MNGT 3100 Exam 2 Jimmy Lawrence

According to the VRIO framework, a resource or capability is said to be valuable if it: A. is not widely possessed by other competitors. B. allows the firm to exploit opportunities or negate threats in the environment. C. is difficult to imitate or to create ready substitutes for. D. can be exploited with the help of current organizational capabilities. E. undergoes rapid changes due to technological development.

B. allows the firm to exploit opportunities or negate threats in the environment. According to the VRIO framework, a resource or capability is said to be valuable if it allows the firm to exploit opportunities or negate threats in the environment.

Synergy exists when the interaction of two or more activities: A creates a combined effect equal to sum of their individual effects. B nullifies positive effects of all the activities. C creates a combined greater than the sum of their individual effects. D negatively affects one of the activities. E creates a combined effect less than the sum of their individual effects.

C creates a combined greater than the sum of their individual effects. Synergy exists when the interaction of two or more activities create a combined effect greater than the sum of their individual effects.

Which of the following statements is true regarding active resistance? A. It involves being disturbed by changes without necessarily voicing these opinions. B. It involves going along with proposed changes with little enthusiasm. C. It is the most negative reaction to a proposed change attempt. D. Active resisters tend to look for a new job without necessarily bringing their concerns to the attention of decision makers. E. Active resisters actually encourage others around them to give support to the change effort.

C. It is the most negative reaction to a proposed change attempt. Active resistance is the most negative reaction to a proposed change attempt. Those who engage in active resistance may sabotage the change effort and be outspoken objectors to the new procedures.

Which of the following statements is true regarding management by objectives (MBO)? A. The concept of MBO was first outlined by Michel Porter. B. To be effective MBO managers should focus on activity not result. C. MBO aims to increase organizational performance by aligning the subordinate objectives throughout the organization with the overall goals set by management. D. MBO does not include ongoing tracking and feedback in the process to reach objectives. E. An effective MBO system typically has several broad goals.

C. MBO aims to increase organizational performance by aligning the subordinate objectives throughout the organization with the overall goals set by management. Management by objectives (MBO) is a systematic and organized approach that aims to increase organizational performance by aligning the subordinate objectives throughout the organization with the overall goals set by management. Ideally, employees get strong input to identify their objectives, time lines for completion, and so on.

Which of the following statements is true regarding the matrix structure? A. In a matrix structure, each person reports to a single manager. B. A matrix structure hinders communication and cooperation among departments. C. Matrix structures are created in response to uncertainty and dynamism of the environment. D. In matrix structures managers are less interdependent compared to a traditional or product-based structure. E. Research shows that matrix structure reduces the frequency of informal and formal communication within the organization.

C. Matrix structures are created in response to uncertainty and dynamism of the environment. Matrix organizations have a design that combines a traditional functional structure with a product structure. As a result, each person reports to a department manager as well as a project or product manager. Using the matrix structure as opposed to product departments may increase communication and cooperation among departments. Matrix structures are created in response to uncertainty and dynamism of the environment. In matrix structures, managers are more interdependent compared to a traditional or product-based structure. Research shows that matrix structure increases the frequency of informal and formal communication within the organization.

According to Porter's five forces analysis, profits are likely to be low in an industry if: A. the industry is difficult to enter. B. the buyers in the industry are relatively weak. C. it is easy to switch to alternatives. D. the suppliers in the industry are relatively weak. E. there is limited rivalry.

C. it is easy to switch to alternatives. According to Porter's five forces analysis, profits are likely to be low in an industry if (1) the industry is easy to enter (2) there is a high degree of rivalry between firms within the industry (3) buyers are strong (4) suppliers are strong and (5) it is easy to switch to alternatives.

_____ is the degree to which decision-making authority is concentrated at higher levels in an organization. Departmentalization Authorization Centralization Formalization Mechanization

Centralization Centralization is the degree to which decision-making authority is concentrated at higher levels in an organization. In centralized companies, many important decisions are made at higher levels of the hierarchy, whereas in decentralized companies, decisions are made and problems are solved at lower levels by employees who are closer to the problem in question.

A _____ strategy considers an organization to be a portfolio of businesses, resources, capabilities, or activities. business synergistic corporate diversification formulation

Corporate Corporate strategy considers an organization to be a portfolio of businesses, resources, capabilities, or activities.

_____ reflects the measure of an organization's commitment to individuals, communities, and the natural environment. Corporate social performance Sustainability index Management by objectives Performance evaluation SMART criteria

Corporate social performance Corporate social performance (CSP) reflects the measure of an organization's commitment to individuals, communities, and the natural environment.

_____ is a generic strategy developed by Porter and it refers to the strategy where a firm's competitive advantage is based on the bet that it can develop, manufacture, and distribute products more efficiently than competitors. Customer cloning Differentiation Cost leadership Concentric diversification Focus strategy

Cost leadership Cost leadership is a generic strategy developed by Porter and it refers to the strategy where a firm's competitive advantage is based on the bet that it can develop, manufacture, and distribute products more efficiently than competitors.

Which of the following statements is most likely to be true regarding passive resistance? A. It involves going along with proposed changes with little enthusiasm. B. Passive resisters tend to look for a new job without necessarily bringing their concerns to the attention of decision makers. C. It is the most negative reaction to a proposed change attempt. D. Passive resisters actually encourage others around them to give support to the change effort. E. Those who engage in passive resistance may sabotage the change effort and be outspoken objectors to the new procedures.

D. Passive resisters tend to look for a new job without necessarily bringing their concerns to the attention of decision makers. Passive resistance involves being disturbed by changes without necessarily voicing these opinions. Instead, passive resisters may dislike the change quietly, feel stressed and unhappy, and even look for a new job without necessarily bringing their concerns to the attention of decision makers.

VRIO framework provides the foundation for internal analysis. VRIO is an acronym for _____. A. valuable, rare, inimitable, and optimum B. valuable, rare, internal, and organization C. valuable, rapid, inimitable, and organization D. valuable, rare, inimitable, and organization E. valuable, recursive, inimitable, and organization

D. valuable, rare, inimitable, and organization VRIO is an acronym for valuable, rare, inimitable, and organization.

Which of the following is a generic strategy developed by Porter that refers to the strategy where competitive advantage is based on superior products or service? Customer cloning Differentiation Cost leadership Concentric diversification Focus strategy

Differentiation Differentiation refers to the strategy where competitive advantage is based on superior products or service. Superiority arises from factors other than low cost, such as customer service, product quality, or unique style.

Which of the following statements is true regarding cost leadership strategy? A. Under the cost leadership strategy an organization's competitive advantage is based on superior products or service. B. Several studies have shown that a cost leadership strategy is more likely to generate higher profits than a differentiation strategy. C. As compared to differentiation strategy, cost leadership strategy creates stronger entry barriers. D. As compared to cost leadership strategy, differentiation strategy is more likely to generate increases in market share. E. Firms pursuing the cost leadership strategy must be particularly efficient in engineering tasks, production operations, and physical distribution.

E. Firms pursuing the cost leadership strategy must be particularly efficient in engineering tasks, production operations, and physical distribution. Firms pursuing the cost leadership strategy must be particularly efficient in engineering tasks, production operations, and physical distribution. Because these firms focus on a large market, they must also be able to minimize costs in marketing and research and development (R&D). A low-cost leader can gain significant market share enabling it to procure a more powerful position relative to both suppliers and competitors.

Which of the following statements is true regarding decentralized organizations? A. In a decentralized company, many important decisions are made at higher levels of the hierarchy. B. As compared to centralized companies, decentralized companies give less authority to lower-level employees. C. As compared to employees in the centralized companies, employees in the decentralized companies are less likely to feel empowered. D. Employees often believe that centralized companies provide greater levels of procedural fairness to employees as compared to decentralized companies. E. Job candidates are more likely to be attracted to decentralized organizations than centralized organizations.

E. Job candidates are more likely to be attracted to decentralized organizations than centralized organizations. Decentralized companies give more authority to lower-level employees, resulting in a sense of empowerment. Decisions can be made more quickly, and employees often believe that decentralized companies provide greater levels of procedural fairness to employees. Job candidates are more likely to be attracted to decentralized organizations.

Employees often believe that centralized companies provide greater levels of procedural fairness to employees. T or F

False Employees often believe that decentralized companies provide greater levels of procedural fairness to employees.

Which of the following statements is true of strategy development? A. Realized strategy is strategy as conceived by the top management team. B. Mintzberg defines the strategy development process as rational and systematic. C. Intended strategies are the actual strategies that are implemented. D. Divisional and business unit managers do not have freedom to adjust, adapt, and experiment within the strategic plans. E. The strategic planning systems of most companies involve a combination of design and emergence.

E. The strategic planning systems of most companies involve a combination of design and emergence. The strategic planning systems of most companies involve a combination of design and emergence. Thus headquarters sets guidelines in the form of vision and mission statements, business principles, performance targets, and capital expenditure budgets.

Porter's five forces model attempts to analyze the attractiveness of an industry by considering five forces within a market. Which of the following is NOT one of these five forces? Rivalry Supplier power Economic trend Buyer power Threat from substitutes

Economic trend The five forces included in Porter's five forces model are (1) barriers to entry and the threat of potential new entrants, (2) buyer power, (3) supplier power, (4) threat from substitutes, and (5) rivalry among industry competitors.

According to Drucker, effective MBO managers focus on the activity, not the result. T or F

False According to Drucker, effective MBO managers focus on the result, not the activity.

Differentiation makes customers more sensitive to change in price. T or F

False Differentiation may lead to customer brand loyalty, resulting in customers being less sensitive to changes in price. Differentiation may also lead to higher profit margins.

Intended strategy refers to the decisions that emerge from the complex processes in which individual managers interpret the intended strategy and adapt to changing external circumstances. T or F

False Emergent strategy refers to the decisions that emerge from the complex processes in which individual managers interpret the intended strategy and adapt to changing external circumstances.

In decentralized companies, many important decisions are made at higher levels of the hierarchy, whereas in centralized companies, decisions are made and problems are solved at lower levels by employees who are closer to the problem in question. T or F

False In centralized companies, many important decisions are made at higher levels of the hierarchy, whereas in decentralized companies, decisions are made and problems are solved at lower levels by employees who are closer to the problem in question.

In contrast to objectives, goals are very precise, time-based, measurable actions that support the completion of a goal. T or F

False In contrast to goals, objectives are very precise, time-based, measurable actions that support the completion of a goal.

Strategic management tells managers how they should go about putting the desired strategy into action. T or F?

False Strategy implementation tells managers how they should go about putting the desired strategy into action.

The Balanced Scorecard relies on four processes to bind short-term activities to long-term objectives. _____ is the process comprised of the ability to reflect on inferences and adjust theories about cause-and-effect relationships. Business planning Feedback and learning Communicating and linking Translating the vision Developing an action plan

Feedback and learning By supplying a mechanism for strategic feedback and review, the Balanced Scorecard helps an organization foster a kind of learning often missing in companies: the ability to reflect on inferences and adjust theories about cause-and-effect relationships.

_____ is the extent to which an organization's policies, procedures, job descriptions, and rules are written and explicitly articulated. Departmentalization Authorization Centralization Formalization Mechanization

Formalization Formalization is the extent to which an organization's policies, procedures, job descriptions, and rules are written and explicitly articulated.

Which of the following is most likely to be a primary function of leadership? Recruitment Appraisal Goal setting Training Sales

Goal setting In terms of leadership, it is usually top managers who set goals and objectives for the entire organization. Ideally, then, lower-level managers would set or have input into the goals and objectives relevant to their respective parts of the business. Goal setting is thus a primary function of leadership.

The Dow Jones Sustainability Index looks at competence in five areas. Which of the following is NOT one of these five areas? Strategy Infrastructure Customer and product Governance and stakeholder Human

Infrastructure The Dow Jones Sustainability Index looks at competence in five areas: strategy, financial, customer and product, governance and stakeholder, and human.

Henry Mintzberg and his colleagues at McGill University identified four different aspects of strategy. Which of these aspects refers to a strategy that is conceived by the top management team? Realized strategy Deliberate strategy Intended strategy Dominant strategy Emergent strategy

Intended strategy Intended strategy is strategy as conceived by the top management team.

Which of the following statements is true regarding a highly formalized organization? It has very few written rules and regulations. It is generally associated with increased job satisfaction. It makes employee behavior less predictable. It leads to increased innovativeness. It is generally associated with reduced motivation.

It is generally associated with reduced motivation. Formalized structures are those in which there are many written rules and regulations. It makes employee behavior more predictable. A high degree of formalization may actually lead to reduced innovativeness. A formalized structure is associated with reduced motivation and job satisfaction as well as a slower pace of decision making.

Which of the following factors tends to increase the intensity of rivalry within an industry? High growth rate Low fixed costs High switching cost Low exit barriers Lack of differentiation

Lack of differentiation When buyers find a differentiated product that satisfies their needs, they frequently purchase the product loyally over time. However, when buyers view products as commodities rivalry intensifies. In these instances, buyers' purchasing decisions are based primarily on price and, to a lesser degree, service.

Which of the following is an area in a balanced score card that explores the effectiveness of management in terms of measures of employee satisfaction and retention and information system performance? Customers Learning and growth Internal processes Financial performance External environment

Learning and growth Learning and growth explore the effectiveness of management in terms of measures of employee satisfaction and retention and information system performance.

In contrast with Lewin's three-stage model of planned change, some management experts in the 1990s began to propose that change is - or ought to be - a continuous process. Which of the following types of organizations most likely to support such continuous change? Highly centralized organizations Matrix organizations Highly formalized organizations Learning organizations Modular organizations

Learning organizations The learning organization is an example of a company embracing continuous change. By setting up a dynamic feedback loop, learning can become a regular part of daily operations.

According to the value chain concept, which of the following activities is a primary activity? Human resource management Technology development Marketing Procurement Infrastructure maintenance

Marketing According to the value chain concept, the primary activities are logistics (inbound and outbound), marketing and sales, and service.

Which of the following statements is true regarding a mechanistic structure? Mechanistic structures are highly flexible. Mechanistic structures are highly decentralized. Mechanistic structures score low on degree of formalization. Mechanistic structures are those that resemble a bureaucracy. Mechanistic structures are suitable for innovativeness and taking quick action.

Mechanistic structures are those that resemble a bureaucracy. Mechanistic structures are those that resemble a bureaucracy. These structures are highly formalized and centralized. Communication tends to follow formal channels and employees are given specific job descriptions delineating their roles and responsibilities. Mechanistic organizations are often rigid and resist change, making them unsuitable for innovativeness and taking quick action.

_____ law dictates that the overall complexity of computers will double every 18 months with no increase in cost. Grosch's Moore's Bell's Haitz's Kryder's

Moore's Moore's law dictates that the overall complexity of computers will double every 18 months with no increase in cost.

Which of the following elements is characterized by shortest time horizon and highest functional specificity? Corporate vision Strategic goals Corporate mission Strategic objectives Operating goals

Operating goals Within the planning facet of P-O-L-C alone, goals and objectives tend to become more specific as you move down the levels of the organization. Similarly, the time horizon for accomplishing goals is often shorter as you move down the organization.

Which of the following statements is true regarding an organic structure? Organic structures are often rigid and resist change. Organic structures are highly centralized. Organic structures have low levels of formalization. Organic structures tend to be related to lower levels of job satisfaction on the part of employees. Organic structures tend to inhibit entrepreneurial action.

Organic structures have low levels of formalization. Organic structures are flexible and decentralized, with low levels of formalization. Organic structures tend to be related to higher levels of job satisfaction on the part of employees. These structures are conducive to entrepreneurial behavior and innovativeness.

_____ group jobs based on similarity in functions. Highly formalized organizations Highly centralized organizations Organizations with individualist cultures Decentralized organizations Organizations using functional structure

Organizations using functional structure Organizations using functional structures group jobs based on similarity in functions. Such structures may have departments such as marketing, manufacturing, finance, accounting, human resources, and information technology. In these structures, each person serves a specialized role and handles large volumes of transactions.

Which of the following statements is true regarding performance appraisals? A. Most organizations conduct employee performance evaluations at least four times a year. B. The most common appraisal error is lack of appropriate criteria for performance evaluation. C. Studies show that performance-appraisal errors are extremely easy to eliminate. D. Performance appraisals generally decrease employee morale. E. Performance reviews help managers feel more honest in their relationships with their subordinates.

Performance reviews help managers feel more honest in their relationships with their subordinates. Performance reviews help managers feel more honest in their relationships with their subordinates. Avoiding performance issues ultimately decreases morale. Most organizations conduct employee performance evaluations at least once a year. The most common appraisal error is leniency.

Management by objectives (MBO) was first outlined by _____ in 1954 in The Practice of Management. Michel Porter Henry Mintzberg Henry Fayol Abraham Maslow Peter Drucker

Peter Drucker Management by objectives (MBO) was first outlined by Peter Drucker in 1954 in The Practice of Management.

PESTEL stands for _____.

Political, Economic, Sociocultural, Technological, Environmental, and Legal environments PESTEL is an external analysis tool. PESTEL stands for Political, Economic, Sociocultural, Technological, Environmental, and Legal environments.

In the case of _____ diversification, a firm operates multiple businesses within the same industry. related unrelated horizontal synergistic concentric

Related Related diversification occurs when a firm operates multiple businesses within the same industry.

Which of the following statements is true regarding flat structures? A. Flat structures have several layers of management between frontline employees and the top level. B. In flat structures the number of employees reporting to each manager tends to be smaller. C. Research indicates that flat organizations provide greater need satisfaction for employees. D. As compared to tall structures, employees in flat structure experience lower levels of role ambiguity. E. As compared to tall structures, flat structures are better at satisfying security needs of employees.

Research indicates that flat organizations provide greater need satisfaction for employees. Research indicates that flat organizations provide greater need satisfaction for employees and greater levels of self-actualization. Employees report that flat structures are better at satisfying their higher-order needs such as self-actualization, they also report that tall structures are better at satisfying security needs of employees.

The balanced scorecard, as outlined by Robert Kaplan and David Norton, focuses on four types of measures. Which of the following is NOT one of these four perspectives? Learning and growth Internal Financial Technical Customer

Technical The Balanced Scorecard focuses on four types of measures: customers, learning and growth, internal processes, and financial performance.

Which of the following is true of arenas, differentiators, and economic logic? A. They communicate how the strategy will get an individual to where he wants to go. B. They show an individual where he wants to go. C. They reflect the sequence and speed of strategic moves. D. They refer to how one might pursue a new arena through internal means. E. They help to reconcile the designed and emergent portions of an individual's strategy.

They show an individual where he wants to go. If arenas and differentiators show where an individual wants to go, then vehicles communicate how the strategy will get him there.

Management by objectives (MBO) involves setting company-wide goals derived from corporate strategy. T or F

True MBO involves (1) setting company-wide goals derived from corporate strategy, (2) determining team- and department-level goals, (3) collaboratively setting individual-level goals that are aligned with corporate strategy, (4) developing an action plan, and (5) periodically reviewing performance and revising goals.

Core competencies are resources and capabilities that serve as a source of a firm's competitive advantage over rivals. T or F

True Core competencies are resources and capabilities that serve as a source of a firm's competitive advantage over rivals. Core competencies distinguish a company competitively and reflect its personality.

A formalized structure is associated with reduced motivation and job satisfaction as well as a slower pace of decision making. T or F

True Employees report that flat structures are better at satisfying their higher-order needs such as self-actualization, whereas tall structures are better at satisfying security needs of employees.

Functional structures tend to be effective when an organization does not have a large number of products and services requiring special attention. T or F

True Functional structures tend to be effective when an organization does not have a large number of products and services requiring special attention.

Modular organization is a form of boundaryless organization in which all nonessential functions are outsourced. T or F

True Modular organization is a form of boundaryless organization in which all nonessential functions are outsourced. The idea behind this format is to retain only the value-generating and strategic functions in-house, while the rest of the operations are outsourced to many suppliers.

Planning typically starts with a vision and a mission. T or F

True Planning typically starts with a vision and a mission. Managers then develop a strategy for realizing the vision and mission; their success and progress in achieving vision and mission will be indicated by how well the underlying goals and objectives are achieved.

Research shows that people who have a positive self-concept are better at coping with change. T or F

True Research also shows that people who have a positive self-concept are better at coping with change, probably because those who have high self-esteem may feel that whatever the changes are, they are likely to adjust to it well and be successful in the new system.

Research suggests that individual and organizational performance increases when an evaluation system based on specific goals and objectives is implemented. T or F

True Research suggests that individual and organizational performance increase 16% when an evaluation system based on specific goals and objectives is implemented.

Which of the following is one of the three stages included in Lewin's three-stage process of change? Sequencing Synergizing Collaborating Unfreezing Associating

Unfreezing The three stages included in Lewin's three-stage process of change are unfreezing, change, and refreezing.

_____ diversification occurs when a firm engages in businesses in different industries that lack similarities between each other. Related Unrelated Synergistic Vertical Concentric

Unrelated Unrelated diversification occurs when a firm engages in businesses in different industries that lack similarities between each other.

Jupiter Inc., an automobile manufacturer, is planning to launch a new range of sports cars. Different teams from the firm conducted surveys to find out the preferences of consumers in various countries. The company used this information to analyze in which market the new product was likely to be popular. In the context of the facets of the strategy diamond, Jupiter Inc. working on _____. differentiators vehicles economic logic arenas staging

arenas If arenas and differentiators show where an individual wants to go, then vehicles communicate how the strategy will get him there.

CH 6

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Intended strategy is the actual strategy that is implemented. T or F

false Realized strategy is the actual strategy that is implemented.

Research suggests that when an evaluation system based on specific goals and objectives is implemented, _____. A. employee satisfaction with the evaluation system increases B. the evaluation system becomes complex and time consuming C. managers' satisfaction with the evaluation system decreases D. individual and organizational performance increases E. employee satisfaction with the evaluation system decreases

individual and organizational performance increases Research suggests that individual and organizational performance increase 16% when an evaluation system based on specific goals and objectives is implemented.

A _____ organization is one whose design actively seeks to acquire knowledge and change behavior as a result of the newly acquired knowledge. In such organizations, experimenting, learning new things, and reflecting on new knowledge are the norms. centralized divisional matrix learning modular

learning A learning organization is one whose design actively seeks to acquire knowledge and change behavior as a result of the newly acquired knowledge. In learning organizations, experimenting, learning new things, and reflecting on new knowledge are the norms. At the same time, there are many procedures and systems in place that facilitate learning at all organization levels.

The most common appraisal error is _____. dedicating very less time for appraisals leniency lack of appropriate criteria for performance evaluation conducting appraisal only once a year conducting appraisal without prior preparation

leniency The most common appraisal error is leniency.

Corporate social responsibility (CSR) is about how companies: A. interact with their competitors in the market. B. develop their marketing strategy. C. introduce a new product in the market D. manage their business processes to produce an overall positive effect on society. E. identify a target market before introducing a new product line.

manage their business processes to produce an overall positive effect on society. CSR is about how companies manage their business processes to produce an overall positive effect on society. The Dow Jones Sustainability Index created a commonly accepted definition of CSR: "a business approach that creates long-term shareholder value by embracing opportunities and managing risks deriving from economic, environmental and social developments."

Research shows that _____ structure increases the frequency of informal and formal communication within the organization. functional matrix divisional modular centralized

matrix Research shows that matrix structure increases the frequency of informal and formal communication within the organization.

In _____, departments represent the unique products, services, customers, or geographic locations the company is serving. highly formalized organizations highly centralized organizations organizations using divisional structure decentralized organizations organizations using functional structure

organizations using divisional structure In organizations using divisional structures, departments represent the unique products, services, customers, or geographic locations the company is serving.

A _____ reflects a person's values and philosophy of life. personal vision personal mission strategy personal goal key role

personal mission As with an organization's mission and vision, your personal mission and vision reflect who you are and where you want to go. Mission reflects your values and philosophy of life.

The internal area of the Balanced Scorecard looks at: A. customer satisfaction and retention. B. production and innovation. C. assessments of measures as operating costs and return-on-investment. D. employee satisfaction and retention. E. the effectiveness of management in terms of information system performance.

production and innovation. The internal area looks at production and innovation, measuring performance in terms of maximizing profit from current products and following indicators for future productivity.

With reference to the four different aspects of strategy, as identified by Henry Mintzberg and his colleagues at McGill University, _____ strategy is the actual strategy that is implemented and it is only partly related to intended strategy. dominant emergent realized deliberate collaborative

realized According to Henry Mintzberg, realized strategy is the actual strategy that is implemented and it is only partly related to intended strategy. Mintzberg suggests only 10%-30% of intended strategy is realized.

The SMART criteria consist of all of the following characteristics EXCEPT: special. measurable. aggressive. realistic. time-bound.

special. For personal objectives and performance measures to be most effective, you might try seeing how they measure up to SMART criteria. These characteristics, based on Specific, Measureable, Aggressive, Realistic, and Time-Bound yield the acronym SMART.

Research shows that _____ are more committed to a change effort. A. those who have more complete information about upcoming changes B. passive resisters who do not voice their opinions C. lower-level employees in an organization D. those who voice their objections E. employees in centralized organizations

those who have more complete information about upcoming changes Research shows that those who have more complete information about upcoming changes are more committed to a change effort.

Planning typically starts with a(n) _____. marketing strategy financial objective vision and a mission tactical strategy sales target

vision and a mission Planning typically starts with a vision and a mission.