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Management Canadian 12th Edition Robbins Test Bank Full Chapter PDF
Management Canadian 12th Edition Robbins Test Bank Full Chapter PDF
1) Successful organizations are not only efficient and effective, they also must be ________.
A) global
B) adaptable
C) logical
D) visible
Answer: B
Diff: 2 Type: MC Page Ref: 165
Skill: Recall
Learning Outcome: 7-1 Understand the importance of building an innovative and adaptable
organization.
3) Successful organizations create ________ that enables them to continuously recognize new
problems.
A) a culture
B) processes
C) structures
D) expectations
Answer: A
Diff: 2 Type: MC Page Ref: 165
Skill: Recall
Learning Outcome: 7-1 Understand the importance of building an innovative and adaptable
organization.
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4) Entrepreneurship and management innovation will drive new business creation and ________
in the future.
A) job growth
B) globalization
C) economic development
D) new product development
Answer: C
Diff: 2 Type: MC Page Ref: 166
Skill: Recall
Learning Outcome: 7-1 Understand the importance of building an innovative and adaptable
organization.
5) ________ are complex and each possible solution may create a new problem.
A) Adaptability problems
B) Wicked problems
C) Innovation challenges
D) Strategic dilemmas
Answer: B
Diff: 1 Type: MC Page Ref: 166
Skill: Recall
Learning Outcome: 7-1 Understand the importance of building an innovative and adaptable
organization.
7) Successful organizations need to be more than just flexible in order to compete in today's
business world.
Answer: TRUE
Diff: 1 Type: TF Page Ref: 165
Skill: Applied
Learning Outcome: 7-1 Understand the importance of building an innovative and adaptable
organization.
8) For business success, today's organizations need to be proactive which means they are able to
adapt to the circumstances as required.
Answer: TRUE
Diff: 1 Type: TF Page Ref: 165
Skill: Applied
Learning Outcome: 7-1 Understand the importance of building an innovative and adaptable
organization.
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9) Innovation for organizations is about developing new products and services as customer needs
change.
Answer: FALSE
Diff: 2 Type: TF Page Ref: 166
Skill: Recall
Learning Outcome: 7-1 Understand the importance of building an innovative and adaptable
organization.
11) Wicked problems is a slang term used by employees who come across problems they cannot
solve and must pass on to other departments.
Answer: FALSE
Diff: 2 Type: TF Page Ref: 166
Skill: Recall
Learning Outcome: 7-1 Understand the importance of building an innovative and adaptable
organization.
7.2 Describe the forces that create the need for change, innovation, and adaptability
1) Internal forces that create the need for organizational change include ________.
A) necessary upgrades to technology
B) changes in the kinds of employees needed
C) organizational strategy adjustments
D) HR practices in response to new employment law
Answer: C
Diff: 3 Type: MC Page Ref: 168
Skill: Applied
Learning Outcome: 7-2 Describe the forces that create the need for change, innovation, and
adaptability.
2) Managers who make no attempt to anticipate change end up ________ rather than ________.
A) failing; succeeding
B) downsizing; growing
C) planning; adapting
D) reacting; innovating
Answer: D
Diff: 2 Type: MC Page Ref: 167
Skill: Recall
Learning Outcome: 7-2 Describe the forces that create the need for change, innovation, and
adaptability.
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3) Changing recruitment strategies to attract and retain health care specialists due to increased
needs for those workers is an example of what kind of external force for change?
A) marketplace
B) human resources strategy
C) labour markets
D) organizational development
Answer: C
Diff: 2 Type: MC Page Ref: 168
Skill: Applied
Learning Outcome: 7-2 Describe the forces that create the need for change, innovation, and
adaptability.
5) The change in the strategic focus of the company is a(n) ________ force for change.
A) external
B) internal
C) economic force of change
D) technological
Answer: B
Diff: 1 Type: MC Page Ref: 168
Skill: Applied
Learning Outcome: 7-2 Describe the forces that create the need for change, innovation, and
adaptability.
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6) The change to robotics in the manufacturing process to increase efficiency is the result of the
competitors lowering their prices. Therefore it is a(n) ________ force for change.
A) external
B) internal
C) economic
D) technological
Answer: A
Diff: 1 Type: MC Page Ref: 167
Skill: Applied
Learning Outcome: 7-2 Describe the forces that create the need for change, innovation, and
adaptability.
7) The employees' complaints about their reduced bonus cheques are an example of a(n)
________ force for change.
A) external
B) labour market
C) internal
D) cultural
Answer: C
Diff: 1 Type: MC Page Ref: 168
Skill: Applied
Learning Outcome: 7-2 Describe the forces that create the need for change, innovation, and
adaptability.
10) One of the biggest challenges facing both large and small companies today is the fluctuating
labour market and finding suitable employees.
Answer: TRUE
Diff: 2 Type: TF Page Ref: 168
Skill: Applied
Learning Outcome: 7-2 Describe the forces that create the need for change, innovation, and
adaptability.
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11) Culture of innovation is important for companies in the face of rapid technological changes.
Answer: TRUE
Diff: 1 Type: TF Page Ref: 167
Skill: Recall
Learning Outcome: 7-2 Describe the forces that create the need for change, innovation, and
adaptability.
12) A change in demand for health care employees is an example of an economic change.
Answer: FALSE
Diff: 3 Type: TF Page Ref: 168
Skill: Applied
Learning Outcome: 7-2 Describe the forces that create the need for change, innovation, and
adaptability.
3) Until the late 1980s, the ________ metaphor described the situation faced by most managers.
A) uncertain waters
B) white-waters
C) calm waters
D) blue sky
Answer: C
Diff: 2 Type: MC Page Ref: 169
Skill: Recall
Learning Outcome: 7-3 Compare and contrast views of the change process.
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4) In the ________ metaphor, change is normal and expected and managing it is a continual
process.
A) calm waters
B) white-waters
C) blue sky
D) design thinking
Answer: B
Diff: 1 Type: MC Page Ref: 170
Skill: Recall
Learning Outcome: 7-3 Compare and contrast views of the change process.
5) One of the primary views of the change process is ________, while the other view is
________.
A) occasional; continuous
B) costly; conservative
C) optimistic; pessimistic
D) unplanned; planned
Answer: A
Diff: 3 Type: MC Page Ref: 170
Skill: Applied
Learning Outcome: 7-3 Compare and contrast views of the change process.
6) The ________ metaphor is best illustrated by Kurt Lewin's model of the change process.
A) uncertain waters
B) white-waters
C) calm waters
D) blue horizon
Answer: C
Diff: 2 Type: MC Page Ref: 169
Skill: Recall
Learning Outcome: 7-3 Compare and contrast views of the change process.
7) The ________ metaphor is most consistent with uncertain and dynamic environments that are
increasingly dominated by information, ideas, and knowledge.
A) new frontiers
B) white-waters
C) calm waters
D) uncertain waters
Answer: B
Diff: 2 Type: MC Page Ref: 170
Skill: Recall
Learning Outcome: 7-3 Compare and contrast views of the change process.
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8) According to Kurt Lewin, increasing the driving forces, which directs behaviour away from
the status quo, is a means of doing which of the following?
A) unfreezing
B) changing
C) refreezing
D) restraining forces
Answer: A
Diff: 2 Type: MC Page Ref: 169
Skill: Recall
Learning Outcome: 7-3 Compare and contrast views of the change process.
11) University student who has just graduated and is now facing the process of finding a job and
moving into the business world is in what step of the change process?
A) unfreezing the status quo
B) changing into a new state
C) refreezing the status quo
D) freezing the equilibrium
Answer: A
Diff: 2 Type: MC Page Ref: 169
Skill: Applied
Learning Outcome: 7-3 Compare and contrast views of the change process.
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12) Driving forces are forces that drive change and direct behaviour ________.
A) away from the status quo
B) toward increased resistance
C) toward uncertainty
D) toward the existing equilibrium state
Answer: A
Diff: 1 Type: MC Page Ref: 169
Skill: Recall
Learning Outcome: 7-3 Compare and contrast views of the change process.
13) New Ideas is a company that focuses on new ideas, uses technology that changes frequently,
and has strong competition in a dynamic market. This is consistent with the ________ metaphor
of the change process.
A) calm waters
B) blue horizon
C) white-water rapids
D) systems thinking
Answer: D
Diff: 1 Type: MC Page Ref: 170
Skill: Applied
Learning Outcome: 7-3 Compare and contrast views of the change process.
14) Before Gill took over as president, the previous 15 years had been a period of stability and
steady predictable growth for New Ideas. This period was consistent with the ________
metaphor of the change process.
A) calm waters
B) blue horizon
C) situational strategy
D) white-water rapids
Answer: A
Diff: 1 Type: MC Page Ref: 169
Skill: Applied
Learning Outcome: 7-3 Compare and contrast views of the change process.
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15) The "calm waters" metaphor envisions a trip over unfamiliar waters with a crew who has
never before worked together.
Answer: FALSE
Diff: 2 Type: TF Page Ref: 169
Skill: Recall
Learning Outcome: 7-3 Compare and contrast views of the change process.
16) The "white water rapids" metaphor described the situation that managers faced up until the
late 1980s.
Answer: FALSE
Diff: 2 Type: TF Page Ref: 170
Skill: Recall
Learning Outcome: 7-3 Compare and contrast views of the change process.
17) The prevailing model for handling change in "white waters" is best illustrated in Kurt
Lewin's three-step description of the change process.
Answer: FALSE
Diff: 3 Type: TF Page Ref: 170
Skill: Recall
Learning Outcome: 7-3 Compare and contrast views of the change process.
18) Lewin's three-step process treats change simply as a break in the organization's equilibrium
state.
Answer: TRUE
Diff: 2 Type: TF Page Ref: 169
Skill: Recall
Learning Outcome: 7-3 Compare and contrast views of the change process.
19) 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
Diff: 1 Type: TF Page Ref: 170
Skill: Recall
Learning Outcome: 7-3 Compare and contrast views of the change process.
3) In spurring organizational change, outside consultants are usually more ________ whereas
internal managers tend to be more ________.
A) drastic; cautious
B) highly paid; uncertain
C) resistant; bold
D) interested; apathetic
Answer: A
Diff: 3 Type: MC Page Ref: 171
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
4) According to our textbook, managers' options for change fall into which three categories?
A) environment, technology, and strategy
B) structure, technology, and people
C) policies, procedures, and management
D) structure, technology, and products
Answer: B
Diff: 1 Type: MC Page Ref: 172
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
5) Changes in work specialization, chain of command, span of control, job design, or degree of
centralization fall under which category of options that a manager can change?
A) structure
B) people
C) strategy
D) processes
Answer: A
Diff: 1 Type: MC Page Ref: 172
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
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6) Initiating change involves identifying which organizational areas might need to be changed
and ________.
A) discussing changes with the board of directors
B) forming a committee to determine that the need for change is real
C) putting the change process in motion
D) preparing people for change
Answer: C
Diff: 2 Type: MC Page Ref: 171
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
7) Apex Corporation has reorganized its marketing division, and the reporting structure has
completely changed. This is an example of a change in ________.
A) structure
B) people
C) culture
D) processes
Answer: A
Diff: 2 Type: MC Page Ref: 172
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
8) Changes in work processes, methods, and equipment used fall under which category of
options that a manager can change?
A) structure
B) people
C) strategy
D) technology
Answer: D
Diff: 2 Type: MC Page Ref: 172
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
9) A company that decides to decentralize its sales procedures is managing what change
category?
A) structure
B) culture
C) people
D) technology
Answer: A
Diff: 1 Type: MC Page Ref: 172
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
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10) Empowering employees to make decisions so decision making could be faster is a ________
change.
A) people
B) processes
C) structure
D) culture
Answer: C
Diff: 3 Type: MC Page Ref: 172
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
11) The change from a bureaucratic and risk-averse company to one that could compete in a
global market requires ________ change.
A) structure
B) people
C) culture
D) technology
Answer: A
Diff: 2 Type: MC Page Ref: 172
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
12) One type of resistance to change that can be beneficial to the organization if expressed in a
positive way is ________.
A) change that threatens the status quo
B) the belief that change is not good for the goals of the organization
C) altering the familiar and habitual routines and processes
D) moving into an ambiguous environment
Answer: B
Diff: 3 Type: MC Page Ref: 175
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
13) Organizational development techniques seek to bring about change in which of the basic
change categories?
A) structure
B) people
C) mission
D) processes
Answer: C
Diff: 2 Type: MC Page Ref: 173
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
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14) Techniques to change people and the quality of interpersonal work relationships are called
________.
A) organizational development
B) communications training
C) human resources management
D) strategy innovation
Answer: A
Diff: 2 Type: MC Page Ref: 173
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
15) If ABC Foods hired a consultant to decrease group friction and enhance cooperative work
relationships, this would be an example of managing what change category?
A) strategy
B) structure
C) people
D) processes
Answer: C
Diff: 2 Type: MC Page Ref: 173
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
16) ________ focuses on techniques or programs to change people and the nature of
interpersonal work relationships.
A) Decentralization
B) Organizational development
C) Operations improvement
D) Strategy formulation
Answer: B
Diff: 2 Type: MC Page Ref: 173
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
17) Which organizational development (OD) technique is a technique for assessing attitudes and
perceptions, identifying discrepancies in these, and resolving the differences by using survey
information in feedback groups?
A) team building
B) intergroup development
C) survey feedback
D) sensitivity training
Answer: C
Diff: 2 Type: MC Page Ref: 174
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
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18) What OD technique involves changing the attitudes, stereotypes, and perceptions that work
groups have about each other?
A) team building
B) intergroup development
C) sensitivity training
D) process consultation
Answer: B
Diff: 2 Type: MC Page Ref: 174
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
19) Before using the same OD techniques to implement behavioral changes across different
countries, managers need to be sure that they've taken into account ________.
A) interpersonal relationships
B) organizational differences
C) societal differences
D) cultural characteristics
Answer: D
Diff: 2 Type: MC Page Ref: 174
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
20) Which OD technique is used when an outside consultant helps managers to understand how
interpersonal processes are affecting the organization?
A) intergroup development
B) survey feedback
C) process consultation
D) sensitivity training
Answer: C
Diff: 2 Type: MC Page Ref: 174
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
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22) People resist change because change replaces the known with ________.
A) innovation and creativity
B) process redesign
C) strategy reformulation
D) ambiguity and uncertainty
Answer: D
Diff: 2 Type: MC Page Ref: 174
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
23) Change threatens the investment that people have already made in ________.
A) job training
B) the status quo
C) new job procedures
D) the strategic plan
Answer: B
Diff: 1 Type: MC Page Ref: 175
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
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26) How can managers increase the likelihood of making change happen successfully?
A) They should realize that they are just change agents not change leaders.
B) They should discourage entrepreneurial mindsets which disrupt the process.
C) They should give individual employees a role in the change process.
D) They should ensure that established work processes are not disturbed.
Answer: C
Diff: 3 Type: MC Page Ref: 175
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
Lightspeed.com (Scenario)
Edwin Edwards is a team leader for Lightspeed.com, an e-business that has employees in every
global time zone. Some of the factors that the team has to contend with are deadlines, strong
work ethic, creativity-innovation chain, high-speed turnaround, and professionalism. As a team
leader, Edwin sees team members via videoconference only a few times per year or via
compressed video via Internet a few times more per year. A frustration that he is encountering
himself is that he works with all of these people and does not have control over their "actual"
work or the few organizational rules, regulations, and policies. Yet, due to the position he is in,
he feels he gets all of their complaints. The team does not deal well when a member offers an
"off-the-wall" solution to a team problem. Team members seem to have more trouble with this
than any other team-conflict issue. What he likes most about leading the team is that they seem
to prefer getting their objectives accomplished instead of wasting time trying to decide who
should be doing what tasks.
27) If Edwin decided to remove a layer of managers and increase the span of control, he would
be making a change in which of the following categories?
A) technology
B) people
C) processes
D) structure
Answer: D
Diff: 2 Type: MC Page Ref: 172
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
28) If Edwin decided to introduce new methods and work processes, he would be making a
change in which of the following categories?
A) technology
B) people
C) strategy
D) structure
Answer: A
Diff: 2 Type: MC Page Ref: 172
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
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29) If Edwin decided to replace some employee work time with a new telephone menu system to
improve productivity, this would be an example of ________.
A) work specialization
B) formalization
C) decentralization
D) automation
Answer: D
Diff: 1 Type: MC Page Ref: 173
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
30) If Edwin wanted to change people and the quality of interpersonal work relationships, he
could do so by implementing ________ programs.
A) job redesign
B) organizational development
C) interpersonal development
D) process redesign
Answer: B
Diff: 2 Type: MC Page Ref: 173
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
31) Edwin decided that his employees could benefit from ________, an OD technique designed
to change behaviour through unstructured group interaction.
A) process consultation
B) team building
C) intergroup development
D) sensitivity training
Answer: D
Diff: 3 Type: MC Page Ref: 173
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
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Refer to the scenario below to answer the following questions.
32) Which of the following structural suggestions would most likely improve innovation at
Lightspeed?
A) limit resources
B) increase time pressures
C) become more organic
D) increase external controls
Answer: C
Diff: 2 Type: MC Page Ref: 178
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
33) Which structural variable that can foster innovation is present already at Lightspeed?
A) organic structures
B) abundant resources
C) low external controls
D) high interunit communication
Answer: D
Diff: 2 Type: MC Page Ref: 178
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
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© 2019 Pearson Canada Inc.
Refer to the scenario below to answer the following questions.
34) If Kelly decided to enhance productivity by giving greater authority to other technicians and
increasing formalization, she would be addressing which category of change?
A) structure
B) people
C) processes
D) culture
Answer: A
Diff: 2 Type: MC Page Ref: 172
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
35) Kelly's office has two doctors with very different work habits. Each has his own team of
technicians who are used to the doctors' preferences and are comfortable with their routines.
They basically do the same thing every day. When Kelly suggested training all the technicians to
work with both doctors, the result was significant resistance. The technicians were concerned
that they would no longer be able to perform their usual daily tasks. The primary source of their
resistance was ________.
A) increased ambiguity
B) forced change of habit
C) concern over personal loss
D) loss of status and authority
Answer: B
Diff: 2 Type: MC Page Ref: 175
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
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36) A technician named Shelly was particularly concerned about the changes. She had spent a
number of years befriending a particular doctor and had earned special privileges, such as taking
extended lunches with her husband, because of it. Shelly's resistance to change came from her
________.
A) belief that uncertainty would increase
B) fear that she would be forced out of her habit
C) concern over personal loss
D) belief that Kelly's changes would harm the organization
Answer: C
Diff: 2 Type: MC Page Ref: 175
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
37) A technician named Nelly was very concerned that some of the changes proposed by Kelly
would lead to increased filing errors that would ultimately affect patient care. Nelly's resistance
to change came from her ________.
A) belief that uncertainty would increase
B) fear that she would be forced out of her habit
C) belief that Kelly's changes would harm the organization
D) concern about increased ambiguity
Answer: C
Diff: 2 Type: MC Page Ref: 175
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
38) In an effort to change the attitudes, perceptions, and stereotypes that each group of
technicians holds about each other, Kelly decides to use the popular OD technique of ________.
A) process consultation
B) team building
C) sensitivity training
D) intergroup development
Answer: D
Diff: 3 Type: MC Page Ref: 145
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
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Refer to the scenario below to answer the following questions.
40) Which of the following courses of actions is best for Fred and the team leaders to practice if
they need to overcome employee resistance?
A) ignore the employees who resist the change
B) terminate employees who resist the change
C) educate employees and communicate with them
D) promise bonuses upon completion of the changes
Answer: C
Diff: 2 Type: MC Page Ref: 175
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
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42) Managers exclusively play the role of change agents.
Answer: FALSE
Diff: 1 Type: TF Page Ref: 171
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
44) Changing structure includes any change in structural variables such as reporting
relationships, coordination mechanisms, employee empowerment, or job redesign.
Answer: TRUE
Diff: 2 Type: TF Page Ref: 172
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
45) The term organizational development focuses on techniques to change people and the nature
and quality of interpersonal work relationships.
Answer: TRUE
Diff: 2 Type: TF Page Ref: 173
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
46) Change threatens the investment managers have already made in the status quo in the
workplace.
Answer: TRUE
Diff: 1 Type: TF Page Ref: 175
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
47) One reason people resist change is that it substitutes ambiguity for uncertainty.
Answer: FALSE
Diff: 3 Type: TF Page Ref: 174
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
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49) Sensitivity training refers to activities that help team members learn how each member thinks
and works.
Answer: FALSE
Diff: 1 Type: TF Page Ref: 174
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
50) One reason people resist change is the belief that the change is incompatible with the goals
and interests of the organization.
Answer: TRUE
Diff: 3 Type: TF Page Ref: 175
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
51) One reason people resist change in an organization is that their future has been set and
cannot be changed.
Answer: FALSE
Diff: 1 Type: TF Page Ref: 175
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
52) Coercion is an inexpensive and easy way to reduce resistance to change and is best used
when resistance is due to misinformation.
Answer: FALSE
Diff: 2 Type: TF Page Ref: 176
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
53) Allowing employees who resist change to participate in the change efforts has potential for a
poor solution.
Answer: TRUE
Diff: 2 Type: TF Page Ref: 176
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
54) Employees need not be given the reasons for organizations changes made by top managers.
Answer: FALSE
Diff: 3 Type: TF Page Ref: 175
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
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55) In a short essay, describe and discuss the four main reasons that people resist change. Include
examples of each reason to support your answer.
Answer: An individual is likely to resist change for four reasons: uncertainty, habit, concern
over personal loss, and the belief that the change is not in the organization's best interest.
1. Change replaces the known with ambiguity and uncertainty. For example, when quality
control methods based on sophisticated statistical models are introduced into manufacturing
plants, many quality control inspectors have to learn the new methods. Some inspectors may fear
that they will be unable to do so and may, therefore, develop a negative attitude toward the
changes or behave poorly if required to use them.
2. The second cause of resistance is habit. Human beings are creatures of habit. We rely on
programmed responses and routines, and resist changes to them.
3. The third cause of resistance is the fear of losing something already possessed. The more that
people have invested in the current system, the more they resist change. This 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.
4. A final cause of resistance is a person's belief that the change is incompatible with the goals
and interests of the organization. An employee who believes that a new job procedure proposed
by a change agent will reduce product quality or productivity can be expected to resist the
change. If the employee expresses his or her resistance positively, this type of resistance can be
beneficial to the organization.
Diff: 2 Type: ES Page Ref: 174-175
Skill: Applied
Learning Outcome: 7-4 Classify types of organizational change.
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56) In a short essay, describe in detail what is meant by creativity and innovation. Next, discuss
the three sets of variables that have been found to stimulate innovation.
Answer:
1. Creativity refers to the ability to combine ideas in a unique way or to make unusual
associations between 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. Thus, the 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.
2. The three sets of variables that have been found to stimulate innovation are the organization's
structure, culture, and human resource practices. Structural variables: Research into the effect of
structural variables on innovation shows three things. First, organic structures positively
influence innovation. Second, the easy availability of plentiful resources provides a key building
block for innovation. Finally, frequent interunit communication helps break down barriers to
innovation. Cultural variables: Innovative organizations tend to have similar cultures. They
encourage experimentation, reward both successes and failures, and celebrate mistakes. 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 Type: ES Page Ref: 148-152
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
57) Define Organizational Development (OD) and how it is used to change people in the change
process. In addition, describe briefly the five most popular OD techniques.
Answer: Organizational Development (OD) is the term used to describe change methods that
focus on people and the nature and quality of interpersonal work relationships.
The five most popular OD techniques are:
a. Sensitivity training—I is a method of changing behavior through unstructured group
interaction.
b. Team building—These refer to activities that help team members learn how each member
thinks and works.
c. Intergroup development—This involves changing the attitudes, stereotypes, and perceptions
that work groups have about each other.
d. Process consultation—Here, an outside consultant helps the manager understand how
interpersonal processes are affecting the way work is being done.
e. Survey feedback—It is a technique for assessing attitudes and perceptions, identifying
discrepancies in these, and resolving the differences by using survey information in feedback
groups.
Diff: 2 Type: ES Page Ref: 173-174
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
26
© 2019 Pearson Canada Inc.
58) In a short essay, explain the techniques for reducing resistance to change. For each technique
explain when it is to be used, and advantages and disadvantages of each technique.
Answer:
1. Education and communication: Use when resistance is due to misinformation. Advantage:
clear up misunderstanding. Disadvantage: may not work when mutual trust and credibility is
lacking.
2. Participation: Use when resisters have the expertise to make a contribution. Advantage:
increase involvement and acceptance. Disadvantage: time consuming and has potential for a poor
solution.
3. Facilitation and support: Use when resisters are fearful and anxiety ridden. Advantage: can
facilitate needed adjustments. Disadvantage: expensive with no guarantee of success.
4. Negotiation: Use when resistance comes from a powerful group. Advantage: can buy
commitment. Disadvantage: potentially high cost; opens doors to others to apply pressure.
5. Manipulation and co-optation: Use when a powerful group's endorsement is needed.
Advantage: inexpensive, easy way to gain support. Disadvantage: can backfire causing change
agent to lose credibility.
6. Coercion: Use when a powerful group's endorsement is needed. Advantage: also inexpensive
and easy to gain support. Disadvantage: may be illegal and undermine change agent's credibility.
Diff: 2 Type: ES Page Ref: 175-176
Skill: Recall
Learning Outcome: 7-4 Classify types of organizational change.
2) ________ refers to the ability to combine ideas in a unique way or to make unusual
associations between ideas.
A) Innovation
B) Creativity
C) Abstract thinking
D) Inspiration
Answer: B
Diff: 1 Type: MC Page Ref: 177
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
27
© 2019 Pearson Canada Inc.
3) ________ is the process of taking a creative idea and turning it into a useful product, service,
or method of operation.
A) Innovation
B) Creativity
C) Transformation
D) Inspiration
Answer: A
Diff: 2 Type: MC Page Ref: 177
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
6) Which of the following is an example of a structural variable that can foster innovation?
A) mechanistic structure
B) closed-system focus
C) high external controls
D) organic structure
Answer: D
Diff: 2 Type: MC Page Ref: 178
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
28
© 2019 Pearson Canada Inc.
7) Which of the following is a cultural value that supports innovation?
A) tolerance of the impractical
B) low tolerance of risk
C) focus on means, not ends
D) closed-system focus
Answer: A
Diff: 2 Type: MC Page Ref: 178
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
29
© 2019 Pearson Canada Inc.
11) Innovative organizations that operate in an uncertain economic environment treat mistakes
________.
A) as serious breach of strategy
B) as cause for termination
C) as learning opportunities
D) as signals for organizational change
Answer: C
Diff: 2 Type: MC Page Ref: 180
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
12) In an uncertain economic environment, it is important that employees don't feel they have to
________ because it is unsafe for them to do so.
A) resist change without support
B) avoid innovation and initiative
C) hide their perceptions about the need for change
D) support the status quo
Answer: B
Diff: 2 Type: MC Page Ref: 180
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
13) ________ actively and enthusiastically support new ideas, build support, overcome
resistance, and ensure that innovations are implemented.
A) Liberal leaders
B) Dream directors
C) Corporate gladiators
D) Idea champions
Answer: D
Diff: 1 Type: MC Page Ref: 152
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
14) British retailer Tesco is an adaptive organization that has developed the capacity to
________.
A) expand globally in a short time
B) implement new technology systems in all operations
C) grow with standardized procedures in operations
D) implement continuous change
Answer: D
Diff: 3 Type: MC Page Ref: 181
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
30
© 2019 Pearson Canada Inc.
15) An adaptive organization requires ________.
A) minimal structural barriers
B) long-term strategic plans
C) invisible external controls
D) strong structure
Answer: A
Diff: 2 Type: MC Page Ref: 182
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
31
© 2019 Pearson Canada Inc.
19) Which of the following represents the relationship between organizational culture and
change?
A) Culture and change are naturally compatible.
B) Culture tends to be very resistant to change.
C) Culture can change in months but not weeks.
D) Culture can never be purposely changed.
Answer: B
Diff: 2 Type: MC Page Ref: 182
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
20) Cultural change is most likely to take place when most or all of the following conditions
exist: dramatic crisis occurs, leadership changes hands, ________.
A) the organization is young and the culture is strong
B) the organization is young, and the culture is weak
C) the organization is old and the culture is weak
D) the organization is small and the culture is strong
Answer: B
Diff: 1 Type: MC Page Ref: 183
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
21) One of the reasons that change fails is that managers ________.
A) expect change to happen too quickly
B) consult with employees in great detail thus wasting time
C) do not really know how to change
D) are reluctant to spend the money required
Answer: C
Diff: 2 Type: MC Page Ref: 183
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
22) Which of the following is a mistake that managers make when leading change?
A) creating a vision for change
B) forming a guiding coalition
C) communicating a sense of urgency
D) quitting before the change is finished
Answer: D
Diff: 2 Type: MC Page Ref: 184
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
32
© 2019 Pearson Canada Inc.
23) An adaptive organization ________.
A) links the present and the future
B) builds on tried and true strategies
C) follows its competitor's footsteps
D) encourages leadership change
Answer: A
Diff: 2 Type: MC Page Ref: 184
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
25) Which of the following is a favourable condition that might help Mandy to implement
cultural change?
A) her new leadership skills acquired at the seminar
B) the recent purchase of her company
C) previous stable leadership
D) her managerial level
Answer: B
Diff: 3 Type: MC Page Ref: 183
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
33
© 2019 Pearson Canada Inc.
26) Which of the following statements is TRUE concerning the leadership of Mandy's company
and its effect on cultural change?
A) New top leadership can be an advantage.
B) New top leadership is rarely an advantage.
C) It is important for the cultural change to begin with employees first.
D) Leadership issues have little impact on cultural change.
Answer: A
Diff: 3 Type: MC Page Ref: 183
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
27) Which of the following are favourable conditions that might help facilitate cultural change at
Mandy's company?
A) The organization is old and the culture is weak.
B) The organization is young and small.
C) The organization is old and small.
D) The organization is young and the culture is strong.
Answer: B
Diff: 3 Type: MC Page Ref: 183
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
28) Which of the following might be a favourable condition that can help facilitate cultural
change at Mandy's company?
A) The culture is weak.
B) The organization is old.
C) Technology is stable.
D) A crisis has not occurred.
Answer: A
Diff: 2 Type: MC Page Ref: 183
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
34
© 2019 Pearson Canada Inc.
Refer to the scenario below to answer the following questions.
29) Which cultural variable relates to the acceptance of "off-the wall" solutions at Lightspeed?
A) acceptance of ambiguity
B) tolerance of the impractical
C) tolerance of risk
D) open system focus
Answer: B
Diff: 2 Type: MC Page Ref: 180
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
30) Which cultural variable relates to the acceptance of diverse opinions at Lightspeed?
A) acceptance of ambiguity
B) tolerance of the impractical
C) tolerance of risk
D) tolerance of conflict
Answer: D
Diff: 2 Type: MC Page Ref: 180
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
35
© 2019 Pearson Canada Inc.
Refer to the scenario below to answer the following questions.
32) Having the regular employees from the main store train other employees and oversee
installation of the new equipment indicates that to some extent the company is ________ through
employees acquiring and sharing knowledge.
A) innovative
B) adaptive
C) organic
D) bureaucratic
Answer: B
Diff: 2 Type: MC Page Ref: 182
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
33) Which situational factor seems to be prompting the cultural changes at Fred Fryer's Donuts?
A) The business is young and small.
B) There is a leadership change.
C) A crisis has occurred.
D) The culture is weak.
Answer: D
Diff: 3 Type: MC Page Ref: 183
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
36
© 2019 Pearson Canada Inc.
34) The 10 percent of the employees that are expected to leave during the computerized
equipment training, will leave because they ________.
A) cannot pass the final test of how to operate the equipment
B) fear that they are unable to learn the new methods
C) they were going to leave anyway soon
D) are not entrepreneurial enough to survive in the new environment
Answer: B
Diff: 2 Type: MC Page Ref: 146
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
35) Creativity is the process of taking an idea and turning it into a useful product, service, or
method of operation.
Answer: FALSE
Diff: 2 Type: TF Page Ref: 177
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
36) Culture of adaptability proactively identifies new problems, and challenges and develops
novel solutions.
Answer: TRUE
Diff: 2 Type: TF Page Ref: 177
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
38) Having creative employees and groups is enough to help the organization become more
innovative and adaptive.
Answer: FALSE
Diff: 3 Type: TF Page Ref: 178
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
39) The right organizational environment is crucial for innovation and adaptability to prosper.
Answer: TRUE
Diff: 2 Type: TF Page Ref: 179
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
37
© 2019 Pearson Canada Inc.
40) Frequent interunit communication helps to facilitate innovation.
Answer: TRUE
Diff: 1 Type: TF Page Ref: 178
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
41) An organizational culture that fosters innovation accepts ambiguity and has a low tolerance
for risk.
Answer: FALSE
Diff: 3 Type: TF Page Ref: 180
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
42) New idea champions are extremely self-confident, persistent, energetic, and have a tendency
to take risks.
Answer: TRUE
Diff: 1 Type: TF Page Ref: 181
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
43) Adaptive organizations need clear and efficient structures in place to meet the changing
environmental challenges.
Answer: FALSE
Diff: 3 Type: TF Page Ref: 182
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
44) Minimal structural and physical barriers allow employees to share information and foster
adaptability.
Answer: TRUE
Diff: 3 Type: TF Page Ref: 182
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
46) The existence of a dramatic organizational crisis can facilitate cultural change.
Answer: TRUE
Diff: 2 Type: TF Page Ref: 183
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
38
© 2019 Pearson Canada Inc.
47) A leadership change can facilitate cultural change.
Answer: TRUE
Diff: 1 Type: TF Page Ref: 184
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
48) In order to make change happen successfully, managers need to understand their own role in
the process.
Answer: TRUE
Diff: 2 Type: TF Page Ref: 185
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
50) Adaptive organizations should discourage employees who are viewed as mavericks since
their ideas are outside the mainstream.
Answer: FALSE
Diff: 2 Type: TF Page Ref: 184
Skill: Applied
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
51) In a short essay, explain the conditions that facilitate cultural change.
Answer: The conditions that facilitate cultural change are:
a. Occurrence of a dramatic crisis — An unexpected financial setback, the loss of a major
customer, or a dramatic technological innovation by a competitor can weaken the status quo and
make people start thinking about the relevance of the current culture.
b. Change in leadership — New top leadership can provide an alternative set of key values and
may be perceived as more capable of responding to the crisis than the old leaders were.
c. Young and small organization — The younger the organization, the less entrenched is its
culture. It is easier for managers to communicate new values in a small organization than in a
large one.
d. Weak culture — Weak cultures are more receptive to change than are strong ones.
Diff: 2 Type: ES Page Ref: 183
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
39
© 2019 Pearson Canada Inc.
52) In a short essay, describe the cultural characteristics that an innovative organization
possesses.
Answer: An innovative organization has the following cultural characteristics:
a. Accept ambiguity — Too much emphasis on objectivity and specificity constrains creativity.
b. Tolerate the impractical — Individuals who offer impractical, even foolish, answers to what-if
questions are not stifled. What at first seems impractical might lead to innovative solutions.
c. Keep external controls minimal — Rules, regulations, policies, and similar organizational
controls are kept to a minimum.
d. Tolerate risk — Employees are encouraged to experiment without fear of consequences should
they fail. Mistakes are treated as learning opportunities. Employees do not fear to put forth new
ideas.
e. Tolerate conflict — Diversity of opinions is encouraged. Harmony and agreement between
individuals or units are not assumed to be evidence of high performance.
f. Focus on ends rather than means — Goals are made clear, and individuals are encouraged to
consider alternative routes toward meeting the goals. Focusing on ends suggests that several right
answers might be possible for any given problem.
g. Use an open-system focus — Managers closely monitor the environment and respond to
changes as they occur.
h. Provide positive feedback — Managers provide positive feedback, encouragement, and
support so employees feel that their creative ideas receive attention.
i. Exhibit empowering leadership — Let organizational members know that the work they do is
significant. Prove opportunity to participate in decision making.
Diff: 2 Type: ES Page Ref: 180
Skill: Recall
Learning Outcome: 7-5 Describe techniques for stimulating innovation and adaptability.
40
© 2019 Pearson Canada Inc.
Another random document with
no related content on Scribd:
Ampio cappuccio gli ricade sulla fronte, interamente celandogli la
faccia, se non che trasforato in due parti lascia libero vibrare lo
sguardo. Impugna colla destra una spada che tien sollevata in atto
imperante, minaccioso.
Ad un di lui cenno, mortale grandine di dardi e di sassi piomba sugli
attoniti guerrieri. Scossi questi e furenti pei colpi che li flagellano,
non badando a periglio, entrano nelle spumose acque del torrente e
lo varcano, trovando però non pochi ne’ suoi gorghi la morte.
Pervenuti al di là, svaginati gli acciari, s’arrampicano su pei greppi e
le rupi onde raggiungere e punire gli audaci feritori. Ma ad un nuovo
segno del loro misterioso condottiero, gli alpigiani, che di semplici
panni coverti mai sostenere potevano la pugna da vicino con nimici
tutti irti e lucenti di ferro, guadagnano le alture e spariscono.
I Sanguigni dopo tal fatto tennero tra essi consiglio; alcuni opinarono
doversi far ritorno; ma i più, inanimiti dalle parole dell’intrepido
Ubaldo, ripeterono il voto di dar compimento all’impresa e
procedettero arditi, benchè più cauti, nell’interno della valle.
Non sempre lucente splendette l’estivo raggio. Si viddero a mezzo il
dì passare di prospetto frettolose le nubi, ed accavallarsi poscia sulle
erette e nude cime delle torreggianti montagne. Vaste volute salirono
a coprire la faccia del sole: cominciò a fremere il vento e sorse indi a
poco il soffio delle propinque ghiacciaje, che rimescolando quelle
masse di nebbia, abbassavale talora sino al fondo della valle.
Camminano i guerrieri taciturni in ordinanza lungo i margini scoscesi
della Sesia che rumoreggia più cupa. Ma avanzatisi di poco, freccie
e pietre scendono a furia dall’alto e molti gravemente ne percuotono
per gli elmi e le corazze. Vano è per essi alzare gli scudi e dar di
piglio alle spade: invisibile è il nemico.
Squarciasi però ad un tratto il vaporoso velo e mirano sull’irradiato
fianco del monte la schiera formidabile del camuffato Monaco che
stende ver loro la punta del ferro e li fa segno agli incessanti colpi.
Trascorsi brevi momenti si ricongiungono e frammischiano le rotte
nubi e tutto s’invola di nuovo alla vista.
Uno sgomento s’impossessa dell’animo dei guerrieri che vorrebbero
arretrare, ma imperterrito Ubaldo fa sacramento di muovere da solo
al castello se i suoi sono sì vigliacchi da abbandonarlo. Nessuno più
ardisce mostrarsi restìo e riprendono più spediti il viaggio.
Continuamente or da destra or da manca essi vengono saettati, e
sempre al sollevarsi delle nebbie scorgono il Monaco colle sue
bande che sul pendìo dei monti laterali procede a pari passo con
essi.
Raggiunta finalmente è la meta, chè tocco hanno il confine della
valle. Le montagne di fianco divergono allargandosi in anfiteatro
chiuso in fondo dal Rosa che innalza al cielo i suoi candidi gioghi. Al
principiare dell’erta sorge un quadrato castello che va agli angoli ed
al centro munito di rotonde torri colle acute piramidali sommità
vestite di piombo. Ne bagna un lato la nascente Sesia e dietro è
cinto da una selva di larici i cui rami frangiati in verdebruno stanno
vergenti al suolo. È il castello de’ Boniprandi.
Finiva il giorno; eransi dissipate le nebbie, taceva il vento. Quasi si
fosse sciolto nell’aure o l’avessero inghiottito le rupi, il Monaco fatale
era scomparso con tutti i suoi e completa ivi regnava la solitudine.
Gli ultimi fuochi del sole, abbandonato il rimanente della terra,
splendevano ancora sulle nevi dell’alpe e lo pingevano di quel colore
soave che gli fe’ prendere il nome dal più vago de’ fiori.
Condusse Ubaldo i guerrieri e li collocò a conveniente distanza
intorno al castello la cui ferrata porta era serrata saldamente; benchè
non si scorgesse per le mura o sulle torri traccia di sentinella o
d’abitante.
Furono alzate le tende; s’accesero ampie cataste, e molti militi
raccolti nel bosco de’ larici trascelsero gli alberi che venir dovevano il
mattino atterrati onde formare le macchine murali. Inoltratasi la notte,
poste che furono le scolte di spazio in ispazio, posarono i guerrieri
presso i fuochi che s’andavano spegnendo, e giacquero nel sonno.
Quando venne l’ora che salita la luna sopra le più alte vette mandò
obbliquo dai nereggianti monti l’argenteo raggio al fondo della valle,
e biancheggiarono le merlate muraglie, splendettero i plumbei
culmini delle torri, l’audace Ubaldo, cui agitava il desìo di penetrare
l’arcano di che pareva cinto quel castello, volle mirarlo vicino mentre
tutto era silenzio. Colà quindi s’avvia a lenti passi, quand’ecco al suo
appressarsi sorgere sulle mura il Monaco tremendo.
Arretra Ubaldo d’un passo, ma poi quasi da malìa incatenato si
ferma, fiso tenendo lo sguardo a contemplarlo. Terribile allora non
era quanto misterioso il di lui aspetto; le fosche lane che
ricoprivamo, fatte men rudi dalla pallida notturna luce, segnavano
perfetti contorni e parevano l’involucro d’un genio in umane forme.
Immobile rimaneva in mesto e fiero atteggiamento.
Ubaldo sbandita prestamente ogni apprensione, alzata la destra con
voce ferma, esclamò: «Invano, chiunque tu sii, ti ostini a difendere
queste mura: esse hanno ricettato l’iniquo nostro nemico e debbono
cadere. Cedi ai valorosi Sanguigni; cedi e risparmia la vita dei tuoi»
— Giammai — fu l’unica parola che dalle labbra del Monaco
pronunciare s’intese.
Due giorni dopo ogni cosa trovossi in pronto per l’assalto. Le mura
del castello difese da risoluti alpigiani non offrirono agevole
conquisto ai guerrieri d’Ubaldo. Il combattimento fu lungo,
sanguinosissimo. Il Monaco presente per tutto infiammava il
coraggio dei vassalli di Guido che tenevano con eroiche prove
lontani gli assalitori. Ma dai cozzi tremendi d’un ferreo ariete
sconquassata va a terra la porta e i guerrieri si scagliano precipitosi
per entro, nel tempo stesso che superato il muro in più parti altri
padroneggiano il vallo. Si pugna pei portici e nel cortile. Ubaldo che
all’entrare erasi scontrato nel Monaco, nella folla lo perdette di vista.
Ansioso di rinvenirlo ascese le scale seguìto dai più fidi, e lo scorse
all’ingresso della sala d’armi circondato dai pochi tra suoi
sopravvissuti. Questi vengono tosto atterrati dai guerrieri e le spade
del Monaco e d’Ubaldo s’incrocicchiano e si ribattono. Ma sia
lassezza o riportate ferite debole è il braccio del Monaco che
l’avversario incalza vigorosamente. Si va desso ritraendo,
difendendosi, sin che urta in una porta che si spalanca, e nel punto
stesso Ubaldo d’un colpo furioso lo trapassa col ferro. Dà un grido,
vacilla e abbandonata la spada cade ai piedi d’un letto su cui giace
un cadavere.
Commosso e inorridito Ubaldo impone agli accorsi guerrieri di
porgere ogni aita al languente. Vien egli tosto rialzato, gli si
sciolgono le lane, si rigetta dalla fronte il cappuccio, e... oh vista!...
un volume di treccie scende lungo il candido collo sulla maglia
d’acciajo... È la contessa Adelberta! Riapre gli occhi, si sforza a
sollevarsi, e si trascina verso le coltri, ove ricadendo spira sopra la
salma dello sposo, che sottratto vivente alle acque del fiume, venne
dai fidi vassalli portato al suo castello in cui dalla ferita morì.
Ai Sanguigni fece poscia pagar cara quella vittoria il Torniello, che
scampato di là seppe ottenere da Napo Torriano protezione ed
armati.
FINE.
MACARUFFO VENTURIERO
O LA CORTE DEL DUCA FILIPPO MARIA VISCONTI