Obc1 - Innovation

Front 1

what are the 5 external forces of change

Back 1

External Forces
1. Organizations must effectively manage diversity if they are to receive maximum contribution and commitment from employees.
2. Organizations are increasingly using technology to improve productivity and competitiveness. This is probably one of the biggest forces for change.
3. Increasing consumer sophistication is requiring organizations to deliver higher value in their products and services.
4. Social and political events can create substantial change.
5. Organizational crises may result from accidents, problems that build over time, acts of nature, or criminal acts.

Front 2

what are the 2 internal forces of change

Back 2

Internal Forces
1. Human resource problems/prospects stem from worker's perceptions about how they are treated at work and the match between individual and organization needs and desires.
2. Excessive interpersonal conflict is a sign that change is needed.

Front 3

what are the 3 types of change

Back 3

adaptive, innovative and radically innovative

Front 4

_________________ is lowest in complexity, cost, and uncertainty. It involves reimplementation of a change in the same organizational unit at a later time or imitation of a similar change by a different unit.

Back 4

Adaptive change

Front 5

__________fall midway on the complexity, cost, and uncertainty continuum. Unfamiliarity, and thus greater uncertainty, make fear of change a problem with innovative changes.

Back 5

Innovative changes

Front 6

At the high end of the continuum of complexity, cost, and uncertainty are ___________ changes. These are the most difficult to implement and are the most threatening.

Back 6

radically innovative

Front 7

three-stage model of planned change which explained how to initiate, manage, and stabilize the change process. The stages include unfreezing, changing, and refreezing.

Back 7

Lewin's Change Model

Front 8

__________stage is to create the motivation to change. Individuals are encouraged to replace old behaviors and attitudes with the new behaviors and attitudes.

Back 8

unfreezing

Front 9

__________stage involves learning new information, models, or perspectives to help employees learn new preferred concepts or points of view

Back 9

The changing

Front 10

Change is stabilized during ________ by helping employees integrate the changed behavior or attitude into normal procedures.

Back 10

refreezing

Front 11

Why People Resist Change in the Workplace

Back 11

an individual's predisposition toward change,
surprise and fear of the unknown,
a climate of mistrust,
fear of failure, loss of status and/or job security,
peer pressure,
disruption of cultural traditions and/or group relationships,
personality conflicts,
lack of tact and/or poor timing, nonreinforcing reward systems, and past success

Front 12

Research suggests that ____________ is a key way to overcome resistance to change.

Back 12

participation

Front 13

___________ are related to resistance to change.

Back 13

Personality characteristics

Front 14

People with ____________ are more open to change.

Back 14

high resilience

Front 15

High ________ and ________ were negatively associated with resistance to change.

Back 15

self-efficacy; an internal locus of control

Front 16

Managers should keep in mind four key conclusions as Alternative Strategies for Overcoming Resistance to Change

Back 16

Managers should keep in mind four key conclusions:
a. An organization must be ready for change before it can be effective.
b. Do not assume people are consciously resisting change.
c. Radical innovative change is more likely to succeed when middle-level managers are highly involved in the change process.
d. Employees' perceptions or interpretations of change significantly affect resistance.

Front 17

There are four major types of stressors:

Back 17

individual (directly associated with job duties), group (caused by group dynamics and managerial behavior), organizational (e.g., organizational culture), and extraorganizational (factors outside the organization).

Front 18

We receive four types of social support from others:

Back 18

a. esteem (feelings of acceptance and respect despite inadequacies)
b. informational (helping to define, understand, and cope with problems)
c. social companionship (spending time with others in leisure activities)
d. instrumental (providing financial aid, material resources, or needed services)

Front 19

Research indicates that _________reduced the probability of illness following exposure to stress, and increased the probability of interpreting stressors as positive and controllable. ______individuals experience less stress, burnout, and psychological distress and higher job satisfaction than those low in _________

Back 19

hardiness

Front 20

Five dimensions of a holistic wellness approach are:

Back 20

self-responsibility, nutritional awareness, stress reduction and relaxation, physical fitness, and environmental sensitivity.

Front 21

name the 5 "soft" generic influence tactics

Back 21

a. rational persuasion (trying to convince someone with reason, logic or facts),
b. inspirational appeals (building enthusiasm by appealing to others’ emotions, ideals, or values),
c. consultation (getting others to participate in planning, decision making, or changes),
d. ingratiation (being friendly, helpful, and using praise or flattery),
e. personal appeals (referring to friendship or loyalty when making a request),

Front 22

name the 4 "hard" generic influence tactics

Back 22

f. exchange (making express or implied promises and trading favors),
g. coalition tactics (getting others to support your effort to persuade someone),
h. pressure (demanding compliance our using intimidation or threats), and
i. legitimating tactics (basing a request on one’s authority or right).

Front 23

The three possible influence outcomes are:

Back 23

commitment, compliance, and resistance. Commitment is the best possible outcome, because the person remains intrinsically motivated.

Front 24

The tactics of ______, _________, ________ and _________ appeals are more likely to generate commitment. Commitment is also more likely when the influence attempt involves something important and enjoyable, and is based on a friendly relationship.

Back 24

consultation, strong rational persuasion, and inspirational

Front 25

_____________ can slightly improve performance appraisal results.

Back 25

Ingratiating tactics

Front 26

The ______ tactics are viewed as fair and the ________ tactics as unfair.

Back 26

“soft”; “hard”

Front 27

French and Raven proposed that power arises from five different bases, what are they?

Back 27

reward power, coercive power, legitimate power, expert power, and referent power.

Front 28

Managers should strive for _______ power while avoiding _______ power.

Back 28

socialized; personalized

Front 29

______, ______, ______ and _______ tend to produce compliance. Compliant employees require frequent re-administrations of power to remain motivated.

Back 29

Reward, coercive, and negative legitimate power

Front 30

Advocates claim employee ________increases employee satisfaction, commitment and performance.

Back 30

participation

Front 31

Political behavior is triggered by uncertainty. Five sources of uncertainty are:

Back 31

unclear objectives, vague performance measures, ill-defined decision processes, strong individual or group competition, and any type of change.

Front 32

Political maneuvering can occur at three different levels:

Back 32

individual, coalition, and network.

Front 33

are loose associations of individuals seeking social support for their general self-interests.

Back 33

Networks

Front 34

__________are people oriented while ________ are issue oriented.

Back 34

Networks; coalitions

Front 35

Researchers have identified eight political tactics. Listed in descending order of occurrence, they are:

Back 35

attacking or blaming others, using information as a political tool, creating a favorable image, developing a base of support, praising others, forming power coalitions with strong allies, associating with influential people, and creating obligations.

Front 36

__________ are more likely to engage in impression management than others.

Back 36

High self-monitors

Front 37

There are three categories of favorable impression management tactics:

Back 37

Four motives for looking bad in the employer’s eyes include avoidance, to obtain concrete rewards, exit, and power.

Front 38

The four common denominators of all organizations are:

Back 38

coordination of effort, a common goal, division of labor, and a hierarchy of authority.

Front 39

Organization charts depict four basic dimensions of organizational structure:

Back 39

the hierarchy of authority, the division of labor, spans of control, and line and staff positions.

Front 40

Open systems are capable of self-correction, adaptation, and growth due to characteristics such as

Back 40

homeostasis and feedback control.

Front 41

______________try to promote new ideas and information by scanning their external environments, transferring new knowledge throughout the organization, reducing barriers to sharing information, and changing behavior.

Back 41

try to promote new ideas and information by scanning their external environments, transferring new knowledge throughout the organization, reducing barriers to sharing information, and changing behavior.

Front 42

__________organizations tend to be too slow and inflexible.

Back 42

Old-style, pyramid-shaped

Front 43

_________organizations embrace total quality management (TQM) principles, are dedicated to continuous improvement and learning, and are structured around teams.

Back 43

New-style organizations

Front 44

___________ are built around core processes directed toward satisfying customers. Training in both technical and teamwork skills is a top priority. The horizontal organization has a team orientation. Constant reassignment to different teams creates interpersonal conflict and personal stress. Lines of authority blur

Back 44

The horizontal organization

Front 45

____________consists of a relatively small executive group, very few middle managers, and numerous operating personnel. Lateral transfers are common, and the potential for alienation between executives and operating personnel is great.

Back 45

The hourglass organization

Front 46

__________are geographically dispersed. Many so-called ________ are really a network of several organizations linked together contractually and electronically. At the center of the network is an entrepreneur.

Back 46

Virtual organizations

Front 47

the four ways to assess organizational effectiveness are:

Back 47

goal accomplishment, resource acquisition, internal processes, and strategic constituencies satisfaction.

Front 48

In the _______ approach, key organizational results or outputs are compared with previously states objectives. Effectiveness is measured by how well the organization meets or exceeds its goals.

Back 48

goal accomplishment

Front 49

According to the_____________ approach an organization is effective if it acquires necessary factors of production (e.g., raw materials or labor).

Back 49

resource acquisition

Front 50

The __________ criterion deems the organization effective if information flows smoothly and if employee loyalty, commitment, job satisfaction, and trust predominate.

Back 50

internal processes

Front 51

The ____________ satisfaction approach considers the happiness of key ______________ to be the appropriate effectiveness criterion.

Back 51

strategic constituencies

Front 52

Decision making tends to be ___________ in mechanistic organizations and ___________ in organic organizations

Back 52

centralized; decentralized

Front 53

___________ organizations tend to be successful in relatively stable and certain environments, while _______ones tend to be successful in unstable and uncertain environments.

Back 53

Mechanistic; organic

Front 54

Effective organizations with either low- or high-complexity technology tended to have an _________ structure, while effective organizations with medium-complexity technology tended to have a _________structure.

Back 54

organic; mechanistic

Front 55

According to the strategic choice model, an organization's structure is determined largely by

Back 55

a dominant coalition of top-management strategists.

Front 56

The "exchange" influence tactic involves getting others to support your effort to persuade someone to your point of view.
A) True
B) False

Back 56

B) False

Front 57

Conclusions from a meta-analysis suggest ingratiation (making the boss feel good) can slightly improve your performance appraisal results and make your boss like you significantly more.
A) True
B) False

Back 57

A) True

Front 58

Personalized power is directed at helping oneself for the sake of personal aggrandizement.
A) True
B) False

Back 58

A) True

Front 59

According to French and Raven, an individual is using expert power when his or her charismatic personality is the reason for the compliance of others.
A) True
B) False

Back 59

B) False

Front 60

According to your textbook, "participation" is the highest degree of empowerment.
A) True
B) False

Back 60

B) False

Front 61

The __________ influence tactic involves getting others to participate in planning, making decisions, and changes.
A) rational persuasion
B) coalition
C) inspirational appeal
D) ingratiating
E) consultation

Back 61

E) consultation

Front 62

__________ power is directed at helping others.
A) Socialized
B) Expert
C) Referent
D) Personalized
E) Legitimate

Back 62

A) Socialized

Front 63

Threats of punishment and actual punishment give an individual __________ power over others.
A) reward
B) coercive
C) legitimate
D) expert
E) referent

Back 63

B) coercive

Front 64

Along the continuum of employee empowerment, __________ occurs when managers and followers jointly make decisions.
A) delegation
B) consultation
C) internalization
D) participation
E) domination

Back 64

D) participation

Front 65

Political behaviour and maneuvering is often triggered by uncertainty. Which of the following is not a source of uncertainty that may trigger such actions?
A) Unclear measures of performance.
B) Any change taking place in the organization.
C) High levels of competition among individuals or groups.
D) Organizational objectives that are not clearly spelled out.
E) All of these are sources of uncertainty that may trigger political behaviour and maneuvering.

Back 65

E) All of these are sources of uncertainty that may trigger political behaviour and maneuvering

Front 66

Hardiness refers to a personality trait that allows a person to neutralize stress by perceptually or behaviorally transform negative stressors into positive challenges.
A) True
B) False

Back 66

A) True

Front 67

According to the typology of change, innovative change involves introducing a practice that is new to the industry.
A) True
B) False

Back 67

B) False

Front 68

In Lewin's change model, the "unfreezing" stage involves getting employees to become dissatisfied with the old way of doing things.
A) True
B) False

Back 68

A) True

Front 69

A company's strategic plan outlines the organization's long-term direction and actions necessary to achieve planned results.
A) True
B) False

Back 69

A) True

Front 70

Research in the area of resistance to change revealed that high levels of self esteem were negatively associated with resistance to change.
A) True
B) False

Back 70

B) False

Front 71

Which of the following was not mentioned as a stress reduction technique in the discussion in the text?
A) Biofeedback
B) Hypnotism
C) Holistic Wellness
D) Cognitive Restructuring
E) Both answers B and C

Back 71

B) Hypnotism

Front 72

Which of the following is not a reason why employees resist change?
A) Past failures
B) Fear of failure
C) Peer pressure
D) Surprise or fear of the unknown
E) Past success

Back 72

A) Past failures

Front 73

__________ is a commonly used method to overcome resistance to change in situations where speed is essential and where the change initiators possess considerable power.
A) Education/communication
B) Facilitation/support
C) Participation/involvement
D) Explicit/implicit coercion
E) Manipulation/co-optation

Back 73

D) Explicit/implicit coercion

Front 74

According to the Model of Occupational Stress, __________ is an example of a group-level stressor.
A) Harassment
B) Role conflict
C) Work overload
D) Technology
E) Family

Back 74

A) Harassment

Front 75

A(n) __________ coping strategy consists of using methods such as relaxation, meditation, medication, or exercise to manage stress.
A) escape
B) symptom management
C) control
D) hardiness
E) buffering

Back 75

B) symptom management

Front 76

Generally speaking, the more narrow the span of control in an organization, the higher the organization's administrative costs.
A) True
B) False

Back 76

A) True

Front 77

The modular structure overlays a vertical and with a horizontal structure which results in two command structures – functional and divisional.
A) True
B) False

Back 77

B) False

Front 78

A learning organization is one that proactively creates, acquires, and transfers knowledge and that changes its behavior on the basis of new knowledge and insights.
A) True
B) False

Back 78

A) True

Front 79

Whether or not an organization meets or exceeds its goals is one way to judge the effectiveness of an organization.
A) True
B) False

Back 79

A) True

Front 80

One of the benefits of innovation identified in the Model of Innovation was improving on services and products the organization already has.
A) True
B) False

Back 80

A) True

Front 81

__________ refers to the idea that each employee should report to only one manager.
A) Span of control
B) The Unity of command principle
C) Emergent leadership
D) Bureaucracy
E) A New-style organization

Back 81

B) The Unity of command principle

Front 82

Which of the following is identified as an early warning sign of decline in the text?
A) Effective communication if decreased.
B) Goals are not clear and decision benchmarks are not present.
C) Administrative procedures become a burden and are cumbersome.
D) Answer selections A and C only.
E) All of these are early warning signs of decline.

Back 82

E) All of these are early warning signs of decline.

Front 83

A synonym for the term "innovation" in the context of organizational innovation would be:
A) invention.
B) creativity.
C) integration.
D) All of the above are correct.
E) None of the above are correct.

Back 83

E) None of the above are correct.

Front 84

When measuring organizational effectiveness, the __________ approach is appropriate when powerful stakeholders can significantly benefit or harm the organization.
A) internal processes
B) goal accomplishment
C) stakeholder audit
D) strategic constituencies
E) resource acquisition

Back 84

D) strategic constituencies

Front 85

Which of the following is a characteristic of mechanistic organizations?
A) Top-down communication patterns.
B) Democratic decision making.
C) Low emphasis on obedience and loyalty.
D) Broad task definitions.
E) A clear link between an individual's contribution and the organization's purpose.

Back 85

A) Top-down communication patterns.

Front 86

A simple change in an existing product would be a _____ innovation.
A) prototypical
B) disruptive
C) accidental
D) incremental

Back 86

D) incremental

Front 87

_________ is usually associated with incremental innovation.
A) ambidextrous improvement
B) discontinuous improvement
C) continuous improvement
D) disruptive improvemen

Back 87

C) continuous improvement

Front 88

The two types of innovations are incremental and ______.
A) ambidextrous
B) breakthrough
C) continuous
D) strategic

Back 88

B) breakthrough

Front 89

The Apple iPod is an example of a ______ innovation, while iTunes is an example of a _____ innovation.
A) product, service
B) continuous, breakthrough
C) breakthrough, continuous
D) disruptive, routine

Back 89

A) product, service

Front 90

Six Sigma is ________ approach.
A) strategic control
B) continuous improvement
C) operational control
D) breakthrough improvement

Back 90

B) continuous improvement

Front 91

According to Clayton Christensen, __________ are incremental innovations that improve product or process performance.
A) restraining technologies
B) enabling technologies
C) sustaining technologies
D) disruptive technologies

Back 91

C) sustaining technologies

Front 92

According to Clayton Christensen, ________ revolutionize industries and create new ones.
A) sustaining technologies
B) disruptive technologies
C) enabling technologies
D) restraining technologies

Back 92

B) disruptive technologies

Front 93

Apple's innovation with iPod and iTunes is a _______ innovation.
A) breakthrough innovation
B) continuous
C) incremental
D) strategic

Back 93

A) breakthrough innovation

Front 94

Which kind of innovation disrupts?
A) Incremental
B) Continuous
C) Breakthrough
D) Strategic

Back 94

C) Breakthrough

Front 95

_________ is the creation of new products or processes through the development of new knowledge or from new combinations of existing knowledge.
A) Invention
B) Continuous improvement
C) Innovation
D) Incremental innovation

Back 95

A) Invention

Front 96

The initial commercialization of invention by producing and selling a new product, service, or process is best known as which one of the following? .
A) Incremental innovation
B) Innovation
C) Continuous improvement
D) Invention

Back 96

B) Innovation

Front 97

The Japanese term kaizen is also known as _______.
A) total quality management
B) innovation
C) continuous improvement
D) Six Sigma

Back 97

C) continuous improvement

Front 98

Which of the following companies is noted for effectively utilizing CCC21?
A) Toyota
B) Boeing
C) Honeywell
D) Polaroid

Back 98

A) Toyota

Front 99

There are a variety of essential elements that can lead an organization to meaningful incremental innovation. Which one of the following is not considered to be one of these elements?
A) Define quality and customer value
B) Develop a customer orientation
C) Develop strong organizational culture
D) Adopt an error-free attitude

Back 99

C) Develop strong organizational culture

Front 100

Successful innovations are noted for having certain defining characteristics. Which one of the following would not be classed as one of these characteristics?
A) Moderately new to the marketplace
B) Based on untested technology
C) Meets customers needs
D) Saves money for users

Back 100

B) Based on untested technology

Front 101

Which one of the following would be not be considered a way that identifies how the ides for innovation may have originated?
A) Existing practices
B) Solution spotting
C) Trend following
D) Random events

Back 101

A) Existing practices

Front 102

____________ is/are a term used to characterize breakthrough innovation that shakes up or revolutionizes industries with which they are associated even though they often come from different origins or industry settings.
A) Incremental innovation
B) Milestone reviews
C) Disruptive innovation
D) Strategic thrusts

Back 102

C) Disruptive innovation

Front 103

Behavioral and psychological characteristics that are usually associated with successful entrepreneurs include all but which one of the following?
A) A strong desire to achieve
B) An external locus of control
C) Tolerance for ambiguity and stress
D) Orientation toward goals and opportunities

Back 103

B) An external locus of control

Front 104

_________________ is the money provided to the venture that must be repaid at some point in time.
A) Equity financing
B) Equity funding
C) Debt financing
D) Debt reaffirmation

Back 104

C) Debt financing

Front 105

According to Dr. Gordon Pinchot, which one of the following is not considered a factor that needs to be present in organizations wishing to encourage intrapreneurship?
A) Tolerance of risk, failure, and mistakes
B) Multiple options available
C) Close ties to competitors
D) Freedom from turfness

Back 105

C) Close ties to competitors