Deck 11: Managing Change and Innovation

Question 1

An in-house program that provides a safe environment where ideas from employees can be developed without interference is known as the skunkworks.

Answer 1

False

Question 2

Open innovation refers to any organisational efforts to extend the search for,and commercialisation of,new ideas inside the organisation.

Answer 2

False

Question 3

'People change' refers to any activities to change the attitude and behaviours of a few employees in the organisation,whereas 'culture change' relates to any efforts to create a major shift in the norms,values and attitudes of the entire organisation.

Answer 3

True

Question 4

An in-house program that provides a safe harbour where ideas from employees can be developed without interference from company bureaucracy or policies is known as a horizontal linkage model.

Question 5

Disruptive innovations incorporate structures and processes that are appropriate for both the creative impulse and for the systematic implementation of innovation.

Question 6

A change that pertains to an organisation's production processes is known as a technology change.

Question 7

Operational change involves redesign and renewal of the total organisation.

Question 8

Change that pertains to an organisation's production process is known as a product change.

Question 9

The disparity between existing and desired performance levels is the performance gap.

Question 10

'Cultural change' refers to any activities that change the attitude and behaviours of a few employees in the organisation,whereas 'culture change' relates to any efforts to create a major shift in the norms,values and attitudes of the entire organisation.

Question 11

The three innovative strategies for changing product and technologies include exploration,competition and entrepreneurship.

Question 12

Wendy Black of Best Western International established the idea of coordinating corporate mailings to the company's hoteliers into a single packet every two weeks.She may be termed an idea champion.

Question 13

Encouraging the flow of ideas from functional levels of the organisation and making sure they are considered by executives is known as the bottom-up approach to innovation.

Question 14

A new-venture team is a unit that is separate from the mainstream of the organisation and is responsible for developing and initiating innovations.

Question 15

A multi-functional team that is provided with high levels of resources and empowerment to complete an exciting product development project is known as a fast-cycle team.

Question 16

The adoption of a new idea or behaviour by an organisation is called organisational change.

Question 17

Incorporating structures and processes that are appropriate for the creative impulse and for the systematic implementation of innovation is known as the ambidextrous approach to change.

Question 18

Idea champions,the new venture teams and skunkworks are all elements of the entrepreneurship approach to innovation.

Question 19

Four roles critical in organisational change include: inventors,idea champions,sponsors and critics.

Question 20

Creative organisations use centralisation and a short time horizon.

Question 21

The change agent is an OD specialist who performs all of the changes required by the organisation.

Question 22

Which of the following is an example of organisational change?

A) The switch to a new production method
B) The decision to offer a new product line
C) The introduction of a new pay for performance system
D) All of these choices
E) A and B

Question 23

The application of behavioural science techniques to improve an organisation's effectiveness through its ability to cope with environmental change,improve internal relationships,and increase learning and problem solving capabilities is known as organisational development.

Question 24

Incorporating structures and processes that are appropriate for both the creative impulse into the systematic implementation of innovation is known as a(n)_________________.

A) change due to environmental forces
B) environmental opportunity
C) technology change
D) product change
E) ambidextrous approach to change

Question 25

Innovations in products,services or processes that are radically change in an industry's 'rules of the game' are known as a(n)_________________.

A) change due to environmental forces
B) disruptive innovation
C) technology changes
D) product changes
E) ambidextrous approach to changes

Question 26

The stage of organisation development in which participants are made aware of problems in order to increase their willingness to change their behaviour is known as 'freezing'.

Question 27

Teambuilding,survey feedback and large group interventions are all methods associated with organisational development.

Question 28

Refreezing is a step in the organisational development process in which individuals experiment with new workplace behaviour.

Question 29

In the unfreezing step,participants must be prepared to experiment with new workplace behaviour.

Question 30

Resistance to organisational change can emanate from self-interest,a lack of understanding and trust,uncertainty,and congruence in the assessment of goals.

Question 31

Horizontal coordination mechanisms form part of the 'cooperation strategy' for new product and technology innovation.

Question 32

Organisational development intervention in which questionnaires on organisational climate and other factors are distributed among employees and their results are reported back to them by a change agent is known as a large-group intervention.

Question 33

The adoption of a new idea or behaviour by an organisation is known as organisational:

A) change
B) development
C) structure
D) intervention
E) responsibility.

Question 34

The process of determining which forces drive and which forces resist a proposed organisational change is known as a Force Field Analysis.

Question 35

Unfreezing is a stage of organisational development in which participants are made aware of problems in order to increase their willingness to change their behaviour.

Question 36

Communication and education are the most effective approaches to overcoming resistance to change when employees need to feel involved in the process.

Question 37

Culture change pertains to just a few employees,such as sending a handful of middle managers to a training course to improve their leadership skills.

Question 38

A change agent is an organisational development specialist who contracts with an organisation to facilitate change.

Question 39

Planning,changing and stabilising are the three distinct steps for achieving behavioural and attitudinal change with organisational development.

Question 40

The intervention stage of organisational development in which individuals experiment with new workplace behaviour is known as unfreezing.

Question 41

A change in attitude and behaviour of all employees in an organisation is known as:

A) people change
B) cultural change
C) organisational development
D) horizontal linkage model
E) None of these choices.

Question 42

An in-house program that provides a safe harbour where ideas from employees can be developed without interference is known as a(n):

A) new venture team
B) fast cycle team
C) idea incubator
D) horizontal linkage model
E) idea champion team .

Question 43

According to Edward de Bono's six thinking hats concept,the 'yellow hat' is associated with:

A) gathering objective facts
B) emotional responses
C) new idea generation
D) playing the devil's advocate role
E) a focus on values and benefits.

Question 44

Search,creativity and new-venture teams are all associated with which of the following steps of the change process?

A) Initiating change
B) Recognising the need for change
C) Implementing change
D) Need for change
E) Analysing feedback

Question 45

A unit separate from the rest of the organisation responsible for the development of a major innovation is known as the:

A) new product group
B) matrix group
C) new-venture team
D) vertical group
E) change team.

Question 46

A multifunctional team that is provided with high levels of resources and empowerment to accomplish an accelerated product development process is known as a(n):

A) new venture team
B) fast cycle team
C) idea champion team
D) horizontal linkage model
E) skunkworks.

Question 47

A change in the organisation's offerings (including service outputs)is known as a(n)_________________.

A) change due to environmental force
B) disruptive innovation
C) technology change
D) product change
E) ambidextrous approach to change

Question 48

A ______________ represents a change in the organisation's product or service outputs,whereas a ___________ pertains to the organisation's production processes.

A) technology change; product change
B) product change; technology change
C) performance gap; technology change
D) product change; performance gap
E) None of these choices.

Question 49

Encouraging the flow of ideas from functional levels of the organisation and making sure they are heard by organisational executives is known as the __________________ approach to innovation.

A) technology change
B) product change
C) performance gap
D) bottom-up approach
E) None of these choices.

Question 50

Recently,a high level manager at Black Stump Tours noted a rise in customer dissatisfaction complaints.This rise is inconsistent with Black Stump's goals in this area.This manager has identified a(n):

A) performance gap
B) critical incident
C) behavioural occurrence
D) environmental opportunity
E) SWOT analysis.

Question 51

An approach to product change that emphasises sharing development of innovations among several departments is known as the:

A) vertical linkage model
B) change agent model
C) horizontal linkage model
D) All of these choices.
E) None of these choices.

Question 52

The generation of novel solutions to perceived problems is known as:

A) problem solving
B) organisational development
C) creativity
D) brainstorming
E) perceived solution.

Question 53

The application of behavioural science techniques to improve an organisation's effectiveness and its ability to cope with environmental change is known as:

A) the change process
B) behavioural development
C) organisational development
D) overcoming resistance to change
E) None of these choices.

Question 54

Marion of Tucker Box,Inc.has average technical skills but her real strengths lay in visualising the benefits of other's ideas and in finding financial and political support for these ideas.Marion is an excellent example of a(n):

A) critic
B) sponsor
C) idea champion
D) inventor
E) bureaucrat.

Question 55

According to Edward de Bono's six thinking hats concept,the 'white hat' is associated with:

A) gathering objective facts
B) emotional responses
C) new idea generation
D) playing the devil's advocate role
E) a focus on values and benefits.

Question 56

All the following are characteristics of the creative organisation,except:

A) seeks immediate returns on investment
B) open channels of communication
C) assigns non-specialists to solve problems
D) decentralised
E) playful culture.

Question 57

__________ is (are)important role(s)to be played during the process of organisational change.

A) The idea champion
B) The critic
C) The sponsor
D) The inventor
E) All of these choices.

Question 58

A barrier to organisational change is usually:

A) disagreement about the benefits
B) uncertainty about the future
C) a lack of understanding and trust
D) fear of personal loss
E) too much trust.

Question 59

Back o' Burke Bank has proposed some major structural changes within their organisation.Some of the employees fear that they will lose power with the changes.They begin voicing resistance to the changes.What barrier to change are they exhibiting?

A) Disagreement about the benefits
B) Self-interest
C) A lack of understanding and trust
D) Uncertainty
E) Goals and rewards

Question 60

According to Edward de Bono's six thinking hats concept,the 'green hat' is associated with:

A) gathering objective facts
B) emotional responses
C) new-idea generation
D) playing the devil's advocate role
E) a focus on values and benefits.

Question 61

Bundaberg Pottery Ltd is changing from a manual ordering system to a computer-based ordering system.As part of the implementation procedures,the company invests in detailed,comprehensive training classes.What approach to change implementation is Bundaberg Pottery using?

A) Negotiation
B) Top management support
C) Participation
D) Coercion
E) Communication and education

Question 62

Which approach to change implementation should be used when users have power to resist?

A) Education
B) Participation
C) Coercion
D) Top management support
E) Domination

Question 63

The 7-Eleven company in Japan has transformed itself from ice making at the beginning of the twentieth century to an expanded retail outlet selling a wide variety of convenience goods.This company has undergone several such ___________ changes in its history.

A) technological
B) new-product
C) structural
D) culture
E) None of these choices.

Question 64

After every quarterly board meeting,Collingwood Target Troubleshooting,Inc.announces substantial changes.They usually do not follow through on these changes.What is causing this lack of enthusiasm?

A) A lack of trust
B) Self-interest
C) Disagreement about the benefits
D) Goals and assessments
E) Competitors

Question 65

Before implementing new changes in work schedules,Adelaide Exchange works with the Miscellaneous Workers Union to ensure a smooth transition.What approach to change is this company using?

A) Negotiation
B) Top management support
C) Participation
D) Coercion
E) Education

Question 66

__________ symbolises to all employees that the change is important for the organisation.

A) Education
B) Coercion
C) Participation
D) Top management support
E) Negotiation

Question 67

Which of the following statements is not true about successful development of a new product?

A) The marketing department has a good understanding of what the customer wants.
B) The technological development of the product must be completed before other departments can commence work.
C) Members from key departments cooperate in the development of the product.
D) The horizontal linkage model is frequently followed.
E) All of these choices are true.

Question 68

_____________ change,such as occurred at Kimberly-Clark when they introduced Huggies Pull-Ups,requires many departments such as manufacturing,marketing and research to work together for successful change.

A) New product
B) Technological
C) Structural
D) Culture/people
E) Government

Question 69

The type of organisational development intervention that enhances the cohesiveness of departments by helping members learn to function together is known as:

A) team building
B) seeking survey feedback
C) a large-group intervention
D) the horizontal linkage model
E) None of these choices.

Question 70

Which of the following uses formal bargaining to win acceptance and approval of a desired change?

A) Education
B) Participation
C) Coercion
D) Negotiation
E) Top management support

Question 71

An approach that brings together participants from all parts of the organisation to discuss problems,opportunities and plan for major change is known as:

A) team building
B) seeking survey feedback
C) a large-group intervention
D) the horizontal linkage model
E) None of these choices.

Question 72

The top-down process for change does not generally work for changes in technology because:

A) people need to team up for these changes
B) top managers lack the expertise in technological changes
C) employee dissatisfaction is a force for change
D) technological changes are designed to make the product more efficient
E) None of these choices.

Question 73

A(n)__________ approach to change implementation should be used when a crisis exists.

A) education
B) participation
C) top management support
D) coercion
E) None of these choices.

Question 74

Organisational development can help managers address problems such as merger/acquisitions,conflict management and __________.

A) cultural changes
B) force field analysis
C) organisational productivity
D) organisational decline/revitalisation
E) None of these choices.

Question 75

Organisational development specialists identify three distinct steps for achieving behavioural and attitudinal changes.These are:

A) freezing, changing and intervention
B) unfreezing, change agent and freezing
C) unfreezing, intervention and refreezing
D) intervention, refreezing and change agent
E) None of these choices.

Question 76

Glasshouse Mountains Pty Ltd is making some changes to the work schedules of its employees.Some of the employees are not happy with the changes.As their manager,George tells them that they can accept it or leave.What approach to change implementation is George using?

A) Coercion
B) Top management support
C) Participation
D) Negotiation
E) Education

Question 77

Van Diemen Mineral Water,Inc.has decided to restructure the entire organisation.You hold a meeting with your employees to notify them of the change.You do not give them any detailed information.Which of the barriers to change would you expect your employees to exhibit?

A) Disagreement about the benefits
B) Uncertainty about the future
C) A lack of trust
D) Fear of organisational loss
E) All of these choices.

Question 78

A separate small,informal,highly autonomous and often secretive group the focus on breakthrough ideas for a business is known as a(n):

A) new venture team
B) fast cycle team
C) idea champion team
D) horizontal linkage model
E) skunkworks.

Question 79

What is force field analysis?

A) The analysis of the forces that drive customers to a certain organisation.
B) The analysis of the forces that drive the organisation of a company.
C) The process of determining which forces drive and which resist a proposed change.
D) The process by which an organisation forces changes to occur.
E) None of these choices.

Question 80

A type of organisational development intervention in which questionnaires on organisational climate and other factors are distributed among employees and the results reported back to them by a change agent is referred to as:

A) team-building activities
B) survey feedback activities
C) intergroup activities
D) process-consolidation activities
E) symbiotic leadership activities.