1. How can a manager build employee trust? Choose 1 answer A. Identify only very general job skill changes B. Provide employees information on industry growth potential from innovation C. Provide very general change information D. Identify and be negative about the change with employees E. Provide specific job loss and change information 2. A change vision must be developed and clearly conveyed to all members of the firm. What aspect of the change vision should management communicate to employees? A. Nonsupportive management views B. Vague images of the proposed organizational structure C. How the employees will be affected by the change D. A summary of major rumors regarding the change 3. What are the four types of strategic change? A. Capital, process, cost cutting, cultural B. Cost cutting, process, capital, structural C. Cost cutting, process, structural, social D. Structural, cost cutting, process, cultural 4. What level of political action has broad long-term strategic impact? A. Network B. Individual C. Department D. Coalition 5. Surprise and fear of the unknown are reasons people resist change. How might this reaction manifest itself through employee behavior? A. They become more productive in response to warnings. B. They display less fear of the unknown. C. They create rumors to fill the void created by lack of official announcements. D. They become increasingly comfortable with the routine. 6. What two recommendations should a manager consider in implementing an organizational change? A. Ensure the organization is ready and involve mid-level managers. B. Ensure the organization is ready and implement the change quickly.
Use a systems model and manipulate the data indicating change is needed. Use a systems model and implement the change quickly.
7. Which of the following is a key factor in communicating change vision to employees? A. Provide a consultant to manipulate employee questions B. Provide employees the opportunity to discuss proposed changes C. Provide employees the opportunity to adjust at their own pace D. Provide a consultant to answer individual employee questions 8. What skills does a manager need to successfully implement change? A. Communicates clearly, increases stress, and delegates key responsibilities B. Communicates clearly, plans for orderly work flow, and controls details C. Communicates clearly, criticizes good performance, and decreases stress D. Communicates clearly, motivates through participation, and delegates key duties 9. Which phase of change is characterized by reorientation towards a new situation? A. Movement B. Consolidation C. Refreezing D. Reorganization 10. A company is in the unfreezing phase of change. What should communication from manager to employee focus on? A. Reducing the driving forces B. Reinforcing the new situation and the rules that have been implemented C. Helping the employee become dissatisfied with the status quo D. Increasing the restraining forces
11. A manager develops a strategy for empowering others to remove barriers and encouraging risktaking and creative problem solving. Which phase of change is the manager trying to support? A. Reengineering B. Movement C. Initial phase D. Endings 12. What factor results in greater resistance to change in some cultures than in others?
A. B. C. D.
Reliance on tradition Global sensitivity Cross-cultural complexity Ethnocentrism
13. How does innovation benefit an organization? A. Enhances the firm's ability to remain competitive B. Reduces the firm's use of research and development C. Extends the life of current customer needs D. Inhibits the long term effectiveness of employees 14. How does the use of a flat structure encourage innovation? A. Flat structure limits bureaucratic flexibility. B. Bureaucratic collaboration supports innovation. C. Collaboration and creativity promote innovation. D. Flat structure reduces misleading sharing of intradepartmental information. 15. Why would a...
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