Management The Essentials Australia 3rd Edition Robbins Test Bank

Management The Essentials Australia
3rd Edition Robbins Test Bank

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Exam
Name___________________________________
MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
1) ________ is the process of taking a creative idea and turning it into something useful.
A) Imagination
B) Inspiration
C) Creativity
D) Innovation
AACSB: Analytical thinking
Learning Outcome: 7.1 Discuss techniques for stimulating innovation
2) Which of the following steps in the creativity process may take years before the idea finally 'gels' and the next step
occurs?
A) Incubation.
B) Innovation.
C) Inspiration.
D) Perception.
3) The moment when all prior efforts in the innovative process successfully come together is known as ________.
A) innovation
B) perception
C) inspiration
D) incubation
4) Using the systems model, managers can promote innovation by having the right ________.
A) mechanistic management structure
B) people and environment
C) outputs and resources
D) people and inputs
5) ________ variables are thought to promote innovation.

A) Structural, human resource and cultural
B) Structural, ambiguous and tolerant
C) Organic, cultural and tolerant
D) Cultural, ambiguous and tolerant
6) An innovative organisation needs to tolerate risk because employees ________ the creative process.
A) making mistakes is not part of
B) being in physical danger is part of
C) making mistakes is part of
D) being in physical danger is not part of
Copyright © 2016 Pearson Australia (a division of Pearson Australia Group Pty Ltd) – 9781488609077 / Robbins / Management: The Essentials 3e
7) Managers who want creative and innovative employees should ________.
A) focus on ends rather than means
B) not place much emphasis on goals
C) stress that there is only one path to a goal
D) focus on means rather than ends
8) ________ actively support innovation and every step of the process that leads to innovative ideas.
A) Idea champions
B) Idea managers
C) Champion managers
D) All managers
9) Creativity is the ability to make unusual and meaningful associations between ideas.
A) True
B) False
10) Inspiration marks the first step in the creative process.

A) True
B) False
11) Mechanistic organisations tend to inhibit innovation.

A) True
B) False
12) Time pressure tends to increase innovation.

A) True
B) False
13) Idea champions tend to be risk takers.

A) True
B) False
ESSAY. Write your answer in the space provided or on a separate sheet of paper.
14) Define 'idea champions'.
AACSB: Written and oral communication
15) In a short essay, define and discuss creativity and innovation in the workplace.
16) In a short essay, discuss the three sets of variables that have been found to stimulate innovation.
17) Change can't be eliminated, so managers must learn to ________ successfully.
A) prevent it
B) work around it
C) manage it
D) fight it
Learning Outcome: 7.2 Define organisational change and compare and contrast views on the change process
18) Which of the following is an example of a technology change within an organisation?

A) Workers wanting flexible hours.
B) Workers using new software.
C) Forming teams to complete tasks.
D) Workers wanting to telecommute.
AACSB: Information technology
19) Which of the following is an organisational 'people change'?

A) Work methods that people use.
B) Job redesign.
C) Attitudes that people have.
D) Authority relationships between people.
20) Which of the following is an organisational structure change?

A) Resentment of bosses by employees.
B) The building of a new workshop.
C) A pay increase for all staff.
D) Changing who reports to whom.
21) Which of the following is an organisational technology change?

A) Employees accepting a new schedule.
B) Purchase of a new refinement system.
C) Widening of span of control.
D) Employees expecting a raise.
AACSB: Information technology
22) The Goods and Services Tax is an example of which of the following forms of environmental change?
A) Technology.
B) Internal.
C) Labour markets.
D) Government laws and regulations.
AACSB: Application of knowledge
23) Which of the following is an INTERNAL force that can cause a company to make an organisational change?
A) New safety requirements.
B) A new ad campaign.
C) Higher barriers of entry into the industry.
D) New tax laws.
24) Which of the following is an EXTERNAL force that would cause a company to make an organisational change?
A) An organisation-wide restructuring.
B) A weakening economy.
C) The naming of a new CEO.
D) A new operations system.
25) To compete with rival company X, company Y changes its management structure. This is an example of ________.
A) an internal change causing another internal change
B) an internal change causing an external change
C) an external change causing an internal change
D) an external change causing another external change
26) A company's workers asking to be able to celebrate Chinese holidays is an example of ________ force for change.
A) an internal strategy
B) an employee attitude
C) an internal workforce composition
D) an external workforce composition
27) Labour strikes are an example of what change factor that may encourage a change in management thinking and
practices?
A) Strategy.
B) Workforce composition.
C) Equipment.
D) Employee attitude.
28) In organisations, people who act as catalysts and assume the responsibility for managing the change process are called
________.
A) senior managers
B) change managers
C) change agents
D) idea champions
29) Outside consultants generally try to initiate ________ changes than internal managers.
A) less costly
B) more cautious
C) more drastic
D) fewer
30) The 'calm waters' metaphor envisions an organisation as ________.

A) a small raft on a calm sea
B) a large ship on a calm sea
C) a large ship on a roiling sea
D) a small raft on a roiling sea
31) The 'white-water rapids' metaphor envisions an organisation as ________.

A) a large ship on a roiling sea
B) a small raft on a calm river
C) a small raft on a raging river
D) a large ship on a calm sea
32) The 'white-water rapids' metaphor sees change as ________.

A) something that must be eliminated
B) an occasional occurrence
C) an unpleasant interruption of the normal calm
D) the natural state of things
33) Change is seen as the status quo in ________.

A) Kurt Lewin's 'calm waters' metaphor
B) Kurt Lewin's unfreezing
C) Kurt Lewin's refreezing
D) Kurt Lewin's 'white-water rapids' metaphor
34) The final step in Lewin's three-step description of the change process is ________.
A) freezing the status quo
B) changing to a new state
C) freezing the new state
D) unfreezing the new state
35) According to Lewin, which of the following is the purpose of refreezing?

A) To eliminate the need for future change.
B) To direct behaviour away from the status quo.
C) To stabilise the new situation.
D) To promote movement away from existing equilibrium.
36) 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.
37) In Lewin's 'calm waters' metaphor, the goal of introducing change is ________.
A) to establish a new equilibrium state
B) to change the current equilibrium state
C) to eliminate the equilibrium state
D) to reach a state of constant change
38) Lewin's 'calm waters' metaphor today is increasingly thought to be ________.

A) obsolete
B) an apt description of the current situation
C) a blueprint for the future
D) illogical
AACSB: Reflective thinking
39) Which phenomenon in today's business climate has made the 'white-water rapids' metaphor popular?
A) Constant and chaotic change.
B) Reduced competition.
C) Corporations that are too powerful.
D) Organisations that resist change.
AACSB: Reflective thinking
40) Writing laws to reward industries for reducing carbon emissions in an effort to combat global climate change can be
best described as an example of which of the following?
A) Implementing change.
B) Unfreezing the status quo.
C) Freezing a change into place.
D) Refreezing the status quo.
41) Kurt Lewin originated some of his most important insights on change introduction by studying which of the following?
A) Family vacations during World War I.
B) Family food habits during World War II.
C) How football has blocking and driving forces.
D) Force fields in physics.
42) Lewin's force field analysis identified ________ forces that compete when people try to achieve a goal.
A) magnetic
B) enormous
C) physical push-and-pull
D) driving and blocking
43) Lewin's force field analysis might view a company ________ as a blocking force for change.
A) decreasing centralisation
B) becoming more mechanistic
C) rewarding innovation and creativity
D) becoming more organic
44) Today's economic climate can be compared to a university lecture that ________.
A) lasts exactly one hour
B) focuses on only one topic all semester
C) may last twenty minutes or three hours
D) focuses on several topics during the semester
45) Organisation development (OD) helps employees ________.

A) deal with unplanned change
B) avoid unpleasant change
C) deal with planned change
D) avoid all types of change
46) Organisation development can be viewed as an attempt to change an organisation's ________.

A) culture
B) status quo
C) financial goals
D) span of control
47) The most popular OD efforts involve cooperation and these kinds of activities.
A) Individual interactions.
B) Group interactions.
C) Individual assessment.
D) Group assessment.
48) In process consultation, ________ observe and analyse an organisation to find ways to improve interpersonal processes.
A) top-level managers
B) outside consultants
C) company efficiency specialists
D) ordinary employees
49) The primary goal of the OD method called team-building is to ________.

A) increase trust and openness
B) play games such as volleyball to build morale
C) identify troublemakers
D) increase efficiency
50) Intergroup development is an OD method that focuses on ________.

A) increasing competition between work groups
B) increasing trust within a single work group
C) increasing competition within a single work group
D) increasing trust between work groups
51) Organisational change can be any alteration in an organisation's people and technology only.
A) True
B) False
52) An example of a change in structure is an organisation becoming more decentralised.

A) True
B) False
53) An example of changes in people would involve a manager widening her span of control.
A) True
B) False
54) An aggressive new competitor in the marketplace is an external force that creates a need for organisational change that
companies today frequently face.
A) True
B) False
55) Labour markets are an external force that creates a need for organisational change.
A) True
B) False
56) The decision of an organisation to bring in new equipment from the outside is an example of an external force that
creates a need for organisational change.
A) True
B) False
57) In an organisation, a manager, an internal staff specialist or an outside consultant who specialises in change
implementation can be a change agent.
A) True
B) False
58) Consultants are less likely to be change agents than internal managers.
A) True
B) False
59) The 'calm waters' metaphor imagines the organisation as a large ship crossing a calm sea.
A) True
B) False
60) Kurt Lewin sees the first step in change as the unfreezing of the status quo.
A) True
B) False
61) In the 'white-water rapids' metaphor of change, managers should expect change at specific times only.
A) True
B) False
62) The number of managers who face 'white-water rapids' metaphor conditions is getting larger.
A) True
B) False
63) Organisation development (OD) consists of efforts to help organisational members deal with unplanned changes.
A) True
B) False
64) One important reason why organisation development (OD) efforts are needed is that even planned change can be very
upsetting to members of an organisation.
A) True
B) False
65) Describe an organisational change in structure.
66) Describe an organisational change in people.

67) Give two examples of internal forces that create a need for change.
68) Define a change agent.

69) What is a process consultation?

70) In a short essay, discuss two external forces—the marketplace, and governmental laws and regulations— that bring
about the need for change.
71) In a short essay, discuss two external forces—fluctuations in labour markets and technological forces—that bring about
the need for change.
72) In a short essay, describe the 'calm waters' view of organisational change.
73) In a short essay, describe the 'white-water rapids' view of organisational change.
74) In a short essay, explain the three types of organisational change.

75) In a short essay, explain organisation development (OD).

76) In a short essay, list and explain four common organisation development (OD) techniques.
77) Which of the following terms is used to describe people's perception of the world and its operations?
A) Mental efforts.
B) Mental graphs.
C) Mental maps.
D) Mental models.
Learning Outcome: 7.3 Explain why change might be unsuccessful
78) Which of the following is a common reason that people resist change?
A) Uncertainty.
B) Habit.
C) Concern over personal loss.
D) All of the above.
79) Older workers tend to resist change more than younger workers because they ________.
A) have more invested in the current system
B) are more willing to quit their job if they don't like the change
C) have less to lose
D) have less confidence in themselves
80) Which kind of resistance to change is most likely to be beneficial to a company?

A) Uncertainty.
B) Fear of losing status or possessions.
C) Conflict with company goals.
D) Habit.
81) Employees at a company protest a change that allows an automatic answering system to answer phone inquiries,
claiming that the company is becoming 'depersonalised'. They are most likely resisting change due to ________.
A) habit
B) fear of losing status
C) conflicts with company goals
D) uncertainty
82) A technique that helps employees deal with change that appeals to their sense of logic is ________.
A) influence and persuasion
B) manipulation
C) coercion or threats to employees
D) education and communication
83) A technique that helps employees shape the change that includes them in the decision-making process is ________.
A) participation
B) bargaining
C) coercion
D) persuasion
84) When an entire workforce threatens to go on strike to protest a work change, managers might try this method of
reducing resistance to change.
A) Education and communication.
B) Facilitation and support.
C) Negotiation.
D) Participation.
85) When managers threaten to fire workers unless they agree to go along with new company policies, they are using
which of the following?
A) Coercion.
B) Manipulation.
C) Education and communication.
D) Negotiation.
86) 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) Co-optation.
B) Negotiation.
C) Coercion.
D) Manipulation.
87) One reason people resist change is that it substitutes ambiguity for uncertainty.
A) True
B) False
88) Change threatens the investments already made in the status quo.
A) True
B) False
89) Negotiation twists and distorts facts to reduce resistance to change.

A) True
B) False
90) Education is a good way to overcome resistance to change due to misinformation.

A) True
B) False
91) 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.
A) True
B) False
92) A major disadvantage of coercion is that it may be illegal.

A) True
B) False
93) When views of the past are over-complicated, they prevent people from seeing the need for change.
A) True
B) False
94) Adopting new methods is a change that usually meets great resistance.
A) True
B) False
95) Define 'participation', when it should be used, its advantages and disadvantages.
96) Define 'mental maps'.

97) In a short essay, discuss why people resist change due to the fear of losing possessions. Include an example to support
your answer.
98) In a short essay, discuss why people resist change when they think it is incompatible with organisational goals. Include
an example to support your answer.
99) Stress in the workplace is an adverse reaction that people have in response to ________.
A) having too much confidence in themselves
B) lack of ambition
C) demands, constraints and opportunities
D) too much ambition
Learning Outcome: 7.4 Describe what managers need to know about employee stress
100) An actor on stage getting 'up' for a performance is an example of which of the following?
A) A positive aspect of stress.
B) A negative aspect of stress.
C) A condition not related to stress.
D) Both a positive and a negative aspect of stress.
101) Potential stress can become actual stress when the outcome of an event is uncertain and ________.
A) private
B) important to the individual
C) hard for the individual to understand
D) has little impact on the individual
102) Stress has ________ symptoms.

A) only behavioural and emotional
B) psychological, emotional and behavioural
C) only physical and psychological
D) psychological, behavioural and physical
103) Adverse psychological effects of stress include ________.

A) rapid speech
B) boredom
C) absenteeism
D) elevated heart rates
104) Behavioural effects of stress include ________.

A) job dissatisfaction
B) procrastination
C) metabolism changes
D) absenteeism
105) An employee's blood pressure rises, indicating a(n) ________ symptom of stress.
A) emotional
B) physical
C) behavioural
D) psychological
106) Stress symptoms can be grouped under any of the following three general categories EXCEPT ________.
A) physical
B) behavioural
C) psychological
D) cultural
107) A stressor is defined as ________.

A) a personal or job-related factor that causes stress
B) an emotion that causes stress
C) a person who causes stress
D) an attitude that causes stress
108) A soccer player who feels stress from trying to raise his goal scoring average and is about to shoot a penalty is
experiencing ________ stress.
A) role demand
B) role conflict
C) task demand
D) interpersonal
109) An offence basketball player who is suddenly asked to play defence would be likely to experience ________ stress.
A) role demand
B) role overload
C) role ambiguity
D) role conflict
110) A football coach who tries to coach every phase of the team offence, defence and special teams rather than delegating
authority is likely to suffer from ________.
A) role conflict
B) role overload
C) interpersonal demand
D) task demand
111) Which of the following might reduce a sense of task demand stress for a worker?
A) Uncomfortably high temperatures in the workplace.
B) Close monitoring by her supervisor.
C) Autonomy in the workplace.
D) Overcrowded conditions.
112) 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) Interpersonal demands.
B) Role overload.
C) Organisational leadership.
D) Task demands.
113) 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) Both Type A and Type B personality.
C) Neither Type A nor Type B personalty.
D) Type B personality.
114) 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) Both Type A and Type B personality.
C) Neither Type A nor Type B personality.
D) Type B personality.
115) To reduce stress, managers need to make sure that employees ________.
A) have a break every 3 hours
B) have jobs that match their abilities
C) maximise their productivity
D) don't work too many hours
116) Job redesigns are good ways to reduce stress that employees feel from ________.
A) boredom only
B) work overload only
C) boredom overload
D) work overload or boredom
117) 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.
118) Studies show that ________ personalities show negative effects from stress.
A) both Type A and Type B
B) Type A
C) Type B
D) neither Type A nor Type B
119) The effects of employee assistance programs (EAPs) ________.

A) increase job satisfaction, morale and reputation as a good employer
B) help employees deal with their personal problems
C) help employees complete their tasks on time
D) help employees decide on the appropriate training for them
120) Stress can arise from an opportunity.

A) True
B) False
121) Stress is always bad for an individual and should always be avoided.
A) True
B) False
122) Autonomy on the job tends to increase stress.

A) True
B) False
123) An employee who feels unsettled because he is not sure what his responsibilities are is experiencing role overload
stress.
A) True
B) False
124) Role conflict is created when an employee does not feel confident that she can achieve her goals.
A) True
B) False
125) Type A personality people find it easy to relax.

A) True
B) False
126) An effective way to reduce workplace stress is to make sure that employees are appropriately matched to their jobs.
A) True
B) False
127) Define employee assistance programs (EAPs).
128) In a short essay, explain what stress is and how it arises.

129) In a short essay, discuss some causes of stress and describe some typical symptoms of stress in the workplace.
130) In a short essay, discuss ways that managers can help to reduce job-related stress for their employees.
131) In a short essay, discuss ways that managers can help to reduce stress for their employees that originates outside of
the workplace.
1) D
2) A
3) C
4) B
5) A
6) C
7) A
8) A
9) A
10) B
11) A
12) B
13) A
14) Idea champions are individuals who actively and enthusiastically support new ideas. They build support for,
overcome resistance to and ensure that innovations are implemented.
15) Creativity refers to the ability to combine ideas and make unusual and meaningful associations between those ideas.
An organisation 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 organisation is characterised by its ability to channel creativity into useful outcomes. When managers talk
about changing an organisation to make it more creative, they usually mean they want to stimulate and nurture
innovation.
16) The three sets of variables that have been found to stimulate innovation are an organisation'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 organisations 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 organisations 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.
17) C
18) B
19) C
20) D
21) B
22) D
23) B
24) B
25) C
26) C
27) D
28) C
29) C
30) B
31) C
32) D
33) D
34) C
35) C
36) B
37) A
38) A
39) A
40) B
41) B
42) D
43) B
44) C
45) C
46) A
47) B
48) B
49) A
50) D
51) B
52) A
53) B
54) A
55) A
56) B
57) A
58) B
59) A
60) A
61) B
62) A
63) B
64) A
65) Changing organisational structure includes any alteration in authority relationships, coordination mechanisms, degree
of centralisation, job design or similar organisation structure variables.
66) Changes in people refer to changes in employee attitudes, expectations, perceptions or behaviours. The human
dimension of change requires a workforce that's committed to quality and continuous improvement.
67) Students' answers will vary. Possible forces:
A change to an organisation's strategy
A change to the composition of an organisation's workforce changes in terms of age, education, gender, nationality, etc.
A change to employee attitudes
68) Change agents are people who act as catalysts and assume the responsibility for managing the change process. They
can be managers within the organisation, internal staff specialists or outside consultants whose expertise is in change
implementation.
69) A process consultation is part of Organisational Development (OD) approach to change. In process consultation,
outside consultants help managers to understand and act on process elements. These elements might include, for example,
workflow, informal relationships among unit members and formal communications channels. Consultants give managers
insight into what is going on. It's important to recognise that consultants are not there to solve these problems. Rather, they
act as coaches to help managers diagnose the interpersonal processes that need improvement. If managers, with the
consultants' help, cannot solve the problem, the consultants will often help managers find experts who can.
70) 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.
71) Fluctuation in labour markets can often force managers to make changes. Organisations 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.
72) 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 behaviour away from the status quo, or by
decreasing restraining forces, which are forces that resist change and push behaviour toward the status quo, or combining
the two approaches.
73) 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.
74) Organisational changes are typically classified in one of three categories: changes in the people, structure, or the
technology of an organisation.
Changing structure includes any change in how a company is organised. For example, any changes that involve altering
such things as work specialisation, departmentalisation, chain of command, span of control, centralisation and
decentralisation, and formalisation 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 organisation obtains new equipment or modifies its production line procedure it is changing
the company's technology.
Organisational change in people refers to changes in attitudes, behaviours, expectations or perceptions that employees
have. For example, when employees become committed to a more open, organic, collaborative kind of work culture, an
organisational change in people has occurred.
75) Organisation development (OD) is the effort to assist members of an organisation as they deal with a planned change.
The focus of OD is to constructively change the attitudes and values of organisation members so they can accept and
embrace planned changes, becoming more effective in achieving the new goals of the organisation.
76) 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.
77) C
78) D
79) A
80) C
81) C
82) D
83) A
84) C
85) A
86) A
87) B
88) A
89) B
90) A
91) A
92) A
93) B
94) A
95) Participation is a technique for overcoming a barrier to organisational change. It involves bringing those individuals
directly affected by the proposed change into the decision-making process. Their participation allows these individuals to
express their feelings, increase the quality of the process and increase employee commitment to the final decision. It should
be used when resisters have the expertise to make a contribution. Its advantage is the increase in involvement and
acceptance. Its disadvantages are that it is time-consuming and has potential for a poor solution.
96) Mental maps are cognitive maps or images about how the world operates, which people use to make sense of their
environment and act within it. Mental maps create habitual patterns for thinking about and behaving in certain situations.
97) 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.
98) People sometimes resist change when they think it is incompatible with the goals and interests of their organisation.
For example, an employee at a company might resist the company's decision to stop giving out free hams at Christmas.
The individual might have gained nothing from the hams 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 goodwill and in the long
run increased employee morale, product loyalty and, ultimately, profits.
99) C
100) A
101) B
102) D
103) B
104) D
105) B
106) D
107) A
108) C
109) D
110) B
111) C
112) A
113) A
114) D
115) B
116) D
117) C
118) A
119) A
120) A
121) B
122) B
123) B
124) A
125) B
126) A
127) Employee assistance programs (EAPs) are work-based programs designed to detect, identify and help resolve work
and personal problems that affect employee well-being and performance. Programs usually offer counselling services to
employees but may also include mediation and training and are often also made available to employees' family members.
Many EAPs focus on assisting employees with personal issues and some also address work-related trauma or stress. For
example, ANZ Bank's EAP includes trauma counselling for employees who are victims of armed hold-ups. The return on
investment in EAPs can include greater job satisfaction, higher morale and a reputation as a good employer, as well as
reductions in sick and stress leave, fewer or less-costly compensation claims and less absenteeism. It's estimated that US
companies spend almost $1 billion each year on EAPs. Studies suggest that most of these companies save $5 to $16 for
every EAP dollar spent.
128) 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.
129) 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
organisational changes are frequently created in a climate of uncertainty and around issues that are important to
employees, it's not surprising that organisational 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 behavioural. 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.
Behavioural stress symptoms in the workplace include productivity changes, absenteeism and substance abuse.
Psychological symptoms include tension, anxiety, boredom and procrastination.
130) 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 minimise 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.
131) 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 two major
approaches the manager can consider: employee assistance programs and wellness programs.
Employee assistance programs can provide counselling, advice and other forms of assistance for employees with 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.

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Management The Essentials Australia

3rd Edition Robbins Test Bank

5) ________ variables are thought to promote innovation.

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

11) Mechanistic organisations tend to inhibit innovation.

12) Time pressure tends to increase innovation.

13) Idea champions tend to be risk takers.

18) Which of the following is an example of a technology change within an organisation?

19) Which of the following is an organisational 'people change'?

20) Which of the following is an organisational structure change?

21) Which of the following is an organisational technology change?

30) The 'calm waters' metaphor envisions an organisation as ________.

31) The 'white-water rapids' metaphor envisions an organisation as ________.

32) The 'white-water rapids' metaphor sees change as ________.

33) Change is seen as the status quo in ________.

35) According to Lewin, which of the following is the purpose of refreezing?

38) Lewin's 'calm waters' metaphor today is increasingly thought to be ________.

45) Organisation development (OD) helps employees ________.

46) Organisation development can be viewed as an attempt to change an organisation's ________.

49) The primary goal of the OD method called team-building is to ________.

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

52) An example of a change in structure is an organisation becoming more decentralised.

66) Describe an organisational change in people.

68) Define a change agent.

69) What is a process consultation?

74) In a short essay, explain the three types of organisational change.

75) In a short essay, explain organisation development (OD).

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

89) Negotiation twists and distorts facts to reduce resistance to change.

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

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

96) Define 'mental maps'.

102) Stress has ________ symptoms.

103) Adverse psychological effects of stress include ________.

104) Behavioural effects of stress include ________.

107) A stressor is defined as ________.

119) The effects of employee assistance programs (EAPs) ________.

120) Stress can arise from an opportunity.

122) Autonomy on the job tends to increase stress.

125) Type A personality people find it easy to relax.

128) In a short essay, explain what stress is and how it arises.

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