Q&A Hero

Q: Compare and contrast challenge stressors and hindrance stressors.

Q: Discuss some of the psychological consequences of stress and describe some of the individual approaches to managing stress.

Q: Describe the organizational factors that create stress and discuss how they compare to the factors of resistance to change. How are they similar and different? Are the methods for managing change useful for managing stress caused by organizational factors?

Q: Compare and contrast the AI strategy for managing change and the double-loop learning organization focused on creating change. How are they similar and different?

Q: What are the various structural variables that facilitate innovation?

Q: Describe the process of appreciative inquiry (AI).

Q: What are the various organizational development techniques?

Q: What is organizational development? What are the various values on which the organizational development techniques are based?

Q: List the eight steps in Kotter's eight-step plan for implementing change.

Q: Describe Lewin's three-step model used for managing change.

Q: Describe the various ways of overcoming resistance to change.

Q: Define change agent and describe where change is most likely to come from. Compare who is most likely to be an agent of change and who is most likely to resist change. Explain your answer.

Q: What are the various organizational sources of resistance to change?

Q: What are the various individual sources of resistance to change?

Q: Who are change agents?

Q: What are the various forces that make it necessary for organizations to change?

Q: Interpersonal demands relate to pressures placed on a person as a function of the particular role he or she plays in an organization.

Q: Jobs that make multiple and conflicting demands increase both stress and dissatisfaction.

Q: Experience on the job tends to be positively related to work stress.

Q: Stressors associated with workload, pressure to complete tasks, and time urgency are examples of hindrance stressors.

Q: Learning organizations use single-loop learning.

Q: Double-loop learning is an error correction process that relies on past routines and present policies.

Q: Idea champions display characteristics associated with transformational leadership.

Q: Short tenure in management is associated with innovation.

Q: Innovation is nurtured where there are slack resources.

Q: Appreciative inquiry involves identifying and fixing problems.

Q: Intergroup development seeks to change groups' attitudes, stereotypes, and perceptions that groups have of each other.

Q: In the case of process consultation, the consultants do not solve the organization's problems but rather guide or coach the client to solve his or her own problems after jointly diagnosing what needs improvement.

Q: Sensitivity training emphasizes changing behavior through structured group interaction.

Q: Organizational development (OD) is a collection of change methods that try to improve organizational effectiveness and employee well-being.

Q: Appreciative inquiry refers to a change process based on the systematic collection of data and selection of a change action based on what the analyzed data indicates.

Q: Politics of change suggests that the impetus for change is more likely to come from inside change agents.

Q: Employees are more accepting of changes when they are committed to the organization as a whole.

Q: Cooptation combines manipulation and participation.

Q: Resistance to change can be positive if it leads to open discussion and debate.

Q: Social trends remain static.

Q: Companies with dominant market share are less susceptible to the forces of change than smaller businesses.

Q: Elaine is very good at what she does, but she is constantly stressed by internal deadlines assigned to co-workers, obligatory meetings, and time lost in unrelated idle cubicle chatter. Today, after a meeting with her supervisor, she has been given more responsibility for her work, is able to set her own deadlines, decline attendance to various department meetings, and telecommute two days a week. Elaine's boss is using which of the following organizational strategies to reduce her stress? A) job redesign B) organizational communication C) employee involvement D) organizational development E) process reengineering

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: Which of the following statements is not true regarding organizational approaches to managing stress? A) With goal-setting in the organization, individuals perform better when they have specific and challenging goals and receive feedback on their progress toward these goals. B) Redesigning jobs to give employees more responsibility, more meaningful work, more autonomy, and increased feedback can reduce stress. C) Managers should consider decreasing employee involvement in decision making because evidence clearly shows that decreases in employee empowerment reduce psychological strain. D) Increasing formal organizational communication with employees reduces uncertainty. E) Some employees need an occasional escape from the pace of their work.

Q: Louise is overwhelmed with the new tasks that she has been assigned after the department merger. Each day, she arrives at work and makes a list of the new tasks, writes a number next to each one according to the urgency of completion, and schedules a time to complete each one. Although she's still stressed, Louise is able to get most of the work done and feels better at the end of the day. Louise is using ________ techniques to reduce her stress. A) job enrichment B) goal setting C) relaxation D) time-management E) job enlargement

Q: Which of the following types of jobs is least likely to create stress and reduce satisfaction? A) jobs that make multiple and conflicting demands B) jobs that provide a high level of feedback C) jobs that lack clarity about the employee's duties D) jobs that provide the employees less control over the pace of their work E) jobs that provide a low level of variety

Q: Excessive smoking, substance abuse, and sleep disorders are all examples of ________ symptoms of stress. A) personal B) psychological C) behavioral D) physiological E) pathological

Q: Rudolf is dealing with impending layoffs at work. Yesterday, at a pharmacy, he measured his blood pressure and it was high. He also notices that when he thinks about the future, his heart rate accelerates. Rudolf is demonstrating ________ symptoms of stress. A) psychological B) physiological C) behavioral D) personal E) reactive

Q: Risa has to work long hours and sometimes weekends, losing out on family time. Risa doesn't find her long hours overly stressful, but rather she sees it as her contribution to maintaining her family's equilibrium and well-being and bettering her children's future. In which country is Risa most likely employed? A) Venezuela B) United States C) Canada D) United Kingdom E) Netherlands

Q: Benny is stressed with the new corporate reorganization. He now reports to a foreign office that has usurped many of his responsibilities, including the contract labor for his projects. Therefore, he's working with new and less qualified contractors with whom he doesn't have a relationship. However, the managers of the other departments find themselves in the same boat, and every day they are able to laugh over lunch about their new managerial impotence. ________ is helping Benny handle his stress. A) Emotional contagion B) Cognitive dissonance C) Social support D) Time management E) Self-efficacy

Q: Family issues, economic problems, and personality characteristics are examples of the ________ factor of potential stress. A) social B) environmental C) structural D) psychological E) personal

Q: Jerry is feeling very stressed because his boss expects a project to be delivered to the client within a very unreasonable deadline. Jerry has to work nights and weekends to make the deadline. Jerry is feeling stress due to a(n) ________ factor. A) environmental B) organizational C) economic D) structural E) personal

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: One of Carl's department employees was severely injured on the job. Carl has called in psychological counselors to talk to the other employees and scheduled a series of safety trainings for the department to be completed by the end of the week. He has also asked the HR personnel to talk to the department about the disability insurance that the company offers and make sure that his employees know what is available. Carl is using ________ to help cope with the stress caused by his employee's injury. A) demands B) action research C) resources D) innovation E) appreciative inquiry

Q: Which of the following stressors is likely to produce less strain than the other stressors? A) confusion over job responsibilities B) office politics C) lack of unity of command D) red tape E) pressure to complete tasks

Q: ________ 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

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: ________ involves correcting errors by modifying the organization's objectives, policies, and standard routines. A) Action research B) Double-loop learning C) Process reengineering D) Single-loop learning E) Organizational restructuring

Q: ________ involves correcting errors using past routines and present policies. A) Process reengineering B) Single-loop learning C) Circular logrolling D) Double-loop learning E) Organizational restructuring

Q: Idea champions display characteristics associated with ________ leadership. A) narcissistic B) transformational C) autocratic D) transactional E) laissez-faire

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: Which of the following actions can extinguish risk taking and innovation? A) long tenure in management B) encouraging experimentation C) rewarding for the absence of failures rather than for the presence of successes D) using organic organizational structures E) using an organizational structure that scores low on vertical differentiation, formalization, and centralization

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: Which of the following types of changes involves a new idea being applied to initiating or improving a product, process, or service? A) continuous improvement B) double-loop learning C) innovation D) process reengineering E) organizational streaming

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: Appreciative inquiry (AI) is an organizational development technique. Which of the following statements is true regarding appreciative inquiry? A) It tries to identify discrepancies among member perceptions and solve these differences. B) It uses high-interaction group activities to increase trust and openness among team members, improve coordinative efforts, and increase team performance. C) It involves an outside consultant who helps the manager to analyze processes within his or her unit and identify what to improve and how. D) It consists of four steps including discovery, dreaming, design, and destiny. E) It seeks to change groups' attitudes, stereotypes, and perceptions about each other.

Q: Which of the following is a step in the appreciative inquiry process? A) analysis B) dreaming C) inferring D) classifying E) collaboration

Q: Rather than looking for problems, ________ seeks to identify the unique qualities and special strengths of an organization, which can then be built upon to improve performance. A) appreciative inquiry B) action research C) team building D) process consultation E) social reinforcement

Q: Which of the following is an organizational development technique that involves an outsider assisting a manager to identify what to improve and how? A) action research B) intergroup development C) appreciative inquiry D) process consultation E) social reinforcement

Q: ________ is a method of changing behavior through unstructured group interaction. A) Action research B) Planned modification C) Process consultation D) Sensitivity training E) Psychoanalysis

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: The step in the action research process where information is gathered about problems, concerns, and needed changes is known as the ________ stage. A) feedback B) evaluation C) diagnosis D) action E) prognosis

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 steps in Kotter's eight-step plan for implementing change represents the movement stage in Lewin's three-step model? A) Establish a sense of urgency by creating a compelling reason for why change is needed. B) Plan for, create, and reward short-term "wins" that propel the organization toward the new vision. C) Form a coalition with enough power to lead the change. D) Create a new vision to direct the change and strategies for achieving the vision. E) Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

Q: John Kotter built on Lewin's three-step model to create a more detailed approach for implementing change. Which of the following steps in Kotter's eight-step plan for implementing change represents the unfreezing 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 last step in Kotter's eight-step plan for implementing change? A) Form a coalition with enough power to lead the change. B) Establish a sense of urgency by creating a compelling reason for why change is needed. C) Communicate the vision throughout the organization. D) Reinforce the changes by demonstrating the relationship between new behaviors and organizational success. E) Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.

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: Who built on Lewin's three-step model to create a more detailed eight-step plan for implementing change? A) John Kotter B) David McClelland C) Douglas Surber D) Lawrence Summers E) Henry Mintzberg

Q: ________ is one way to achieve unfreezing of an organization's status quo. A) Increasing the driving forces directing behavior away from the status quo B) Incorporating a structural inertia in the structure of the organization C) Increasing employee investment in the status quo D) Decreasing management's investment in change E) Increasing the rigidity of the organizational hierarchy