Ch15 Supervisory

Front 1

The reasons that people resist change include all of the following EXCEPT FOR:

Back 1

D. threat to ego.

Front 2

Internal forces that create a need for change for a supervisor include the following EXCEPT FOR:

Back 2

C. government regulations.

Front 3

All of the following are characteristics of an innovative culture EXCEPT:

Back 3

D. closed systems focus.

Front 4

Outside consultants hired by an organization to provide advice and assistance for major system-wide changes may be at a disadvantage because they have an inadequate understanding of the organization's:

Back 4

E. All of these.

Front 5

Resistance to change can be reduced through communication with employees to help them see the logic of the change.

Back 5

A. True

Front 6

The easiest type of resistance to change for supervisors to deal with is when it is implicit or deferred.

Back 6

B. False

Front 7

In the traditional change process, unfreezing the equilibrium state can be achieved by the following ways EXCEPT FOR:

Back 7

C. not combining the increase of driving forces with the decrease of restraining forces.

Front 8

The type of view of change that takes into consideration that environments are both uncertain and dynamic is the:

Back 8

D. contemporary view

Front 9

Resistance to change can surface in the following forms for a supervisor EXCEPT FOR:

Back 9

C. covert

Front 10

Innovations are evaluative statements or judgments concerning objects, people or events.

Back 10

B. False

Front 11

The process of turning a creative idea into a useful product or service, or method of operation is called:

Back 11

E. innovation

Front 12

According to the change process model, successful change requires unfreezing the status quo, changing to a new state, and refreezing the new change to make it permanent.

Back 12

A. True

Front 13

Techniques to overcome resistance to change include all of the following EXCEPT FOR:

Back 13

D. announcing change in the newspaper.

Front 14

Cultural variables that foster innovation include all of the following EXCEPT FOR:

Back 14

E. closed systems focus.

Front 15

Ways to overcome resistance to change include all of the following EXCEPT:

Back 15

E. do not address employees feelings.

Front 16

New government regulations, changing social and political trends, new tax laws, and changes in labor market conditions have no effect on supervisors' roles in the organization.

Back 16

B. False

Front 17

One of the most well-documented findings in the study of people at work is that individuals:

Back 17

B. resist change.

Front 18

When a supervisor, in cooperation with company officials, make sweeping changes in his or her department, that effort is frequently called:

Back 18

E. organization development.

Front 19

Innovative organizations tend to have similar cultures.

Back 19

A. True

Front 20

The ability to combine ideas in a unique way or to make unusual associations between ideas is:

Back 20

B. creativity

Front 21

In an organization with an innovative culture you will find an environment with the following low controls EXCEPT FOR:

Back 21

E. goals.

Front 22

Employees often fear any change in their work environment may reduce their:

Back 22

E. job security or income.

Front 23

Within the Human Resources category, innovative organizations do all of the following EXCEPT FOR:

Back 23

E. seek employees that are not creative and resist change.

Front 24

the ability to combine ideas in a unique way or to make unusual associations between ideas is called:

Back 24

B. creativity.

Front 25

External forces that create a need for change for a supervisor include the following EXCEPT FOR:

Back 25

B. long range plans.

Front 26

The traditional view of change was appropriate during the calming periods of:

Back 26

C. 1950s, 1960s, and 1970s.

Front 27

The type of resistance efforts that are more subtle and difficult for a supervisor to recognize are the:

Back 27

D. implicit resistance efforts.

Front 28

Evaluative statements or judgments concerning objects, people, or events is called:

Back 28

A. attitudes.

Front 29

Evaluative statements or judgments made by employees concerning objects, people, or events that reflect how people feel about something are their:

Back 29

A. attitudes.

Front 30

In an organization with an innovative culture you will find an environment with the following low controls EXCEPT FOR:

Back 30

E. goals.

Front 31

Employees often fear any change in their work environment may reduce their:

Back 31

E. job security or income.

Front 32

Within the Human Resources category, innovative organizations do all of the following EXCEPT FOR:

Back 32

E. seek employees that are not creative and resist change.

Front 33

the ability to combine ideas in a unique way or to make unusual associations between ideas is called:

Back 33

B. creativity.

Front 34

External forces that create a need for change for a supervisor include the following EXCEPT FOR:

Back 34

B. long range plans.

Front 35

The traditional view of change was appropriate during the calming periods of:

Back 35

C. 1950s, 1960s, and 1970s.

Front 36

The type of resistance efforts that are more subtle and difficult for a supervisor to recognize are the:

Back 36

D. implicit resistance efforts.

Front 37

Evaluative statements or judgments concerning objects, people, or events is called:

Back 37

A. attitudes.

Front 38

Evaluative statements or judgments made by employees concerning objects, people, or events that reflect how people feel about something are their:

Back 38

A. attitudes.

Front 39

When employees have not been involved in a change from its beginning, they will usually actively support the change.

Back 39

B. False

Front 40

People who act as catalysts and assume the responsibility for overseeing the change process are called:

Back 40

D. change agents.

Front 41

Which reason for change attacks a person's ability to be specialized in a skill?

Back 41

B. Threat to expertise

Front 42

The following activities would create change in a supervisor's environment EXCEPT FOR:

Back 42

A. preserving the status quo.

Front 43

The following are steps in a traditional change process EXCEPT FOR:

Back 43

B. maintaining complacency.

Front 44

Many of today's supervisors are having to learn to manage in a world of constant:

Back 44

E. change.

Front 45

An employee's attitude has no affect on department morale.

Back 45

B. False

Front 46

Innovation can be viewed as a fourfold process that includes all of the following EXCEPT FOR:

Back 46

B. job design

Front 47

A pay increase, a new job title, flexible work hours are examples of incentives that can help reduce resistance to change.

Back 47

A. True

Front 48

If employees have trust and confidence in you, they're less likely to be threatened by changes you propose.

Back 48

A. True

Front 49

Creativity can be viewed as a fourfold process consisting of all of the following EXCEPT FOR:

Back 49

E. ideas.