ARE 112 Exam 2

Threats to the change process

- Degree of change - time frame - impact of culture - loss of existing benefits -threat to position of power - threat to security - redistribution of power - disturb existing social networks - uncertainty regarding change - disruption of routine

STS subsystems:

- The structural subsystem - The technical subsystem - The psychosocial subsystem - The goals and values subsystem - The managerial subsytem - The environmental SYSTEM: this is a system not a subsystem

Theories of discrimination

- disparate or adverse treatment - a. explicit discrimination against a protected class - Disparate or Adverse Impact - implicit discrimination against a protected class

Characteristics of Decision Environment

1. Bounded rationality 2. Risk 3. Uncertainty 4. Information symmetry 5. Ambiguous information 6. Time constraints 7. Information cost

Porter's Five Forces are: ______

1. Competition in the industry 2. Potential of a new entrants into the industry 3. Power of suppliers 4. Power of customers 5. Threat of substitute products

Problem solving is _______ driven not ________ driven as found in the functional or divisional forms

1. Project, 2. process

The two theories of discrimination discussed in class were ______ and ______.

Adverse or disparate treatment b. Adverse or disparate impact

In class we mentioned that the clinical pathways was an example of the ______ of the ______ lens,

BPR, Reconstruction

The types of power discussed in class are: ______.

Coercive, Legitimate, Expert, Referent, Reward

The five types of power discussed in class are ______ and we mentioned that the best type of power, as we saw in Lou and Alex as ______ power.

Coercive, Legitimate, Expert, Referent, Reward; Referent

When you "make what you sell" you are using the ______.

Demand chain

The two theories of discrimination are ______.

Disparate or Adverse treatment, Disparate or adverse impact

In terms "why change occurs" in class we mentioned we saw an example of ______ when the doctor was in the pediatric intensive care unit of the hospital.

Dissatisfaction with the present situation

In the beginning of the Duke Hospital case we swathe physician and the patient's parent exhibit ______ as a reason change occurs when the child was having difficulty breathing.

Dissatisfaction with the present situation or something close to that

In our organizational structure discussion, two examples of the divisional structure would be __________ and two examples of the functional structures would be ______________

Divisional - 1. Product, 2. Market, 3. Geographic Functional - 1. Finance, 2. Marketing, 3. Production, 4. Administration, 5. Human Resources.

Administration

Henri Fayol - Recognized the need to coordinate the activities between the plant and the office. Ex: planning, organizing, command, coordination, control, unity of command (no one has more than one boss).

"in the end, the most important aspect of the company/organization is its culture." Comes from ______

IBM Book

We use the ______ to convert qualitative data to quantitative data for analysis purposes.

Likert scale

Bureaucracy

Max Weber- to make the office (both front office and back office) efficient in support of the manufacturing plant. Ex: Formal Rules, Hierarchy of authority, promotion on merit, division of labor, impersonality, etc

In class we mention that the ______ was the verb or dynamic version of the organizational chart.

Organigraph

Change methods

Phase method, Crossover approach

The two change management methods we studied in class were the ______ and the ______.

Phase method, crossover method

Of the strategic lenses we studied in class, the only one that took an "industry view" was ______.

Porter's Five forces. The other ones look at the firm and not the industry.

It is important that a job description be made in terms of the related ______

SKA's

The term ______ has to do with job design and is used to describe the attributes for work to be done.

SKA's

The four types of ethics are: ______.

Societal, Occupational, Organizational, Individual

From our discussion on ethics, employees and customer and managers are examples of ______.

Stakeholders

When we talk about the "reach of the organization" we are considering the effect the organization has on its ______ and not just its markets for its products or services

Stakeholders

Anthony's management hierarchy

Strategic planning: Executives - Markets, products, suppliers, customers, capital expenditures. Management Control: Managers - Labor levels, buffer stocks, line balancing, training systems Operational Control: Supervisors - Scheduling work, crews assignments, maintenance schedule, production rates. Organizational Members: Workers - doing the actual work.

Rational Persuasion

Strategy: creating change thru rational and empirical arguments Power base: Expertise Managerial Behavior: Informational efforts Likely results: highly variable depending on acceptance of change

Shared Power

Strategy: developing support thru personal values, beliefs, and commitments Power base: referent Managerial behavior: participative efforts Likely results: slower, but also able to internalize the changes.

Force-Corecion

Strategy: use of formal authority to create change. Power base: Legitimate, Reward, Coercive Managerial Behavior: Direct forcing, political maneuvering Likely Results: Faster but may only be temporary

In the IBM book we saw examples of ______when units of the company did not cooperate with each other such as the hardware units not support the subsequent sales of the IBM software to their customers.

Suboptimization

From class, our phrase "2+2=5" refers to ____

Teams

Even though Lou was not from the IT industry, those at IBM could ______ him because of his reputation - his first approach to management was to "manage by principle."

Trust

From our class discussion, we use the "test of homogeneity" in: a. ANOVA b. Chi-square c. Probit d. all the answers are correct, the "test of homogeneity" is used in all types of statistical analysis from class.

a. ANOVA

Control systems in the organizational structure

a. Behavioral control b. Financial control c. Bureaucratic control d. Clan or social controls

The terms "reward" and "political maneuvering" and "formal authority" are related to: a. Force-Coercion b. Rational Persuasion c. Shared Powers d. Component Models e. Managing the process

a. Force-Coercion

Driving forces for transformational change

a. Globalization b. Rapid change in technology c. Changes on consumer demands d. Changes in supply of raw materials e. Shifts in asymmetric or symmetric information f. Competition

Looking at IBM at the start of the book and at the end of the book, one could say: a. IBM changed from a process driven company to a market driven company b. the core values of the company remained the same c. Lou's use of the GDS was significant in that it allowed the employees to exchange ideas d. the use of power was the most significant factor in the change

a. IBM changed from a process driven company to a market driven company

The terms "One-to-many relationships" and "pointers" as discussed in class relate to: a. IT b. BPR c. HR d. the component model e. Lou's organizational model

a. IT

Maslow and his theory of human needs

a. Physiological needs: food, water, physical well being b. Safety needs: shelter, protection, stability c. Social needs: love, affection, belongingness d. Esteem needs: respect, prestige, mastery e. Self-actualization needs: self-fulfillment, growth

In the Deloitte case - "Sometimes it Takes a Revolution" - the author states the importance of the change was supported by a: a. a clear business case b. a clear statement that the firm was facing both legal and social pressures to change c. a clear application of the ethical rules d. none of the answers provided are correct. e. clear stakeholder analysis

a. a clear business case

The "decision outcome" approach to decision making and implementation includes: a. activities b. factor analysis c. the requirement for a trial period d. two the answers are correct e. all three answer are correct

a. activities

In the beginning of the IBM book we saw a good example of a manager dealing with: a. both micro and macro problems b. none of the answers provided were seen in the beginning of the IBM book c. the importance long-term strategic planning d. two of the answers are correct e. the importance of industry knowledge for a manager

a. both micro and macro problems

In the Duke Hospital case the part of the balanced scorecard that was first seen in the case was : a. customer b. financial c. alignment d. coordination e. vision

a. customer

The terms bounded rationality and information symmetry and risk are related to: a. decision environment b. problems solved with the matrix management approach c. the component model d. two of the answers provided are correct e. problems with teams

a. decision environment

In our discussion on decision making we discussed a decision-make tool that clarified responsibilities know as _________ a. decision rights b. input-output tracking c. none of the answers provided are correct d. the narrowing method e. perform-based decision making

a. decision rights

The term "Authority" has to do with a. directing the work b. movement along the component model c. the supply chain d. performing the work e. two of the answer provided are correct

a. directing work

The primary difference between a project and a process is: a. end results b. where the project or process is situated in the organization c. degree of externality to the organization d. all the answers are characteristic of the difference between a project and a process e. degree of complication

a. end results

The terms "dispositional" and "situational" are related to: a. fundamental attribution error b. the component model c. "road blocks" from one of the cases in class d. parts of the change management strategies e. none of the answers are correct

a. fundamental attribution error

Which of the following terms is not related to the other terms from one of our discussions in class: a. market alignment b. new structures c. creativity d. new products e. new processes

a. market alignment

The application or purpose of the ANOVA test is to analyze the ___________________ of the populations. a. mean b. reliability or validity c. variance d. Two of the answers provided are correct e. the binary model

a. mean

In the IBM book and the related reading notes the Gerstner commented that __________ was one of the levers of motivation: a. power b. personality c. team work d. threat of change

a. power

The topics or religion, age, and national origin have to do with: a. protected classes b. job design c. cultural change d. all of the above are correct

a. protected classes

In the IBM book when Lou arrived there was a tendency to measure performance internally rather than by the marketplace. A way to describe this, from terms used in class, would be best by: a. self-referencing groups b. cultural stagnation c. the component model d. two of the answers are correct e. matrix management

a. self-referencing groups

A disciplined approach to only do what matters is a. strategic intent b. from the systems approach c. from the reading on management d. one of the leadership points from the reading

a. strategic intent

In a value chain analysis we see the staff functions in the ______ and the line functions in the ______

a. supporting activities b. primary activities

The idea of "pull" is found in: a. target costing b. BPR c. the component model d. shared powers

a. target costing

In class we discussed the principal and agent theory and the potential for an expectation gap between the two parties. We mentioned in class to resolve this potential problem, organizations: a. use contracts to set expectations b. none of the answers provided are correct - principal and agent theory states the parties can resolve the conflict c. ask for an outsider to mediate the possible conflict d. set guiding principles for the organization

a. use contracts to set expectations

Which of the following is not related to our discussion on decision making: a. Resource disposal b. All of the terms were part of our discussion the decision making c. Resource acquisition d. Resource allocation e. Resources utilization

b. All of the terms were part of our discussion

Best practices and single-source of information is found in a (an): a. value chain support system b. ERP c. EDGE d. TPS

b. ERP

Best practices and single-source of information is found in a (an): a. value chain support system b. ERP c. TPS d. Data curves

b. ERP

When we combine at TPS and an operation information system we get a(n): a. the generic supply chain b. ERP c. both a technical view and an operation view of BPR d. a value chain e. component model

b. ERP

A "cash cow" is related to: a. High market share and high market growth b. High market shared and low market growth c. High market share only d. Low market share and high market growth

b. High market share and low market growth

Which of the following is not part of the "patterns in the enterprise" business model: a. All are parts of the "patterns" in the enterprise from class. b. Managerial Pattern c. Patterns in the Middle d. Buy Side Patterns e. Sell Side Patterns

b. Managerial Pattern

The terms "expertise" and "information efforts" and "empirical arguments" are related to: a. Force-Coercion b. Rational Persuasion c. Shared Powers d. Component Models e. Managing the process

b. Rational Persuasion

Which of the following is a change strategy? a. Baseline b. Rational Persuasion c. Alignment d. Incremental e. Crossover

b. Rational Persuasion

The willingness of a person or a group to have confidence in the goodwill and competency of another person or organization even though this willingness puts them at risk is: a. Leadership b. Trust c. The basis for one of the powers d. Authority e. Justice

b. Trust

From our discussion on the balanced scorecard we: a. commented that the "term" balance was used to give approximately equal importance to each component. b. commented that the "term" balance was not used to give approximately equal importance to each component.

b. commented that the "term" balance was not used to give approximately equal importance to each component.

The acronym (initials) DSS has to do with: a. ERP b. decision making c. both projects and processes d. BPR e. the balanced scorecard

b. decision making

Which of the following terms is not related to the other terms from one of our discussions in class: a. timeliness b. effective c. quality d. complete e. relevant

b. effective

A difference between classical conditioning and operant learning is: a. operant learning is "automatic" and classical condition in not "automatic" b. in operant learning the response time improves c. in classical conditional the response time improves d. classical condition in more tactile e. none of the answers are correct

b. in operant learning the response time improves

One of the diagrams from class depicted or showed that competitive strategy comes from a. vision b. industry structure c. fact d. product mix

b. industry structure

In the Duke Children's Hospital case the moved from ______________________ to a _______________________. a. a standalone accounting system, integrated accounting system b. mission-bound departments, goal-oriented multidisciplinary teams c. functional teams, process teams d. a culture of me , a culture of we

b. mission-bound departments, goal-oriented multidisciplinary teams.

The business process reengineering approach is best described as: a. both external and internal to the organization b. operational c. going along the entire length of the component model and not just focusing on one section d. strategic

b. operational

From our discussion on human resources the term "exempt" referred to: a. discrimination b. overtime compensation c. corporate level liability d. relaxation of job skills

b. overtime compensation

In the IBM book Gerstner wrote they needed a "fundamental change in the way we carried out almost every process at IBM" and we can see that as an example of (from class topics) : a. the focus topic from Bain b. the balanced scorecard c. vision d. linear thinking

b. the balanced scorecard

One of the "lessons" from in the Deloitte case was: a. all the answers provided are correct b. the use of an outside advisory council that kept track of their progress c. two of the answers provided are correct d. the use of a Delphi method to obtain anonymous information e. the use of a goal matrix that kept the project from changing direction

b. the use of an outside advisory council that kept track of their progress

Impact of culture and loss of existing benefits and disturb existing social networks are examples from class of: a. part of the "change matrix" b. threats to the change process c. reasons why the component model does not work d. none of the answers provided are correct e. examples of why ERP is used

b. threats to the change process

Which is the decision-making tool that could be used for a structured decision: a. span of control matrix b. DSS c. EIS d. Delphi e. ERP

b.DSS

In the Deloitte case from class, the author made the point that they needed to make the ______ for the program to explain and justify the "why" they were doing something.

business case

From the IBM book an example of how Lou wanted to move from a process culture was: a. his use of the corporate airplanes b. his open-door policy c. "the click heard around the world" d. "Operation Intergration"

c. "the click heard around the world"

The star is found in the: a. Porters five forces b. Balanced scorecard c. BCG grow-share matrix d. SWOT e. 4 P's

c. BCG grow-share matrix

In class, the dashboard was used to displays: a. the status in the value chain of a part b. patient status in the Duke Hospital case c. CSF's d. the processing load on a computer system

c. CSF's

Which of the following is not one of the types of organizational structures from our class discussion on "planning and controlling": a. Functional b. Problem solving c. Centralized-decentralized d. Divisional

c. Centralized-decentralized

Which is the decision-making tool that could be used for an unstructured decision: a. process alignment tool b. ERP c. Delphi d. span of control matrix e. DSS

c. Delphi

When we combine at TPS and an operation system we get a(n): a. a value chain b. the generic supply chain c. ERP d. both a technical view and an operation view of BPR e. component model

c. ERP

In the Deloitte case - "Sometimes it Takes a Revolution" we saw the change strategy(ies) of a. BPR b. Incremental rather than Transformational c. Rational Persuasion d. Force-Coercion e. Two of the answers are correct

c. Rational Persuasion

The information technology tool we discussed in class related to the access data was: a. single source-single access b. pointer-pointer c. SQL d. readable-writeable

c. SQL

The terms "referent" and "beliefs" and "participative efforts" are related to: a. Force-Coercion b. Rational Persuasion c. Shared Powers d. Component Models e. Managing the process

c. Shared powers

From class, which of the following did we mention was most important?: a. Hypothesis-driven b. A systems perspective c. Strategic intent d. Thinking in time e. Intelligent opportunism

c. Strategic intent

When a manager and the owner have a conflict over rewards, we have an example of: a. conflict resolution b. interest versus position c. agency and principle theory d. alignment dynamics e. all the the answers are correct

c. agency and principle theory

If you are subject to disparate or adverse impact, you: a. are subject to problems along the supply chain b. are subject to problems in the business process model c. are subject to some form an employment discrimination d. have an opportunity to apply the balanced scorecard e. none of the above are correct

c. are subject to some form an employment discrimination

One of the diagrams from class when we discussed strategy showed that the value chain and business processes come from a. fact b. product mix c. competitive strategy d. vision

c. competitive strategy

In the IBM book, Lou said the solution was about: a. a new strategy b. new products c. execution d. alignment

c. execution

From the IBM book, Lou felt strategy was best supported by: a. vision b. innovation c. facts d. variety

c. facts

The term "SKA"has to do with: a. the Deloitte case b. Information technology c. job design d. ERP e. value chain

c. job design

The topic from class on "decision rights" was from the topic of: a. SPC b. the component business model c. management tools d. information technology e. strategic thinking

c. management tools

The "four p's" is a model with a focus on: a. finance b. supply chain c. marketing d. production

c. marketing

From class we said "what we do" is: a. fact based b. authority c. mission d. output driven

c. mission

In our discussion on change management in class we used the term "low hanging fruit" to describe: a. dynamics of change b. IBM's method for change c. momentum toward change d. none on the answers are correct e. resistance to change

c. momentum towards change

The "decision making tool" discussed in class that uses several iterations of questioning is the: a. ANOVA b. the team assessment tool c. none of the answers are correct d. The McKinsey analysis tool-Not the MECE tool, the other tool.

c. none of the answers are correct Correct Answer Reply: This is the "outcome" model-see section on decision making.

Span of control has to do with: a. supply chain management b. learning c. number of direct reports d. strategy setting

c. number of direct reports

From class we mentioned that at IBM when the hardware sales force did not follow up with the software sales-force we had an example of: a. the component model b. two of the answers are correct c. suboptimization d. matrix management e. ERP

c. suboptimization

The results of a probit analysis is to test for: a. a continuous response b. none of the answers provided are correct c. success or failure d. a measure of the population variance e. both "success or failure" and differing population means.

c. success or failure

Cash generation as to do, when we consider the strategic lenses, with: a. target markets b. two of the answers provided are correct c. the BCG growth-share matrix d. all three answers provided are correct e. high market share

c. the BCG growth share matrix

In class the idea of "managing by principle" was from: a. the Duke case. b. the Deloitte case c. the IBM book d. our discussion on ethics e. our discussions on protected classes.

c. the IBM book

In the Duke Hospital case, the physician used: a. the 4 P's b. the value proposition c. the balanced scorecard d. the component business model e. SWOT

c. the balanced scorecard

Core competencies and outsourcing are topics from: a. value chain b. two of the answers provided are correct c. the component business model d. the matrix management system - the benefits e. both of the supply chain

c. the component business model

The "patterns in the middle" middle is found in the : a. the change area first addressed by Lou b. Deloitte case when they addressed the manages have staff and also reporting the audit partners c. the component business model d. what is changed with downsizing or smartizing or rightsizing e. value chain

c. the component business model

From class, resource acquisition and allocation are topic related to: a. the efficiency found in the horizontal management approach b. results of the component model c. the substance of decisions d. two of the answers are correct e. the planning process

c. the substance of decisions

In the Duke Hospital case the development of the "clinical pathways" is an example of the use or development of: a. a BPR b. None of the answers are correct. c. threats to the change process d. an ERP e. the component model

c. threats to the change process

The test of homogeneity is: a. used in team analysis b. used to separate populations c. two of the answers are correct d. a difference between project and processes. e. found in ANOVA

c. two of the answers are correct

Inbound logistics and operations are found in the: a. conceptual approach b. span of control c. value chain d. the production matrix

c. value chain

Likert scale

converts qualitative responses to quantitative or measurable values

The topics of new products and new processes and new structures from class were in our discussion on ______.

creativity

When Lou was on the plane and got a drink, he was applying the ______ method of change management.

crossover

In the IBM book when Lou reduced the price of some of the major IBM products, we could say he was using the ________________ strategic lens. a. value chain b. SWOT c. BCG growth-share matrix d. 4 P's e. balanced scorecard

d. 4 P's

Expected and observed are found in: a. two of the answers are correct b. Probit c. classical learning d. Chi-square e. ANOVA

d. Chi-square

Which of the following best describes Lou's approach to IBM: a. All were seen to describe his "best" approached to differing problems b. Supply chain c. his use of the matrix management approach d. Demand chain e. Two of the answers provided are correct

d. Demand chain

From the class the case related to "adverse impact" was from: a. Anaconda Metals, Inc. b. The City of Seattle c. a class action suit naming several companies d. Duke Power e. The University of Michigan

d. Duke Power

Which of the following is not related to the other terms: a. Force-Coercion b. Rational Persuasion c. Shared Powers d. Mission and Vision

d. Mission and Vision

Substitutes are found in the: a. ethical rule process b. value chain c. none of the answers are correct d. Porter's five forces e. balanced scorecard

d. Porter's five forces

The willingness of a person or a group to have confidence in the goodwill and competency of another person or organization even though this willingness puts them at risk is: a. Authority b. Justice c. Leadership d. Trust e. The basis for one of the powers

d. Trust

The results of a probit analysis is to test for: a. differing population means b. a measure of the population variance c. a continuous response d. a binary response e. heterogeneity

d. a binary response

As a staff member in an organization your have two bosses in: a. the span of control model b. all the answers provided are correct c. the component business model d. a matrix management structure e. both the vertical and horizontal structure

d. a matrix management structure

From our class notes, one of the ways we should look at information technology as: a. all the answers provided are correct b. non-value added activity c. a support function d. an enabling technology

d. an enabling technology

Which of the following term is not related to the other terms from one of our discussions in class: a. action b. outcomes c. process d. analysis of options e. managers

d. analysis of options

The conceptual supply chain is: a. broader in scope than the physical supply chain b. narrower in scope than the physical supply chain c. can includes some of the physical supply chain components d. both a. and c. are correct e. none of the above are correct

d. both a and c are correct

From our diagrams in class, the base of the balanced score card (the bottom quadrant) is related to: a. production b. competitors c. customers primarily d. culture

d. culture

From our discussion on the IBM book, what did Lou mention was the most important component of a business to be successful? a. organizational alignment b. strategic thinking c. financial stability d. culture

d. culture

The terms develop and diffuse and integrate are related to our discussion on: a. ERP b. decision making c. projects d. innovation e. productivity

d. innovation

A fair and equable distribution of benefits and harms is a characteristic or benefits of the: a. two of the answers provided are correct b. matrix approach c. problems solved with delegation d. justice rule e. the component model

d. justice rule

In our discussion on "decision rights" which word does not fit: a. recommend b. agree c. input d. output e. perform

d. output

In the HBR article "Sometimes it Takes a Revolution" the author stated that "... women were evaluated on their _____________________; men were evaluated on their ___________________________ a. potential, performance b. client evaluations, peer evaluations c. two of the answers provided are correct d. performance, potential

d. performance, potential

The effectiveness-efficiency tradeoff is found in: a. "the chains" b. change management c. teams d. projects

d. projects

When Walt Burdick in the IBM book had the AA carry around dimes and sharpen pencils, we have an example of: a. social loafing b. group think c. the "culture of no" d. suboptimization on a personal level e. "structure, structure, structure" from the book.

d. suboptimization on a personal level

Impact of culture and loss of existing benefits and disturb existing social networks are examples from class of: a. reasons why the component model does not work b. part of the "change matrix" c. examples of why ERP is used d. threats to the change process e. none of the answers provided are correct

d. threats to the change process

The "decision making process" from class includes: a. courses of action b. managers c. all three answers are correct d. two of the answers are correct e. results assessment

d. two of the answers are correct

In the Duke Hospital case the development of the "clinical pathways" is an example of the use or development of: a. None of the answers are correct. b. threats to the change process c. an ERP d. the component model e. a BPR

e. BPR

Thinking about how Lou "fixed" IBM and topics from the class, which of the following was most evident in the book? a. Power b. Ethics c. Two of the answers are correct d. Centralization e. BPR

e. BPR

Which of the following is not a component of strategic thinking from class? a. A systems perspective b. Thinking in time c. Intelligent opportunism d. Hypothesis-driven e. Business modeling

e. Business modeling

In our discussion on strategic thinking we saw several examples from IBM in class. The terms from IBM as to what supports their mission and vision was: a. two of the answers provided are correct b. cash flow measures c. alignment or strategic alignment d. strategic linkage e. business model

e. business model

A fair and equable distribution of benefits and harms is a characteristic or benefits of the: a. the component model b. problems solved with delegation c. matrix approach d. two of the answers provided are correct e. justice rule

e. justice rule

From our discussion in class such as the Baxter case, the ideas of tiers such as "Tier 3"or "Tier 2" was that the tiers were: a. part decision making process b. part of the value proposition c. part of the component model d. part of the value chain e. part of the supply chain

e. part of the supply chain

Planning and scheduling work and assigning tasks and quality control are examples of: a. horizontal management b. ways to limit the span of control c. the flow in the component model d. the decision making model e. team tasks

e. team tasks

Timeliness and quality, from class, are parts of: a. the value chain b. the decision making definition c. the component business model d. strategic lenses e. the attributes of information in the IT environment

e. the attributes of information in the IT environment

structured/programmed decisions

easy to make, driven by a simple set of rules, can be automated.

Unstructured/Programmed decisions

harder to make, more complicated, not driven by a simple set of rules, cannot be automated.

the four types of ethics are: ______.

individual, organizational, occupational, societal

Protected classes

persons of color, national origin, gender, pregnancy, religion, age, disabilities.

In our discussion ethic, we commented that trust comes from ______

reputation

4 types of ethics

societal, occupational, organizational, individual

Loss of existing benefits and threat to position power and disruption of routine are examples of ______.

threats to the change process

Taylorism or Scientific Management

to make the "shop floor" manufacturing plant more efficient. Ex: design jobs with standards leading to efficiency, select workers fit for job, train workers to follow the design, support workers by planning their work, careful selection and training of workers)

Incremental change:

· Solving performance gaps · Reactive changes · An "alignment issue" to nudge the organization to operate better · This is the continuous improvement model