Chapter 11--Managing Change and Innovation

Student: ___________________________________________________________________________

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Organizational change refers to the adoption of a new idea or behavior by an organization. True False

!roductive innovation refers to innovations in products" services" or processes that radically change an industry#s rules of the ga$e for producers and consu$ers. True False

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If organizations don#t successfully change and innovate" they die. True False

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'n a$bide(trous approach $eans incorporating structures and processes that are appropriate for both the creative i$pulse and for the syste$atic i$ple$entation of innovations. True False

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Technology change involves the hierarchy of authority" goals" ad$inistrative procedures" and $anagerial syste$s. True False

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' product change is a change in the organization+s product or service outputs. True False

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-(ploration is the aspect of product and technology innovation that involves creating $echanis$s to $a.e sure new ideas are carried forward" accepted" and i$ple$ented. True False

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Creativity is the generation of novel ideas that $ay $eet perceived needs or respond to opportunities for the organization. True False

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Confrontation" authoritarianis$" and disciplined e(ploration are characteristics of the creative individuals. True False

11 2esearch shows that $anagers in creative co$panies avoid ris. and e(peri$entation. . True False

11 The acceptance of $ista.es" the freedo$ to discuss ideas" and the assign$ent of nonspecialists to . proble$s are characteristics of creative organizations or depart$ents. True False 1 . 'n idea incubator is in-house progra$ that provides a safe harbor where ideas fro$ e$ployees throughout the organization can be developed without interference fro$ co$pany bureaucracy or politics. True False 1% The innovation strategy for changing products and technologies that involves designing the . organization to encourage creativity and the initiation of new ideas is .nown as cooperation. True False 1& The innovation strategy for changing products and technologies that involves creating conditions and . syste$s to facilitate internal and e(ternal coordination and .nowledge sharing is .nown as e(ploration. True False 1) The horizontal lin.age $odel is increasingly i$portant in high pressure business environ$ents that . re3uire rapidly developing and co$$ercializing products and services. True False 1* 'n approach to innovation that e$phasizes shared develop$ent of innovations a$ong several . depart$ents is referred to as the horizontal lin.age $odel. True False 1, ' fast-cycle tea$ is a $ultifunctional" and so$eti$es $ultinational" tea$ that wor.s under stringent . ti$elines and is provided with high levels of resources and e$power$ent to acco$plish an accelerated product develop$ent pro4ect. True False 1/ 'n open tea$ is a $ultifunctional" and so$eti$es $ultinational" tea$ that wor.s under stringent . ti$elines and is provided with high levels of resources and e$power$ent to acco$plish an accelerated product develop$ent pro4ect. True False 10 The innovation strategy for changing products and technologies that involves $anagers putting in . place processes and structures to ensure that new ideas are carried forward for acceptance and i$ple$entation is .nown as entrepreneurship. True False

1 ' person who sees the need for and cha$pions productive change within the organization is called an . idea cha$pion. True False 1 Centralization and short ti$e horizon are pri$arily used by creative organizations. . True False . 5.un.wor.s are a separate s$all" infor$al" highly autono$ous" and often secretive group that focuses on brea.through ideas for the business. True False . % ' unit that is separate fro$ the $ainstrea$ of the organization and is responsible for developing and initiating innovations is called a new-venture tea$. True False & !eople change starts with training everyone in the organization. . True False ) Culture change pertains to the whole organization. . True False * Culture change refers to a $a4or shift in the nor$s" values" attitudes" and $indset of the entire . organization. True False . , Two specific tools that can s$ooth the change process include organizational develop$ent and progra$s for training and develop$ent. True False / Training is one of the $ost fre3uently used approaches to changing people+s $indsets. . True False . 0 Organizational develop$ent involves the application of behavioral science techni3ues to i$prove an organization+s effectiveness and success. True False %1 Mergers6ac3uisitions" organizational decline" and conflict $anage$ent are the three types of current . proble$s that organizational develop$ent $anagers face. True False

%1 Three of the $ost popular and effective O7 activities are tea$ building" survey feedbac." and large. group interventions. True False % . The idea in the large group intervention is to get a sa$ple of people who $ay have an interest in the organization" gather perspectives fro$ the selected parts of the syste$" and allow the sa$ple to create a collective future. True False %% 5urvey feedbac. enhances the cohesiveness and success of organizational groups and tea$s. . True False %& The traditional organization develop$ent $odel focuses on the entire syste$ and learning ta.es place . throughout the whole organization. True False %) 2efreezing is the reinforce$ent stage of organization develop$ent in which individuals ac3uire a . desired new s.ill or attitude and are rewarded for it by the organization. True False %* The three distinct steps for achieving behavioral and attitudinal change with organizational . develop$ent are planning" changing"and stabilizing. True False %, ' change agent is an O7 specialist who contracts with an organization to facilitate change. . True False %/ In the unfreezing step" participants $ust be $ade aware of proble$s and be willing to change. . True False %0 'fter the need for change has been perceived" the ne(t part of the change process is i$ple$enting . change. True False &1 Managers and e$ployees that are $ost involved in an innovation or potential change are often those . that see$ to prefer the status 3uo. True False &1 2easons e$ployees resist change include self-interest" lac. of understanding and trust" uncertainty" and . different assess$ents and goals. True False &

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8ac. of understanding or trust are co$$on reasons for resistance to change. True False

&% Change" according to 9urt 8ewin" is a result of the co$petition between forced and unforced fields. . True False && Forces for organizational change e(ist both in the e(ternal environ$ent and within the organization. . True False &) 8arge cost savings fro$ reduced inventories and labor savings by needing fewer wor.ers to handle . inventory can be driving forces associated with the i$ple$entation of 4ust-in-ti$e inventory control syste$s. True False &* The co$$unication and education approach for overco$ing resistance to change should be used when . the change is technical and the users need accurate infor$ation and analysis to understand change. True False &, Two possible tactics for overco$ing resistance to change are coercion and negotiation. . True False &/ :hen a change involves $ultiple depart$ents" top $anage$ent support is especially i$portant. . True False &0 The disparity between e(isting and desired perfor$ance levels is the need for change. . True False )1 ' perfor$ance gap is a disparity between the perfor$ance of the co$pany when co$pared with a . co$petitor. True False )1. The adoption of a new idea or behavior by an organization is .nown as organizational ;;;;;. '. < . C. 7 . . ) chang e. develop$e nt. structure. interventio n. responsibilit y.

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'n e(a$ple of an organizational would be=

'. the switch to a new pr <. the decision to offer a new product line. C. the introductions of a new pay for perfor$ance syste$. 7. all of these. - the switch to a new production $ethod or the decision to offer . line. )%. For the co$pact disc industry" the advent of M!% technology can best be described as what type of innovation> '. 7isrupti ve innovati on 5ervice innovation !roductive innovation 2estructuring innovation

< . C . 7 .

- 2everse . innovation )&. ;;;;; refers to innovations in products" services" or processes that radically change an industry#s rules of the ga$e for producers and consu$ers. '. 2estruct uring innovati on Tric.le up innovation !roductive innovation 7isruptive innovation 2everse innovation

< . C . 7 . .

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5uccessful change re3uires that organizations be capable of both creating and i$ple$enting ideas" which $eans the organization $ust learn to be ;;;;;. '. < . C . 7 . . cordia l rightsized a$bide(tro us co$pliant intrafocused

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The generation of novel ideas that $ay $eet perceived needs or respond to opportunities for the organization is called ;;;;;. '. <. C . 7. . a search initiativ e creativity an ideal cha$pion a great idea strategic analysis

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:hich of the following refers to the generation of novel solutions to perceived proble$s> '. !roble$ solving < Organizational . develop$ent C. Creativity 7 <rainstor$ing . - !erceived . solution

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5andra wor.s for a ban. that is renowned for being the first co$$ercial ban. in the ?nited 5tates to introduce online ban.ing. :hich of the following can be used to describe this innovation> '. !ac.age innovation <. !roduct innovation C. 5ervice innovation 7 5upply chain innovation . - @u$an resource . innovation

)0 ' step in the diagnosis stage of organizational develop$ent in which participants are $ade aware of . proble$s in order to increase their willingness to change their behavior is called ;;;;; . ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; *1 ' step in the reinforce$ent stage of organizational develop$ent in which individuals ac3uire a desired . new s.ill or attitude and are rewarded for it by the organization is referred to as ;;;;; . ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; *1 ' disparity between e(isting and desired perfor$ance levels is .nown as aAnB ;;;;; . . ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; * . The second stage in 8ewin+s change $odel" ;;;;; " occurs when individuals e(peri$ent with new behavior and learn new s.ills to be used in the wor.place. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; *% ;;;;; sy$bolizes to all e$ployees that the change is i$portant for the organization. . ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; *& 8ist the three distinct steps for achieving behavioral and attitudinal change. .

*) 8ist the four reasons why e$ployees tend to resist change. .

** 8ist the five specific tactics that can be used to overco$e e$ployee resistance to change. .

*, :hat is organizational change and what are two $a4or areas of change in organizations> .

*/ 7escribe the three innovative strategies for new products and technologies. .

*0 7escribe the five characteristics of creative people and organizations. .

,1 -(plain the horizontal lin.age $odel. .

,1 Ca$e and briefly describe the four roles in cha$pioning an idea for organizational change. .

, .

The innovation strategy for changing products and technologies that involves creating conditions and syste$s to facilitate internal and e(ternal coordination and .nowledge sharing is .nown as ;;;;;. '. e(plorat ion <. cooperation C entrepreneurshi . p 7 idea incubator . - horizontal . lin.age

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5hared develop$ent of innovations a$ong several depart$ents is e$phasized by the ;;;;; approach to innovation '. vert ical <horizont al lin.age $odel C top . down 7 botto$ . -up - diagon . al

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The horizontal lin.age $odel is best applied to a= '. <. C . 7 . . low pressure environ$ent. stable environ$ent. environ$ent that re3uires speed. custo$er service environ$ent. $anufacturing environ$ent.

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Innovation re3uires the coordination that occurs with the ;;;;; . '. topdown approac h botto$-up approach horizontal lin.age $odel ti$e-based approach vertical approach

< . C . 7 . .

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Today+s $ost successful co$panies are including ;;;;; directly in the product and service develop$ent process. '. e$pl oyee s < internal . buyers C . 7 . . co$petit ors custo$e rs all of these

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:hich of the following $eans e(tending the search for and co$$ercializing new ideas beyond the boundaries of the organization and even beyond the boundaries of the industry> '. 'n idea cha$ pion < Open . innovation C ' new. venture tea$ 7 'n idea . incubator - 'n . inventor

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Cooltown ?niversity recently invited $e$bers of its social networ. group to enter a contest on DouTune o design the best video pro$oting the university. This is an e(a$ple of what innovative approach> '. 5oci al grou p inno vatio n < Cetwor. innovatio n C Techsour . cing 7 Crowdso . urcing - Insourci . ng

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The innovation strategy for changing products and technologies that involves $anagers putting in place processes and structures to ensure that new ideas are carried forward for acceptance and i$ple$entation is .nown as ;;;;;. '. e(plorat ion <. cooperation C innovation . roles 7 idea incubator . - horizontal . lin.age

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:hich of the following is a person who sees the need for and fights for productive change in an organization> '. ' cre ati ve ind ivi du al

< ' . cataly st C'n idea cha$pi on 7 ' . spons or - ' . critic /1. :hich of the following describes a person who is passionately co$$itted to a new product of idea despite re4ection by others> '. 'n idea cha$ pion

< ' . sponsor C ' new. venture tea$ 7 ' . s.un.wor . - 'n . investor

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'shley has average technical s.ills but her real strengths lay in visualizing the benefits of other+s ideas and in finding financial and political support for these ideas. 'shley is an e(cellent e(a$ple of aAnB ;;;;;. '. < . C idea . cha$pion. 7 . inventor. . bureaucra t. critic . sponsor.

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:hich of the following isAareB i$portant roleAsB to be played during the process of organizational change> '. The idea cha$ pion < The . critic C The . sponsor 7 Inventor . - 'll of . these

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'll of the following are characteristics of creative organizations -EC-!T;;;;;. '. < . C . 7 . use of tea$s ris. ta.ing nor$s centralizati on long ter$ horizon.

- loose . controls 1)

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Fohn has tre$endous technical s.ills and fre3uently co$es up with valuable ideas. @owever" he has clueless about how to pro$ote it within the organization. Fohn is a good e(a$ple of aAnB;;;;; . '. inventor. <. idea cha$pion. C. sponsor. 7. critic. - an in-transition . e$ployee.

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GThe <rainH is a per$anent secret group within one of the nation#s largest auto $anufacturers. Me$bers of this elite group focus intently on developing new and innovative auto$obile technologies. GThe <rainH can best be described as what type of group or tea$> '. Crossfunction al tea$ < Fast-cycle tea$ . C <rainstor$ing . tea$ 7. 5.un.wor. - Cew-venture . tea$

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Iivian" as a vice-president of $ar.eting" whihc is far re$oved fro$ the research and develop$ent depart$ent. @owever" she .eeps a close eye on what is happening in 2 J 7 and tries to support good ideas whenever she can by re$oving unnecessary organizational obstacles. Iivian is a good e(a$ple of aAnB;;;;;. '. <. C. 7 . . invent or sponsor critic idea cha$pion none of these

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The role of the ;;;;; is to prevent people in other roles fro$ adopting a bad idea. '. <. C. 7 . . critic inventor sponsor o$buds$a n obstruction ist

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The ;;;;; is a unit separate fro$ the rest of the organization responsible for the develop$ent of a $a4or innovation. '. new produ ct group $atri( group newventure tea$ vertical group change tea$

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:hich variation of new venture tea$s is described as a s$all separate" infor$al" highly autono$ous" and often selective group that focuses on brea.through ideas for the business> '. 'n idea cha$ pion

< ' . sponsor C ' new. venture tea$ 7 ' . s.un.wor . - 'n . inventor

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' fund providing resources fro$ which individuals and groups draw to develop new ideas" products" or businesses is referred to as a ;;;;;. '. perso nal fund < develop$e . nt fund C new. venture fund 7 change . fund - $utual . fund

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;;;;; refers to a change in the attitudes and behaviors of a few e$ployees in the organization. '. Organi zation change < Organization develop$ent C !eople . change 7 Culture . change - 'rtifact . change

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:hich of the following refers to a $a4or shift in the nor$s" values" attitudes" and $indset of the entire organization> '. Organi zation change < Organization develop$ent C !eople . change 7 Culture . change - 'rtifact . change

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Furgen is one of several $iddle $anagers sent to a training course on leadership s.ills. Through this effort" the organization is atte$pting= '. organi zation chang e < organization develop$ent C people . change 7 culture . change - artifact . change

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:hich of the following is defined by the te(t as the application of behavioral science .nowledge to i$prove an organization+s health and effectiveness through its ability to cope with environ$ental changes" i$prove internal relationships" and increase proble$-solving capabilities> '. Conflict $anage $ent < Organizational . revitalization C Organizational . develop$ent 7 . . Organizational lin.age @orizontal lin.age

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Organizational develop$ent can help $anagers address proble$s such as $erger6ac3uisitions" conflict $anage$ent" and ;;;;; . '. cultur al chang es < force field . analysis C organization al productivity 7organization al decline6revit alization - none of . these

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;;;;; is COT a type of current proble$ that organizational develop$ent can help address. '. <. C. 7 . . Mergers 'c3uisitions 7iversification Organizational decline Conflict $anage$ent

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8eft-2ight Industries e$ploys a diverse set of individuals with strong personalities. ?nfortunately" this $eans that there is a great deal of interpersonal disagree$ent a$ong e$ployees. :hat organizational tool would wor. best in this circu$stance to $anage conflict> '. Organizati onal develop$e nt 5.un.wor. Teleco$$uting 7ownsizing 5$all-group innovation

<. C. 7. .

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@igh-8ow !roductions recently appointed ,) e$ployees and e(ternal sta.eholders to a te$porary group that would discuss proble$s and opportunities" and would gather perspectives on changes that need to ta.e place within the co$pany. @igh-8ow !roductions is utilizing which organizational change tool> '. Organizatio nal develop$en t 5.un.wor. Teleco$$uting Focus group 8arge-group intervention

<. C. 7. . 111.

There are $any organizational develop$ent activities" which are effective in solving $any different proble$s. ;;;;; enhances the cohesiveness and success of organizational groups. '. Tea$ building <. 5urvey feedbac. C Intergroup activities . 7 !rocess-Consultation . activities - 5y$bolic . $anage$ent

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:hich of the following is a characteristic of the large-group intervention $odel> '. 2esults in incre$en tal change < 8earning for the . s$all group C 'ddresses the . entire syste$ 7 . . Kradual ti$e fra$e 8i$ited distribution

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:hich of the following is an O7 intervention techni3ue in which 3uestionnaires on organizational cli$ate and other factors are distributed a$ong e$ployees and the results reported bac. to the$ by a change agent> '. Tea$ building activities < 5urvey feedbac. activities . C. Intergroup activities 7 !rocess-consolidation . activities - 5y$biotic leadership . activities

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;;;;; is an approach that brings together participants fro$ all parts of the organization to discuss proble$s or opportunities and plan for $a4or change. '. Iirtualgroup intervention < Traditional organization . develop$ent C . 7 . . Multi-unit intervention 5trategic planning co$$ittee 8arge-group intervention

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:hich of the following is the reinforce$ent stage of organization develop$ent in which individuals ac3uire a desired new s.ill or attitude and are rewarded for it by the organization> '. 2ef ree zin g 2estati ng ?nfree zing Chang ing Fu$pi ng

< . C . 7 . .

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:hich of the following is the intervention stage of organization develop$ent in which individuals e(peri$ent with new wor.place behavior> '. 2ef ree zin g 2estati ng ?nfree zing Chang ing Fu$pi ng

< . C . 7 . . 11*.

' step in the diagnosis stage of organizational develop$ent in which participants are $ade aware of proble$s is referred to as ;;;;;" '. chan ge agen t changin g refreezi ng unfreezi ng e(ercisi ng

< . C . 7 . .

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Organizational develop$ent specialists identify three distinct steps for achieving behavioral and attitudinal changes. These are '. freezi ng" chang ing" and interv ention . <unfreezing" change agent" and freezing. Cunfreezing" changing" and refreezing. 7intervention" refreezing" and change agent. - none of . these.

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't which stage of the change process do $anagers evaluate proble$s and opportunities> '. Monit or forces for chang e Ceed for change Initiate change I$ple$ent change Internal forces

< . C . 7 . .

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;;;;; indicates a disparity between e(isting and desired perfor$ance levels. '. <. C. 7. . -nviron$ental opportunity Ceed for change <ehavioral occurrence Critical incident Organizational structural i$balance

111.

The final step to be $anaged in the change process is= '. < . C. 7 . . freezing i$ple$entation intervention planning change envisioning change

111.

9yle is seeing" on a regular basis" a difference between current and e(pected perfor$ance levels. 5he should begin= '. to gathe r $ore data.

< to i$ple$ent change. Cto perceive a need for change. 7to change the reward syste$. - all of . these.

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2ecently" a high level $anager at Trophy Trin.ets noted a rise in custo$er satisfaction co$plaints. This rise is inconsistent with Trophy+s goals in this area. This $anager has identified= '. < . C . a need for change. a critical incident. a behavioral occurrence.

an environ$ental opportunity. - a 5:OT . analysis. 11%. Cyrus+s 2esort has proposed so$e $a4or structural changes within their organization. 5o$e of the e$ployees fear that they will lose power with the changes. They begin voicing resistance to the changes. :hat barrier to change are they e(hibiting> '. 7isagree $ents about the benefits <. 5elf interests C ' lac. of understanding and trust 7. ?ncertainty - Koals and . rewards 11&. ;;;;; is the lac. of infor$ation about future events. '. <. C. 7. . ?ncertai nty 2is. :orry 5tress Change resistance

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'fter every 3uarterly board $eeting" <ernice+s <racelets" Inc. announces big changes. They usually do not follow through on these changes. :hat is causing this lac. of enthusias$> '. 7isag ree$ ents about the benef its

< 5elf . interests C ' lac. of . trust 7 Koals and assess$ent s - Co$petito . rs 11*. Dou are the production $anager for Connor+s Construction" Inc. Dou decide to change the production procedure to increase efficiency. One of your long-ti$e fore$en is resisting the change" insisting that the idea won+t wor.. :hich of the following obstacle is he e(hibiting> '. <. C. 7. . 7ifferent assess$ent and goals ?ncertainty about the future ' lac. of trust 'll of these ?ncertainty about the future and a lac. of trust only

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<eth+s <arnyard" Inc. has decided to restructure the entire organization. Dou hold a $eeting with your e$ployees to notify the$ of the change. Dou do not give the$ any detailed infor$ation. :hich of the barriers to change would you e(pect your e$ployees to e(hibit> '. 7isa gree $ent s abou t the bene fits <?ncertaint y about the future C ' lac. of . trust 7Fear of organizatio nal loss - 'll of . these

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:hat is force field analysis> '. The analy sis of the forces that drive custo $ers to a certai n organ izatio n The analysis of the forces that drive the organization of a co$pany The process of deter$ining which forces drive and which resist a proposed change The process by which an organization forces changes to occur - none of . these

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@arvest International is anticipating changes in their production procedures. Dou have been assigned to identify potential barriers to the change and suggest solutions to these barriers. Dou would use= '. force field analy sis. < barrier . analysis. C negotiati . on. 7 assess$en t of goals. - all of . these.

1 1.

;;;;; schedule $aterials to arrive at a co$pany 4ust as they are needed on the production line. '. Mass custo$i zation syste$ 8IFO syste$

< . C First-in-First. out syste$

7 Fust-in-ti$e inventory syste$ - 8ast-in-First. out 1 1. Inventory $anagers at 5DE -nterprises utilize an inventory control syste$ where $aterials are scheduled to arrive 4ust as they are needed on the production line. This is referred to as= '. <. C . 7 . . %1 restructuring. force-field control. total 3uality $anage$ent. 4ust-in-ti$e inventory control. s.un.wor. inventory control.

:hen trying to overco$e the resistance for change" which approach is best suited when change is technical> '. Coerci on

< Top . $anage$ent support C Cegotiation . 7 !articipation . - Co$$unicati . on 1 %. Co$$unication and education tactic to change i$ple$entation should be used when= '. initiators clearly have power. < group has power over . i$ple$entation. C. change is technical. 7 users need to feel involved. . - group will lose out in . change.

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Too-asy" Inc. is changing fro$ a $anual ordering syste$ to a co$puter-based ordering syste$. 's part of the i$ple$entation procedures" the co$pany invests in detailed" co$prehensive training classes. :hat approach to change i$ple$entation is Too-asy using> '. Co$ $uni catio n and educ ation

<Top $anage$e nt support C !articipat . ion 7 Coercion . - Cegotiati . on 1 ). The ;;;;; approach to change i$ple$entation should be used when users have power to resist. '. educ ation < participat . ion C coercion . 7top $anage$e nt support - do$inati . on

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:hich approach should a group use to resist change if the group has power over i$ple$entation and if the group will lose out in the change> '. Ceg otiat ion

<Top $anage$ ent support C !articip . ation 7 Coercio . n - -ducati . on 1 ,. ;;;;; uses for$al bargaining to win acceptance and approval of a desired change. '. -ducation <. !articipation C. Coercion 7. Cegotiation - Top $anage$ent . support 1 /. <efore i$ple$enting new changes in wor. schedules" Trudy+s Trin.ets wor.s with the union to ensure a s$ooth transition. :hat approach to change is this co$pany using> '. Ceg otiat ion

<Top $anage$ ent support C !articip . ation 7 Coercio . n - -ducati . on

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:hich approach to change i$ple$entation should be used when a crisis e(ists> '. -duca tion < !articipatio . n C. Coercion 7 Top $anage$ent support - Cone of . these

1%1.

5andbo( 5ally+s" Inc. is $a.ing so$e changes to the wor. schedules of its e$ployees. 5o$e of the e$ployees are not happy with the changes. 's their $anager" @arry tells the$ that they can accept it or leave. :hat approach to change i$ple$entation is @arry using> '. Ceg otiat ion

<Top $anage$ ent support C !articip . ation 7 Coercio . n - -ducati . on 1%1. :hich of the following sy$bolizes to all e$ployees that the change is i$portant for the organization> '. -ducation <. Coercion C. !articipation 7. Cegotiation - Top $anage$ent . support

%)

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Scenario - Jaimie Hall The continuing develop$ent and i$prove$ent of co$puter infor$ation syste$s has $ade a powerful i$pression on Fai$ie @all" C-O of 5ee-5aw City A55CB. The current co$puter syste$ at 55C is seven years old" and while still highly useful and reliable" Fai$ie is wondering if a new syste$ would be $ore efficient and $ore useful. Fai$ie recognized that so$e of her $anagers would prefer to .eep the old syste$" while others have been re3uesting that the co$pany update its infor$ation capability. Fai$ie recognized that creativity is an essential ingredient in developing solutions to organizational proble$s. :hich of the following is COT a characteristic of a creative $anager>
a. b. c. d. e. Originality Focused approach Co$$it$ent 'll of these are characteristics.

Conceptual flue

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Scenario - Jaimie Hall The continuing develop$ent and i$prove$ent of co$puter infor$ation syste$s has $ade a powerful i$pression on Fai$ie @all" C-O of 5ee-5aw City A55CB. The current co$puter syste$ at 55C is seven years old" and while still highly useful and reliable" Fai$ie is wondering if a new syste$ would be $ore efficient and $ore useful. Fai$ie recognized that so$e of her $anagers would prefer to .eep the old syste$" while others have been re3uesting that the co$pany update its infor$ation capability. Fai$ie also recognizes that there are four roles in organizational change. :hich of the following is COT one of those roles>
a. b. c. d. e. Inventor Cha$pion 5ponsor Investor 'll of these are included.

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Scenario - Jaimie Hall The continuing develop$ent and i$prove$ent of co$puter infor$ation syste$s has $ade a powerful i$pression on Fai$ie @all" C-O of 5ee-5aw City A55CB. The current co$puter syste$ at 55C is seven years old" and while still highly useful and reliable" Fai$ie is wondering if a new syste$ would be $ore efficient and $ore useful. Fai$ie recognized that so$e of her $anagers would prefer to .eep the old syste$" while others have been re3uesting that the co$pany update its infor$ation capability. In planning how to i$ple$ent the new syste$" Fai$ie can anticipate so$e resistance to the new syste$. This resistance can co$e fro$ all of the following" -EC-!T =
a. b. c. d. e. lac. of understanding of the new syste$. uncertainty" or a lac. of infor$ation. different depart$ents pursuing different goals. all of these can create resistance.

self interest of t

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Scenario - Jaimie Hall The continuing develop$ent and i$prove$ent of co$puter infor$ation syste$s has $ade a powerful i$pression on Fai$ie @all" C-O of 5ee-5aw City A55CB. The current co$puter syste$ at 55C is seven years old" and while still highly useful and reliable" Fai$ie is wondering if a new syste$ would be $ore efficient and $ore useful. Fai$ie recognized that so$e of her $anagers would prefer to .eep the old syste$" while others have been re3uesting that the co$pany update its infor$ation capability. To overco$e the resistance to the new syste$" Fai$ie can use any of the following techni3ues" -EC-!T=
a. b. c. d. e. participation in designing the syste$. negotiation. coercion. all of these can be used.

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1% ;;;;; is defined as the adoption of a new idea or behavior by an organization. *. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1% ;;;;; change is related to the organization+s production process" i.e." how the organization does its ,. wor.. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1% The innovation strategy for changing products and technologies that involves creating conditions and /. syste$s to facilitate internal and e(ternal coordination and .nowledge sharing is .nown as ;;;;; . ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1% ;;;;; is the generation of novel ideas that $ay $eet perceived needs or respond to opportunities for 0. the organization. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;

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1& 'AnB ;;;;; is a change in the organization+s product or service outputs. 1. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1& The innovation strategy for changing products and technologies that involves designing the 1. organization to encourage creativity and the initiation of new ideas is .nown as ;;;;; . ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1& 'AnB ;;;;; is an in-house progra$ that provides a safe harbor where ideas fro$ e$ployees . throughout the organization can be developed without interference fro$ co$pany bureaucracy or politics. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1& The ;;;;; $odel is an approach to product change that e$phasizes shared develop$ent of %. innovations a$ong several depart$ents. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1& The innovation strategy for changing products and technologies that involves creating conditions and &. syste$s to facilitate internal and e(ternal coordination and .nowledge sharing is .nown as ;;;;; . ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1& The innovation strategy for changing products and technologies that involves $anagers putting in ). place processes and structures to ensure that new ideas are carried forward for acceptance and i$ple$entation is .nown as ;;;;; . ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1& ;;;;; $eans e(tending the search for and co$$ercializing new ideas beyond the boundaries of the *. organization and even beyond the boundaries of the industry. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1& ;;;;; e(tends the search for and co$$ercialization of new ideas beyond the boundaries of the ,. organization. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1& 'AnB ;;;;; is a person who sees the need for and cha$pions productive change within the /. organization. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1& The ;;;;; role in organizational change involves providing a Lreality test.L 0. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;

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1) 'AnB ;;;;; is a separate s$all" infor$al" highly autono$ous" and often secretive group that focuses 1. on brea.through ideas for the business. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1) 'AnB ;;;;; is a unit separate fro$ the rest of the organization and is responsible for developing and 1. initiating a $a4or innovation. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1) ;;;;; change is a change in the attitudes and behaviors of a few e$ployees in the organization. . ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1) ;;;;; change is a $a4or shift in the nor$s" values" attitudes" and $indset of the entire organization. %. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1) The application of behavioral science .nowledge to i$prove an organization+s health and effectiveness &. is .nown as ;;;;; . ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1) ' type of O7 intervention that enhances the cohesiveness of depart$ents by helping $e$bers learn to ). function as a tea$ is called ;;;;;. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1) ' type of O7 intervention in which 3uestionnaires on organizational cli$ate and other factors are *. distributed a$ong e$ployees and the results reported bac. to the$ by a change agent is called ;;;;; . ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1) 'n approach that brings together participants fro$ all parts of the organization Aand $ay include .ey ,. outside sta.eholders as wellB to discuss proble$s or opportunities and plan for $a4or change is called ;;;;; . ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1) 'n O7 specialist who contracts with an organization to facilitate change is called aAnB ;;;;;. /. ;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; 1) 7escribe the three distinct stages for achieving behavioral and attitudinal change in an organization. 0.

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1* -(plain the concept of force field analysis. 1.

1* 7escribe the tactics for overco$ing resistance to change. 1.

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Chapter 11--Managing Change and Innovation 9ey

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*). 5elf-interest" lac. of understanding and trust" uncertainty" and different assess$ents and goals. **. Co$$unication and education" participation" negotiation" coercion" and top $anage$ent support. *,. Organizational change is the adoption of a new idea or behavior by an organization. Two .ey aspects of change in organizations are introducing new products and technologies" and changing people and culture. */. -(ploration is the stage where ideas for new products and technologies are born. Managers design the organization for e(ploration by establishing conditions that encourage creativity and allow new ideas to spring forth. The second stage is cooperation. 't this stage" $anager need to provide $echanis$s for both internal and e(ternal coordination. The third stage is entrepreneurship which creates $echanis$s to $a.e sure new ideas are carried forward" accepted" and i$ple$ented. *0. The five characteristics are conceptual fluency6open $indedness" originality" less authority6independent" playful and curious" and persistent and co$$itted. ,1. The horizontal lin.age $odel is defined as an approach to product change that e$phasizes shared develop$ent of innovations a$ong several depart$ents. !eople fro$ various depart$ents" as well as suppliers and custo$ers" $eet fre3uently in tea$s and6or tas. forces to share ideas and solve proble$s together. ,1. The first role is the inventor" who develops and understands the technical aspects of the idea" but does not .now how to win support for the idea or how to $a.e a business of it. The second role is the cha$pion" who believes in the idea" sees the benefits" confronts costs" and obtains financial and political support for the idea. The third role is the sponsor" a higher level $anager who re$oves organizational barriers and protects the idea within the organization. The fourth role is the critic" who provides a reality test" loo.s for shortco$ings and defines hard-nosed criteria that the idea $ust pass. , .< ,%. < ,&. C ,). C ,*. 7 ,,. < ,/. 7 ,0. C /1. C /1. ' / .C /%. /&. C /). ' /*. 7 /,. < //. ' /0. C 01. 7 01. C

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?nfreezing is the stage of organization develop$ent in which participants are $ade aware of proble$s in order to increase their willingness to change their behavior. This stage is often associated with diagnosis" which uses a change agent" an O7 specialist who contracts with an organization to facilitate change. Changing is the intervention stage of organization develop$ent in which individuals e(peri$ent with new wor.place behavior. 2efreezing is the reinforce$ent stage of organization develop$ent in which individuals ac3uire a desired new s.ill or attitude and are rewarded for it by the organization.

1*1. Force field analysis was first proposed by 9urt 8ewin. @e argued that change was the result of the co$petition between driving and restraining forces. 7riving forces are the forces behind the change and are supportive of it. 2estraining forces resist the proposed change" counterbalancing the driving forces. To successfully i$ple$ent change" $anage$ent should analyze these two sets of forces and their relative strengths. Manage$ent can facilitate successful i$ple$entation by reducing the strength of the restraining forces or by eli$inating the$. 1*1. The four tactics for overco$ing resistance to change are= A1B co$$unications6education which is used when change is technical" A B participation" which is used when the users need to feel involved" A%B negotiation" which is used when the group has power over i$ple$entation" A&B coercion" which is utilized when a crises e(ists" and finally A)B top $anage$ent support" which is use when change involves $ultiple depart$ents of reallocation of resources.

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