Fundamentals of Management Essential Concepts and Applications 14th Edition Robbins Test Bank

Fundamentals of Management
Essential Concepts and Applications

14th Edition Robbins Test Bank
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Fundamentals of Management, 9e (Robbins)
Chapter 8 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
Objective: 8.1
Learning Outcome: Describe the change process and strategies for making changes in an
organization
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.
Diff: 1
Objective: 8.1
organization
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, and span of control.
Diff: 2
Objective: 8.1
organization
4) A company changing its computer operating system 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, a new operating system would qualify as a technology change, making the
statement false.
Diff: 2
AACSB: Use of information technology
Objective: 8.1
organization
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5) 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.
Diff: 2
Objective: 8.1
organization
6) 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.
Diff: 2
Objective: 8.1
organization
7) An aggressive new competitor in the marketplace is an external force that creates a need for
organizational change that companies frequently face today.
Answer: TRUE
Explanation: Competition is an example of external force that creates a need for organizational
change.
Diff: 2
Objective: 8.1
organization
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: TRUE
Explanation: Though the change in ad strategy was an internal change, the force for that change
was external, the new computer technology.
Diff: 2
Objective: 8.1
Learning Outcome: Describe the components of the management environment
2
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.
Diff: 2
Objective: 8.1
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.
Diff: 2
Objective: 8.1
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 typically are 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.
Diff: 2
Objective: 8.1
organization
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.
Diff: 2
Objective: 8.1
organization
3
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
AACSB: Analytic thinking
Objective: 8.1
organization
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.
Diff: 2
Objective: 8.1
organization
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.
Diff: 2
Objective: 8.1
organization
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.
Diff: 2
Objective: 8.1
organization
4
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.
Diff: 2
Objective: 8.1
organization
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.
Diff: 2
Objective: 8.1
organization
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.
Diff: 2
Objective: 8.1
Learning Outcome: Discuss the processes and tools of developing different types of plans
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.
Diff: 2
Objective: 8.1
21) One reason people resist change is that it goes against our habits.
Answer: TRUE
Explanation: To cope with this complexity, we rely on habits or programmed responses. But
when confronted with change, our tendency to respond in our accustomed ways becomes a
source of resistance.
Diff: 3
Objective: 8.2
organization
5
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.
Diff: 2
Objective: 8.2
organization
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.
Diff: 2
Objective: 8.2
organization
24) Education is a good way to overcome resistance to change due to misinformation.

Answer: TRUE
Explanation: When misinformation or poor communication causes employees to resist change,
the situation can often be cleared up by merely educating the employees with regard to the facts.
Diff: 2
Objective: 8.2
organization
25) A manager who twists facts to make change seem less disruptive is using the technique of
coercion.
Answer: FALSE
Explanation: Twisting or distorting facts would be categorized as manipulation, not coercion, so
the statement is false.
Diff: 2
Objective: 8.2
organization
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.
Diff: 2
AACSB: Ethical understanding and reasoning abilities
Objective: 8.2
Learning Outcome: Discuss the role of ethics and social responsibility in management
6
27) Allowing employees to participate in the change process is NOT a common way to deal with
resistance to organizational change.
Answer: FALSE
Explanation: Participation 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.
Diff: 2
Objective: 8.2
Learning Outcome: Discuss the role of ethics and social responsibility in management
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."
Diff: 2
Objective: 8.3
Learning Outcome: Discuss the factors that affect how individuals behave and learn within an
organization
29) Stress is not a physiological phenomenon.

Answer: FALSE
Explanation: Stress affects heart rate, blood pressure, hormone levels, and many other
physiological states, so the statement is false.
Diff: 2
Objective: 8.3
organization
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.
Diff: 2
Objective: 8.3
organization
7
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.
Diff: 2
Objective: 8.3
organization
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.
Diff: 2
Objective: 8.3
organization
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.
Diff: 2
Objective: 8.3
organization
34) Role conflict is created when an employee does not feel confident that he or she can achieve
his or her goals.
Answer: TRUE
Explanation: Lacking confidence that one can fulfill expectation is called role conflict. There is
a conflict between what one is expected to do and what one thinks one can actually do.
Diff: 2
Objective: 8.3
organization
8
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.
Diff: 2
Objective: 8.3
organization
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.
Diff: 2
Objective: 8.3
organization
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.
Diff: 2
Objective: 8.3
organization
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.
Diff: 2
Objective: 8.4
Learning Outcome: Describe the innovation process and identify strategies for stimulating
creativity and innovation
9
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.
Diff: 2
Objective: 8.4
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.
Diff: 2
Objective: 8.4
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.
Diff: 2
Objective: 8.4
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.
Diff: 2
Objective: 8.4
10
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.
Diff: 1
Objective: 8.1
organization
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 and 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.
Diff: 2
Objective: 8.1
organization
11
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 attitude changes, so they qualify as "people changes," not technology changes.
Diff: 2
Objective: 8.1
organization
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.
Diff: 3
Objective: 8.1
organization
12
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. Both a new workshop and a new 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.
Diff: 2
Objective: 8.1
organization
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 "purchase of a new backhoe" is the
correct response. Both employees expecting a raise and employees 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.
Diff: 3
Objective: 8.1
organization
13
49) The Patient Protection and Affordable Care 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 Patient Protection and
Affordable Care 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.
Diff: 2
AACSB: Multicultural and diversity understanding
Objective: 8.1
Learning Outcome: Discuss different ways managers work with and promote diversity in
organizations
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.
Diff: 1
Objective: 8.1
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 forces that come
from the outside, not from the inside, that cause a company to need to change, so they are
incorrect responses. Only a new ad campaign is initiated from the inside, so that is the correct
response.
Diff: 3
Objective: 8.1
organization
14
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
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.
Diff: 2
Objective: 8.1
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.
Diff: 3
Objective: 8.1
15
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.
Diff: 3
Objective: 8.1
organization
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 tactic
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.
Diff: 2
AACSB: Multicultural and diversity understanding
Objective: 8.1
organization
16
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.
Diff: 2
Objective: 8.1
organization
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.
Diff: 2
Objective: 8.1
organization
17
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, both "less drastic" and "more cautious," which roughly mean the same thing, can be
eliminated. If anything, consultants might order up more, rather than fewer, changes, so "fewer"
also is an incorrect response.
Diff: 2
Objective: 8.1
organization
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
imperturbable 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. It rules out "a large ship on a roiling
sea" because it characterizes the water as roiling instead of calm.
Diff: 2
Objective: 8.1
organization
18
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. It rules out "a small raft on a calm river" because it characterizes the water as calm instead
of raging.
Diff: 2
Objective: 8.1
organization
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.
Diff: 2
Objective: 8.1
organization
19
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.
Diff: 2
Objective: 8.1
organization
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.
Diff: 3
Objective: 8.1
organization
20
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.
Diff: 3
Objective: 8.1
organization
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) maintain 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). "Increase 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.
Diff: 3
Objective: 8.1
organization
21
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 "stabilize 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.
Diff: 2
Objective: 8.1
organization
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, both decreasing driving forces and increasing restraining
forces work to resist change so neither choice would help unfreeze the status quo. Both "decrease
restraining forces" and "increase driving forces" 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.
Diff: 3
Objective: 8.1
organization
22
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 "establish a new equilibrium state" the
correct response. This eliminates "change 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.
Diff: 3
Objective: 8.1
organization
69) Today, Lewin's "calm waters" metaphor 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.
Diff: 2
Objective: 8.1
organization
23
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 by the "white-water
rapids" metaphor 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
disequilibrium, 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.
Diff: 2
Objective: 8.1
organization
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.
Diff: 3
Objective: 8.1
organization
24
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.
Diff: 2
Objective: 8.1
Learning Outcome: Summarize the major historical and current approaches to management
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.
Diff: 2
Objective: 8.1
organization
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 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.
Diff: 2
Objective: 8.1
organization
25
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, and decreasing centralization
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.
Diff: 2
Objective: 8.1
organization
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 "last 20 minutes or 3 hours" presents uncertainty, so it is the
correct answer.
Diff: 1
Objective: 8.1
organization
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 "avoid
unpleasant change" or "avoid all types of change" incorrect responses.
Diff: 2
Objective: 8.1
26
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.
Diff: 2
Objective: 8.1
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.
Diff: 2
Objective: 8.1
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 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.
Diff: 2
Objective: 8.1
27
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.
Diff: 2
Objective: 8.1
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, nor does it 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 "increase trust and openness" the correct response.
Diff: 2
Objective: 8.1
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" and "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.
Diff: 2
Objective: 8.1
28
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.
Diff: 2
Objective: 8.2
organization
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 of an employee
D) decreases performance expectations of 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 "replaces the unknown with the known" incorrect. With respect to
expectations, uncertainty replaces known expectations with unknown expectations.
Diff: 2
Objective: 8.2
organization
29
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.
Diff: 2
Objective: 8.2
organization
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 "have more invested in the system" the correct response and
eliminating "have less invested" and "have less to lose" as correct responses. Older workers may
in fact lack confidence in their ability to deal with change, making "have confidence in
themselves" an incorrect response.
Diff: 2
Objective: 8.2
organization
30
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.
Diff: 2
Objective: 8.2
organization
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 is 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.
Diff: 3
Objective: 8.2
organization
31
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.
Diff: 3
Objective: 8.2
organization
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.
Diff: 2
Objective: 8.2
organization
32
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 incorrect. 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 "become dysfunctional" the correct response.
Diff: 2
Objective: 8.2
organization
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.
Diff: 2
Objective: 8.2
organization
33
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.
Diff: 2
Objective: 8.2
Learning Outcome: Identify the different types of decisions managers make and discuss how
they make decisions
95) If several efforts between a manager and an employee for reducing resistance to change fail
to allay employee fears, a manager might take him- or herself 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 him- or herself from the process,
"participation," "manipulation," and "negotiation" are incorrect choices as they 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.
Diff: 2
AACSB: Communication abilities
Objective: 8.2
organization
34
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.
Diff: 2
Objective: 8.2
organization
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.
Diff: 2
Objective: 8.2
organization
35
98) Which method of reducing resistance to change is most 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.
Diff: 2
Objective: 8.2
organization
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 and 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.
Diff: 2
Objective: 8.2
organization
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 ambition, and too much ambition can
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.
Diff: 2
Objective: 8.3
organization
36
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.
Diff: 2
Objective: 8.3
organization
102) Stress is most frequently associated with ________ only.

A) demands and constraints
B) opportunities and habits
C) opportunities and fear
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. "opportunities and habits" and
"opportunities and fear" 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 and this choice leaves out constraints.
Diff: 2
Objective: 8.3
organization
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 can be 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.
Diff: 2
Objective: 8.3
organization
37
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.
Diff: 2
Objective: 8.3
organization
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) occurs on a regular basis
D) important to the individual
Answer: D
Explanation: D) 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 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.
Diff: 2
Objective: 8.3
organization
38
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.
Diff: 2
Objective: 8.3
organization
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. An example of
psychological effects includes anxiety. An example of physical effects includes changes in blood
pressure. An example of behavioral effects includes people becoming distracted.
Diff: 1
Objective: 8.3
organization
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.
Diff: 2
Objective: 8.3
organization
39
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.
Diff: 2
Objective: 8.3
organization
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.
Diff: 2
Objective: 8.3
organization
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, and
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.
Diff: 1
Objective: 8.3
organization
40
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.
Diff: 2
Objective: 8.3
organization
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 home run hitter
being asked to hit home runs. Interpersonal stress might result from the player not getting along
with teammates, for example.
Diff: 3
Objective: 8.3
organization
41
114) A light-hitting baseball player who is suddenly asked to be a power hitter and hit home runs
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.
Diff: 3
Objective: 8.3
organization
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.
Diff: 2
Objective: 8.3
organization
42
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. The other choices—overcrowded conditions, high
temperatures, and close monitoring—would tend to worsen the situation and increase, rather than
decrease, task demand stress.
Diff: 2
Objective: 8.3
organization
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. 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.
Diff: 3
Objective: 8.3
organization
43
118) Anika loves being a professional dancer, but she feels stress from the tension-packed, high-
pressure, fear-filled demands of helping motivate members 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 and 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 also would not create a
fearful atmosphere, so "too much autonomy" is incorrect.
Diff: 3
Objective: 8.3
organization
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 personalities
D) neither Type A nor Type B personality
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 personalities" is wrong because a single person cannot show
both personality traits at once.
Diff: 2
Objective: 8.3
organization
44
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 personalities
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 personalities" is wrong because a single person cannot
show both personality traits at once.
Diff: 1
Objective: 8.3
organization
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 "originates 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.
Diff: 2
Objective: 8.3
organization
45
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 a quota 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 "have jobs that match their abilities" the correct response.
Diff: 2
Objective: 8.3
organization
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.
Diff: 2
Objective: 8.3
organization
46
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.
Diff: 2
Objective: 8.3
organization
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.
Diff: 2
Objective: 8.3
organization
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 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.
Diff: 2
Objective: 8.3
organization
47
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.
Diff: 2
Objective: 8.4
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.
Diff: 2
Objective: 8.4
129) Some people believe that creativity is ________, while others think that creativity
________.
A) quickly and easily learned; is slowly learned
B) a genuine quality; does not really exist
C) inborn; can be learned
D) learned; is 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 is
forgotten after childhood, making these choices incorrect responses.
Diff: 2
Objective: 8.4
48
130) The first step in creativity involves ________.
A) making something useful
B) seeing things from a unique perspective
C) putting ideas together
D) consolidating ideas
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, and actually coming up with a product come later in the
creative process, so these choices can be eliminated as correct responses.
Diff: 2
Objective: 8.4
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.
Diff: 2
Objective: 8.4
49
132) The moment when all prior efforts in the creativity 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
creativity process, so they are incorrect, while innovation comes after inspiration, so
"innovation" is also incorrect.
Diff: 2
Objective: 8.4
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. "Mechanistic management structure" is incorrect because evidence
shows that a mechanistic structure is the wrong structure for promoting innovation.
Diff: 2
Objective: 8.4
50
134) ________ variables are thought to promote innovation.
A) Structural, cultural, and human resource
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.
Diff: 3
Objective: 8.4
135) An innovative organization needs to tolerate ________ because creative ideas sometimes
seem foolish at first.
A) mismanagement
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 involves the ability of an
organization to accept seemingly foolish ideas, so they are incorrect.
Diff: 3
Objective: 8.4
51
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 expected as part of the
creative process, so the choice regarding making mistakes being part of the process is the correct
response.
Diff: 1
Objective: 8.4
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.
Diff: 2
Objective: 8.4
52
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.
Diff: 2
Objective: 8.4
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.
Diff: 2
Objective: 8.4
53
140) In a short essay, identify and discuss two external forces that bring about the need for
change.
Answer: (any two of the following)
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. Another example is 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.
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 and the purchase of new
facilities, and it would also require managers to learn new skills and techniques.
Diff: 3
Objective: 8.1
organization
54
141) 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 an 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.
Diff: 3
Objective: 8.1
organization
142) 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 by combining the
two approaches.
Diff: 3
Objective: 8.1
organization
55
143) 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.
Diff: 3
Objective: 8.1
organization
144) 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, and they suspect
(perhaps erroneously) that the new program might not have the same old features that they like
and are used to, so they resist the change.
Diff: 3
Objective: 8.2
organization
56
145) In a short essay, discuss why people resist change due to the fear of losing possessions or
status. 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.
Diff: 3
Objective: 8.2
organization
146) 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 goodwill and in the long run increased employee morale, product
loyalty, and ultimately profits.
Diff: 3
Objective: 8.2
organization
57
147) 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 structure, technology, or people 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.
Diff: 3
Objective: 8.1
organization
148) 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.
Diff: 3
Objective: 8.1
58
149) 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 toward 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.
Diff: 3
Objective: 8.1
150) 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 may result in your 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.
Diff: 3
Objective: 8.3
organization
59
151) 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, and
changes in metabolism. Behavioral stress symptoms in the workplace include productivity
changes, absenteeism, and substance abuse. Psychological symptoms include tension, anxiety,
boredom, and procrastination.
Diff: 3
Objective: 8.3
organization
152) 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.
Diff: 3
Objective: 8.3
organization
60
153) 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 he or 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 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.
Diff: 3
Objective: 8.3
organization
154) 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.
Diff: 3
Objective: 8.4
61
155) 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 inter-unit 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.
Diff: 3
Objective: 8.4
62

Fundamentals of Management Essential Concepts and Applications 14th Edition Robbins Test Bank

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Fundamentals of Management Essential Concepts and Applications 14th Edition Robbins Test Bank

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Fundamentals of Management

Essential Concepts and Applications

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.

11) In an organization, only a manager can be a change agent.

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

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

28) Stress can arise from an opportunity.

29) Stress is not a physiological phenomenon.

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

40) Organic organizations tend to inhibit innovation.

41) Time deadlines tend to increase innovation.

42) Idea champions tend to be risk takers.

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

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

48) Which of the following is an organizational technology 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 ________.

69) Today, Lewin's "calm waters" metaphor is increasingly thought to be ________.

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?

107) Stress has ________ symptoms.

108) Adverse psychological effects of stress include ________.

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

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

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

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