management

Order Description

 

1. Being a manager, with no environmental uncertainty or threat of competitors’ new products, would be relatively simple without ______________.
a. government regulations
b. diversity
c. cultural differences

2. Managing change is an integral part of ______________.
a. top management’s job
b. middle-level management’s job
c. the first-line manager’s job
d. every manager’s job

3. Assembly-line technology is changing dramatically as organizations _______________.
a. develop new products for the market
b. replace human labor with robots
c. replace old manually controlled machines with newer machines
d. find new markets for their products

4. Changing human resource management activities to attract and retain health care specialists due to increased needs for those workers is an example of what kind of
environmental change factor?
a. marketplace
b. technology
c. labor markets
d. economic

 

5. Global economic pressures force organizations to become more _____________.
a. price competitive
b. quality conscious
c. cost efficient
d. conservative with raw materials

6. Falling interest rates are an example of what external force?
a. marketplace
b. government laws and regulations
c. labor markets
d. economic changes

7. Which of the following is not an internal force of change?
a. technology
b. strategy
c. workforce
d. employee attitudes

8. Which of the following is not an external force of change?
a. marketplace
b. government laws and regulations
c. economic changes
d. workforce

9. Internal forces that stimulate the need for change tend to originate primarily from the impact of external forces or from ___________.
a. the forces of competition
b. change in technology
c. customer demand for the products the company produces
d. the internal operations of the organization

10. What change factor did Steve Bennett address in his turnaround of Intuit, Inc?
a. technology
b. workforce
c. equipment
d. strategy

11. Increasing the numbers of employed women and minorities forces managers to pay attention to what change factor?
a. strategy
b. workforce
c. equipment
d. technology

12. Labour strikes are an example of what change factor that may encourage a change in management thinking and practices?
a. workforce
b. equipment
c. employee attitudes
d. strategy

13. One of the primary views of the change process is ______________, while the other view is ______________.
a. problematic; encouraged
b. occasional; continuous
c. costly; conservative
d. optimistic; pessimistic

14. Lewin’s theory is consistent with which view of organizational change?
a. continuous
b. contemporary
c. Mayo’s
d. “calm waters”

15. According to Kurt Lewin, which of the following is not a stage in the change process?
a. unfreezing
b. changing
c. refreezing
d. restraining

16. What is an emerging and evolving consumer trend that Hallmark identified?
a. future perfect
b. careiness
c. new and novel … now
d. happening

17. In organizations, people who act as catalysts and assume the responsibility for managing the change process are called ______________.
a. change masters
b. change agents
c. operations managers
d. charismatic leaders

18. Managing in the dynamic, chaotic world of global competition, organizations must create new products and services, _____________.
a. at competitive prices and in the correct location
b. and adopt teams as the best way to improve the organization
c. and adopt state-of-the-art technology if they are to compete successfully
d. that offer the customer what they want

19. ______________ refers to the ability to combine ideas in a unique way or to make unusual associations between ideas.
a. Innovation
b. Imagination
c. Creativity
d. Interpretive thinking

20. ______________ is the process of taking a creative idea and turning it into a useful product, service, or method of operation.
a. Innovation
b. Imagination
c. Creativity
d. Interpretive thinking

21. Research into the effect of structural variables on innovation shows that _______________.
a. organic structures negatively influence innovation
b. the easy availability of plentiful resources provides a key building block for innovation
c. frequent interunit communication helps create barriers to innovation
d. time pressures actually cause people to be more creative

22. Which of the following is an example of a variable that can foster innovation?
a. mechanistic structure
b. organic structure
c. few organizational resources
d. acceptance of ambiguity

23. Which of the following is not a cultural variable that supports innovation?
a. acceptance of ambiguity
b. tolerance for the impractical
c. high external controls
d. focus on ends, not means

24. An innovative culture is likely to have ______________.
a. high external controls
b. low tolerance for risk
c. closed-system focus
d. tolerance of conflict

25. Which of the following human resource variables is supportive of organizational innovation?
a. low commitment to training
b. selection of Type A employees
c. high job security
d. unionization

26. ______________ actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemented.
a. Idea champions
b. Whistleblowers
c. Idea generators
d. Idea screeners
(a; moderate; p. 376)

27. All of the following are common personality characteristics of idea champions except ______________.
a. extremely high self-confidence
b. persistence
c. energy
d. risk aversion
(d; moderate; p. 376)

Lightspeed.com (Scenario)

Edwin Edwards is a team leader for Lightspeed.com, an e-business that has employees in every global time zone. Some of the factors that the team has to contend with
are deadlines, strong work ethic, creativity-innovation chain, high-speed turnaround, and professionalism. As team leader, Edwin sees team members via videoconference
only a few times per year or via compressed video via Internet a few times more per year. A frustration that he is encountering himself is that he works with all of
these people and does not have control over their “actual” work or the few organizational rules, regulations, and policies. Yet, due to the position he is in, he feels
he gets all of their complaints. The team does not deal well when a member offers an “off-the-wall” solution to a team problem; team members seem to have more trouble
with this than any other team-conflict issue. What he likes most about leading the team is that they seem to prefer getting their objective accomplished instead of
wasting time trying to decide who should be doing what tasks.

28. When Edwin feels frustrated that he does not have control over team members’ “actual” work or the organizational rules, regulations, and policies, he is contending
with _______________.
a. low external control
b. diversity of opinions
c. abundant resources
d. unclear goals

 

29. When a member offers an “off-the-wall” solution to a team problem, it appears that Edwin has to contend with what cultural variable?
a. tolerance of conflict
b. tolerance of risk
c. tolerance of the impractical
d. focus on ends

30. The part Edwin likes the most is that the team seems to prefer getting their objective accomplished instead of wasting time, which indicates that the team is
____________.
a. tolerant of conflict
b. an open-system focus team
c. able to deal with high risk
d. focused on ends rather than means