robbins mgmt12 tb07

8/19/2019 Robbins Mgmt12 Tb07

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Management, 12e (Robbins/Coulter)

Chapter 7 Managing Change and Innovation

1) The "calm waters" metaphor of change is consistent with Lewin's concept of unfreezing,

changing, and refreezing.

Answer: TR!age Ref: 1#$

Learning %utcome: &escrie the change process and strategies for ma(ing changes in an

organizationAA*+: Reflectie Thin(ing *(ills

h. %-ectie: 1

&ifficult: !as

lassification: onceptual

/) 0n the "whitewater rapids" metaphor of change, change is seen as an occasional disruption in

the normal flow of eents.

Answer: 2AL*!age Ref: 1#$

Learning %utcome: &escrie the change process and strategies for ma(ing changes in anorganization

AA*+: Reflectie Thin(ing *(ills

h. %-ectie: 1&ifficult: !as


3) %rganizational change can e an alteration of people, structure, or technolog.Answer: TR!

age Ref: 1$1Learning %utcome: &escrie the change process and strategies for ma(ing changes in anorganization


h. %-ectie: /&ifficult: !as


4) 5anagers e6clusiel pla the role of change agents.Answer: 2AL*!

age Ref: 1$1





1

opright 7 /814 earson !ducation, 0nc.


2/41

9) hanging structure includes an change in structural ariales such as reporting relationships,

coordination mechanisms, emploee empowerment, or -o redesign.

Answer: TR!age Ref: 1$1

Learning %utcome: &iscuss factors influencing organizational structure decisions &escrie the

change process and strategies for ma(ing changes in an organizationAA*+: Reflectie Thin(ing *(ills

h. %-ectie: /

&ifficult: !aslassification: onceptual

;) *ensitiit training refers to actiities that help team memers learn how each memer thin(sand wor(s.

Answer: 2AL*!

age Ref: 1$3Learning %utcome: &iscuss different was managers wor( with and promote diersit in

organizations &escrie the change process and strategies for ma(ing changes in an organization

AA*+: Reflectie Thin(ing *(illsh. %-ectie: /

&ifficult: !as



3/41

$) =egotiation refers to coert attempts to influence others aout a change distorting the facts

to ma(e the change appear more attractie.

Answer: 2AL*!age Ref: 1$91$;



h. %-ectie: 3


18) 5anipulation inoles the use of direct threats against the resisters.

Answer: 2AL*!age Ref: 1$91$;


organization

AA*+: Reflectie Thin(ing *(illsh. %-ectie: 3


11) oercion inoles e6changing something of alue for an arrangement to lessen the resistanceto the change effort.

Answer: 2AL*!

age Ref: 1$91$;Learning %utcome: &escrie the change process and strategies for ma(ing changes in an

organization


&ifficult: !as


1/) A disadantage of coercion is that it is illegal and undermines the change agent's crediilit.

Answer: TR!


organization


&ifficult: !as


3



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13) ultural change is easier when the organizational culture is strong.

Answer: 2AL*!

age Ref: 1$<Learning %utcome: !6plain the influences of organizational culture &escrie the change

process and strategies for ma(ing changes in an organization


&ifficult: !as


14) ultural change is li(el to ta(e place when a dramatic crisis occurs.

Answer: TR!






19) A leadership change can facilitate cultural change.

Answer: TR!age Ref: 1$<

Learning %utcome: !6plain the influences of organizational culture &escrie the change



&ifficult: !as


1;) *tress is the aderse reaction people hae to e6cessie pressure placed on them frome6traordinar demands, constraints, or opportunities.

Answer: TR!

age Ref: 1$#





4



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1ue wa or to ma(e unusualassociations etween ideas.

Answer: TR!

age Ref: /83

Learning %utcome: &escrie the innoation process and identif strategies for stimulatingcreatiit and innoation




5



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/1) &esign thin(ing can do for innoation what T?5 did for >ualit.

Answer: TR!

age Ref: /8;Learning %utcome: &escrie the innoation process and identif strategies for stimulating

creatiit and innoation


&ifficult: !as


//) The *aranes%6le Act is an e6ample of which of the following forces of change@

A) consumer needs change

+) technological change) e6ternal change

&) economic change

Answer:

age Ref: 1##Learning %utcome: &escrie the components of the management enironment &escrie the

change process and strategies for ma(ing changes in an organizationAA*+: Analtic *(ills

h. %-ectie: 1

&ifficult: 5oderatelassification: Application

/3) 2alling interest rates are an e6ample of what e6ternal force@

A) change in composition of wor(force+) change in emploee attitudes

) technological change

&) economic changeAnswer: &

age Ref: 1##

Learning %utcome: &escrie the components of the management enironment &escrie thechange process and strategies for ma(ing changes in an organization

AA*+: Analtic *(ills

h. %-ectie: 1


6



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/4) hich of the following is =%T an e6ternal force of change@

A) changing consumer needs

+) new goernmental laws) economic changes

&) changes in wor(force composition

Answer: &age Ref: 1##

Learning %utcome: &escrie the components of the management enironment &escrie the

change process and strategies for ma(ing changes in an organizationAA*+: Reflectie Thin(ing *(ills

h. %-ectie: 1

&ifficult: !as


/9) hich of the following is =%T an internal force of change@A) technolog

+) strateg

) wor(force&) emploee attitudes

Answer: A

age Ref: 1##





/;) 0ncreasing the numers of emploed women and minorities forces managers to pa attention

to what change factor@

A) strateg+) wor(force

) e>uipment

&) technolog

Answer: +age Ref: 1##



h. %-ectie: 1


7



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/uipment) emploee attitudes

&) strateg

Answer: age Ref: 1##



h. %-ectie: 1

&ifficult: 5oderate

lassification: Application

/#) The two metaphors commonl used to descrie the two iews of the change process are BBBBBBBB.

A) running water and trouled water

+) calm waters and whitewater rapids) marine water and freshwater

&) muc(water and mudwater

Answer: +

age Ref: 1#$Learning %utcome: &escrie the change process and strategies for ma(ing changes in an

organization


&ifficult: !as


/$) 0n the BBBBBBBB metaphor, change is normal and e6pected and managing it is a continual

process.A) calm waters

+) whitewater rapids

) marinewaters

&) freshwater Answer: +

age Ref: 1#$





8



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38) Lewin's theor is consistent with BBBBBBBB theor of organizational change.

A) whitewater rapids

+) muc(water ) mudwater

&) calm waters

Answer: &age Ref: 1#$



h. %-ectie: 1

&ifficult: !as


31) According to Curt Lewin, which of the following is a stage in the change process@

A) restraining

+) driing) processing

&) unfreezingAnswer: &

age Ref: 1#$



h. %-ectie: 1


3/) According to Curt Lewin, increasing the driing forces is a means of BBBBBBBB.

A) unfreezing

+) changing) restraining

&) refreezing

Answer: A


organization


&ifficult: !as


9



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33) The unfreezing step of the change process can e thought of as BBBBBBBB.

A) changing to a new state

+) sustaining a change oer time) changing the organizational structure

&) preparing for the needed change

Answer: &age Ref: 1#$



h. %-ectie: 1

&ifficult: !as


34) According to Lewin, which of the following is the o-ectie of refreezing@

A) directing ehaior awa from the status >uo

+) hindering the e6isting e>uilirium) eliminating the need for future change

&) stailizing the new situationAnswer: &

age Ref: 1#$



h. %-ectie: 1


39) %rganizational change is an alteration of BBBBBBBB.A) people, structure, or technolog

+) structure, management, or goals

) technolog, goals, or management&) rules, procedures, or management

Answer: A

age Ref: 1$1





10



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3$) hanges in wor( processes, methods, and e>uipment are a part of BBBBBBBB changes.

A) technological

+) people) financial

&) structural

Answer: Aage Ref: 1$1


organization &escrie the innoation process and identif strategies for stimulating creatiitand innoation

AA*+: Reflectie Thin(ing *(ills se of 0nformation Technolog

h. %-ectie: /


48) A compan that decides to decentralize its sales procedures is managing BBBBBBBB changes.

A) technological+) people

) financial&) structural

Answer: &

age Ref: 1$11$/Learning %utcome: &iscuss factors influencing organizational structure decisions &escrie the

change process and strategies for ma(ing changes in an organization


h. %-ectie: /&ifficult: 5oderate


41) hich tpe of change might include a shift from a functional to a product structure@

A) a structural design change

+) a structural component change) a technological change

&) a people change

Answer: A

age Ref: 1$11$/Learning %utcome: &iscuss factors influencing organizational structure decisions &escrie the


AA*+: Reflectie Thin(ing *(illsh. %-ectie: /

&ifficult: !as


12



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4/) ompetitie factors or new innoations within an industr often re>uire managers to

introduce BBBBBBBB.

A) new e>uipment, tools, or operating methods+) new e>uipment, tools or people

) new e>uipment, operating methods, or structure

&) new e>uipment, people, or structureAnswer: A

age Ref: 1$/

Learning %utcome: &escrie the change process and strategies for ma(ing changes in anorganization &escrie the innoation process and identif strategies for stimulating creatiit

and innoation

AA*+: Reflectie Thin(ing *(ills se of 0nformation Technolog



43) hen supermar(ets and other retailers use scanners that proide instant inentorinformation, the are adopting BBBBBBBB changes.


) financial

&) structuralAnswer: A

age Ref: 1$/


organization &escrie the innoation process and identif strategies for stimulating creatiitand innoation

AA*+: Analtic *(ills se of 0nformation Technolog



44) BBBBBBBB is the term used to descrie change methods that focus on people and the nature

and >ualit of interpersonal wor( relationships.

A) ommercial deelopment

+) %rganizational deelopment) 2acilities deelopment

&) omprehensie deelopment

Answer: +age Ref: 1$3



h. %-ectie: /

&ifficult: !as


13



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49) 0f Craft 2oods hired a consultant to decrease group friction and enhance cooperatie wor(

relationships, this would e an e6ample of managing BBBBBBBB changes.


) financial

&) structuralAnswer: +

age Ref: 1$3



h. %-ectie: /

&ifficult: !aslassification: Application

4;) BBBBBBBB is a method of changing ehaior through unstructured group interaction.

A) Team uilding+) 0ntergroup deelopment

) *ure feedac( &) *ensitiit training

Answer: &

age Ref: 1$3Learning %utcome: &iscuss different was managers wor( with and promote diersit in

organizations &escrie the change process and strategies for ma(ing changes in an organization




4ue inoles changing the attitudes, stereotpes, and

perceptions that wor( groups hae aout each other@

A) team uilding+) intergroup deelopment

) sure feedac(

&) sensitiit training


Learning %utcome: &iscuss different was managers wor( with and promote diersit in

organizations &escrie the change process and strategies for ma(ing changes in an organizationAA*+: Reflectie Thin(ing *(ills

h. %-ectie: /


14



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4#) An indiidual is li(el to resist change ecause of the feeling BBBBBBBB.

A) of achieement

+) of uncertaint) of personal gain

&) that the change is in the organization's est interest




h. %-ectie: 3

&ifficult: !as


4$) hich of the following techni>ues for reducing resistance to change assumes that much of

the resistance lies in misinformation@

A) negotiation+) education and communication

) participation&) facilitation and support

Answer: +


organization




98) BBBBBBBB inoles ringing indiiduals directl affected the proposed change into the

decisionma(ing process.

A) articipation+) 2acilitation and support

) =egotiation

&) 5anipulation and cooptation

Answer: Aage Ref: 1$91$;



h. %-ectie: 3


15



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91) hich of the following techni>ues for reducing resistance to change includes emploee

counseling, therap, new s(ills training, or a short paid leae of asence.

A) negotiation+) facilitation and support

) manipulation and cooptation

&) coercionAnswer: +

age Ref: 1$91$;



h. %-ectie: 3


9/) BBBBBBBB inoles e6changing something of alue for an agreement to lessen the resistance

to the change effort.

A) =egotiation+) 5anipulation and cooptation

) oercion

&) !ducation and communication

Answer: Aage Ref: 1$91$;



h. %-ectie: 3


93) BBBBBBBB inoles distorting facts to ma(e the change appear more attractie.A) oercion

+) !ducation and communication

) articipation

&) 5anipulation and cooptationAnswer: &

age Ref: 1$91$;





16



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94) hich of the following is a faorale condition that will facilitate a cultural change@

A) the organization has a huge wor(force

+) the organization has a long e6istence) a dramatic crisis occurs

&) a stale leadership e6ists

Answer: age Ref: 1$<


process and strategies for ma(ing changes in an organizationAA*+: Reflectie Thin(ing *(ills

h. %-ectie: 4

&ifficult: !as


99) ultural change is most li(el to ta(e place when BBBBBBBB.

A) the organization is old

+) the organization is large) the culture is strong

&) there is a leadership changeAnswer: &

age Ref: 1$<

Learning %utcome: !6plain the influences of organizational culture &escrie the change process and strategies for ma(ing changes in an organization


h. %-ectie: 4


9;) hich of the following is a strateg for managing cultural change@

A) *upport emploees who remain deoted to the old alues.

+) Redesign socialization processes to align with the new alues.) Ceep the reward sstem the same.

&) Replace written norms with unwritten norms.

Answer: +




&ifficult: !as


17



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9


19/41

;8) BBBBBBBB are factors related to an emploee's -o and include the design of a person's -o,

wor(ing conditions, and the phsical wor( laout.

A) Tas( demands+) Role demands

) 0nterpersonal demands

&) Role amiguitAnswer: A

age Ref: 1$$



h. %-ectie: 4


;1) BBBBBBBB creates e6pectations that ma e hard to reconcile or satisf.

A) Tas( amiguit+) Role conflict

) Role oerload&) Tas( demand

Answer: +

age Ref: 1$$Learning %utcome: &escrie the change process and strategies for ma(ing changes in an

organization




;/) A BBBBBBBB personalit is characterized chronic feelings of a sense of time urgenc, an

e6cessie competitie drie, and difficult accepting and en-oing leisure time.

A) Tpe D+) Tpe E

) Tpe A

&) Tpe +

Answer: age Ref: 1$$



h. %-ectie: 4


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;3) *tress smptoms are grouped under the categories of BBBBBBBB.

A) phsical, economic, and legal

+) phsical, pschological, and ehaioral) phsical, pschological, and cultural

&) phsical, political, and social

Answer: +age Ref: 1$$/88



h. %-ectie: 4

&ifficult: !as


;4) hich of the following is a phsical smptom of stress@A) changes in metaolism

+) changes in productiit

) -orelated dissatisfaction&) -o turnoer

Answer: A

age Ref: 1$$





;9) hich of the following is an e6ample of a pschological smptom of stress@

A) changes in metaolism

+) increased heart and reathing rate) irritailit

&) changes in productiit

Answer:

age Ref: 1$$Learning %utcome: &escrie the change process and strategies for ma(ing changes in an

organization


&ifficult: !as


20



21/41

;;) hanges in eating haits are a BBBBBBBB smptom of stress.

A) phsical

+) pschological) ehaioral

&) financial

Answer: age Ref: 1$$



h. %-ectie: 4

&ifficult: !as


;


22/41

;$) A BBBBBBBB helps emploees whose personal lies suffer from a lac( of planning to sort out

their priorities.

A) time management program+) wellness program

) life insurance program

&) health and wellness programAnswer: A

age Ref: /81



h. %-ectie: 4



23/41


24/41


25/41


26/41

#1) &esign thin(ing can proide a process for BBBBBBBB.

A) rainstorming

+) coming up with things that don't e6ist) e6perimenting with customers

&) connecting idea champions in the design department with mar(eting e6perts

Answer: +age Ref: /8;

Learning %utcome: &escrie the innoation process and identif strategies for stimulating

creatiit and innoationAA*+: Reflectie Thin(ing *(ills

h. %-ectie: 9

&ifficult: 5oderate


=ew 0deas H*cenario)

Although =ew 0deas, 0nc., has een in usiness for 38 ears, the compan and its emploees

seemingl hae een in a constant state of change. Louis *nder has een resident of =ew0deas, 0nc. for the last 19 ears. &uring these 19 ears, he has had to change the strategic focus of

the compan three times. The emploees hae started ecoming ocal aout the decrease in their

onus chec(s and their desire for increased profits. 0t seems as though his competition is alwas

introducing new products into the mar(et and his compan's niche products hae to e constantlchanged in order to (eep up with the competition. 5oreoer, the goernment has een actie in

passing new legislation to increase the control of the product pac(aging and product contents.

The technolog used to manufacture the products has also een continuall changed to ma(e the process more efficient.

#/) The technolog change in the manufacturing process of =ew 0deas, 0nc.'s products to ma(ethe process more efficient is the result of a competitor lowering its price. Therefore, it was aHn)

BBBBBBBB.

A) e6ternal force of change+) internal force of change

) mar(etplace force of change

&) economic force of change

Answer: Aage Ref: 1##



h. %-ectie: 1


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#3) 5r. *nder has had to change the strategic focus of the compan three times. The change in

strategic focus of the =ew 0deas, 0nc., is aHn) BBBBBBBB.

A) e6ternal force of change+) internal force of change

) mar(etplace force of change

&) economic force of changeAnswer: +

age Ref: 1##



h. %-ectie: 1


#4) hen the emploees e6press their concern aout their onus chec(s, which of the following

tpes of forces of change is constraining 5r. *nder@

A) e6ternal force of change+) laor mar(et force of change

) internal force of change

&) social force of change

Answer: age Ref: 1##



h. %-ectie: 1


#9) =ew 0deas, 0nc., focuses on new ideas, uses technolog that changes fre>uentl, and hasstrong competition in the mar(et. This situation descries what metaphor of change@

A) a calm water metaphor

+) a lac(water rapid metaphor

) a rapid water metaphor&) a whitewater rapids metaphor

Answer: &


organization

AA*+: Analtic *(illsh. %-ectie: 1

&ifficult: 5oderate


27



28/41

2red 2rer's &onuts H*cenario)

*ince the integration of two new stores in Littleille, .*., 2red 2rer's &onuts, 0nc., hasrecognized that there is a need for reengineering the entire organization. The main need is to

install new stateoftheart (itchen e>uipment in the seen remaining stores, and then dispose of

all old e>uipment to a salage dealer or else incur a loss. The emploees will hae to e trainedto operate the new computer programmed e>uipment. 2red is setting up the main store as a

training store. !mploees from the other stores will train at the main store for fie das while

their respectie store's e>uipment is eing conerted. The regular emploees from the main storehae the responsiilit of instructing the classes or oerseeing the installation of the new

e>uipment and testing its operation efore that store's emploees return from training. The

organization is also replacing the old emploee reporting sstem. %rdering of materials will now

e done an intranet. 2red has promised that no one will lose his or her -o ecause of theorganizational changes. Ge estimates that when the emploees get to the computer programming

training, as man as 18 percent of the current emploees will resign or retire. Ge also thin(s that

opening a new store in =owhere, will asor the e6cess emploees.

#;) The installation of the new e>uipment at 2red 2rer's &onuts, 0nc., is an e6ample of

BBBBBBBB.A) people change

+) management change

) technological change&) structural change

Answer:

age Ref: 1$1


AA*+: Analtic *(ills se of 0nformation Technolog



#


29/41

The Ioernment Fo H*cenario)

olin was getting accustomed to his surroundings in a state goernment -o. Gis efforts atgetting people to accept change had met with little resistance due to his and the new director's

efforts as well as the hard wor( of his suordinates. +ut now the hard part reall startedJ

actuall managing the change. hat techni>ues could he and his agenc's new director emploto most effectiel implement changes that would result in increased productiit in his

department@ Ge considered changing three aspects of his agenc: the structure, the technolog,

and the people.

##) 0f the new agenc director decided to remoe laers in the agenc and increase the span of

managerial control, this would e considered changing the BBBBBBBB.

A) structural design+) selection process

) degree of centralization

&) structural components

Answer: &age Ref: 1$11$/

Learning %utcome: &iscuss factors influencing organizational structure decisions &escrie thechange process and strategies for ma(ing changes in an organization




#$) 0f the agenc director decided to shift awa from a functional to a product structure, thiswould e considered changing the BBBBBBBB.

A) structural design

+) selection process) degree of centralization

&) structural components

Answer: Aage Ref: 1$/



AA*+: Analtic *(illsh. %-ectie: /

&ifficult: 5oderate


29



30/41

$8) olin decided his people will enefit from BBBBBBBB, a method of changing ehaior

through unstructured group interaction.

A) sure feedac( +) sensitiit training

) team uilding

&) intergroup deelopmentAnswer: +

age Ref: 1$3

Learning %utcome: &iscuss different was managers wor( with and promote diersit inorganizations &escrie the change process and strategies for ma(ing changes in an organization


h. %-ectie: /


The ractice H*cenario)

Cell Rae wor(s for an ophthalmologist's office where she has een emploed as a technician for appro6imatel one ear. Cell has een promoted to the position of clinic coordinator where she

is responsile for ensuring operational efficienc and effectieness managing and training

other technicians, oerseeing the doctor's schedules, and coordinating actiities etween the

scheduling des(, the technicians, the insurance office, and the optical shop. pon her promotionshe was gien a mandate the doctors to "clean house" in an effort to ma(e fundamental

changes to enhance productiit.

$1) 0f Cell were to consider enhancing productiit giing greater authorit to other

technicians and increasing formalization, she would e considering BBBBBBBB changes.

A) structural+) technological

) people

&) automaticAnswer: A

age Ref: 1$1 1$/



h. %-ectie: /


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31/41

$/) The two doctors at the practice hae er different wor( haits. !ach has his own team of

technicians who are used to the doctors' preferences and are comfortale with their routines the

asicall do the same thing eer da. hen Cell suggested that the train all of the techniciansto wor( with oth doctors, this led to significant resistance from all of the parties inoled. The

technicians were concerned that the would no longer e ale to perform their usual dail tas(s.

Their resistance came from their BBBBBBBB.A) elief that amiguit would increase

+) fear that the would e forced out of their haits

) concern oer personal loss&) elief that Cell's changes would harm the organization

Answer: +

age Ref: 1$4



h. %-ectie: 3


$3) *hell, a technician, was particularl concerned aout the changes. *he had spent a numer

of ears ingratiating herself with one of the doctors and, ecause of it, she had earned special

priileges, such as ta(ing e6tended lunches with her husand. *hell's resistance to change camefrom her BBBBBBBB.

A) elief that uncertaint would increase

+) fear that she would e forced out of her hait) concern oer personal loss

&) elief that Cell's changes would harm the organization

Answer: age Ref: 1$4


organizationAA*+: Analtic *(ills

h. %-ectie: 3

&ifficult: 5oderate


31



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Lightspeed.com H*cenario)

!dwin !dwards is a team leader for Lightspeed.com, an eusiness that has emploees in eergloal time zone. *ome of the factors that the team has to contend with are deadlines, strong

wor( ethic, the creatiitinnoation chain, highspeed turnaround, and professionalism. As team

leader, !dwin sees team memers ia ideo conference onl a few times per ear. A frustrationthat he is encountering is that he wor(s with all of these people and does not hae control oer

their "actual" wor( or the few organizational rules, regulations, and policies. Eet, due to the

position he is in, he feels he gets all of their complaints. The team does not deal well when amemer offers an "offthewall" solution to a team prolem team memers seem to hae more

troule with this than an other teamconflict issue. hat he li(es most aout leading the team is

that the seem to prefer getting their o-ectie accomplished instead of wasting time tring to

decide who should e doing what.

$4) hen !dwin feels frustrated that he does not hae control oer team memers' "actual" wor(

or the organizational rules, regulations, and policies, he is contending with BBBBBBBB.

A) e6ternal control+) diersit of opinions

) aundant resources&) unclear goals

Answer: A

age Ref: /84/89Learning %utcome: &escrie the est practices of groups and teams &escrie the innoation

process and identif strategies for stimulating creatiit and innoation


h. %-ectie: 9&ifficult: 5oderate


$9) hen a memer offers an "offthewall" solution to a team prolem, !dwin has to contend

with what cultural ariale@A) tolerance of conflict

+) tolerance of ris(

) tolerance of the impractical

&) focus on endsAnswer:

age Ref: /84/89

Learning %utcome: &escrie the est practices of groups and teams &escrie the innoation process and identif strategies for stimulating creatiit and innoation


h. %-ectie: 9&ifficult: 5oderate


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$;) The part !dwin li(es the most is that the team seems to prefer getting their o-ectie

accomplished instead of wasting time, which indicates that the team is BBBBBBBB.

A) tolerant of conflict+) an opensstem focus team

) ale to deal with high ris(

&) focused on ends rather than meansAnswer: &

age Ref: /84/89

Learning %utcome: &escrie the est practices of groups and teams &escrie the innoation process and identif strategies for stimulating creatiit and innoation


h. %-ectie: 9


$uipment

d. hanging emploee attitudesage Ref: 1##


change process and strategies for ma(ing changes in an organizationAA*+: Reflectie Thin(ing *(ills ommunication Ailities

h. %-ectie: 1

&ifficult: 5oderatelassification: onceptual

33



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$#) &escrie the "calm waters" iew of organizational change.

Answer: The calm waters iew of organizational change enisions the organization as a large

ship crossing a calm sea. The ship's captain and crew (now e6actl where the are going ecausethe hae made the trip man times efore. hange comes in the form of an occasional storm, a

rief distraction in an otherwise calm and predictale trip. 0n the calm waters metaphor, change

is seen as an occasional disruption in the normal flow of eents.0t is est illustrated Curt Lewin's 3step description of the change process.

According to Lewin, successful change can e planned and re>uires unfreezing the status >uo,

changing to a new state, and refreezing to ma(e the change permanent. The status >uo can econsidered an e>uilirium state. To moe from this e>uilirium, unfreezing is necessar.

nfreezing can e thought of as preparing for the needed change. 0t can e achieed

increasing the driing forces, which are forces pushing for change decreasing the restraining

forces, which are forces that resist change and push ehaior toward the status >uo or comining the two approaches.

%nce unfreezing is done, the change itself can e implemented. Goweer, merel introducing

change does not ensure that it will ta(e hold. The new situation needs to e refrozen so that it can

e sustained oer time. nless this last step is done, there is a strong chance that emploees willreert ac( to the old was of doing things. The o-ectie of refreezing, then, is to stailize the

new situation reinforcing the new ehaiors.Lewin's 3step process treats change as a moe awa from the organization's current e>uilirium

state. 0t is a calm waters scenario where an occasional disruption means changing to deal with

the disruption. %nce the disruption has een dealt with, howeer, things can continue on underthe new changed situation.

age Ref: 1#$


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$$) !6plain organizational change and riefl discuss the three tpes of change.

Answer: 5ost managers, at one point or another, will hae to ma(e changes in some aspects of

their wor(place. These changes are classified as organizational change, which is an alteration of people, structure, or technolog. %rganizational changes often need someone to act as a catalst

and assume the responsiilit for managing the change processJthat is, a change agent. hange

agents can e a manager within the organization, ut could also e a nonmanager such as aspecialist from the GR department or een an outside consultant. 2or ma-or changes, an

organization often hires outside consultants to proide adice and assistance.

5anagers face three main tpes of change: structure, technolog, and people.hanging structure includes an change in structural ariales such as reporting relationships,

coordination mechanisms, emploee empowerment, or -o redesign. hanges in the e6ternal

enironment or in organizational strategies often lead to changes in the organizational structure.

+ecause an organization's structure is defined how wor( gets done and who does it, managerscan alter one or oth of these structural components. 2or instance, departmental responsiilities

could e comined, organizational leels eliminated, or the numer of persons a manager

superises could e increased. 5ore rules and procedures could e implemented to increase

standardization. %r emploees could e empowered to ma(e decisions so decision ma(ing could e faster. Another option would e to ma(e ma-or changes in the actual structural design. 2or

instance, product diisions can e dropped, merged, or e6panded. *tructural design changes alsomight include, for instance, a shift from a functional to a product structure or the creation of a

pro-ect structure design.

Toda, technological changes usuall inole the introduction of new e>uipment, tools, ormethods automation or computerization. ompetitie factors or new innoations within an

industr often re>uire managers to introduce new e>uipment, tools, or operating methods.

Automation is a technological change that replaces certain tas(s done people with tas(s done

machines.hanging people inoles changing attitudes, e6pectations, perceptions, and ehaiors.

%rganizational deelopment is the term used to descrie change methods that focus on people

and the nature and >ualit of interpersonal wor( relationships.age Ref: 1$11$3



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&ifficult: !as


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188) &efine %rganizational &eelopment H%&). List and e6plain the fie most popular %&

techni>ues.

Answer: %rganizational &eelopment H%&) is the term used to descrie change methods thatfocus on people and the nature and >ualit of interpersonal wor( relationships.

The fie most popular %& techni>ues are:

a. *ensitiit trainingJ0t is a method of changing ehaior through unstructured groupinteraction.

. Team uildingJThese refer to actiities that help team memers learn how each memer

thin(s and wor(s.c. 0ntergroup deelopmentJThis inoles changing the attitudes, stereotpes, and perceptions

that wor( groups hae aout each other.

d. rocess consultationJGere, an outside consultant helps the manager understand how

interpersonal processes are affecting the wa wor( is eing done.e. *ure feedac(J0t is a techni>ue for assessing attitudes and perceptions, identifing

discrepancies in these, and resoling the differences using sure information in feedac(

groups.

age Ref: 1$3Learning %utcome: &escrie the change process and strategies for ma(ing changes in an


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181) h do people resist change@

Answer: An indiidual is li(el to resist change for the following reasons: uncertaint, hait,

concern oer personal loss, and the elief that the change is not in the organization's est interest.hange replaces the (nown with uncertaint. 2or e6ample, when >ualit control methods ased

on sophisticated statistical models are introduced into manufacturing plants, man >ualit control

inspectors hae to learn the new methods. *ome inspectors ma fear that the will e unale todo so and ma, therefore, deelop a negatie attitude toward the change or ehae poorl if

re>uired to use them.

Another cause of resistance is that people do things out of hait. !er da, when going to wor(, people proal go the same wa, whether wal(ing, driing, or using mass transit. suall, the

find a single approach and use it regularl. eople do not want to hae to consider the full range

of options for the hundreds of decisions the ma(e eer da. To cope with this comple6it, the

rel on haits or programmed responses. +ut when confronted with change, their tendenc torespond in their accustomed was ecomes a source of resistance.

The third cause of resistance is the fear of losing something alread possessed. hange threatens

the inestment people hae alread made in the status >uo. The more that people hae inested

in the current sstem, the more the resist change. The fear the loss of status, mone, authorit,friendships, personal conenience, or other economic enefits that the alue. This is wh older

wor(ers tend to resist change more than ounger wor(ers. %lder emploees hae generallinested more in the current sstem and thus hae more to lose changing.

A final cause of resistance is a person's elief that the change is incompatile with the goals and

interests of the organization. 2or instance, an emploee who eliees that a proposed new -o procedure will reduce product >ualit or productiit can e e6pected to resist the change. 0f the

emploee e6presses his or her resistance positiel, this actuall can e eneficial to the

organization.

age Ref: 1$4Learning %utcome: &escrie the change process and strategies for ma(ing changes in an

organization

AA*+: Reflectie Thin(ing *(ills ommunication Ailitiesh. %-ectie: 3

&ifficult: 5oderate


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18/) List and e6plain the techni>ues for reducing resistance to change.

Answer: The arious techni>ues for reducing resistance to change are:

a. !ducation and communication This helps reduce resistance to change helping emploeessee the logic of the change effort. This techni>ue assumes that much of the resistance lies in

misinformation or poor communication.

. articipation This inoles ringing those indiiduals directl affected the proposedchange into the decisionma(ing process. Their participation allows these indiiduals to e6press

their feelings, increase the >ualit of the process, and increase emploee commitment to the final

decision.c. 2acilitation and support This inoles helping emploees deal with the fear and an6iet

associated with the change effort. This help includes emploee counseling, therap, new s(ills

training, or a short paid leae of asence.

d. =egotiation This inoles e6changing something of alue for an agreement to lessen theresistance to the change effort. This resistance techni>ue is >uite useful when the resistance

comes from a powerful source.

e. 5anipulation and cooptation This refers to coert attempts to influence others aout the

change. 0t inoles distorting facts to ma(e the change appear more attractie.f. oercion This inoles the use of direct threats or force against the resisters.


organization


&ifficult: 5oderate


183) hat are the conditions that facilitate cultural change@

Answer: The conditions that facilitate cultural change are:

a. %ccurrence of a dramatic crisis An une6pected financial setac(, the loss of a ma-orcustomer, or a dramatic technological innoation a competitor can wea(en the status >uo and

ma(e people start thin(ing aout the releance of the current culture.

. hange in leadership =ew top leadership can proide an alternatie set of (e alues andma e perceied as more capale of responding to the crisis than the old leaders were.

c. Eoung and small organization The ounger the organization, the less entrenched is its culture.

0t is easier for managers to communicate new alues in a small organization than in a large one.

d. ea( culture ea( cultures are more receptie to change than are strong ones.age Ref: 1$<


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184) rite a short essa on stress, particularl as it relates to the wor(place.

Answer: *tress is the aderse reaction people hae to e6cessie pressure placed on them from

e6traordinar demands, constraints, or opportunities. *tress is not alwas ad. Although it isoften discussed in a negatie conte6t, stress does hae a positie alue, particularl when it

offers a potential gain. Goweer, stress is more often associated with constraints and demands. A

constraint preents an indiidual from doing what he desires. &emands refer to the loss ofsomething desired. hen an emploee has his annual performance reiew at wor(, he feels

stress ecause he confronts opportunit, constraints, and demands. A good performance reiew

leads to a promotion, greater responsiilities, and a higher salar. +ut a poor reiew (eeps himfrom getting the promotion. An e6tremel poor reiew might lead to him eing fired.

Fust ecause the conditions are right for stress to surface, howeer, does not alwas mean it will.

Two conditions are necessar for potential stress to ecome actual stress. 2irst, there must e

uncertaint oer the outcome, and second, the outcome must e important.age Ref: 1$#


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189) hat are stressors@ &iscuss the fie ma-or categories of organizational stressors.

Answer: *tress is caused personal factors and -orelated factors called stressors. hange

of an (indJpersonal or -orelatedJhas the potential to cause stress ecause it inolesdemands, constraints, or opportunities.

The fie ma-or categories of organizational stressors are: tas( demands, role demands,

interpersonal demands, organization structure, and organizational leadership.Tas( demands are factors related to an emploee's -o. The include the design of a person's -o

Hautonom, tas( ariet, degree of automation), wor(ing conditions, and the phsical wor(

laout. or( >uotas can put pressure on emploees when their outcomes are perceied ase6cessie. The more the interdependence etween an emploee's tas(s and the tas(s of others,

the greater is the potential for stress. Autonom, on the other hand, tends to lessen stress. Fos in

which temperatures, noise, or other wor(ing conditions are dangerous or undesirale can

increase an6iet. *o, too, can wor(ing in an oercrowded room or in a isile location whereinterruptions are constant.

Role demands relate to pressures placed on an emploee as a function of the particular role he

plas in the organization. Role conflicts create e6pectations that ma e hard to reconcile or

satisf. Role oerload is e6perienced when the emploee is e6pected to do more than time permits. Role amiguit is created when role e6pectations are not clearl understood and the

emploee is not sure what he has to do.0nterpersonal demands are pressures created other emploees. Lac( of social support from

colleagues and poor interpersonal relationships can cause considerale stress, especiall among

emploees with a high social need.%rganization structure can increase stress. !6cessie rules and an emploee's lac( of opportunit

to participate in decisions that affect him or her are e6amples of structural ariales that might e

potential sources of stress.

%rganizational leadership represents the superisor stle of the organization's managers. *omemanagers create a culture characterized tension, fear, and an6iet. The estalish unrealistic

pressures to perform in the short run, impose e6cessiel tight controls, and routinel fire

emploees who do not measure up. This stle of leadership filters down through the organizationand affects all emploees.

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18;) List a few cultural characteristics that an innoatie organization possesses.

Answer: An innoatie organization has the following cultural characteristics:

a. Accept amiguit Too much emphasis on o-ectiit and specificit constrains creatiit. . Tolerate the impractical 0ndiiduals who offer impractical, een foolish, answers to whatif

>uestions are not stifled. hat at first seems impractical might lead to innoatie solutions.

c. Ceep e6ternal controls minimal Rules, regulations, policies, and similar organizationalcontrols are (ept to a minimum.

d. Tolerate ris( !mploees are encouraged to e6periment without fear of conse>uences should

the fail. 5ista(es are treated as learning opportunities. !mploees do not fear to put forth newideas.

e. Tolerate conflict &iersit of opinions is encouraged. Garmon and agreement etween

indiiduals or units are not assumed to e eidence of high performance.

f. 2ocus on ends rather than means Ioals are made clear, and indiiduals are encouraged toconsider alternatie routes toward meeting the goals. 2ocusing on ends suggests that seeral right

answers might e possile for an gien prolem.

g. se an opensstem focus 5anagers closel monitor the enironment and respond to

changes as the occur.h. roide positie feedac( 5anagers proide positie feedac(, encouragement, and support

so emploees feel that their creatie ideas receie attention.i. !6hiit empowering leadership A leader of an innoatie organization lets his suordinates

(now that the wor( the do is significant. Ge proides organizational memers the opportunit to

participate in decision ma(ing. Ge shows them that he is confident that the can achiee high performance leels and outcomes. This has a positie influence on creatiit.

age Ref: /84/89

Learning %utcome: !6plain the influences of organizational culture &escrie the innoation

process and identif strategies for stimulating creatiit and innoationAA*+: Reflectie Thin(ing *(ills ommunication Ailities

h. %-ectie: 9


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