freezing, refreezing, and changing. b) unfreezing, changing, and refreezing. c) refreezing, changing, and unfreezing. d) changing, unfreezing, and refreezing.

Q: The main reason for the failure of major transformational change is: a) establishing a sense of urgency for change. b) bad planning. c) that such efforts are intense and highly stressful. d) bad implementation.

Q: Which of the following is true about status quo managers? a) They encourage innovation. b) They are not bothered by uncertainty. c) They prefer change over monotony. d) They feel threatened by change.

Q: A leader must do all of the following in order to lead transformational change EXCEPT: a) establish a sense of urgency for change. b) empower others to move change forward. c) create and communicate a change vision. d) order and hope that the change is implemented.

Q: Nicole is a manager at N.E.W. Corporation. In order to improve performance, she bends and adjusts the existing ways of performance improvement techniques. Nicole is using what type of change? a) Transactional change b) Incremental change c) Improvisational change d) Transformational change

Q: A(n) __________ tweaks and nudges people, systems, and practices to better align them with emerging problems and opportunities. a) transactional change b) incremental change c) improvisational change d) transformational change

Q: If ABC, Inc. is focusing on a major and comprehensive redirection of the company, it is called a(n) ___________ change. a) innovative b) planned c) transformational d) incremental

Q: Michelle is a manager at MDH Corporation. She tries different approaches to alter the existing pattern of behavior among her employees to adapt to new situations. Michelle would be considered a(n) _______. a) opinion leader b) ethics manager c) status quo manager d) change leader

Q: Which of the following terms can be described as the special creative units set free from the normal organizational structure for the purpose of innovation? a) Divisions b) Skunkworks c) Research labs d) Business units

Q: __________ is the enemy of innovation. a) Creativity b) Bureaucracy c) Experimentation d) Imagination

Q: Which of the following is a characteristic of highly innovative organizations? a) They focus on having a highly bureaucratic organizational structure. b) They tend to value creativity while moving people to responsible positions. c) People from similar disciplines use the assembly line model to focus on problems. d) The strategies of the organization target profitability.

Q: __________ creates products or services that become so widely used that they largely replace prior practices and competitors. a) Reverse innovation b) Basic research c) Green innovation d) Disruptive innovation

Q: Identify a primary characteristic of reverse innovation. a) It is a type of business innovation driven by a social conscience. b) It supports sustainability by creating ways to reduce the carbon footprint of an organization or its products. c) It creates products or services that become so widely used that they largely replace prior practices and competitors. d) It takes products and services developed in emerging markets and finds ways to use them elsewhere.

Q: __________ recognizes the potential for valuable innovations to be launched from lower organizational levels and diverse locations, including emerging markets. a) Reverse innovation b) Forward innovation c) Commercializing innovation d) Virtual innovation

Q: The innovation process begins with __________. a) commercialization b) invention c) application d) implementation

Q: Gene pursues creative and innovative ways to solve social problems. Hence, we can say that Gene participates in __________. a) social responsibility b) social entrepreneurship c) green innovation d) commercializing innovation

Q: Hyd Inc., a clinical research company, recently introduced videoconferencing. As a result, employees are rarely required to commute to office. By doing this, Hyd Inc. has considerably reduced their carbon emissions. This is an example of __________. a) invention b) product innovation c) reverse innovation d) green innovation

Q: Which of the following types of innovations creates ways to reduce the carbon footprint of an organization or its products? a) Reverse innovation b) Sustainable innovation c) Commercializing innovation d) Business model innovation

Q: Netflix turned movie rental into a subscription business; eBay earns revenues by connecting users of its online marketplace; Google thrives on advertising revenues driven by ever-expanding Web technologies. These are all examples of __________. a) process innovations b) virtual innovations c) business model innovations d) green innovations

Q: At ABC Manufacturing, the process of turning ideas into products and methods that can increase profits would be called __________. a) virtual processing b) organizational development c) business model innovation d) transformational change

Q: __________ result in new or improved goods and services. a) Process innovations b) Product innovations c) Technology innovations d) Business-model innovations

Q: Creating better ways of doing things is called __________. a) product innovation b) process innovation c) creativity d) invention

Q: The process of taking a new idea and putting it into practice is called __________. a) production b) innovation c) creativity d) brainstorming

Q: Which of the following terms refers to the practices that create meaning and shared community among employees? a) Functional management b) Workplace spirituality c) Employee manipulation d) Bureaucratic control

Q: Organizations that actively develop, communicate, and enact shared values are practicing __________. a) functional management b) value-based management c) decentralized bureaucracy d) bureaucratic control

Q: Merck's "Highest level of scientific excellence;" Whole Foods' "Creating ongoing win-win partnerships with our suppliers;" and FedEx's "We are honest, ethical, and do the right thing" are examples of __________. a) process innovations b) value-based management c) values statements d) mission statements

Q: The beliefs shared by an organization's members are called __________. a) corporate doctrines b) management directives c) corporate requests d) core values

Q: Which of the following represents a deeper level of organizational culture that consists of the beliefs and values shared by organization members? a) Bureaucratic culture b) Core culture c) Organic culture d) Mechanistic culture

Q: At Callaway Golf, which of the following would NOT be a part of the observable culture? a) The way people dress b) The layout of the offices c) The absence of executive parking spaces d) The organizational beliefs

Q: According to the competing values framework, __________ emphasize process, efficiency, and slow change. a) entrepreneurial cultures b) hierarchical cultures c) rational cultures d) team cultures

Q: According to the competing values framework, which of the following types of cultures emphasizes change, growth, creativity, and competition? a) Entrepreneurial cultures b) Hierarchical cultures c) Rational cultures d) Team cultures

Q: According to the competing values framework, __________ emphasize authority, tradition, and clear roles. a) entrepreneurial cultures b) hierarchical cultures c) rational cultures d) team cultures

Q: The process through which new members learn the culture of an organization is called __________. a) training b) coaching c) socialization d) employee development

Q: The senior managers of West Corp. do not have private offices or parking spaces. This is an example of the organization's __________. a) corporate policy b) employee training c) performance appraisal d) observable culture

Q: What people see or hear when they walk around in an organization is part of the organization's: a) observable culture. b) goals. c) strategy. d) employee training.

Q: All of the following are true about strong organizational cultures EXCEPT that: a) they are performance driven. b) they are restricted to the top management. c) they provide a clear vision. d) they discourage dysfunctional work behaviors and encourage positive ones.