MGMT Final
coercion
. Two senior managers have been identified as willing and capable of meeting with employees who ultimately refuse to implement the changes. The decision has been made that if any of the employees cause their work group to fall behind the timeline, they will be told that their choices are to "adapt to the new program or find some other place to work." Which of the following methods of managing resistance to change is used in the fourth approach?
cooptation
2. A few employees who are known for their resistance to these changes have been appointed to serve as employee liaisons on the change leadership team. Which of the following methods of managing resistance to change is used in the second approach?
negotiation and rewards
3. A vacation time bonus will be awarded to employee groups who meet the organization's timeline for implementing the changes. Which of the following methods of managing resistance to change is used in the third approach?
reminds managers to focus on intrinsic as well as extrinsic rewards.
A contribution of Herzberg's two-factor theory is that it:
the goal-setting theory
A motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end is:
employees
A psychological contract about the relationship between individuals and employing organizations resides in the minds of:
a psychological contract
A set of perceptions of what employees owe their employers and what their employers owe them is known as:
expectant theory
A theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome is known as the:
equity theory
A theory stating that people assess how fairly they have been treated according to the outcomes and inputs is referred to as the:
being able to change continuously
According to Collins and Porras, an essential characteristic of a built-to-last company is:
autonomy
According to Hackman and Oldham's model of job design, the degree to which a job provides independence and discretion in making decisions refers to:
workplace characteristics like working conditions, pay, and supervision.
According to Herzberg's theory, hygiene factors are the:
hygiene factors and motivators.
According to Herzberg's theory, the two factors that affect people working on their jobs are categorized into:
hygiene factors
According to Herzberg's two-factor theory, characteristics of the workplace, such as company policies, working conditions, pay, and supervision that can make people dissatisfied are referred to as:
motivators
According to Herzberg, the key to true job satisfaction lies in the:
Level 1
According to Jim Collins, a highly capable individual who makes productive contributions through talent, knowledge, skills, and good work habits is most likely to be categorized under _____ of the Level 5 hierarchy.
Level 5 executive
According to Jim Collins, a person who builds enduring greatness through a paradoxical blend of personal humility and professional will can be categorized as a ____.
competent manager
According to Jim Collins, a person who organizes people and resources toward the effective and efficient pursuit of predetermined objectives can be categorized as a(n) ____.
physiological
According to Maslow's hierarchy of needs theory, which of the following forms the lowest level of needs?
social
According to Maslow, _____ needs describe the need for friendship, affection, belonging, and love.
ego
According to Maslow, which of the following needs includes the need for achievement, freedom, and recognition?
achievement
According to McClelland's theory, Henry has a need for ____.
affliation
According to McClelland's theory, James has a need for ____.
personalized power
According to McClelland's theory, Tiffany has a need for ____.
personalized power
According to McClelland, when the need for power is used as a negative force it is called:
expectancy
According to a theory regarding performance-related beliefs, the effort-to-performance link is called:
punishment
According to organizational behavior modification, which of the following is a key consequence of behavior?
autonomy
According to the Hackman and Oldham model, the best way to design an enriched job in which employees experience responsibility for the outcome of the work is to provide:
effort, performance, outcome
According to the expectancy theory, which of the following is the correct order of events?
punishment
Administering an aversive consequence is referred to as:
improves quality and service
An empowered workforce:
positive reinforcement
Applying a desirable consequence to increase the likelihood that a behavior is repeated is known as:
reactive
As Tim's sales executives fail to achieve their targets, he announces that everyone should work on weekends until the sales target for the month is achieved. This is an example of a _____ change.
uncovered a performance gap.
As the new project manager of a call center, Phil notes that the quality of customer service at the center is not satisfactory. In his estimation, the current service is not what it should or could be. By making this comparison, Phil has:
negative
Ashton recently took an employee off probation because his performance had greatly improved. This is an example of a(n) _____ reinforcement.
ego
By implementing a new incentive system for employees who perform well, Evers & Evers Inc. is satisfying the employees' ______ needs.
job enrichment
Changing a task to make it inherently more rewarding, motivating, and satisfying is referred to as:
rotation
Changing from one routine task to another to alleviate boredom is called job:
meeting an unarticulated need.
Development of nanotechnology is an example of:
inerta
Even after MP3 players became an accepted technology, some people still resisted using them because they were comfortable with their old ways of listening to music. The reason for this type of resistance to change is most likely to be ____.
extinction
Failure to provide positive feedback for a job well done, resulting in lower motivation thereafter is an example of a(n)
negative valence
From Scenario B, it can be inferred that Susan illustrates:
extinction
Gabrielle, a sales manager, often sets impossible performance goals for her team members as a result of which they never succeed and their motivation suffers. Eventually, the team members' performance started to deteriorate. Which of the following key consequences of behavior does this scenario exemplify?
proactive
George's team members have been able to achieve their monthly targets due to the changes that he had implemented in the beginning, to avoid any undesirable outcomes. In this case, George has implemented a _____ change.
enlargement
Giving an assembly worker an additional task to perform at the same time as her original one is known as job:
positive reinforcement
Giving an employee a pay raise is an example of a(n):
job enlargement
Giving people additional tasks at the same time to alleviate boredom is referred to as:
manipulation and cooptation
Green Peace Consultancy is having a hard time making a big change in the organization process. To help implement the change, the president of the company gets a key member of an outside organization to join the company's board of directors so that he will influence the change. Which of the following methods of managing resistance to change is used by the company?
positive reinforcement
Henry personally sends e-mails to employees when they perform well commending their efforts. This is the best example of:
force field analysis
Identifying the specific forces that prevent people from changing and those that will drive people toward change is called ____
ambidexterity
In Scenario B, the ultimate goal of the change process is to enable the company to achieve many goals at the same time, which is known as organizational:
making the change as easy as possible for employees.
In managing resistance to organizational changes, facilitation and support refers to:
Negotiation and rewards
In return for participation and cooperation in instituting a major organizational change, employees of Vibgyor Textiles received two extra days of paid vacation. Which of the following methods of managing resistance to change does this scenario exemplify?
anchoring new approaches in the culture
In the context of leading change, highlighting positive results and developing new change agents are a part of ____.
instituting the change, which begins with establishing a vision
In the process of motivating change, moving refers to:
total organization change
Introducing and sustaining multiple policies, practices, and procedures across multiple units and levels is called ____.
Which of the following statements is true regarding Maslow's need hierarchy?
It holds that people satisfy their needs in a specific order.
extinction
James has failed to appreciate his employees when they perform well, which has resulted in poor performances. This is an example of ____.
extrinsic
Jessica gives a raise to those who perform well. This is an example of a(n) ____.
tyranny of the or
Many individuals and companies are plagued by the ____, the belief that multiple objectives are mutually exclusive.
A difference between Maslow's need hierarchy and Alderfer's ERG theory is that:
Maslow's needs theory has general applicability, whereas Alderfer's ERG theory aims at understanding people's needs at work.
remain in the organization
Massive Waves is a surfboard manufacturer that has designed its job positions to ensure that people are attracted to the organization, show up every day, and work hard while they are there. Yet most employees stay no longer than five years. In this case, the company should focus more on motivating their employees to:
Achievement, affiliation, personalized power, and socialized power are all components of:
McClelland's needs theory.
ambidexterity
Organizational _____ refers to being able to achieve multiple objectives at the same time
reinforces
Positive consequences that motivate behavior are referred to as:
quality of work life programs
Programs designed to create a workplace that enhances employee well-being are referred to as
unfreezing
Realizing that current practices are inappropriate and that new behavior must be enacted is a required stage for managing resistance called ____.
negative reinforcement
Removing or withholding an undesirable consequence is called
low instrumentality
Roberto is a hardworking employee who has never received a reward for his good work from his boss. As a result, Roberto never expects his good work to be rewarded. According to the expectancy theory, Roberto's lack of expectation of being rewarded reveals:
negative reinforcement
Ron removes his employees early from probation if they perform well. This is the best example of:
coersion
Salespeople at a department store were resisting a change in customer service standards. In response, the managers asked for advice from the sales leaders on each of the shifts. The sales leaders were also asked to assist the managers in disseminating information and training other workers regarding the new standards. Which of the following methods of managing resistance to change is exemplified in this scenario?
manipulation and cooptation
Salespeople at a department store were resisting a change in customer service standards. In response, the managers asked for advice from the sales leaders on each of the shifts. The sales leaders were also asked to assist the managers in disseminating information and training other workers regarding the new standards. Which of the following methods of managing resistance to change is exemplified in this scenario?
resisting
Scenario A. Courtney, John, and Wayne are managers at a sporting goods store. They have been notified by their district office, just as the extremely busy holiday season is to begin, that there are several significant changes about to take place in their organization. While none of them are enthusiastic about the changes, their reasons for "fighting back," as they put it, are different. Courtney thinks it a bad idea to implement the changes during such a busy period. John realizes that the proposed changes will cause him to lose certain privileges that he is not willing to sacrifice. Wayne, on the other hand, is skeptical of change and has a long history of disagreeing with headquarters about them. He doesn't want to disturb the status quo and prefers the old ways of doing things. 86. In the case of Scenario A, Courtney, John and Wayne are _____ organizational change.
effect
Scenario A. Henry the CEO of JackHammer Corp. believes that any act that leads to positive consequences will most likely be repeated. Henry personally sends e-mails to his employees when they perform well commending their efforts. Ron, the CEO of Jeckles Inc. takes his employees off probation early when they perform to his expectations. James, the sales manager of Jenson Corp. often shouts at his employees when they perform poorly. He also fails to appreciate employees when they perform well, which often results in poor performances. 103. From Scenario A, it can be inferred that Henry believes in the law of ____.
Force-field analysis
Scenario B. A large, bureaucratic organization is about to undertake a massive change in the way it does business. These changes will include redesigning processes, reward systems, and managerial selection and training. The ultimate goal of these changes is to improve the company's efficiency allowing it to achieve many goals at the same time. For the purpose, the company develops a project team, which is asked to identify the factors that prevent people from changing and also those that drive them toward change. 90. Which of the following techniques should be used by the project team to identify what prevents people from changing and what drives them toward change?
low instrumentality
Scenario B. The CEO of Harrys Corp. receives the following feedback from his employees. Carlos, one of the employees, consistently says that he doesn't believe he will ever succeed. He regularly says to his colleagues, "No matter how well I do in this job, I'll never get a raise or promotion." Susan, another employee, does not care about any of the rewards that the organization offers. Therefore, she says, "It just isn't worth it to me to work that hard!" Jeannie, another employee, feels that she is no longer able to keep up in her job, so there is little use in trying. 108. From Scenario B, it can be inferred that Carlos illustrates:
education and communication
Scenario C. An organization has just begun to initiate major changes in its manufacturing processes. There has been some resistance among employees to these changes, but middle management has developed some specific approaches to enlist cooperation among the employees: 1. Management will have a series of small group discussions to explain the changes to employees. These meetings will involve explanations of why the changes will be made and the logic behind the decisions to make the changes and not simply how to execute the new processes. 2. A few employees who are known for their resistance to these changes have been appointed to serve as employee liaisons on the change leadership team. 3. A vacation time bonus will be awarded to employee groups who meet the organization's timeline for implementing the changes. 4. Two senior managers have been identified as willing and capable of meeting with employees who ultimately refuse to implement the changes. The decision has been made that if any of the employees cause their work group to fall behind the timeline, they will be told that their choices are to "adapt to the new program or find some other place to work." 92. Which of the following methods of managing resistance to change is used in the first approach?
physiological
Scenario C. Evers & Evers Inc. provides free lunch to its employees every day. The work environment is friendly allowing everyone to get to know each other. The company also holds a get together on the first Saturday of every month. After a year of following these practices, the employees are satisfied. It then implements a new incentive scheme to reward employees who perform well. The company implements all this to keep its employees motivated. 111. By providing free lunch to its employees every day, Evers & Evers Inc. is satisfying the employees' _____ needs.
socialized power
Scenario D. Jessica, a team lead, realizes that her team is composed of people with varying interests. Jordan has a strong desire to influence others and encourage them to improve and enhance organizational goals. James wishes to be liked by others in the organization. Tiffany has the tendency to control others and often tries to manipulate and exploit them. Henry is obsessed with accomplishing his goals and strives to succeed. Jessica often motivates her team members by giving a raise when they perform well. However, when they perform poorly, Jessica assigns them undesirable tasks. 114. According to McClelland's theory, Jordan shows a need for ____.
a performance gap
Scenario D. Tim and George are the marketing managers of two different branches of an organization. While preparing the sales report that he has to submit to the top management, Tim realizes that his sales executives have consistently failed to achieve the monthly sales targets. He immediately announces that everyone should work on weekends until the sales target for the month is achieved. On the other hand, George's team members have been able to achieve their monthly targets due to the changes that he had implemented in the beginning, to avoid any undesirable outcomes. 96. In Scenario D, Tim's sales executives have consistently failed to achieve the monthly sales target. This is an example of ____.
negotiation and rewards
Sky Fall Media is a production and media agency. The managers at the agency have recently decided that employees will have to work on all weekends, since the business makes maximum profits on weekends. To help with this change, they have given all employees a bonus of 10% and an option to pick their days of leave from weekdays. Which of the following methods of managing resistance to change is used by the company?
organization development interventions.
Strategic, technostructural, human resources management, and human process are types of:
genius of the and
The _____ is an organization's ability to achieve multiple objectives at the same time.
refreezing
The final step in managing resistance involves strengthening new behaviors that support a change and is referred to as ____.
satisfy the full range of employee needs
The general goal of quality of work life programs is to:
education and communication
The managers at Blue Creative are proposing a change in the way performance evaluations are done. Most employees who dislike the change are unsure about how exactly the change will be made and do not have enough information about the new policy. Which of the following methods for managing resistance to change is most likely to be effective in this scenario?
instrumentality
The performance-to-outcome link in the expectancy theory is called:
intristic
The reward a worker derives directly from performing the job itself is referred to as a(n) _____ reward.
development
The systemwide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organizational effectiveness is referred to as organization ____.
unfreezing, moving, and refreezing
The three basic stages of motivating people to change within an organization are:
use the best and latest knowledge and ideas.
To be world class, an organization should:
insufficient performance feedback from external sources
To successfully lead change, managers need to eliminate complacency which is caused by:
decrease others outcome
Under equity theory, employees may attempt to _____ in their efforts to restore balance.
procedural justice
Using fair process in decision making and making sure others know that the process is as fair as possible is referred to as:
management tactics
When an organization attempts to force the change and fails to address concerns or fails to provide necessary resources, knowledge, or leadership to help the change succeed, employees tend to resist the change due to ____.
different assessments
When employees receive less or incorrect information about an organizational change or its implementation, they are likely to resist the change due to ____.
developing a vision and strategy
Which of the following activities of leading change directs the change effort and determines the idealized state of affairs after a change is implemented?
Creating a guiding coalition
Which of the following activities of leading change involves gaining leadership from top management and gradual support over time from managers and supervisors?
punishment
Which of the following behavioral modification methods does James utilize?
low expectancy
Which of the following best describes Jeannie's perception?
It is the degree to which individuals want personal and psychological development.
Which of the following best describes growth need strength?
it is the value the expected outcome holds for the person contemplating it.
Which of the following best describes valence?
constitutionalism
Which of the following categories of QWL refers to the rights of personal privacy, dissent, and due process?
self-interest
Which of the following change-specific reasons for resistance is likely to occur when people think a change will cause them to lose something of value?
self-actualization
Which of the following forms the highest level of needs in Maslow's need hierarchy?
negative reinforcement
Which of the following implies a consequence that is positive for the person receiving it?
They often devote time to their colleagues.
Which of the following is a characteristic of learning leaders?
mallow's need hierarchy
Which of the following is a conception of human needs organizing needs into a pyramid of five major types?
reactive change
Which of the following is a problem-driven change effort that occurs under pressure?
Assessing the reasons behind one's successes and failures
Which of the following is a requisite for successful lifelong learning?
timing
Which of the following is most likely to be the cause of Courtney's resistance to change?
self-interest
Which of the following is most likely to be the cause of John's resistance to change?
inertia
Which of the following is most likely to be the cause of Wayne's resistance to change?
People at all levels of their organizations, from entry-level to executives, resist change.
Which of the following is true about resistance to change?
It involves restructuring a job to make it more rewarding and motivating
Which of the following is true of job enrichment?
it involved removing or withholding an undesired consequence
Which of the following is true of negative reinforcement?
the law of effect
Which of the following laws states that behavior that is followed by positive consequences will likely be repeated?
social
Which of the following needs is Evers & Evers Inc. satisfying by providing a friendly work environment where everybody gets to know each other?
Experienced meaningfulness of the work
Which of the following psychological states does the Hackman and Oldham model link with the core job dimensions of skill variety, task identity, and task significance?
shapers
Which of the following refers to companies that try to change the structure of their industries, creating a future competitive landscape of their own design?
It is not directly concerned with technical aspects of the organization
Which of the following statements about organization development is accurate?
inequity causes dissatisfaction
Which of the following statements is supported by the equity theory?
There is no successful single-shot method for organization change.
Which of the following statements regarding multiple organizational changes is accurate?
moving
Which of the following steps of motivating people to change begins with establishing a vision of where the company is heading?
misunderstanding
Which of the following types of resistance to change is likely to result when employees do not see how the change fits with the firm's strategy or its advantage over current practices?
compelling business needs, such as survival.
While leading change, there is a need for creating urgency, which is driven by:
extinction
Withdrawing or failing to provide a reinforcing consequence is referred to as:
proactive
____ change refers to a change effort that is initiated before a performance gap has occurred.
the tyranny of the or
____ refers to the belief that things must be either A or B and cannot be both, and that only one goal and not another can be attained.
adapters
_____ are companies that take the current industry structure and its evolution as givens and choose where to compete.
strategic
_____ interventions of organization development help organizations conduct mergers and acquisitions and develop alliances.
human process
_____ interventions of organization development include conflict resolution, team building, communication, and leadership.
technostructural
_____ interventions of organization development relate to organization design, employee involvement, and work design.
expectancy
_____ is people's perceived likelihood that their efforts will enable them to attain their performance goals.
communicating the change vision
_____ is the activity that requires using every possible channel and opportunity to talk up and reinforce the company's long-term aspirations and required new behaviors.
Motivation
_____ refers to the forces that energize, direct, and sustain a person's efforts
According to McClelland, the most important needs for managers are the needs for:
achievement, affiliation, and power.
According to Herzberg, motivators:
describe the job itself.
Alderfer's ERG theory postulates three sets of needs:
existence, relatedness, and growth.
growth need strength
he degree to which individuals want personal and psychological development is known as:
extrinsic
he rewards given to a person by the boss, the company, or some other person are known as _____ rewards.
According to McClelland's research, the need for achievement is:
important to most American managers.
According to Maslow's need hierarchy, ____.
people are motivated to satisfy the lower needs before the higher needs
Instrumentality is the:
perceived likelihood that performance will be followed by a particular outcome.
stretch goals
targets that are particularly demanding and can generate a major shift away from mediocrity and toward tremendous achievement are known as:
