Question 1

The four strategic types of change highlighted in our text include all of the following categories except:

Accepted Answer

A)  technology. 
B)  products and services. 
C)  strategy and structure. 
D)  life cycle maturation. 
A)  technology. 
B)  products and services. 
C)  strategy and structure. 
D)  life cycle maturation. D

Question 2

Coming up with a new way of doing things is the ____ step of the change process.

Accepted Answer

A)  need 
B)  idea 
C)  adoption 
D)  resources 
A)  need 
B)  idea 
C)  adoption 
D)  resources B

Question 3

Delivering products and services faster than competitors, giving companies a competitive edge is referred to as:

Accepted Answer

A)  competitive advantage. 
B)  horizontal coordinations. 
C)  time-based competition. 
D)  boundary spanning. 
A)  competitive advantage. 
B)  horizontal coordinations. 
C)  time-based competition. 
D)  boundary spanning. C

Question 4

Implementation of change is often the easiest part of the change process.

Accepted Answer

A) True 
 B)False

Question 5

Corporate downsizing is an example of top-down structure change.

Accepted Answer

A) True 
 B)False

Question 6

In the dual-core approach, change is facilitated in the management core by a mechanistic structure and in the technical core by an organic structure.

Accepted Answer

A) True 
 B)False

Question 7

The horizontal coordination model is used primarily for innovations in the administrative core.

Accepted Answer

A) True 
 B)False

Question 8

The ambidextrous approach brings together participants from all parts of the organization in an off-site setting to discuss problems or opportunities and plan for change.

Accepted Answer

A) True 
 B)False

Question 9

List and describe four of the six techniques that can be used to implement change.

Accepted Answer

1. Communication: This technique involve

Question 10

Organizations can be conceptualized as having two cores: a(n) ____ and a ____.

Accepted Answer

A)  management core; flexible core 
B)  technical core; management core 
C)  adaptable core; technical core 
D)  innovative core; management core 
A)  management core; flexible core 
B)  technical core; management core 
C)  adaptable core; technical core 
D)  innovative core; management core

Question 11

Ideas are generally not seriously considered unless there is a perceived need for change.

Accepted Answer

A) True 
 B)False

Question 12

When it comes to new product success rate, only ____ percent of all projects originally undertaken achieved economic success.

Accepted Answer

A)  60 
B)  30 
C)  14 
D)  3 
A)  60 
B)  30 
C)  14 
D)  3

Question 13

What is organization development? Discuss three techniques of O.D.

Accepted Answer

Organization development (O.D.) is a pla

Question 14

Explain why a change in technology, structures and systems, products and services, or people will affect the others elements. Provide an example of the change in one of these elements and how it will affect the other elements.

Accepted Answer

A change in technology, structures and s

Question 15

Organizational development often entails large group intervention that involves:

Accepted Answer

A)  radical or transformational change in organizations. 
B)  electronic data interchange for the organization as a whole. 
C)  teaching hourly and salaried workers how to participate in strategic planning. 
D)  attempts to bring new emphasis to total quality management. 
A)  radical or transformational change in organizations. 
B)  electronic data interchange for the organization as a whole. 
C)  teaching hourly and salaried workers how to participate in strategic planning. 
D)  attempts to bring new emphasis to total quality management.

Question 16

It has been found that new products will be more successful if:

Accepted Answer

A)  a company pays more attention to production than to marketing so quality can improve. 
B)  outside technology is used. 
C)  most work is done by subcontractors. 
D)  those without much authority or seniority become product champions. 
A)  a company pays more attention to production than to marketing so quality can improve. 
B)  outside technology is used. 
C)  most work is done by subcontractors. 
D)  those without much authority or seniority become product champions.

Question 17

Employee inputs may be sought, but top managers have the responsibility to direct the change.

Accepted Answer

A) True 
 B)False

Question 18

Exploration means encouraging creativity and developing new ideas, whereas exploitation means implementing those ideas to produce routine products.

Accepted Answer

A) True 
 B)False

Question 19

Corporate entrepreneurship:

Accepted Answer

A)  attempts to release the creative energy of all employees. 
B)  usually results in fewer, though higher quality, innovations. 
C)  will replace creative departments and new venture teams. 
D)  results in idea champions who are the supervisors of production. 
A)  attempts to release the creative energy of all employees. 
B)  usually results in fewer, though higher quality, innovations. 
C)  will replace creative departments and new venture teams. 
D)  results in idea champions who are the supervisors of production.

Question 20

Describe the operations of venture teams or action teams. Why are they particularly important to large organizations? Give an example.

Accepted Answer

Venture teams, also known as action team

The four strategic types of change highlighted in our text include all of the following categories except:

Coming up with a new way of doing things is the ____ step of the change process.

Delivering products and services faster than competitors, giving companies a competitive edge is referred to as:

Implementation of change is often the easiest part of the change process.

Corporate downsizing is an example of top-down structure change.

In the dual-core approach, change is facilitated in the management core by a mechanistic structure and in the technical core by an organic structure.

The horizontal coordination model is used primarily for innovations in the administrative core.

The ambidextrous approach brings together participants from all parts of the organization in an off-site setting to discuss problems or opportunities and plan for change.

List and describe four of the six techniques that can be used to implement change.

Organizations can be conceptualized as having two cores: a(n) and a .

Ideas are generally not seriously considered unless there is a perceived need for change.

When it comes to new product success rate, only ____ percent of all projects originally undertaken achieved economic success.

What is organization development? Discuss three techniques of O.D.

Explain why a change in technology, structures and systems, products and services, or people will affect the others elements. Provide an example of the change in one of these elements and how it will affect the other elements.

Organizational development often entails large group intervention that involves:

It has been found that new products will be more successful if:

Employee inputs may be sought, but top managers have the responsibility to direct the change.

Exploration means encouraging creativity and developing new ideas, whereas exploitation means implementing those ideas to produce routine products.

Corporate entrepreneurship:

Describe the operations of venture teams or action teams. Why are they particularly important to large organizations? Give an example.

Organizations and Organization Theory

Strategy, Organization Design, and Effectiveness

Fundamentals of Organization Structure

The External Environment

Interorganizational Relationships

Designing Organizations for the International Environment

Manufacturing and Service Technologies

Using Information Technology for Control and Coordination

Organization Size, Life Cycle, and Decline

Organizational Culture and Ethical Values

Decision Making Processes

Conflict, Power, and Politics

Filters

Exam 11: Innovation and Change

The four strategic types of change highlighted in our text include all of the following categories except:

Coming up with a new way of doing things is the ____ step of the change process.

Delivering products and services faster than competitors, giving companies a competitive edge is referred to as:

Implementation of change is often the easiest part of the change process.

Corporate downsizing is an example of top-down structure change.

In the dual-core approach, change is facilitated in the management core by a mechanistic structure and in the technical core by an organic structure.

The horizontal coordination model is used primarily for innovations in the administrative core.

The ambidextrous approach brings together participants from all parts of the organization in an off-site setting to discuss problems or opportunities and plan for change.

List and describe four of the six techniques that can be used to implement change.

Organizations can be conceptualized as having two cores: a(n) ____ and a ____.

Ideas are generally not seriously considered unless there is a perceived need for change.

When it comes to new product success rate, only ____ percent of all projects originally undertaken achieved economic success.

What is organization development? Discuss three techniques of O.D.

Explain why a change in technology, structures and systems, products and services, or people will affect the others elements. Provide an example of the change in one of these elements and how it will affect the other elements.

Organizational development often entails large group intervention that involves:

It has been found that new products will be more successful if:

Employee inputs may be sought, but top managers have the responsibility to direct the change.

Exploration means encouraging creativity and developing new ideas, whereas exploitation means implementing those ideas to produce routine products.

Corporate entrepreneurship:

Describe the operations of venture teams or action teams. Why are they particularly important to large organizations? Give an example.

Organizations and Organization Theory

Strategy, Organization Design, and Effectiveness

Fundamentals of Organization Structure

The External Environment

Interorganizational Relationships

Designing Organizations for the International Environment

Manufacturing and Service Technologies

Using Information Technology for Control and Coordination

Organization Size, Life Cycle, and Decline

Organizational Culture and Ethical Values

Decision Making Processes

Conflict, Power, and Politics

Filters

Organizations can be conceptualized as having two cores: a(n) and a .