Q&A Hero

Q: (p. 526) Creativity cultures affect the quality, not the quantity, of creative ideas within an organization.

Q: Kira is upset with John for not doing his share of the work on their project. She decides to talk to him about his contribution. What coping strategy is Kira using to deal with stress? A. Control strategy B. Escape strategy C. Symptom management strategy D. Flight strategy E. Fight strategy

Q: (p. 525) A positive service culture has been shown to reduce accidents and increase safety-based citizenship behaviors.

Q: _____ is an example of an extraorganizational stressor. A. Technology B. Role conflict C. Management styles D. Managerial behavior E. Socioeconomic status

Q: Sexual harassment experiences and bullying represent _____ stressors A. individual-level B. extraorganizational C. organizational D. group-level E. behavioral levels

Q: (p. 524) As companies grow, they tend to move toward a networked culture, because solidarity is harder to foster when groups get really large.

Q: _____ is an example of a group-level stressor. A. Technology B. Role conflict C. Management styles D. Quality of life E. Managerial behavior

Q: (p. 523) Organizations that have mercenary cultures are likely to be very political.

Q: When asked about the company where she works, Jena responds by discussing how well the get along and like each other and how, although there is, of course, some conflict, in general the employees think alike about most of the important company values and concerns. Jena is discussing her company in terms two general culture types: affability and consensus.

Q: _____ stressors are those directly associated with a person's job duties. A. Organizational B. Individual-level C. Senior-level D. Extraorganizational E. Group-level

Q: Stressors are _____ factors that produce stress. A. organizational B. cognitive C. environmental D. physiological E. personality

Q: (p. 523) Organizations that have cultures in which employees think alike but are not friendly to one another can be considered communal cultures.

Q: Stress triggers a(n) _____ response. A. defensive B. fight-or-flight C. cognitive D. nervous E. delayed

Q: (p. 523) Whatever a company's underlying assumptions are, its hidden beliefs are those that are the most likely to dictate employee behavior and affect employee attitudes.

Q: (p. 522) It is easy to stay true to espoused values in times of economic downturns.

Q: Manipulation and co-optation are the recommended approach for overcoming resistance to change when:A. there is a lack of information or inaccurate analysis.B. other tactics will not work or are too expensive.C. speed is essential.D. one group will clearly lose out in the change.E. people are resisting because of adjustment problems.

Q: Negotiation and agreement is the recommended approach for overcoming resistance to change when:A. there is a lack of information or inaccurate analysis.B. other tactics will not work or are too expensive.C. speed is essential.D. one group will clearly lose out in the change.E. people are resisting because of adjustment problems.

Q: (p. 522) When a company holds to its espoused values over time and regardless of the situations it operates in, the values become less believable to employees.

Q: Which of the following is a disadvantage of the explicit + implicit coercion approach for overcoming resistance to change? A. It can be too expensive in many cases if it alerts others to negotiate for compliance. B. If participators design an inappropriate change, it can get too time-consuming. C. It can be time-consuming, expensive and, still fail. D. It can be risky if it leaves people mad at the initiators. E. It can be an extremely lengthy process because too many people get involved.

Q: (p. 522) Espoused values can range from published documents, such as a company's vision or mission statement, to verbal statements made to employees by executives and managers.

Q: In which of the following situations is the facilitation + support strategy for overcoming resistance to change most commonly used? A. Where there is a lack of information or inaccurate information and analysis B. Where the initiators do not have all the information they need to design the change C. Where other tactics will not work or are too expensive D. Where people are resisting because of adjustment problems E. Where speed is essential and where the change initiators possess considerable power

Q: (p. 521) Ceremonies are the daily planned routines that occur in an organization.

Q: In a situation where the initiators do not have all the information they need to design the change and where others have considerable power to resist, the _____ approach for overcoming resistance to change is commonly used. A. negotiation and agreement B. education and communication C. facilitation and support D. participation and involvement E. manipulation and co-optation

Q: (p. 520) Physical structures say a lot about a culture.

Q: Which of the following is an advantage of education + communication as a strategy for overcoming resistance to change? A. No other approach works as well with adjustment problems. B. Once persuaded, people will often help with the implementation of the change. C. Sometimes it is a relatively easy way to avoid major resistance. D. It is a relatively quick and inexpensive solution to resistance problems. E. Any relevant information people have will be integrated into the change plan.

Q: (p. 520) Symbols, rituals, and espoused values are three major types of observable artifacts.

Q: Which of the following is another generic approach for reducing resistance? A. Employee role modeling B. Education C. Employee participation D. Team negotiation E. Self-efficacy training

Q: Employees transfer knowledge about a company's culture to other employees through explicit communication, simple observation, and other less obvious means.

Q: Janis Parker is in charge of marketing for a department store sale. During previous sales, she has had success using only radio advertisements to draw customers into the store for a sale. A colleague suggests TV commercials as another approach to marketing. Janis is resistant to change because she knows that the radio advertisements have worked. What form of resistance to change is Janis exhibiting? A. Climate of mistrust B. Peer pressure C. Lack of tact D. Loss of job security E. Past success

Q: (p. 519) Organizational culture shapes and reinforces certain employee attitudes and behaviors by creating a system of control over employees.

Q: Which of the following recipient characteristics is an outgrowth of how one learns to handle change and ambiguity as a child? A. Surprise and fear of the unknown B. Fear of failure C. Peer pressure D. Predisposition toward change E. Loss of job security

Q: (p. 502) Scenario: Splash Hair Care Inc. A fairly new company, Splash Hair Care Inc. is growing very fast in both sales and number of employees. It manufactures and sells hair products for youth, male, female, elderly, and ethnic populations all over the United States and several other countries. So far the company followed a simple structure. However, with fast-paced growth, it has become a necessity that the company explores other organizational structures. John, a long-time employee at Splash Hair Care, has collected information on how some of their competitors have organized their companies. Streaks Inc. groups their employees by their different areas of expertise such as Marketing, Finance, Human Resources and Operations. Pure Oil, primarily in the United States, groups their activities as northeast division, southeast division, northwest division, southwest division, and central division. Curlz Inc. has organized their employees according to the accounts they serve such as Large Company contracts, Internet Sales, Individual Sales, and Small Salon Direct Sales. Finally, Color Lite International has grouped their business units around popular colors such as Red Division, Silver Division, Rainbow Division, Black and Brown Division, and Shades of Blonde Division. Which of the following describes Curlz's organizational structure? A. Client-based B. Product C. Geographic D. Functional E. Matrix

Q: _____ is an emotional/behavioral response to real or imagined threats to an established work routine. A. Groupthink B. Resistance to change C. Justification D. The bandwagon effect E. Planning

Q: (p. 502) Scenario: Splash Hair Care Inc. Phenomenally successful, Splash Hair Care Inc. is growing very fast in both sales and number of employees. It manufactures and sells hair products for youth, male, female, elderly, and ethnic populations all over the United States and several other countries. So far the company followed a simple structure. However, with fast-paced growth, it has become a necessity that the company explores other organizational structures. John, a long-time employee at Splash Hair Care, has collected information on how some of their competitors have organized their companies. Streaks Inc. groups their employees by their different areas of expertise such as Marketing, Finance, Human Resources and Operations. Pure Oil, primarily in the United States, groups their activities as northeast division, southeast division, northwest division, southwest division, and central division. Curlz Inc. has organized their employees according to the accounts they serve such as Large Company contracts, Internet Sales, Individual Sales, and Small Salon Direct Sales. Finally, Color Lite International has grouped their business units around popular colors such as Red Division, Silver Division, Rainbow Division, Black and Brown Division, and Shades of Blonde Division. Which of the following describes Pure Oil's organizational structure? A. Client-based B. Product C. Geographic D. Functional E. Matrix

Q: The four components of organizational development are: A. diagnosis, intervention, evaluation, feedback. B. mild change, value-loaded, diagnosis/prescription cycle, process-oriented. C. evaluation, feedback, diagnosis/prescription cycle, goal-oriented. D. profound change, objective, intervention, process-oriented. E. evaluation, value-loaded, life cycle, process-oriented.

Q: (p. 500) Scenario: Splash Hair Care Inc. Splash Hair Care Inc. is growing very fast in both sales and number of employees. It manufactures and sells hair products for youth, male, female, elderly, and ethnic populations all over the United States and several other countries. So far the company followed a simple structure. However, with fast-paced growth, it has become a necessity that the company explores other organizational structures. John, a long-time employee at Splash Hair Care, has collected information on how some of their competitors have organized their companies. Streaks Inc. groups their employees by their different areas of expertise such as Marketing, Finance, Human Resources and Operations. Pure Oil, primarily in the United States, groups their activities as northeast division, southeast division, northwest division, southwest division, and central division. Curlz Inc. has organized their employees according to the accounts they serve such as Large Company contracts, Internet Sales, Individual Sales, and Small Salon Direct Sales. Finally, Color Lite International has grouped their business units around popular colors such as Red Division, Silver Division, Rainbow Division, Black and Brown Division, and Shades of Blonde Division. Which of the following describes Color Lite International's organizational structure? A. Client-based B. Product C. Geographic D. Functional E. Matrix

Q: Which of the following is true of organization development (OD)? A. It involves a relatively minor restructuring of the current organizational culture. B. OD consultants prefer institutional controls and autocratic management styles. C. OD consultants focus on the content and not the form of behavioral dealings. D. OD specialists focus solely on problem solving issues. E. It possesses the same diagnostic focus associated with the systems model of change.

Q: (p. 494) Scenario: Extreme Rug Jan is the project manager of the corporate structure team at Extreme Rugs. Jan's team has been assigned the task to study and evaluate Extreme Rugs' organizational structure. To collect the preliminary information, Jan divided the tasks among the team members to collect information on different elements of Extreme Rugs' structure. Jeremy was asked to collect information on the degree to which tasks are divided into separate jobs. Joy was asked to collect information on formal authority relationships, Alice started looking into how many employees each manager has responsibility for, and Kathy was asked to collect evidence on the degree to which rules and procedures are used to standardize behaviors at Extreme Rugs. Jan decided to collect information and evidence on where exactly decisions are formally made at Extreme Rugs. The team decided to meet with information in two weeks. On which element of organizational structure was Kathy asked to collect evidence? A. Chain of command B. Formalization C. Centralization D. Work specialization E. Span of control

Q: According to John Kotter, when managers want to create a cross-functional, cross-level group of people with enough power to lead the change, they should: A. communicate the change vision. B. create a guiding coalition. C. develop a vision and strategy. D. generate short-term wins. E. establish a sense of urgency.

Q: (p. 494) Scenario: Extreme Rug Ted is the project manager of the corporate structure team at Extreme Rugs. Ted's team has been assigned the task to study and evaluate Extreme Rugs' organizational structure. To collect the preliminary information, Ted divided the tasks among the team members to collect information on different elements of Extreme Rugs' structure. Jeremy was asked to collect information on the degree to which tasks are divided into separate jobs. Joy was asked to collect information on formal authority relationships, Alice started looking into how many employees each manager has responsibility for, and Kathy was asked to collect evidence on the degree to which rules and procedures are used to standardize behaviors at Extreme Rugs. Ted decided to collect information and evidence on where exactly decisions are formally made at Extreme Rugs. The team decided to meet with information in two weeks. On which element of organizational structure is Ted collecting information? A. Chain of command B. Formalization C. Centralization D. Work specialization E. Span of control

Q: According to John Kotter's steps for leading organizational change, when management unfreezes the organization by creating a compelling reason for why change is needed, it is: A. generating short-term wins. B. creating a guiding coalition. C. developing a vision and strategy. D. establishing a sense of urgency. E. communicating the change vision.

Q: (p. 493) Scenario: Extreme Rug Ron is the project manager of the corporate structure team at Extreme Rugs. Ron's team has been assigned the task to study and evaluate Extreme Rugs' organizational structure. To collect the preliminary information, Ron divided the tasks among the team members to collect information on different elements of Extreme Rugs' structure. Jeremy was asked to collect information on the degree to which tasks are divided into separate jobs. Joy was asked to collect information on formal authority relationships, Alice started looking into how many employees each manager has responsibility for, and Kathy was asked to collect evidence on the degree to which rules and procedures are used to standardize behaviors at Extreme Rugs. Ron decided to collect information and evidence on where exactly decisions are formally made at Extreme Rugs. The team decided to meet with information in two weeks. On which element of organizational structure is Alice looking out for information? A. Chain of command B. Formalization C. Centralization D. Work specialization E. Span of control

Q: According to the systems model of change, structure and reward systems are examples of _____, which are target elements of change. A. strategic plans B. organizational arrangements C. social factors D. methods E. goals

Q: (p. 492) Scenario: Extreme Rug Tim is the project manager of the corporate structure team at Extreme Rugs. Tim's team has been assigned the task to study and evaluate Extreme Rugs' organizational structure. To collect the preliminary information, Tim divided the tasks among the team members to collect information on different elements of Extreme Rugs' structure. Jeremy was asked to collect information on the degree to which tasks are divided into separate jobs. Joy was asked to collect information on formal authority relationships, Alice started looking into how many employees each manager has responsibility for, and Kathy was asked to collect evidence on the degree to which rules and procedures are used to standardize behaviors at Extreme Rugs. Tim decided to collect information and evidence on where exactly decisions are formally made at Extreme Rugs. The team decided to meet with information in two weeks. Joy was asked to collect information on which of the following elements of the organizational structure? A. Chain of command B. Formalization C. Centralization D. Work specialization E. Span of control

Q: According to the systems model of change, organization culture and group processes are examples of _____, which are target elements of change. A. strategic plans B. organizational arrangements C. social factors D. methods E. goals

Q: (p. 491) Scenario: Extreme Rug Tom is the project manager of the corporate structure team at Extreme Rugs. Tom's team has been assigned the task to study and evaluate Extreme Rugs' organizational structure. To collect the preliminary information, Tom divided the tasks among the team members to collect information on different elements of Extreme Rugs' structure. Jeremy was asked to collect information on the degree to which tasks are divided into separate jobs. Joy was asked to collect information on formal authority relationships, Alice started looking into how many employees each manager has responsibility for, and Kathy was asked to collect evidence on the degree to which rules and procedures are used to standardize behaviors at Extreme Rugs. Tom decided to collect information and evidence on where exactly decisions are formally made at Extreme Rugs. The team decided to meet with information in two weeks. Jeremy was given the job of collecting information on which of the following elements of the organizational structure? A. Chain of command B. Formalization C. Centralization D. Work specialization E. Span of control

Q: _____ of change are the components of an organization that may be changed. A. External factors B. Target elements C. Inputs D. Strategic plans E. Outputs

Q: (p. 507) Which of the following actions is necessary when a company is hiring and firing at the same time? A. Having honest and frequent communication with layoff survivors. B. Providing more money to layoff survivors. C. Providing more salaries to layoff survivors. D. Providing higher salaries to new employees. E. Providing better jobs for new employees.

Q: According to the systems model of change, all organizational changes should be consistent with an organization's: A. internal forces for change. B. organizing arrangements. C. target elements of change. D. mission statement. E. external forces for change.

Q: (p. 507) Which of the following is the main reason behind many organizations flattening their organizations? A. It improves employee morale. B. It provides more rewards for fewer employees. C. It is used to reduce costs and show investors that the company is profitable. D. It creates a government subsidy qualification. E. It increases employee performance.

Q: According to Lewin's change model, the _____ stage involves helping employees integrate the new behavior into their normal way of doing things. A. changing B. settling C. refreezing D. unfreezing E. converting

Q: (p. 507) Which of the following has been the most common kind of restructuring in recent years? A. From a functional to a geographic-based structure B. From a product to a client-based structure C. From a bureaucratic to a matrix structure D. A flattening of the organization E. Creating a tall structure in the organization

Q: According to Lewin's change model, the _____ stage involves creating the motivation to change by encouraging people to replace old behaviors with those desired by management. A. refreezing B. changing C. settling D. converting E. unfreezing

Q: (p. 507) The first step in adapting to the environment is: A. actually restructuring. B. recognizing the need to change. C. evaluating the external environment. D. evaluating the internal environment. E. exploring the competitor's structures.

Q: According to Lewin's change model, the _____ stage involves providing employees with new information, new behavioral models, or new ways of looking at things. A. refreezing B. changing C. settling D. unfreezing E. converting

Q: (p. 506) Although not much is known about the effect of restructuring on affective commitment, restructuring generally results in _____ level(s) of affective commitment on the part of employees. A. standard B. positive C. normal D. a higher E. a lower

Q: Which of the following is true about the unfreezing stage of Lewin's Change Model?A. This stage in the model enforces organizational changes.B. The change in this stage is undertaken to improve the process of management.C. The goal of this stage is achieved by giving employees the chance to exhibit new behaviors or attitudes.D. The focus of this stage is to create the motivation to change.E. This stage entails providing employees with new information and new behavioral models.

Q: (p. 506) According to research, restructuring has _____ effect on task performance. A. a strong positive B. a small negative C. no D. a strong negative E. a moderate positive

Q: Which of the following is an assumption of Lewin's change model? A. Effective change requires proper reinforcement of new behaviors and attitudes. B. The change process involves adapting something previously learned. C. People can be made to change even when they are not motivated to do so. D. If the goals of change are highly desirable, resistance will be virtually nonexistent. E. Organizing arrangements are the hub of all organizational changes.

Q: (p. 506) A corporate _____ may call for spinning off some departments into subsidiaries as a means of creating a more effective management model as well as taking advantage of tax breaks that would allow the corporation to divert more revenue to the production process. A. formalization B. centralization C. layoff D. restructuring E. amalgamation

Q: Introducing a practice new to the industry is an example of _____ change. A. adaptive B. strategic C. radically innovative D. planned E. functional

Q: (p. 506) The process of changing an organizational structure is called: A. restructuring. B. structuring. C. centralizing. D. formalization. E. layoff.

Q: (p. 503) The matrix structure gives each employee _____ chain(s) of command. A. team based B. mechanistic C. at least two D. infinite E. organic

Q: Introducing a practice new to the organization is an example of _____ change. A. adaptive B. strategic C. radically innovative D. innovative E. functional

Q: (p. 502-503) At M & M Technology, employees are grouped according to their functional expertise as well as the different key product lines that they are working on. Hence, the company has simultaneously created a combination of a functional and a product structure. Which of the structures is this an example of? A. Conglomerate B. Matrix C. Geographic D. Global E. Simple

Q: _____ changes fall midway on the continuum of complexity, cost, and uncertainty. A. Adaptive B. Strategic C. Radically innovative D. Innovative E. Functional

Q: (p. 502) More complex forms of organizational design that try to take advantage of two types of structures at the same time are called _____ structures. A. simple B. functional C. client-based D. product E. matrix

Q: Reintroducing a familiar practice is an example of _____ change. A. adaptive B. strategic C. radical D. innovative E. functional

Q: (p. 502) A large company recently adopted a structure in order to give its top managers more responsibility and flexibility. The company is now structured around four customer groupings: consumers, corporations, small and mid-sized businesses, and government and educational buyers. Which of the following organizational structures has this company created? A. Client-based B. Product C. Geographic D. Functional E. Simple

Q: _____ change is lowest in complexity, cost, and uncertainty. A. Strategic B. Innovative C. Adaptive D. Radical E. Functional

Q: (p. 502) When Happy Feet Shoe, Inc. groups its business units according to where they do business such as North America division, Europe division, Asia division, and Africa division, it is creating which of the following organizational structures? A. Client-based B. Product C. Geographic D. Functional E. Simple

Q: Religuard is a pharmaceutical company that has factories in Taiwan. Due to strict environmental regulations in the country, Religuard has had to shut operations at three of its five manufacturing units. Which of the following external forces of change had a role to play in the shutting down of these units? A. Market changes B. Social and political pressures C. Managerial behavior D. Technological advancements E. Demographic characteristics

Q: (p. 500) A firm has diversified to the point that the products it sells are very different and managing them has become overwhelming. Which of the following structures would help this firm? A. Client-based B. Product C. Geographic D. Functional E. Simple

Q: Which of the following is a major internal force for change? A. Demographic characteristics B. Market changes C. Managerial behavior D. Social and political pressures E. Technological advancements

Q: Which of the following is an external force for change? A. Job dissatisfaction B. Absenteeism C. Manager behavior D. Unmet needs E. Social pressures

Q: (p. 500) When Hyundai Motor Company groups its business units around the different lines of cars such as i10, i20, Zing, Sonata, and Verna, which of the following structures is it creating? A. Client-based B. Product C. Geographic D. Functional E. Simple

Q: Reward systems and structural reorganization are examples of _____ that constitute a major internal force for change. A. demographic characteristics B. customer and market changes C. human resource problems D. managerial behavior E. social and political pressures

Q: (p. 500) Which of the following structures generally develop from companies with functional structures whose interests and goals become too diverse for that structure to handle? A. Mechanistic B. Global C. Multi-divisional D. Matrix E. Organic

Q: (p. 500) Which of the following is a bureaucratic organizational form in which employees are grouped into divisions around products, geographic regions, or clients? A. Mechanistic structures B. Global structures C. Multi-divisional structures D. Matrix structures E. Organic structures

Q: Education and skill level are examples of _____ that constitute a major external force for change. A. technological advancements B. demographic characteristics C. social and political pressures D. human resource problems E. market changes