TB 07

Fundamentals of Management, 7e (Robbins/DeCenzo/Coulter)
Chapter 7 Managing Change and Innovation
1) Organizational change can be any alteration in an organization's people, structure, or

technology.
Answer: TRUE
Explanation: Organizational change is defined as change in structure, technology, or the people
in an organization.
Diff: 1 Page Ref: 192
Objective: 7.1
2) Change is something that managers strive to eliminate completely.

Answer: FALSE
Explanation: Managers recognize that change is inevitable and cannot be eliminated. Rather
than try to get rid of change, managers seek to manage change.
Objective: 7.1
3) An example of a change in structure is an organization becoming more decentralized.

Answer: TRUE
Explanation: Examples of structural changes include changes in authority, how the organization
is coordinated, how jobs are designed, or span of control.
Objective: 7.1
4) An example of changes in people would involve a manager widening her span of control.
Answer: FALSE
Explanation: An organizational change in people involves an organization's people changing
their attitudes and behaviors. Changing a span of control is a structural change in the way a
manager relates to subordinates, not a people change. Therefore, the statement is false.
Objective: 7.1
5) A company changing the way it names computer files would not be an example of a
technology change because no new technological equipment was used.
Answer: FALSE
Explanation: A technology change includes changes in equipment or in the way equipment is
used. Therefore, the new filing procedure would qualify as a technology change, making the
statement false.
AACSB: Technology
Objective: 7.1
1
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6) Continuous improvement changes are not considered changes in technology because they are
changes that are planned and expected.
Answer: FALSE
Explanation: Whether or not changes are planned and expected does not disqualify them as
technological changes. Therefore the statement must be false.
AACSB: Technology
Objective: 7.1
7) An aggressive new competitor in the marketplace is an external force that creates a need for
organizational change that companies today frequently face.
Answer: TRUE
Explanation: Competition is an example of external force that creates a need for organizational
change.
Objective: 7.1
8) New online advertising technology is an external force that creates a need for organizational
change when it causes a company to change its advertising strategy.
Answer: FALSE
Explanation: Though the change in ad strategy was an internal change, the force for that change
was external, the new computer technology.
AACSB: Technology
Objective: 7.1
9) Labor markets are an internal force that creates a need for organizational change.
Answer: FALSE
Explanation: When labor markets change, organizations must change with them, so labor
markets are an external, not an internal force for change. For example, an influx of highly skilled
immigrant labor can cause a company to revise its ambitions.
Objective: 7.1
10) The decision of an organization to bring in new equipment from the outside is an example of
an external force that creates a need for organizational change.
Answer: FALSE
Explanation: The decision to purchase the equipment comes from inside the company. Therefore
the decision is an internal not an external force that creates a need for organizational change so
the statement is false.
Objective: 7.1
2
11) In an organization, only a manager can be a change agent.
Answer: FALSE
Explanation: A change agent is someone who effects change. While managers are typically the
change agents in an organization, any employee can cause organizational change to occur. For
example, an office-cleaning crew can cause organizational change by changing the way
employees need to lock their office doors.
Objective: 7.1
12) Consultants are less likely to be change agents than internal managers.
Answer: FALSE
Explanation: Consultants are more likely to be change agents because they are less burdened by
the consequences and repercussions of their actions than internal managers. Internal managers
are more cautious and reluctant to call for change because they have to live with the changes
they suggest.
Objective: 7.1
13) The "calm waters" metaphor imagines the organization as a large ship crossing a calm sea.
Answer: TRUE
Explanation: The "calm waters" metaphor envisions the organization to be very large and fairly
imperturbable, like a large ship. The "waves" of the "sea" may affect the ship, but they don't
threaten its stability.
Diff: 2 Page Ref: 195-196
Objective: 7.1
14) Kurt Lewin sees the first step in change as the freezing of the status quo.
Answer: FALSE
Explanation: Lewin sees the first step of change as an unfreezing, not a freezing, of the status
quo.
Objective: 7.1
15) In Lewin's view, the only way to effect change is to increase the driving forces that direct
change away from the status quo.
Answer: FALSE
Explanation: Decreasing the restraining forces that prevent movement away from the
equilibrium can also cause change, according to Lewin. A third way to effect change is to
combine a driving force increase and a restraining force decrease.
Objective: 7.1
16) The main idea of the "white-water rapids" metaphor is that change is always destructive.
Answer: FALSE
Explanation: The main idea of the "white water rapids" metaphor is that change is constant,
unpredictable, often drastic, but not necessarily destructive, so the statement is false.
Objective: 7.1
3
17) In the "white-water rapids" metaphor of change, managers should expect change at any time,
and it may last for unspecified lengths of time.
Answer: TRUE
Explanation: The "white water rapids" metaphor sees change as constant, yet at the same time,
very erratic and unpredictable.
Objective: 7.1
18) The number of managers who face "white water rapids" metaphor conditions is getting
smaller.
Answer: FALSE
Explanation: In today's world, "white water" situations are on the increase rather than the
decrease, so more, not fewer managers are facing conditions of never-ending disruption.
Objective: 7.1
19) Organization development (OD) consists of efforts to help organization members deal with
unplanned changes.
Answer: FALSE
Explanation: The statement is false because OD focuses on dealing with planned not unplanned
changes.
Objective: 7.1
20) One important reason why organization development efforts are needed is that even planned
change can be very upsetting to members of an organization.
Answer: TRUE
Explanation: Change is stressful; OD aims to minimize the amount of stress that change causes.
Objective: 7.1
21) One reason people resist change is that it substitutes ambiguity for uncertainty.
Answer: FALSE
Explanation: Ambiguity and uncertainty are fairly synonymous so the statement is false. People
resist change because it tends to replace what is known with uncertainty.
Objective: 7.2
22) Change threatens the investment you've already made in the status quo.
Answer: TRUE
Explanation: People who have made a large investment in the status quo, the way things are, are
threatened by change that can disrupt that status quo.
Objective: 7.2
4
23) Negotiation twists and distorts facts to reduce resistance to change.
Answer: FALSE
Explanation: Manipulation and co-option are the change resistance techniques that twist and
distort facts. Negotiation relies on trading items of value to placate people who resist change.
Objective: 7.2
24) Education is a good way to overcome resistance to change due to misinformation.

Answer: TRUE
Explanation: When misinformation or poor communication cause employees to resist change,
the situation can often be cleared up by merely educating the employees with regard to the facts.
Objective: 7.2
25) A manager who "cherry picks" facts to make change seem less disruptive is using the
technique of coercion.
Answer: FALSE
Explanation: Cherry picking facts would be categorized as manipulation, not coercion, so the
statement is false.
Objective: 7.2
26) A manager who mentions that supervisors might lose their jobs if they don't go along with a
change is using the technique of coercion.
Answer: TRUE
Explanation: Coercion involves making direct or indirect threats, so suggesting that people
could lose their jobs qualifies as coercion.
Objective: 7.2
27) A major disadvantage of coercion is that it is may be illegal.

Answer: TRUE
Explanation: Coercion involves threats and threats can be illegal, especially if they suggest
violence.
Objective: 7.2
28) Stress can arise from an opportunity.

Answer: TRUE
Explanation: Demands, constraints, and opportunities all can cause people to feel stress.
Opportunities are stressful because people get anxious when they know a lot is "on the line."
Objective: 7.3
5
29) Stress is not a physiological phenomenon.
Answer: FALSE
Explanation: In fact, stress affects heart rate, blood pressure, hormone levels, and many other
physiological states, so the statement is false.
Objective: 7.3
30) Stress isn't always bad for an individual.

Answer: TRUE
Explanation: Stress summons up reserves of energy and focus that people can't normally draw
on. Athletes, for example, rely on stress to get them "up" for the big game.
Objective: 7.3
31) Autonomy on the job tends to increase stress.

Answer: FALSE
Explanation: A major cause of stress is lack of control over a situation. Autonomy tends to
increase a person's sense of control, so autonomy tends to decrease, rather than increase, the
amount of stress people typically feel.
Objective: 7.3
32) An employee who feels pressure to keep pace with work quotas is experiencing task demand
stress.
Answer: TRUE
Explanation: Task demand stress makes employees feel pressure from the demands of the job
itself.
Objective: 7.3
33) An employee who feels unsettled because he is not sure what his responsibilities are is
experiencing role overload stress.
Answer: FALSE
Explanation: Role overload is the condition of having too many different tasks to do. Role
ambiguity is what is described here—not being sure of what one's role is. So the statement is
false.
Objective: 7.3
34) Role conflict is created when an employee does not feel confident that she can achieve her
goals.
Answer: TRUE
Explanation: Lacking confidence that one can fulfill expectation is called role conflict. There is
a conflict between what you are expected to do and what you think you can actually do.
Objective: 7.3
6
35) Type A personality people find it easy to relax.
Answer: FALSE
Explanation: Type A personalities find it hard, not easy to relax. They have a constant sense of
urgency and tend to always be "pushing" rather than relaxing.
Objective: 7.3
36) Managers should aspire to eliminate all stress from the work environment.
Answer: FALSE
Explanation: There is no way that a manager can completely eliminate stress from a work
environment. Demands of the job invariably are associated with various stresses. Rather than
eliminate stress, managers should seek to manage stress and prevent it from being destructive.
Objective: 7.3
37) An effective way to reduce workplace stress is to make sure that employees are appropriately
matched to their jobs.
Answer: TRUE
Explanation: Employees who are not well matched to their job can feel either bored or
inadequate and "over their heads." Both of these situations are likely to result in poor
performance. To avoid this kind of stress, managers should make sure that people are well
matched to their jobs.
Objective: 7.3
38) Creativity is the ability to make unusual and meaningful associations between ideas.
Answer: TRUE
Explanation: Creativity is largely about linking ideas. Creative ideas are ideas that fit together in
an unexpected way.
Objective: 7.4
39) Inspiration marks the first step in the creative process.

Answer: FALSE
Explanation: Inspiration is the third of four steps in the creative process. First comes perception,
then incubation, followed by inspiration and innovation.
Objective: 7.4
40) Organic organizations tend to inhibit innovation.

Answer: FALSE
Explanation: Organic organizations that are informal, decentralized, and unspecialized tend to
foster, rather than inhibit, innovation.
Objective: 7.4
7
41) Time deadlines tend to increase innovation.
Answer: FALSE
Explanation: Studies have shown that time deadlines tend to decrease innovation. Innovation
needs to be on its own timetable; trying to force innovation often results in failure.
Objective: 7.4
42) Idea champions tend to be risk takers.

Answer: TRUE
Explanation: Traits associated with idea champions include high levels of self-confidence,
energy, persistence, and the ability to take risks.
Objective: 7.4
43) Change can't be eliminated, so managers must learn to ________ successfully.

A) avoid it
B) ignore it
C) work around it
D) manage it
Answer: D
Explanation: D) Since change can't be eliminated, managers must learn to manage it
successfully, making that the correct response. Avoiding change is impossible, making that
choice an incorrect response. Ignoring change or trying to work around it would not prevent
managers from being affected by change, so those options are incorrect.
Objective: 7.1
44) Which of the following is an example of a structural organizational change?

A) changing employee attitudes
B) changing work practices
C) purchasing new work equipment
D) changing managerial span of control
Answer: D
Explanation: D) Changing work practices or obtaining new equipment are examples of changing
technology, so those two choices are not correct. Changing attitudes is an example of a "people
change," so changing employee attitudes is not correct. Structural changes involve changing
relationships between people within the organization. Since span of control changes
interpersonal relationships, it qualifies as a structural change so changing managerial span of
control is the correct response.
Objective: 7.1
8
45) Which of the following is an example of a technology change within an organization?
A) forming teams to complete tasks
B) workers using new software
C) workers wanting to telecommute
D) workers wanting flexible hours
Answer: B
Explanation: B) A technology change requires the organization to change the way work is done.
Using new software is a change in the method of getting work done, so that choice qualifies as a
technology change and is the correct answer. Forming teams changes organizational structure, so
it is a structural change, not a technology change. Workers wanting to telecommute or have more
flexible hours are both attitude changes, so they qualify as "people changes," not technology
changes.
AACSB: Technology
Objective: 7.1
46) Which of the following is an organizational "people change"?

A) work methods that people use
B) authority relationships between people
C) attitudes that people have
D) job redesign
Answer: C
Explanation: C) Though work methods, authority relationships, and job redesign all involve
people, an organizational change is a "people change" only when it involves changes in attitudes,
behavior, expectations, or perceptions of people. This makes those three choices incorrect
responses and "attitudes that people have" the correct response, because it is the only response
that refers to attitudes.
AACSB: Analytic Skills
Objective: 7.1
47) Which of the following is an organizational structure change?

A) the building of a new workshop
B) resentment of bosses by employees
C) a new way to package chocolate cake
D) changing who reports to whom
Answer: D
Explanation: D) A structure change must alter the relationships between people in an
organization. Changing who reports to whom alters an authority relationship, so it is a structure
change, making it the correct response. A new workshop or way to make cake are work method
or technology changes, not structure changes, so they are incorrect choices. Resentment is an
employee attitude change, so it qualifies as a people change, not a structure change.
Objective: 7.1
9
48) Which of the following is an organizational technology change?
A) purchase of a new backhoe
B) employees expecting a raise
C) employees accepting a new schedule
D) widening of span of control
Answer: A
Explanation: A) A technology change requires a change in how work is done or what it is done
with. New equipment qualifies as a technology change, so a new backhoe is the correct response.
Employees expecting a raise or accepting a new schedule involve attitudes so they are examples
of people changes, not technology changes, making both choices incorrect. Finally, a span of
control change is a structural, not a technology change, so widening of span of control is
incorrect.
AACSB: Technology
Objective: 7.1
49) The Americans with Disabilities Act is an example of which of the following forms of
environmental change?
A) internal
B) technology
C) government laws and regulations
D) labor markets
Answer: C
Explanation: C) Since it was issued from the outside by government, the Disabilities Act is
clearly an external, not an internal force of change, making "internal" incorrect. The act was not
initiated by technology or labor markets, so those choices can be eliminated. The act was
initiated by the government, making "government laws and regulations" the correct response.
AACSB: Diversity
Objective: 7.1
50) Falling interest rates are an example of what kind of external force that causes a company to
need to make an organizational change?
A) marketplace competition forces
B) government laws and regulations
C) labor market forces
D) economic forces
Answer: D
Explanation: D) Falling interest rates do not originate in the marketplace, the government, or the
labor force, so these choices are incorrect. Interest rate drops are caused by changing economic
conditions, so "economic forces" is the correct answer here.
Objective: 7.1
10
51) Which of the following is an internal force that can cause a company to make an
organizational change?
A) a new ad campaign
B) new safety requirements
C) a new rival company
D) new pollution laws
Answer: A
Explanation: A) New safety requirements, new laws, and a new competitor are all forces that
come from the outside, not from the inside, that cause a company to need to change, so as
external forces they are all incorrect responses. Only a new ad campaign is initiated from the
inside, so that is the correct response.
Objective: 7.1
52) Which of the following is an external force that would cause a company to make an
organizational change?
A) an organization-wide restructuring
B) the naming of a new CEO
C) a widening span of control for managers
D) a booming economy
Answer: D
Explanation: D) Restructuring, naming a new CEO, and changing employee relationships are all
examples of internal, not external forces that create a need for change, so they are incorrect
responses. Only a booming economy represents a force of change that comes from outside of the
company, so that is the correct response.
Objective: 7.1
53) To compete with rival company X, company Y changes its management structure. This is an
example of ________.
A) an internal change causing an external change
B) an internal change causing another internal change
C) an external change causing another external change
D) an external change causing an internal change
Answer: D
Explanation: D) Competition from a rival is an external marketplace change. Company
restructuring is an internal change. The external competition caused the internal structure change,
making that the correct response. All other responses are incorrect because they do not identify
this external-internal relationship.
Objective: 7.1
11
54) After a thorough company-wide self-examination, company Y decides to set up work teams.
This is an example of ________.
A) an internal change causing an external change
B) an internal change causing another internal change
C) an external change causing another external change
D) an external change causing an internal change
Answer: B
Explanation: B) The self-examination was an internal change, followed by the decision to set up
work teams, another internal change. This makes the choice indicating an internal change
causing another internal change the correct response and eliminates all other responses because
they do not identify this internal-internal relationship.
Objective: 7.1
55) A company's workers asking to be able to celebrate Mexican holidays is an example of

________ force for change.
A) an external workforce composition
B) an internal workforce composition
C) an external an employee attitude
D) an internal strategy
Answer: B
Explanation: B) The request is an internal force for change since it is being made by workers
who already work at the company. Being internal rules out the two external choices. The request
is the result of the composition of the company workforce, not any strategy, which eliminates an
internal strategy and makes an internal workforce composition the correct response.
AACSB: Diversity
Objective: 7.1
56) Labor strikes are an example of what change factor that may encourage a change in
management thinking and practices?
A) workforce composition
B) equipment
C) employee attitude
D) strategy
Answer: C
Explanation: C) A labor strike would not be due to any new internal company strategy change,
equipment change, or workforce composition change. Only a change in employee attitudes could
cause a strike, making that the correct response.
Objective: 7.1
12
57) In organizations, people who act as catalysts and assume the responsibility for managing the
change process are called ________.
A) managers
B) change agents
C) change managers
D) nonmanagerial employees
Answer: B
Explanation: B) Change agents are people within an organization who cause change to occur,
making that the correct response. Managers usually take on the role as change agents, but a
change agent can be virtually anyone within an organization, eliminating managers and
nonmanagerial employees as correct responses. Change manager is not a recognized
organizational change term so it is an incorrect response.
Objective: 7.1
58) Outside consultants generally try to initiate ________ changes than internal managers.
A) more drastic
B) less drastic
C) more cautious
D) fewer
Answer: A
Explanation: A) Since outside consultants do not have to live with the changes they suggest,
they tend to be less cautious than internal managers and more likely to initiate drastic or extreme
changes, making "more drastic" the correct response. Since "more drastic" is the correct
response, "less drastic" and "more cautious," which mean roughly the same thing, can both be
eliminated. If anything, consultants might order up more rather than fewer changes, so "fewer" is
also an incorrect response.
Objective: 7.1
59) The "calm waters" metaphor envisions an organization as ________.

A) a large ship on a roiling sea
B) a large ship on a calm sea
C) a small raft on a calm sea
D) a small raft on a roiling sea
Answer: B
Explanation: B) The "calm waters" metaphor sees the organization as a large ship that is fairly
unperturbable sailing on calm seas, barely noticing the changes that occur. This makes a large
ship on a calm sea the correct response, and eliminates the two choices regarding a small raft
because they match the organization with a raft, not a ship, and rules out a large ship on a roiling
sea because it characterizes the water as roiling instead of calm.
Objective: 7.1
13
60) The "white-water rapids" metaphor envisions an organization as ________.
A) a large ship on a roiling sea
B) a large ship on a calm sea
C) a small raft on a calm river
D) a small raft on a raging river
Answer: D
Explanation: D) The "white-water rapids" metaphor sees the organization as a small raft being
tossed on an unending series of white-water rapids, being buffeted and nearly capsizing at each
step of the journey. This makes "a small raft on a raging river" the correct response, and
eliminates the two choices regarding ships because they match the organization with a ship, not a
raft, and rules out a small raft on a calm river because it characterizes the water as calm instead
of raging.
Objective: 7.1
61) The "white-water rapids" metaphor sees change as ________.

A) an occasional occurrence
B) the natural state of things
C) an unpleasant interruption of the normal calm
D) something that must be eliminated
Answer: B
Explanation: B) The "white-water rapids" metaphor sees change as the natural state of things,
not an interruption or something that happens only from time to time. Since change should be
expected, instead of trying to eliminate change, managers should be devoting their efforts to
managing change. This makes "the natural state of things" the correct response.
Objective: 7.1
62) Kurt Lewin's "calm waters" metaphor sees change as ________.

A) an unusual event
B) the natural state of things
C) unfortunate
D) avoidable
Answer: A
Explanation: A) The "calm waters" metaphor sees calm equilibrium as the natural state of
things, with change being an occasional occurrence that briefly upsets the status quo before
things are restored to normal. This makes "an unusual event" the correct response, and eliminates
"the natural state of things," since change in Lewin's view is clearly not the natural state of
things. Both "unfortunate" and "avoidable" can also be eliminated, since Lewin does not see
change as a negative thing or a thing that can necessarily be avoided. In fact, rather than avoid
change, Lewin devised a system for dealing with change.
Objective: 7.1
14
63) The first step in Lewin's three-step description of the change process involves ________.
A) freezing the new state
B) changing to a new state
C) unfreezing the status quo
D) changing to a new status quo
Answer: C
Explanation: C) Kurt Lewin sees the three-step process of change as follows: first the status quo
must be unfrozen so change can occur. Next, the change occurs and a new state is reached, and
finally that new state must be frozen into place, creating a new status quo. Clearly, since the
remaining choice identifies the unfreezing of the status quo, it is the correct response and the
other responses are incorrect.
Objective: 7.1
64) The final step in Lewin's three-step description of the change process is ________.
A) freezing the new state
B) unfreezing the status quo
C) changing to a new state
D) unfreezing the new state
Answer: A
Explanation: A) Kurt Lewin sees the three-step process of change as follows: first the status quo
must be unfrozen so change can occur. Next, with the status quo unfrozen the change occurs and
a new state is reached. Finally that new state must be frozen into place, making freezing the new
state the correct response. Note that unfreezing the new state is incorrect because that is not part
of Lewin's process—it would initiate an entirely new change process.
Objective: 7.1
65) According to Lewin, which of the following is a force that might overcome inertia and
unfreeze the status quo?
A) increase restraining forces
B) decrease restraining forces
C) decrease driving forces
D) increase driving forces
Answer: D
Explanation: D) In Lewin's view, driving forces promote deviation from the status quo while
restraining forces hinder this deviation. Therefore, there are two ways to move away from the
status quo: the driving forces must increase or the restraining forces must decrease (or both must
occur). increasing driving forces is the only choice that lists one of these two alternatives, so it is
the correct response and the other responses are incorrect.
Objective: 7.1
15
66) According to Lewin, which of the following is the objective of refreezing?
A) to stabilize the new situation
B) to promote movement away from existing equilibrium
C) to eliminate the need for future change
D) to direct behavior away from the status quo
Answer: A
Explanation: A) Lewin's view focuses on stability and equilibrium. Change destabilizes the
situation, so the only way to restore order and equilibrium after change occurs is the refreeze.
This makes stabilizing the new situation the correct response and eliminates the other three
choices since the goal of refreezing is clearly not to promote new change, or rule out any future
change.
Objective: 7.1
67) According to Lewin, which of the following is the best way to unfreeze the status quo?
A) increase restraining forces
B) decrease restraining forces and increase driving forces
C) decrease driving forces
D) increase restraining forces and increase driving forces
Answer: B
Explanation: B) In Lewin's view, decreasing driving forces and increasing restraining forces
both work to resist change so neither choice would help unfreeze the status quo. Decreasing
restraining forces and increasing driving forces both work to unfreeze the status quo, so if both
things are done together the status quo would be most effectively unfrozen, making that the
correct response and eliminating all other responses.
Objective: 7.1
68) The goal in Lewin's "calm waters" metaphor is ________.

A) to change the current equilibrium state
B) to reach a state of constant change
C) to eliminate the equilibrium state
D) to establish a new equilibrium state
Answer: D
Explanation: D) Lewin's "calm waters" metaphor seeks to change the current equilibrium state
and ultimately establish a new equilibrium, making a new equilibrium state the correct response.
This eliminates changing the current equilibrium state, since changing the current equilibrium
comes first in the process. Lewin's goal of seeking an equilibrium state clearly is the opposite of
reaching a state of constant change or getting rid of the equilibrium, so both of these choices are
incorrect.
Objective: 7.1
16
69) Lewin's "calm waters" metaphor today is increasingly thought to be ________.
A) illogical
B) an apt description of the current situation
C) a blueprint for the future
D) obsolete
Answer: D
Explanation: D) Though Lewin's model is not at all illogical and is seen to be based on sound
reasoning, it is not viewed as a good description of today's economy or a good model for the
future. This is because change has become so violent and ubiquitous in today's economic climate
that new models, especially the "white-water rapids" metaphor, have largely supplanted it and
made it obsolete, making obsolete the correct response.
Objective: 7.1
70) Which phenomenon in today's business climate has made the "white-water rapids" metaphor
popular?
A) reduced competition
B) corporations that are too powerful
C) organizations that resist change
D) constant and chaotic change
Answer: D
Explanation: D) Lewin's "calm waters" metaphor is largely being replaced because observers
recognize that today's economic climate is one of constant change. Lewin saw long periods of
equilibrium dominating the scene that were interrupted by periods of chaos and change. Current
thinkers feel that the periods of equilibrium are not only not as long as they used to be, they are
largely disappearing completely, replaced by constant dis-equilibrium, or change. These factors
combine to make constant and chaotic change the correct response. The other choices provided
are either untrue or clearly not factors in making the "white-water rapids" metaphor prevalent.
Objective: 7.1
71) Writing laws to reward industries to reduce carbon emissions in an effort to combat global
climate change can be best described as an example of which of the following?
A) unfreezing the status quo
B) freezing a change into place
C) implementing change
D) refreezing the status quo
Answer: A
Explanation: A) The change that is desired here is to reduce carbon emissions. Writing new laws
is an example of unfreezing the status quo to prepare the situation so the change—reducing
carbon emissions—can be implemented. That makes unfreezing the status quo the correct answer
and eliminates the other choices.
Objective: 7.1
17
72) Kurt Lewin originated some of his most important group dynamics ideas by studying which
of the following?
A) family vacations during World War I
B) force fields in physics
C) how football has blocking and driving forces
D) family food habits during World War II
Answer: D
Explanation: D) Lewin did not use physical science, football, or family vacations to develop his
group dynamics theories. He did, however, study families, but in terms of decisions that had to
do with food rather than vacations. This makes family food habits the correct response and
eliminates the other responses as correct answers.
Objective: 7.1
73) Lewin's force field analysis identified ________ forces that compete when people try to
achieve a goal.
A) physical push-and-pull
B) driving and blocking
C) enormous
D) magnetic
Answer: B
Explanation: B) Force field analysis involved reaching goals, not physical forces, so physical
push-and-pull and magnetic can be eliminated as correct choices. Lewin saw driving forces as
moving positively toward a goal and blocking forces as resisting the goal, making driving and
blocking the correct response. Since these driving and blocking forces could have any size,
"enormous" can be ruled out as a correct response.
Objective: 7.1
74) In terms of change, Lewin's force field analysis might see ________ as a driving force.
A) fear of change
B) inertia
C) reward from change
D) difficulty of change
Answer: C
Explanation: C) Fear of change, inertia, and the difficulty of change can all be seen as obstacles
that block change, so they are blocking forces, not driving forces. A reward from change is an
incentive so it can be thought of as a driving force, making reward from change the correct
response.
Objective: 7.1
18
75) Lewin's force field analysis might view a company ________ as a blocking force for change.
A) becoming more mechanistic
B) rewarding innovation and creativity
C) becoming more organic
D) decreasing centralization
Answer: A
Explanation: A) Rewarding innovation, becoming more organic or less centralized would all be
seen as steps that would make a company more, not less open to change, so these choices would
be viewed as driving, not blocking forces—and therefore all three would be incorrect. Becoming
more mechanistic would make a company more conservative and less open to change, so that
would represent a blocking force and be the correct response.
Objective: 7.1
76) Today's economic climate can be compared to a college class that ________.
A) focuses on only one topic all semester
B) focuses on several topics during the semester
C) may last 20 minutes or 3 hours
D) lasts exactly 1 hour
Answer: C
Explanation: C) The key to understanding today's economic climate is that things are uncertain.
All the incorrect choices can be eliminated because they refer to certain rather than uncertain
events. Only the choice regarding lasting 20 minutes or 3 hours presents uncertainty, so it is the
correct answer for this question.
Objective: 7.1
77) Organization development (OD) helps employees ________.

A) deal with planned change
B) deal with unplanned change
C) avoid unpleasant change
D) avoid all types of change
Answer: A
Explanation: A) The goal of OD is to help employees deal with planned, not unplanned change,
making planned change the correct response and unplanned change incorrect. OD sees change as
inevitable in most cases, so it would not seek to avoid change, making avoiding unpleasant
change or all types of change incorrect responses.
Objective: 7.1
19
78) Organization development can be viewed as an attempt to change an organization's
________.
A) structure
B) financial goals
C) culture
D) status
Answer: C
Explanation: C) The focus of OD is to change attitudes and values of employees. Attitudes and
values have more to do with an organization's culture than its monetary goals, standing in the
world, or how it is organized. This makes culture the correct response and eliminates the other
three choices.
Objective: 7.1
79) The most popular OD efforts involve cooperation and these kinds of activities.
A) individual interactions
B) group interactions
C) group assessment
D) individual assessment
Answer: B
Explanation: B) Any activity that helps organizations deal with planned change is considered a
valid OD activity. However, most OD activities feature cooperation between organization
members and group interactions, making group interactions the correct response. Individual
interactions and assessment are incorrect because they focus on the individual. Group assessment
is incorrect because it features an assessment, not an interaction.
Objective: 7.1
80) Which of the following is NOT a common method of organization development (OD)?
A) teambuilding
B) process consultation
C) positive feedback
D) survey feedback
Answer: C
Explanation: C) Teambuilding, process consultation, and survey feedback are all methods of OD
that are frequently used by organizations to deal with planned change, so they are incorrect
responses. Positive feedback is not a recognized OD method, so it is the correct response.
Objective: 7.1
20
81) In process consultation, ________ observe and analyze an organization to find ways to
improve interpersonal processes.
A) outside consultants
B) top-level managers
C) ordinary employees
D) company efficiency specialists
Answer: A
Explanation: A) The key to process consultation is that the organization is observed and
evaluated by outsiders who can get an objective view of interpersonal process issues. These
consultants are not intended to solve problems, but rather to identify problem areas and help
managers diagnose and remedy those problems. This makes outside consultants the correct
response and rules out managers, employees, and specialists since all three are part of the
organization and process consultation consultants are always outsiders.
Objective: 7.1
82) The primary goal of the OD method called teambuilding is to ________.

A) increase efficiency
B) increase trust and openness
C) identify troublemakers
D) play games such as volleyball to build morale
Answer: B
Explanation: B) Teambuilding is not concerned with efficiency or identifying troublemakers
within an organization, and does not involve game-playing. In fact, teambuilding does the
opposite of singling out individuals as troublemakers, which would tend to decrease trust and
openness among employees. Teambuilding seeks to find ways to increase, rather than decrease,
mutual trust and openness, making increasing trust and openness the correct response.
Objective: 7.1
83) Intergroup development is an OD method that focuses on ________.

A) increasing competition within a single work group
B) increasing competition between work groups
C) increasing trust within a single work group
D) increasing trust between work groups
Answer: D
Explanation: D) Intergroup development focuses on increasing trust and understanding between
different work groups. This rules out increasing competition or trust within a single work group
because they both focus on a single work group, not the relationship between groups. Intergroup
development seeks to decrease, rather than increase competition, making increasing competition
between work groups an incorrect response. This identifies increasing trust between work groups
as the correct response for this question.
Objective: 7.1
21
84) Which of the following is a term borrowed from the physical sciences that accurately
describes people's resistance to change?
A) energy
B) uncertainty
C) inertia
D) momentum
Answer: C
Explanation: C) By definition, inertia is the tendency of an entity to resist change. In physics,
inertia refers to physical objects. In management psychology, inertia refers to the tendency
among people to resist change, making inertia the correct response. The other termsenergy,
uncertainty, and momentumdo not specifically refer to resisting change, so they are all incorrect
responses. In fact, momentum, the tendency of an entity to continue moving, is roughly the
opposite of inertia.
Objective: 7.2
85) Uncertainty causes people to resist change because it ________.

A) replaces the unknown with the known
B) replaces the known with the unknown
C) increases performance expectations on an employee
D) decreases performance expectations on people
Answer: B
Explanation: B) The key to uncertainty is that it neither increases nor decreases performance
expectations of employees, but rather it makes them unsure of precisely what is expected of
them. People find this state of "not knowing" very unsettling, so they tend to resist change. Put
another way, people resist change because it replaces the known with the unknown, making that
the correct response and replacing the unknown with the known incorrect. With respect to
expectations, uncertainty replaces known expectations with unknown expectations.
Objective: 7.2
86) Which of the following is NOT a common reason that people resist change?
A) habit
B) uncertainty
C) concern over personal loss
D) overconfidence
Answer: D
Explanation: D) Fear of uncertainty can cause people to resist change. People will also resist
change simply out of habit or because they think the new changed conditions somehow threaten
what they already have and have worked for. Overconfidence, on the other hand, is not a reason
that would cause people to resist change, making that the correct response. If anything, people
who are underconfident, not overconfident, in their ability to deal with future unknowns would
tend to resist change.
Objective: 7.2
22
87) Older workers tend to resist change more than younger workers because they ________.
A) have less invested in the current system
B) have more invested in the current system
C) have confidence in themselves
D) have less to lose
Answer: B
Explanation: B) Older workers who have attained a level of status and achievement in an
organization typically feel that they have the most to lose from change. They have more, not less
invested in the system, making "having more invested in the system" the correct response and
eliminating "having less invested" and "less to lose" as correct responses. Older workers may in
fact lack confidence in their ability to deal with change, making "having confidence in
themselves" an incorrect response.
Objective: 7.2
88) Workers seem to reject a simple new manufacturing method that has been shown to increase
company sales because they say, "that is not the way we do things around here." These workers
are most likely to be resisting change due to which of the following?
A) uncertainty
B) habit
C) conflicts with company goals
D) fear of the unknown
Answer: B
Explanation: B) The statement "that is not the way we do things around here" indicates that
procedures in this company are entrenched in habit, making that the correct response. These
workers are not uncertain or fearful of the unknown, since the new change has been fully
identified and is described as simple. The method does not appear to conflict with company goals
since it is said to increase sales, so conflicts with company goals is an incorrect response.
Objective: 7.2
89) Which kind of resistance to change is most likely to be beneficial to a company?

A) conflict with company goals
B) uncertainty
C) habit
D) fear of losing status or possessions
Answer: A
Explanation: A) Employees who resist change because they truly think that the change is
harming the company in some way may be helping the company by pointing out the error that it
is making. This makes conflict with company goals the correct response. Resisting change out of
habit, fear of uncertainty, or fear of losing something of value are very unlikely to be beneficial
to a company since in each case the employee is putting his or her own concerns ahead of
company concerns.
Objective: 7.2
23
90) Employees at a company protest a change that allows an automatic answering system to
answer phone inquiries, claiming that the company is becoming "depersonalized." They are most
likely resisting change due to ________.
A) uncertainty
B) habit
C) conflicts with company goals
D) fear of losing status
Answer: C
Explanation: C) The new phone system does not increase the employees' uncertainty about their
jobs or threaten their standing in the company, so these choices are incorrect. They are not
protesting the change out of habit, since they are explicitly identifying "depersonalization" as the
source of their complaint. This leaves conflicts with company goals as the correct response—the
employees think that the new phone system will damage the image of the company so it is
conflicting with company goals.
Objective: 7.2
91) Workers in a company are complaining about a new employee evaluation system. Which
kind of resistance to change are they demonstrating?
A) resistance out of habit
B) resistance because of uncertainty
C) resistance to protect company goals
D) resistance to protect market share
Answer: B
Explanation: B) The new system is creating a sense of uncertainty in employees, making
resistance because of uncertainty the correct response. The employees don't know how the new
system will work, or whether it will threaten their pay or status in the company. The employees
are not resisting change out of habit since their own actions do not require change with this new
system. Similarly, there is no reason or evidence to assume that the employees are trying to
protect company goals or market share, so both of these choices are incorrect.
Objective: 7.2
24
92) Managers typically implement programs to reduce resistance to change when employees
________ in some way.
A) become uncomfortable
B) are challenged
C) become self-satisfied
D) become dysfunctional
Answer: D
Explanation: D) While it might not be ideal for employees to feel uncomfortable or self-
satisfied, neither of these conditions would be sufficiently deleterious to organizational interests
to cause managers to implement programs to reduce resistance to change. This makes these two
choices both incorrect responses. Managers may actually want employees to feel challenged, so
that choice can be ruled out as a correct response. The line that managers typically draw for
implementing resistance to change reduction programs is whether or not employees are
dysfunctional. This makes becoming dysfunctional the correct response.
Objective: 7.2
93) A technique that helps employees deal with change that appeals to their sense of logic is
________.
A) manipulation
B) education and communication
C) coercion or threats to employees
D) co-optation
Answer: B
Explanation: B) When misunderstanding of change causes employee problems, simply laying
out the facts can often clear up misunderstandings and greatly diminish resistance to change,
making education and communication the correct response. Rather than appeal to logic,
manipulation, co-optation, and coercion can sometimes distort logic to reduce resistance to
change, so those choices are incorrect.
Objective: 7.2
94) A technique that helps employees deal with change that includes them in the decision-making
process is ________.
A) education and communication
B) negotiation
C) participation
D) coercion
Answer: C
Explanation: C) Education and communication focus on using logic and facts to reduce
resistance to change. Negotiation uses bargaining to reduce resistance to change. Coercion uses
arm-twisting and threats to reduce resistance to change. Participation is the only choice that deals
with decision making, so that is the correct response for this question.
Objective: 7.2
25
95) If several efforts between a manager and an employee for reducing resistance to change fail
to allay employee fears, a manager might take himself out of the process and try this.
A) facilitation and support
B) negotiation between parties
C) manipulation
D) participation
Answer: A
Explanation: A) Since the manager wants to remove himself from the process, participation,
manipulation, and negotiation are all incorrect choices because they all involve contact between
the manager and the employee. The only choice that can take the manager out of the process
completely is facilitation and support, which can allow a counselor to deal with the fearful
employee, so that is the correct response.
AACSB: Communication
Objective: 7.2
96) When an entire workforce threatens to go on strike to protest a work change, managers might
try this method of reducing resistance to change.
B) participation
C) facilitation and support
D) negotiation
Answer: D
Explanation: D) An entire workforce constitutes a powerful source of opposition to the change,
so education and communication, participation, or facilitation and support would likely not be
enough to prevail over such a strong adversary. When powerful opposition exists, managers often
must negotiate on equal terms with the other side to try to hammer out an agreement that both
parties can live with. This makes negotiation the correct response.
Objective: 7.2
97) When managers threaten to fire workers unless they agree to go along with new company
policies, they are using which of the following?
A) negotiation
B) coercion
C) manipulation
D) education and communication
Answer: B
Explanation: B) Negotiation can be heated, but it should not involve open threats. Manipulation
can trick or deceive, but it never threatens an adversary. Similarly, education should never
involve threats. Only coercion necessarily involves threats, so that is the correct response for this
question.
Objective: 7.2
26
98) Which method of reducing resistance to change is mostly likely to backfire on the manager
who uses it?
B) negotiation
C) participation
D) manipulation
Answer: D
Explanation: D) Negotiation, participation, and education and communication do not involve an
element of dishonesty or deception, so they are not likely to backfire on the user, making these
choices incorrect. Manipulation often does involve distortion or deception, so it can backfire on
its user, making it the correct response.
Objective: 7.2
99) When a manager attempts to buy off a key leader who opposes change by offering her a
promotion, he is using which of the following methods of reducing resistance to change?
A) manipulation
B) co-optation
C) coercion
D) negotiation
Answer: B
Explanation: B) Though often ethically dubious, manipulation or coercion do not involve buying
off an adversary either directly or indirectly. Neither does negotiation, making those three
choices incorrect responses. When a party attempts to buy off an adversary, that is an example of
co-optation, making that the correct response.
Objective: 7.2
100) Stress in the workplace is an adverse reaction that people have in response to ________.
A) lack of ambition
B) demands, constraints, and opportunities
C) having too much confidence in oneself
D) too much ambition
Answer: B
Explanation: B) Though overconfidence, too little, or too much ambition can all negatively
affect an individual, they are not explicit causes of workforce stress. Causes of stress are
pressures that employees feel from demands, constraints, and opportunities placed on them in the
workplace, making that the correct response.
Objective: 7.3
27
101) An actor on stage getting "up" for a performance is an example of which of the following?
A) a negative aspect of stress
B) a positive aspect of stress
C) a condition not related to stress
D) both a positive and a negative aspect of stress
Answer: B
Explanation: B) The ability of an actor to summon extra energy and other resources during a
performance is an example of a positive aspect of stress, making that the correct answer and
eliminating all other choices. An example of a negative aspect of stress might be an actor's
nervousness causing her to be completely dysfunctional on stage.
Objective: 7.3
102) Stress is most frequently associated with ________ only.

A) demands and constraints
B) demands and opportunities
C) opportunities and constraints
D) demands and pressures
Answer: A
Explanation: A) Though opportunities can cause stress, most of the time stress is associated with
demands and constraints, making that the correct response. Demands and opportunities and
opportunities and constraints can be ruled out because they include opportunities, the less-
common source of stress. Demands and pressures can be ruled out because pressures and
demands are largely the same thing, so this choice leaves out constraints.
Objective: 7.3
103) Which statement is correct?

A) Stress is always bad.
B) Stress can be bad or good.
C) Stress is always good.
D) Stress can never be good.
Answer: B
Explanation: B) Stress can have both positive and negative effects, making stress as bad or good
the correct response and eliminating the other responses. An example of bad stress is being so
nervous that you become dysfunctional. An example of good stress is being so energized that you
perform at a high level.
Objective: 7.3
28
104) A constraint causes stress because it ________.
A) helps you achieve your goal
B) prevents you from achieving your goal
C) helps you define your goal
D) prevents you from defining your goal
Answer: B
Explanation: B) Constraints have nothing to do with defining goals, so the two choices
regarding defining goals can be eliminated as correct responses. What constraints do is deter an
individual from achieving his or her goal, making that the correct response and helping you
achieve your goal incorrect.
Objective: 7.3
105) Potential stress can become actual stress when the outcome of an event is uncertain and
________.
A) not important to the individual
B) hard for the individual to understand
C) in doubt
D) important to the individual
Answer: D
Explanation: D) The key to potential stress becoming actual stress are that two conditions are
met: the outcome of an event is both uncertain and very important to the individual, making that
the correct response. When the outcome is not important, the individual tends to discount the
event even if the outcome is likely to be negative. Being hard to understand or in doubt would
tend to add additional uncertainty to the situation, but these conditions would not increase the
importance of the event to the individual, so they are incorrect responses.
Objective: 7.3
106) Potential stress can become actual stress when the outcome of an event is both ________
and important to the individual.
A) uncertain
B) certain
C) meaningful
D) significant
Answer: A
Explanation: A) The key to potential stress becoming actual stress is that two conditions are met:
the outcome of an event is both uncertain and very important to the individual, making
"uncertain" the correct response. Certainty of an event would decrease, rather than increase the
likelihood of stress. The terms meaningful and significant are somewhat synonymous with
important, so both conditions meet only one of the two requirements (importance) for potential
stress to become actual stress.
Objective: 7.3
29
107) Stress has ________ symptoms.
A) only psychological and behavioral
B) psychological, behavioral, and physical
C) only physical
D) only psychological
Answer: B
Explanation: B) Stress affects individuals in three wayspsychologically, behaviorally, and
physicallymaking that the correct answer and eliminating the other choices. Examples of
psychological effects include anxiety. Examples of physical effects include changes in blood
pressure. Examples of behavioral effects include people becoming distracted.
Objective: 7.3
108) Adverse psychological effects of stress include ________.

A) absenteeism
B) elevated heart rates
C) boredom
D) rapid speech
Answer: C
Explanation: C) Absenteeism and rapid speech are examples of behavioral, not psychological
effects of stress, so they are incorrect responses. An elevated pulse is a physical effect of stress,
so it is not correct. Only boredom qualifies as a psychological response to stress, so it is the
correct response.
Objective: 7.3
109) Behavioral effects of stress include ________.

A) metabolism changes
B) job dissatisfaction
C) absenteeism
D) procrastination
Answer: C
Explanation: C) Job dissatisfaction and procrastination are examples of psychological, not
behavioral effects of stress, so they are incorrect responses. Metabolic changes are physical
effects of stress, so that choice is not correct. Only absenteeism qualifies as a behavioral response
to stress, so it is the correct response.
Objective: 7.3
30
110) An employee's blood pressure rises, indicating a(n) ________ symptom of stress.
A) psychological
B) behavioral
C) emotional
D) physical
Answer: D
Explanation: D) A change in blood pressure is not merely psychological, behavioral, or
emotional. It is a measurable, observable physical change, making physical the correct answer
and eliminating all other choices.
Objective: 7.3
111) Stress symptoms can be grouped under any of the following three general categories
EXCEPT ________.
A) physical
B) cultural
C) psychological
D) behavioral
Answer: B
Explanation: B) Stress symptoms can be expressed in three different waysphysically through
such ailments as headaches, psychologically through such feelings as tension and anxiety, or
behaviorally, through such things as productivity drops. Cultural symptoms are not recognized as
signs of stress, so cultural is the correct response for this question.
Objective: 7.3
112) A stressor is defined as ________.

A) a personal or job-related factor that causes stress
B) a person who causes stress
C) an attitude that causes stress
D) an emotion that causes stress
Answer: A
Explanation: A) Though a person, strong emotion, or an attitude can cause or contribute to
stress, the term stressor is defined as a personal or job-related factor that causes stress, making
that the correct response and eliminating all other responses.
Objective: 7.3
31
113) A baseball player in a slump who feels stress from trying to raise his batting average is
experiencing ________ stress.
A) task demand
B) role demand
C) role conflict
D) interpersonal
Answer: A
Explanation: A) The stress from trying to get hits is in a sense a form of work quota. A player
who struggles to meet this quota—that is, to get hits—is suffering from task demand, making
task demand the correct response. Role demand would require that the player be forced to
perform some role of leadership or responsibility on the team—for example, to be named the
team captain—that he is not ready or qualified for. Role conflict would come from trying to meet
very difficult or unrealistic expectations: for example, a player who is not a homerun hitter being
asked to hit homeruns. Interpersonal stress might result from the player not getting along with
teammates, for example.
Objective: 7.3
114) A light-hitting baseball player who is suddenly asked to play be a power hitter and hit
homeruns would be likely to experience ________ stress.
A) role overload
B) role demand
C) role conflict
D) role ambiguity
Answer: C
Explanation: C) The stress from trying to meet expectations that are not realistic might cause the
player to suffer from role conflict, making that the correct response. Role demand would require
that the player be forced to perform some role of leadership or responsibility on the team—for
example, to be named team captain—that he is not ready or qualified for. Role overload would
come from, for example, a player trying to play more different roles for the team than he is
comfortable doing. Role ambiguity would result from the player not understanding what his role
on the team was.
Objective: 7.3
32
115) A head football coach who tries to coach every phase of the team—offense, defense, and
special teams—rather than delegate authority is likely to suffer from ________.
A) task demand
B) interpersonal demand
C) role conflict
D) role overload
Answer: D
Explanation: D) The stress from trying to perform too many jobs might cause the coach to suffer
from role overload, making that the correct response. Task demand would require that the coach
be forced to try to meet some difficult goal. Interpersonal demand would be created by conflicts
with other coaches or players on the team. Role conflict would come from trying to meet difficult
or unrealistic expectations.
Objective: 7.3
116) Which of the following might reduce a sense of task demand stress for a worker?
A) overcrowded conditions
B) uncomfortably high temperatures in the workplace
C) autonomy in the workplace
D) close monitoring by her supervisor
Answer: C
Explanation: C) Evidence shows that the pressure of meeting a difficult goal, task demand, can
be reduced by giving the worker autonomy to do the job in her own way on her own terms. This
makes autonomy the correct response. All three other choices overcrowded conditions, high
temperatures, and close monitoringwould tend to exacerbate the situation and increase rather
than decrease task demand stress.
Objective: 7.3
117) Which of the following might be a source of stress for an employee who is very happy with
her job with respect to the tasks she performs, what is expected from her, and how she is
supervised?
A) task demands
B) role overload
C) interpersonal demands
D) organizational leadership
Answer: C
Explanation: C) Since the employee is happy with her work, it is unlikely that task demands or
role overload could be causing stress, so those choices are incorrect choices. She is also happy
with how she is supervised, so organizational leadership is not likely to be a source of stress.
What could be causing the employee problems are interpersonal demands—conflicts she has
with fellow workersmaking that the correct response.
Objective: 7.3
33
118) Anika loves being a professional dancer, but she feels stress from the tension-packed, high-
pressure, fear-filled atmosphere of her group. She is likely to be experiencing stress from
________.
A) too much autonomy
B) organizational leadership
C) role overload
D) role ambiguity
Answer: B
Explanation: B) When the workplace atmosphere has too much pressure, organizational
leadership is usually at fault, making that the correct response. Role overload or role ambiguity
could create stress, but they would not create an atmosphere of tension and fear so they are
incorrect responses. Too much autonomy can be problematic, but it would also not create a
fearful atmosphere, so too much autonomy is incorrect.
Objective: 7.3
119) George constantly strives to excel. He must always get the highest grade in the class and has
a sense of urgency about him at all times. George probably has which of the following?
A) Type A personality
B) Type B personality
C) both Type A and Type B personality
D) neither Type A nor Type B personalty
Answer: A
Explanation: A) George is an impatient, driven, and competitive person so he fits the Type A
personality profile, making that the correct response. Type B personality is incorrect because
Type B people have traits that are essentially the opposite of George's traits: laid-back, calm, and
relaxed. Both Type A and Type B personality is wrong because a single person cannot show both
personality traits at once.
Objective: 7.3
120) Kara is a very relaxed, easygoing person who appears to have all the time in the world. She
is never too busy to stop and chat for a moment. Kara has which of the following?
A) Type A personality
B) Type B personality
C) both Type A and Type B personality
D) neither Type A nor Type B personality
Answer: B
Explanation: B) Kara is a laid-back, relaxed person so she fits the Type B personality profile,
making that the correct response. Type A personality is incorrect because Type A people have
traits that are essentially the opposite of Kara's traits: nervous, driven, and impatient. The choice
indicating both Type A and Type B personality is wrong because a single person cannot show
both personality traits at once.
Objective: 7.3
34
121) A key to dealing with stress is to recognize that all stress ________.
A) leads to dysfunctional work behavior
B) can be eliminated from an employee's life
C) cannot be eliminated from an employee's life
D) originates on the job
Answer: C
Explanation: C) Managers should keep in mind that only some sources of stress that affect
employees' lives originate on the job, so there is little they can do to remedy nonwork-related
stress. This eliminates "originating on the job" as a correct answer. Furthermore, managers
should keep in mind that all manifestations of stress are not necessarily dysfunctional and even if
they were, it would be impossible to eliminate stress from an employee's (or anyone else's) life,
so managers should focus on ways to minimize and cope with stress. This makes the choice
indicating that stress cannot be eliminated the correct response.
Objective: 7.3
122) To reduce stress managers need to make sure that employees ________.
A) have jobs that match their abilities
B) maximize their productivity
C) don't work too many hours
D) don't work too few hours
Answer: A
Explanation: A) Different employees get stressed by different situations. One employee might
enjoy the pressure of a work quota, for example, while it might cause another employee to
become anxious and stressed. Therefore, there is no set remedy for reducing stress, such as
maximizing or minimizing productivity, or working too many hours or too few hours. The best
policy a manager can take is to try to match the employee's ability to withstand stress to the job
that he or she has. This makes having jobs that match their abilities the correct response.
Objective: 7.3
123) Job redesigns are good ways to reduce stress that employees feel from ________.
A) work overload or boredom
B) work overload only
C) boredom only
D) boredom overload
Answer: A
Explanation: A) When an employee feels stress from too much or too little work to do, the
situation can often be fixed by engaging in job redesign, adjusting the workload to provide more
or less challenge to suit the individual. This makes the choice indicating work overload or
boredom the correct response and eliminates all other choices.
Objective: 7.3
35
124) Stress from an employee's personal life can best be helped by this.
A) job redesign
B) MBO
C) employee assistance programs
D) performance planning programs
Answer: C
Explanation: C) An MBO is an example of a performance planning program and both of these
options are incorrect because they address performance problems that employees might have, not
personal problems. Job redesign also addresses work issues, rather than personal problems, so it
is incorrect. An employee assistance program is set up to aid employees in areas such as personal
finance, legal issues, or health, which would help employees with their personal lives, making
employee assistance programs the correct response.
Objective: 7.3
125) Studies show that ________ personalities show negative effects from stress.
A) Type A
B) Type B
C) neither Type A nor Type B
D) both Type A and Type B
Answer: D
Explanation: D) Surprisingly, both Type A and Type B personalities seem to suffer from adverse
effects from stress, making that the correct response and eliminating the other responses. The
main difference between the two types seems to be that Type A individuals seem to display the
symptoms of stress while Type B people keep their symptoms to themselves.
Objective: 7.3
126) Studies show that employee assistance programs (EAPs) are ________.
A) a waste of time and energy
B) much too expensive, but sometimes useful
C) cost effective and very useful
D) not cost effective
Answer: C
Explanation: C) The three incorrect choices all indicate to one degree or another that EAPs are
either not effective at all, or not cost effective. In fact, studies have shown that EAPs are highly
cost effective, offering savings from up to $16 for every dollar spent on a program. This makes
cost effective and very useful the correct response and eliminates all other responses.
AACSB: Technology
Objective: 7.3
36
127) ________ refers to the ability to combine ideas in a unique way or to make unusual
associations between ideas.
A) Innovation
B) Imagination
C) Creativity
D) Open-minded thinking
Answer: C
Explanation: C) Creativity is the ability to put together ideas in novel and meaningful ways,
making that the correct response. A good imagination and an open mind are requirements for
creativity but do not identify creativity itself, eliminating these choices as correct responses.
Innovation, the ability to channel creativity into a useful outcome, is the result of creativity, not
creativity itself, so innovation is an incorrect response.
Objective: 7.4
128) ________ is the process of taking a creative idea and turning it into something useful.
A) Innovation
B) Imagination
C) Creativity
D) Inspiration
Answer: A
Explanation: A) It takes imagination, creativity, and often inspiration to end up with an
innovation, which is a useful outcome of some type that results from putting ideas together in a
unique and novel way. This makes innovation the correct response and eliminates all other
responses as correct answers.
Objective: 7.4
129) Some people believe that creativity is ________, while others think that creativity
________.
A) quickly and easily learned; slowly learned
B) a genuine quality; does not really exist
C) inborn; can be learned
D) learned; forgotten after childhood
Answer: C
Explanation: C) The great dichotomy when it comes to creativity is whether it is inborn only or
can be learned through training, making "inborn; can be learned" the correct response. No
credible sources think that creativity does not really exist, is quickly and easily learned, or
forgotten after childhood, making these choices incorrect responses.
Objective: 7.4
37
130) The first step in creativity involves ________.
A) making something useful
B) seeing things from a unique perspective
C) putting ideas together
D) consolidation
Answer: B
Explanation: B) The first step in the creative process is simply about perception, how a person
sees things, and what he or she notices. This makes "seeing things" the correct response. Putting
ideas together, consolidating ideas, or actually coming up with a product comes later in the
creative process, so all of these choices can be eliminated as correct responses.
Objective: 7.4
131) Which of the following steps in the creativity process may take years before the idea finally
"gels" and the next step occurs?
A) perception
B) incubation
C) inspiration
D) innovation
Answer: B
Explanation: B) The step in the creative process that involves letting ideas percolate
subconsciously in one's mind for a period of time is called incubation. Note that incubation can
take a very short or very long period of time. Perception involves active observing, not allowing
ideas to percolate, so it is incorrect. Inspiration actually resolves the incubation period and so it
comes after incubation. Innovation comes at the end of the creative process, much later than
incubation, so it is incorrect.
Objective: 7.4
132) The moment when all prior efforts in the innovative process successfully come together is
known as ________.
A) perception
B) incubation
C) inspiration
D) innovation
Answer: C
Explanation: C) Amazingly, the process of having ideas come together and gel almost always
occurs over an extremely short period of time, in most cases it occurs instantaneously. This
instantaneous recognition of a synthesis of ideas into a new idea is called inspiration, making
inspiration the correct response. Note that perception and incubation come earlier in the creative
process so they are incorrect, while innovation comes after inspiration, so innovation is also
incorrect.
Objective: 7.4
38
133) Using the systems model, managers can promote innovation by having the right ________.
A) people and inputs
B) people and environment
C) outputs and resources
D) mechanistic management structure
Answer: B
Explanation: B) To promote innovation, managers need the right people and the right
environment, making that the correct response. Outputs are the innovation that managers are
looking for, not the way to promote innovation, so that choice is incorrect. People and inputs is
incorrect because people and inputs are somewhat the same thing, leaving out environment as a
prerequisite to innovation. A mechanistic management structure is incorrect because evidence
shows that a mechanistic structure is the wrong structure for promoting innovation.
Objective: 7.4
134) ________ variables are thought to promote innovation.

A) Structural, human resource, and cultural
B) Organic, cultural, and tolerant
C) Structural, ambiguous, and tolerant
D) Cultural, ambiguous, and tolerant
Answer: A
Explanation: A) The sets of variables that increase innovation are structural, cultural, and human
resource variables, making that the correct response. Structural variables include such things as
an organic structure with abundant resources. Cultural variables include an organization's
acceptance of ambiguity and risk. Human resource variables include an organization having high
job security and creative personnel. Each of the incorrect choices fails to include all three sets of
variables.
Objective: 7.4
135) An innovative organization needs to tolerate ________ because creative ideas sometimes
seem foolish at first.
A) ambiguity
B) the impractical
C) conflict
D) inefficiency
Answer: B
Explanation: B) Creative people often go through a number of wild or outlandish ideas before
they hit on an idea that works. For this reason, an innovative organization should have high
tolerance for the impractical, making that the correct response. Tolerating ambiguity, conflict, or
inefficiency may produce creative conditions, but none of these choices involve the ability of an
organization to accept seemingly foolish ideas, so they are incorrect.
Objective: 7.4
39
136) An innovative organization needs to tolerate risk because employees ________ the creative
process.
A) being in physical danger is part of
B) being in physical danger is not part of
C) making mistakes is not part of
D) making mistakes is part of
Answer: D
Explanation: D) Creativity does not involve physical danger or risk, so both of those choices can
be ruled out as correct responses. Repeated failure and mistakes are all expected as part of the
creative process, so the choice regarding making mistakes being part of the process is the correct
response.
Objective: 7.4
137) Managers who want creative and innovative employees should ________.
A) not place much emphasis on goals
B) focus on means rather than ends
C) focus on ends rather than means
D) stress that there is only one path to a goal
Answer: C
Explanation: C) Managers who want to promote innovation should focus on ends rather than
means. In other words, they should place emphasis on goals, not the path that employees take to
reach those goals. The creative approach is not always a straightforward path, so managers
should give employees leeway, keeping track only of destinations and not of means of arriving at
those destinations. All of these factors together make focus on ends rather than means the correct
response and rule out the other responses.
Objective: 7.4
138) ________ actively support innovation and every step of the process that leads to innovative
ideas.
A) Idea champions
B) Idea managers
C) All managers
D) Champion managers
Answer: A
Explanation: A) Managers who promote innovation are termed idea champions, making that the
correct response. Idea managers and champion managers are not recognized terms for managers
who promote innovation. "All managers" is incorrect because all managers are clearly not
innovative. Many managers are in fact indifferent to innovation or even hostile to it.
Objective: 7.4
40
139) All of the following are common personality characteristics of idea champions EXCEPT
________.
A) extremely high self-confidence
B) persistence
C) energy
D) risk aversion
Answer: D
Explanation: D) Idea champions seem to share a number of characteristics that include high self-
confidence, persistence, and high energy, making those choices incorrect. Rather than risk-
averse, idea champions tend to be risk takers, meaning that risk aversion is the correct response
for this question.
Objective: 7.4
140) In a short essay, identify and discuss two external forces that bring about the need for
change.
Answer: The external forces that create the need for change include the marketplace, which can
affect companies by requiring them to constantly adapt to changing conditions as new products
and rivals appear on the scene. For example, a new rival in the marketplace that features lower
prices may cause a company to change its production processes. Or a new product that comes on
the market may cause one of a company's key products to become obsolete. The company may
then choose to innovate and develop new products to compete with the new product.
Governmental laws and regulations are a frequent impetus for change. Companies must adopt
new policies and procedures to deal with laws that are involved in such concerns as pollution,
safety, diversity, and compensation. For example, a new safety law may dramatically alter the
design and production of a new bicycle helmet that a company makes.
Objective: 7.1
141) In a short essay, identify and discuss two additional external forces that bring about the
need for change.
Answer: Fluctuation in labor markets can often force managers to make changes. Organizations
that need special kinds of employees must change their human resource management activities to
attract and retain skilled employees in the areas of greatest need. For example, if the market
suddenly experiences a shortage of highly skilled technical workers, a company may need to
change its hiring or compensation practices to make sure it can secure the employees it needs.
Technological forces can also cause companies to make enormous changes. For example, a small
publishing company may now find it possible to do its own production in-house rather than farm
it out to vendors. This would require the hiring and training of new staff, the purchase of new
facilities, and it would also require managers to learn new skills and techniques.
Objective: 7.1
41
142) In a short essay, identify and discuss how internal forces can bring about the need for an
organization to change.
Answer: Internal forces originating from the internal operations of an organization or from the
impact of external changes can create the need for change in an organization.
An example of a internal change bringing about the need for other changes occurs when a
company decides to restructure. For example, a company may decide that it needs to move from
a centralized structure to a decentralized structure that features work teams. Forming these teams
and making them operational and productive would bring about enormous changes in the way a
company does business.
Most internal forces were originally initiated by external forces. For example, the company that
chooses to decentralize and form work teams most likely made the decision to restructure in this
particular way based on some external force. For example, losing market share (an external
force) might have caused the company to decide to be more innovative. This decision to be more
innovative in turn brought about the plan to decentralize and form work teams.
Objective: 7.1
143) In a short essay, describe the "calm waters" view of organizational change.
Answer: Up until the late 1980s, the "calm waters" metaphor was a fairly accurate description of
the situation that most managers faced. It's best illustrated by Lewin's three-step description of
the change process. According to Lewin, successful change can be planned and requires first to
unfreeze the status quo, then to change to a new state, and finally to refreeze to make the change
permanent.
In this view any current status quo can be considered a stable equilibrium state. To move from
this equilibrium, unfreezing is necessary. Unfreezing can be thought of as preparing for the
needed change. Unfreezing can be achieved by increasing driving forces, which are forces that
drive change and direct behavior away from the status quo, or by decreasing restraining forces,
which are forces that resist change and push behavior toward the status quo, or combining the
two approaches.
Objective: 7.1
144) In a short essay, describe the "white-water rapids" view of organizational change.
Answer: The "white-water rapids" metaphor assumes that the stable-state equilibrium that serves
as the status quo in the "calm waters" metaphor simply does not exist. There are no "calm
waters" in this view, only tumultuous rapids of various magnitudes and durations. Disruptions
are the norm, and they are never followed by a permanent return to calm waters or predictable
stability. Many managers never get out of the rapids. They face constant change, bordering on
chaos. These managers must play a game that they've never played before, and the game is
governed by rules that are created as the game progresses.
Objective: 7.1
42
145) In a short essay, discuss why people resist change due to uncertainty. Include an example to
support your answer.
Answer: Resisting change due to uncertainty is based on people's fear of the unknown. In most
cases, change replaces the certainty of what is known with the uncertainty of what is not known.
People find dealing with unknowns unsettling. They like to stick with what is familiar and
comfortable.
For example, when a company instructs its employees to use a new software program the
employees are likely to resist the change because they are uncomfortable with learning
something new. They might resist learning the new program even if it can be shown to be an
improvement over the old program. They are comfortable with what they have, they suspect
(perhaps erroneously) that the new program might not have the same old features that they like
and are used to, and so they resist the change.
Objective: 7.2
146) In a short essay, discuss why people resist change due to the fear of losing possessions.
Include an example to support your answer.
Answer: People resist change out of fear of losing items that they already possess after having
made considerable investment in the status quo.
For example, suppose a scientific research company decides to reward employees strictly on new
discoveries that they make or contribute to. Young, ambitious workers who haven't accomplished
much yet might think this is a great idea. Older workers who in a sense are resting on
accomplishments and status established in the past, however, might see the new system as a
threat: they are giving up their old standing and forced to earn their new standing.
Understandably, these older workers might feel threatened and would resist such a change.
The preceding helps explain why older workers tend to resist change more than younger
workers. Older employees have generally invested more in the current system and thus have
more to lose by changing.
Objective: 7.2
147) In a short essay, discuss why people resist change when they think it is incompatible with
organizational goals. Include an example to support your answer.
Answer: People sometimes resist change when they think it is incompatible with the goals and
interests of their organization. For example, an employee at a company might resist the
company's decision to stop giving out free turkeys at Thanksgiving.
The individual might have gained nothing from the turkey program, but she genuinely believes
that though the program was costly to run and generated almost no new customers directly,
indirectly it generated a lot of good will and in the long run increased employee morale, product
loyalty, and ultimately profits.
Objective: 7.2
43
148) In a short essay, explain the three types of organizational change.
Answer: Organizational changes are typically classified in one of three categories: changes in
the people, structure, or the technology of an organization.
Changing structure includes any change in how a company is organized. For example, any
changes that involve altering such things as work specialization, departmentalization, chain of
command, span of control, centralization and decentralization, and formalization would be
changes of structure.
Changing technology encompasses modifications in the way work is performed or the methods
and equipment that are used. For example, when an organization obtains new equipment or
modifies its production line procedure it is changing the company's technology.
Organizational change in people refers to changes in attitudes, behaviors, expectations, or

perceptions that employees have. For example, when employees become committed to a more
open, organic, collaborative kind of work culture, an organizational change in people has
occurred.
AACSB: Technology
Objective: 7.1
149) In a short essay, explain organization development (OD).

Answer: Organization development (OD) is the effort to assist members of an organization as
they deal with a planned change. The focus of OD is to constructively change the attitudes and
values of organization members so they can accept and embrace planned changes, becoming
more effective in achieving the new goals of the organization.
Objective: 7.1
150) In a short essay, list and explain four common organization development (OD) techniques.
Answer: Team building  activities that help team members learn how each member thinks and
works, with the focus of increasing members' trust and openness towards each other.
Intergroup development  changing the attitudes, stereotypes, and perceptions that work groups
have about each other.
Process consultation  an outside consultant helps the manager understand how processes are
affecting the way work is being done.
Survey feedbacka technique for assessing attitudes and perceptions, and then clarifying
problems employees are encountering.
Objective: 7.1
44
151) In a short essay, explain what stress is and how it arises.
Answer: Stress is the reaction people have to pressure placed on them from demands,
constraints, or opportunities. Stress is not always bad. Although it is often discussed in a negative
context, stress does have a positive value, particularly when it offers a potential gain or
opportunity. However, stress is more often associated with constraints and demands than positive
opportunities. A constraint prevents you from doing what you desire; a demand refers to the loss
of something desired.
When you have your annual performance review at work, you feel stress because you confront
opportunity, constraints, and demands. A good performance review may lead to opportunity—a
promotion, greater responsibilities, and a higher salary. A poor review may keep you from
getting the promotion or even being demoted in some way.
Just because the conditions are right for stress to surface, however, doesn't always mean it will.
Two conditions are necessary for potential stress to become actual stress. First, there must be
uncertainty over the outcome, and second, the outcome must be important to the individual.
Objective: 7.3
152) In a short essay, discuss some causes of stress and describe some typical symptoms of stress
in the workplace.
Answer: Stress can be caused by personal factors and by job-related factors. Clearly, change of
any kindpersonal or job-relatedhas the potential to cause stress as it can involve demands,
constraints, or opportunities. Because organizational changes are frequently created in a climate
of uncertainty and around issues that are important to employees, it's not surprising that
organizational change is a common stressor.
Stress is exhibited in a number of ways. Stress symptoms can be grouped under three general
categories: physical, psychological, and behavioral. All of these can significantly affect an
employee's work.
Physical signs of stress include such symptoms as a rise in blood pressure, heart rate, or changes
in metabolism. Behavioral stress symptoms in the workplace include productivity changes,
absenteeism, and substance abuse. Psychological symptoms include tension, anxiety, boredom,
and procrastination.
Objective: 7.3
45
153) In a short essay, discuss ways that managers can help to reduce job-related stress for their
employees.
Answer: Managerial options to deal with job-related stress begin with job suitability for
employees. Managers need to make sure that an employee's abilities match his or her job
requirements. When employees are in over their heads, their stress levels typically will be high.
A realistic job preview and good communication can minimize stress. A performance planning
program such as MBO can clarify job responsibilities, provide clear performance goals, and
reduce unsettling feelings of ambiguity that employees have through feedback.
Job redesign is also a way to reduce stress. If stress can be traced to boredom or to work
overload, jobs should be redesigned to increase challenge or to reduce the workload. Redesigns
that increase opportunities for employees to participate in decisions and to gain social support
have also been found to lessen stress.
Objective: 7.3
154) In a short essay, discuss ways that managers can help to reduce stress for their employees
that originates outside of the workplace.
Answer: Stress from an employee's personal life raises two problems. First, stress from an
employee's personal life can be difficult for the manager to control directly, since the manager
has no access to the employee's home life and no way to change the conditions that the employee
experiences.
Second, there are ethical issues to consider when dealing with an employee's personal life.
Specifically, does the manager have the right to intrudeeven in seemingly innocuous waysin
an employee's personal life?
If a manager believes that she is not overstepping ethical boundaries and the employee is
receptive, there are a two major approaches the manager can consider: employee assistance
programs and wellness programs.
Employee assistance programs can provide counseling, advice and other forms of assistance for
employees for troubles that include alcoholism, finances, and legal issues.
Employee wellness programs can help employees with such things as weight control, smoking,
physical fitness, nutrition, and violence issues.
Objective: 7.3
46
155) In a short essay, define and discuss creativity and innovation in the workplace.
Answer: Creativity refers to the ability to combine ideas and make unusual and meaningful
associations between those ideas. An organization that stimulates creativity develops unique
ways to work or novel solutions to problems.
Innovation is the process of taking a creative idea and turning it into a useful product, service, or
method of operation. An innovative organization is characterized by its ability to channel
creativity into useful outcomes. When managers talk about changing an organization to make it
more creative, they usually mean they want to stimulate and nurture innovation.
Objective: 7.4
156) In a short essay, discuss the three sets of variables that have been found to stimulate
innovation.
Answer: The three sets of variables that have been found to stimulate innovation are an
organization's structure, culture, and human resource practices.
Structural variables: Research into the effect of structural variables on innovation shows that
organic structures positively influence innovation. Also, the easy availability of plentiful
resources provides a key building block for innovation. Third, frequent interunit communication
helps break down barriers to innovation.
Cultural variables: Innovative organizations tend to have similar cultures. They encourage
experimentation, reward both successes and failures, have few rules, tolerate risks, conflict, and
impracticalities, provide lots of positive feedback, and tend to focus on ends rather than means.
Human resource variables: Within the human resource category, innovative organizations
actively promote the training and development of their members so that their knowledge remains
current, offer their employees high job security to reduce the fear of getting fired for making
mistakes, and encourage individuals to become "champions" of change.
Objective: 7.4
47

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Fundamentals of Management, 7e (Robbins/DeCenzo/Coulter)

Chapter 7 Managing Change and Innovation

1) Organizational change can be any alteration in an organization's people, structure, or

2) Change is something that managers strive to eliminate completely.

3) An example of a change in structure is an organization becoming more decentralized.

24) Education is a good way to overcome resistance to change due to misinformation.

27) A major disadvantage of coercion is that it is may be illegal.

28) Stress can arise from an opportunity.

30) Stress isn't always bad for an individual.

31) Autonomy on the job tends to increase stress.

39) Inspiration marks the first step in the creative process.

40) Organic organizations tend to inhibit innovation.

42) Idea champions tend to be risk takers.

43) Change can't be eliminated, so managers must learn to ________ successfully.

44) Which of the following is an example of a structural organizational change?

46) Which of the following is an organizational "people change"?

47) Which of the following is an organizational structure change?

55) A company's workers asking to be able to celebrate Mexican holidays is an example of

59) The "calm waters" metaphor envisions an organization as ________.

61) The "white-water rapids" metaphor sees change as ________.

62) Kurt Lewin's "calm waters" metaphor sees change as ________.

68) The goal in Lewin's "calm waters" metaphor is ________.

77) Organization development (OD) helps employees ________.

82) The primary goal of the OD method called teambuilding is to ________.

83) Intergroup development is an OD method that focuses on ________.

85) Uncertainty causes people to resist change because it ________.

89) Which kind of resistance to change is most likely to be beneficial to a company?

102) Stress is most frequently associated with ________ only.

103) Which statement is correct?

108) Adverse psychological effects of stress include ________.

109) Behavioral effects of stress include ________.

112) A stressor is defined as ________.

134) ________ variables are thought to promote innovation.

Organizational change in people refers to changes in attitudes, behaviors, expectations, or

149) In a short essay, explain organization development (OD).

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