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Exam 10: Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

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Question 51

Multiple Choice

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Lewin's change model consists of __________.

A) three stages: unfreezing, changing, and refreezing
B) three forces: employee characteristics, change agent characteristics, and change agent-employee relationships
C) four steps: recognize problems, gain allies, overcome resistance, and execute
D) three types: adaptive, innovative, and radically innovative
E) three steps: diagnosis, intervention, and evaluation

F) D) and E)
G) A) and D)

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Question 52

Multiple Choice

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According to Jim Collins, undisciplined pursuit of more and grasping for salvation are stages of institutional ___________.

A) decline
B) change
C) intervention
D) resistance
E) innovation

F) None of the above
G) All of the above

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Question 53

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Four steps to making innovation happen within an organization include all of the following except ____.

Conflict is inherent in most organizations.

Blaming, reluctance to experiment, and a self-serving bias can lessen an employee's ability to learn from failure.

To make innovation happen, you need to recognize problems and opportunities, gain allies, overcome employee resistance, and execute well.

Kotter proposed which of the following for organization change?

Benchmarking is a technique that must be used in the unfreezing stage of Lewin's change model.

Describe resistance to change and the causes of resistance.

What is the difference between reactive and proactive change?

Describe at least three supertrends that are occurring in business that are likely to result in changes in many industries. Provide an example of each.

Which of the following is not a supertrend shaping the future of business?

Lots of people don't like change due to a predisposition toward change, surprise and fear of the unknown, loss of status or job security, and poor timing.

What are two myths about innovation?

_______ is the process by which a company compares its performance with that of high-performing organizations.

Omar, an OD consultant, is working with members of a cross-functional team to build cohesiveness and practice skills to function better as a team. Omar is conducting the ______ stage of OD.

Resistance to change is an emotional/behavioral response to real or imagined threats to an established work routine as subtle as passive resignation and as overt as deliberate sabotage.

Adaptive change is the introduction of a practice that is new to the organization.

A managerial innovation that improves the efficiency of a company's cross-functional teams would be considered a ______ innovation.

For most organizations, change is hard, and the tools for survival are time and money.