A) the importation of technical ideas into an organization. B) the process of moving an innovation from concept to implementation. C) the process by which innovations move through an organization. D) the extent to which a change effort becomes a permanent part of the organizational culture. E) the process which leads to reduced enthusiasm for innovations. A) the importation of technical ideas into an organization. B) the process of moving an innovation from concept to implementation. C) the process by which innovations move through an organization. D) the extent to which a change effort becomes a permanent part of the organizational culture. E) the process which leads to reduced enthusiasm for innovations.

Exam 15: Organizational Change, Development, and Innovation

Extrinsic rewards that are clearly tied to creativity do indeed increase creative behaviour, especially when accompanied by autonomy and ________.

(Short Answer)

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Question 301

What is the data gathered by statistical process control tools about?

(Multiple Choice)

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Question 302

If an innovation can be given a limited trial run, its chances of diffusion will be improved.What is this called?

(Multiple Choice)

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Question 303

Gatekeepers are sometimes compelled to engage in creative deviance.

(True/False)

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Question 304

What helps to clarify problems, suggest what should be changed, and determine the appropriate strategy for implementing change without resistance?

(Multiple Choice)

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Question 305

The main reason reported for the failure of organizational change programs is the failure to change an organization's ________.

(Short Answer)

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Question 306

A survey of research scientists described in the text found that ________ were most often mentioned as leading to creativity.

(Multiple Choice)

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Question 307

Although job enrichment was successfully implemented in a firm's Toronto plant, managers of the plants in San Diego, Tulsa, and Pittsburgh chose not to enrich jobs.This is a problem of ________ change.

(Multiple Choice)

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Question 308

________ organizations have established systems and structures to acquire, code, store, and distribute important information and knowledge.

(Short Answer)

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Question 309

Richard Walton's principle "diffuse or die" means that if diffusion does not occur, the pilot project and its leaders will have to leave the organization.

(True/False)

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Question 310

Innovations are especially difficult to diffuse in organizations dominated by professionals.

(True/False)

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Question 311

When innovative ideas are extracted from the external environment by holding design competitions and/or using crowdsourcing to broadcast design problems to a large audience of potential innovators it is often called

(Multiple Choice)

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Question 312

Diffusion refers to

(Multiple Choice)

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Question 313

What are the traditional values and assumptions of OD change agents?

(Multiple Choice)

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Question 314

An engineer who brings new information back to her firm from a trade show is probably a gatekeeper.

(True/False)

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Question 315

People may resist both ________ and change.

(Short Answer)

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Question 316

Organizations learn through knowledge acquisition and knowledge exploitation.

(True/False)

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Question 317

Low tolerance for change is mainly an individual matter.

(True/False)

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Question 318

________ is an attempt to create more effective groups by clarifying goals and roles and improving interpersonal processes.

(Short Answer)

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Question 319

Which of the following best represents reasons for the knowing-doing gap?

(Multiple Choice)

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Question 320

Showing 301 - 320 of 369

Extrinsic rewards that are clearly tied to creativity do indeed increase creative behaviour, especially when accompanied by autonomy and ________.

What is the data gathered by statistical process control tools about?

If an innovation can be given a limited trial run, its chances of diffusion will be improved.What is this called?

Gatekeepers are sometimes compelled to engage in creative deviance.

What helps to clarify problems, suggest what should be changed, and determine the appropriate strategy for implementing change without resistance?

The main reason reported for the failure of organizational change programs is the failure to change an organization's ________.

A survey of research scientists described in the text found that ________ were most often mentioned as leading to creativity.

Although job enrichment was successfully implemented in a firm's Toronto plant, managers of the plants in San Diego, Tulsa, and Pittsburgh chose not to enrich jobs.This is a problem of ________ change.

________ organizations have established systems and structures to acquire, code, store, and distribute important information and knowledge.

Richard Walton's principle "diffuse or die" means that if diffusion does not occur, the pilot project and its leaders will have to leave the organization.

Innovations are especially difficult to diffuse in organizations dominated by professionals.

When innovative ideas are extracted from the external environment by holding design competitions and/or using crowdsourcing to broadcast design problems to a large audience of potential innovators it is often called

Diffusion refers to

What are the traditional values and assumptions of OD change agents?

An engineer who brings new information back to her firm from a trade show is probably a gatekeeper.

People may resist both ________ and change.

Organizations learn through knowledge acquisition and knowledge exploitation.

Low tolerance for change is mainly an individual matter.

________ is an attempt to create more effective groups by clarifying goals and roles and improving interpersonal processes.

Which of the following best represents reasons for the knowing-doing gap?

Organizational Behaviour and Management

Personality and Learning

Perception, Attribution, and Diversity

Values, Attitudes, and Work Behaviour

Theories of Work Motivation

Motivation in Practice

Groups and Teamwork

Social Influence, Socialization, and Organizational Culture

Leadership

Communication

Decision Making

Power, Politics, and Ethics

Conflict and Stress

Organizational Structure

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