Deck 7: Managing Change and Innovation

Question 1

Idea champions tend to be risk takers.

Answer 1

True

Question 2

The moment when all prior efforts in the innovative process successfully come together is known as _________.

A)innovation
B)perception
C)inspiration
D)incubation

Answer 2

inspiration

Question 3

Which of the following is an example of a technology change within an organisation?

A)Workers wanting flexible hours
B)Workers switching from using Microsoft Outlook to Gmail
C)Forming teams to complete tasks
D)Workers wanting to telecommute

Answer 3

B

Question 4

Inspiration marks the first step in the creative process.

Question 5

Creativity is the ability to make unusual and meaningful associations between ideas.

Question 6

_________ variables are thought to promote innovation.

A)Structural, human resource and cultural
B)Structural, ambiguous and tolerant
C)Organic, cultural and tolerant
D)Cultural, ambiguous and tolerant

Question 7

Managers who want creative and innovative employees should _________.

A)focus on ends rather than means
B)not place much emphasis on goals
C)stress that there is only one path to a goal
D)focus on means rather than ends

Question 8

An innovative organisation needs to tolerate risk because employees _________ the creative process.

A)making mistakes is not part of
B)being in physical danger is part of
C)making mistakes is part of
D)being in physical danger is not part of

Question 9

Define idea champions.

Question 10

Define and discuss creativity and innovation in the workplace.

Question 11

Discuss the three sets of variables that have been found to stimulate innovation.

Question 12

Time pressure tends to increase innovation.

Question 13

Using the system's model, managers can promote innovation by having the right _________.

A)mechanistic management structure
B)people and environment
C)outputs and resources
D)people and inputs

Question 14

_________ actively support innovation and every step of the process that leads to innovative ideas.

A)Idea champions
B)Idea managers
C)Champion managers
D)All managers

Question 15

Which of the following is an organisational people change?

A)Work methods that people use
B)Job redesign
C)Attitudes that people have
D)Authority relationships between people

Question 16

_________ is the process of taking a creative idea and turning it into something useful.

A)Imagination
B)Inspiration
C)Creativity
D)Innovation

Question 17

Which of the following steps in the creativity process may take years before the idea finally gels and the next step occurs?

A)Incubation
B)Innovation
C)Inspiration
D)Perception

Question 18

Which of the following is an organisational structure change?

A)Resentment of bosses by employees
B)The building of a new workshop
C)A pay increase for all staff
D)Changing who reports to whom

Question 19

Change can't be eliminated, so managers must learn to _________ successfully.

A)prevent it
B)work around it
C)manage it
D)fight it

Question 20

Mechanistic organisations tend to inhibit innovation.

Question 21

A company's workers asking to be able to celebrate Chinese holidays is an example of an _________ force for change.

A)internal strategy
B)employee attitude
C)internal workforce composition
D)external workforce composition

Question 22

Which of the following is an external force that would cause a company to make an organisational change?

A)An organisation-wide restructuring
B)A weakening economy
C)The naming of a new CEO
D)A new operations system

Question 23

Writing laws to reward industries for reducing carbon emissions in an effort to combat global climate change can be best described as an example of which of the following?

A)Implementing change
B)Unfreezing the status quo
C)Freezing a change into place
D)Refreezing the status quo

Question 24

The final step in Lewin's three-step description of the change process is _________.

A)freezing the status quo
B)changing to a new state
C)freezing the new state
D)unfreezing the new state

Question 25

Labour strikes are often the result of _________ that may lead to changes in organisational practices.

A)strategy
B)workforce composition
C)equipment
D)employee attitude

Question 26

In the calm waters metaphor change is the _________.

A)raft
B)captain
C)storm
D)captain.

Question 27

The Goods and Services Tax is an example of which of the following forms of environmental change?

A)Technology
B)Internal
C)Labour markets
D)Government laws and regulations

Question 28

In Lewin's calm waters metaphor, the goal of introducing change is to _________.

A)establish a new equilibrium state
B)change the current equilibrium state
C)eliminate the equilibrium state
D)reach a state of constant change

Question 29

Which of the following is an internal force that can cause a company to make an organisational change?

A)New safety requirements
B)A new ad campaign
C)Higher barriers of entry into the industry
D)New tax laws

Question 30

According to Lewin, what is the purpose of refreezing?

A)To eliminate the need for future change.
B)To direct behaviour away from the status quo.
C)To stabilise the new situation.
D)To promote movement away from existing equilibrium.

Question 31

Which of the following is an organisational technology change?

A)Employees accepting a new schedule
B)Purchase of a new refinement system
C)Widening of span of control
D)Employees expecting a raise

Question 32

To compete with rival company Softech, Global Systems changes its management structure.This is an example of _________.

A)an internal change causing another internal change
B)an internal change causing an external change
C)an external change causing an internal change
D)an external change causing another external change

Question 33

Lewin's calm waters metaphor today is increasingly thought to be _________.

A)obsolete
B)an apt description of the current situation
C)a blueprint for the future
D)illogical

Question 34

Compared to internal managers, outside consultants generally try to initiate changes that are _________.

A)less effective
B)more cautious
C)more drastic
D)less objective

Question 35

In the calm waters metaphor, increasing the driving force and decreasing the restraining force are ways to _________.

A)freeze the situation
B)balance the waters
C)achieve equilibrium
D)distract the storm

Question 36

In organisations, people who act as catalysts and assume the responsibility for managing the change process are called _________.

A)senior managers
B)change managers
C)change agents
D)idea champions

Question 37

Which phenomenon in today's business climate has made the white-water rapids metaphor popular?

A)Constant and chaotic change
B)Reduced competition
C)Corporations that are too powerful
D)Organisations that resist change

Question 38

In the white-water rapids metaphor, managing change is a _________.

A)storm to be avoided
B)continual process
C)university course
D)driving force

Question 39

The white-water rapids metaphor envisions an organisation as a _________.

A)large ship on a roiling sea
B)small raft on a calm river
C)small raft on a raging river
D)large ship on a calm sea

Question 40

Which change metaphor is consistent with a world that is increasingly dominated by information, ideas and knowledge?

A)Calm waters
B)Force field analysis
C)Process consultation
D)White-water rapids

Question 41

Any organisational activity that assists with implementing planned change can be viewed as an organisational change techniques.

Question 42

The primary goal of the OD method called team building is to _________.

A)increase trust and openness
B)play games such as volleyball to build morale
C)identify troublemakers
D)increase efficiency

Question 43

The decision of an organisation to bring in new equipment from the outside is an example of an external force that creates a need for organisational change.

Question 44

Lewin's force field analysis might view a company _________ as a blocking force for change.

A)decreasing centralisation
B)becoming more mechanistic
C)rewarding innovation and creativity
D)becoming more organic

Question 45

In process consultation, _________ observe and analyse an organisation to find ways to improve interpersonal processes.

A)top-level managers
B)outside consultants
C)company efficiency specialists
D)ordinary employees

Question 46

Consultants are less likely to be change agents than internal managers.

Question 47

Kurt Lewin developed the three-step change process.

Question 48

Labour markets are an external force that creates a need for organisational change.

Question 49

A key element of organisational development is its reliance on _________ participation.

A)managerial
B)employee
C)community
D)technological

Question 50

In an organisation, a manager, an internal staff specialist or an outside consultant who specialises in change implementation can be a change agent.

Question 51

Lewin's force field analysis identified _________ forces that compete when people try to achieve a goal.

A)magnetic
B)enormous
C)physical push-and-pull
D)driving and blocking

Question 52

Intergroup development is an OD method that focuses on _________.

A)increasing competition between work groups
B)increasing trust within a single work group
C)increasing competition within a single work group
D)increasing trust between work groups

Question 53

An example of a change in structure is an organisation becoming more decentralised.

Question 54

Training employees to adopt a safety-first focus illustrates a change in structure.

Question 55

Kurt Lewin originated some of his most important insights on change introduction by studying which of the following?

A)Family vacations during World War I
B)Family food habits during World War II
C)Blocking and driving forces in basketball
D)Force fields in physics

Question 56

Today's economic climate can be compared to a university lecture that _________.

A)lasts exactly one hour
B)focuses on only one topic all semester
C)may last twenty minutes or three hours
D)focuses on several topics during the semester

Question 57

An aggressive new competitor in the marketplace is an external force that creates a need for organisational change that companies today frequently face.

Question 58

The calm waters metaphor dominates current thinking of practising managers and academics.

Question 59

Organisation development helps employees _________.

A)deal with unplanned change
B)avoid unpleasant change
C)deal with planned change
D)avoid all types of change

Question 60

When organisation development efforts are planned, leaders are attempting to change an organisation's _________.

A)culture
B)status quo
C)financial goals
D)span of control

Question 61

One reason people often resist change is that they _________

A)don't see a need for it
B)feel unsupported
C)lack self-confidence
D)are new to a job

Question 62

In a short essay, list and explain four common organisation development (OD) techniques.

Question 63

Older workers tend to resist change more than younger workers because they _________.

A)have more invested in the current system
B)are more willing to quit their job if they don't like the change
C)have less to lose
D)have less confidence in themselves

Question 64

Describe the dominant view of organisational change today.

Question 65

In the white-water rapids metaphor of change, managers should expect change at specific times only.

Question 66

Who is Kurt Lewin? List two major lessons from his work.

Question 67

In a short essay, explain the three types of organisational change.

Question 68

Give two examples of internal forces that create a need for change.

Question 69

Organisation development (OD) consists of efforts to help organisational members deal with unplanned changes.

Question 70

In a short essay, describe the calm waters view of organisational change.

Question 71

Which kind of resistance to change is most likely to be beneficial to a company?

A)Uncertainty
B)Fear of losing status or possessions
C)Conflict with company goals
D)Habit

Question 72

Describe an organisational change in structure.

Question 73

One important reason why organisation development (OD) efforts are needed is that even planned change can be very upsetting to members of an organisation.

Question 74

What is a process consultation?

Question 75

The number of managers who face white-water rapids metaphor conditions is becoming the norm.

Question 76

Describe an organisational change in people.

Question 77

In a short essay, discuss two external forces - fluctuations in labour markets and technological forces - that bring about the need for change.

Question 78

Define a change agent.

Question 79

In a short essay, explain organisation development (OD).

Question 80

Which term is used to describe people's perception of the world and its operations?

A)Mental efforts
B)Mental graphs
C)Mental maps
D)Mental models