Management chapter 12 37-72

Fast-food restaurants most likely use __________. They use this design because their employees can learn tasks rapidly, they have short work cycles, and low-skilled and low-paid employees can be trained easily. a. job simplification b. tangible outputs c. situation analysis leadership d. team-based structures

A

In the __________ step, managers monitor the results of the change process. a. final b. search c. initial d. identification

A

Renee Lamantia, manager of Murphy Merchandise, has tried to computerize her billing department. Most employees in that department have been working for the firm for many years and don't feel comfortable with the prospect of having to deal with computers. Lamantia is likely to encounter resistance to her plans because of __________. a. fear of the unknown b. vested interests c. inter-organizational agreements d. limited resources

A

Sarah Ravenelle has noticed that her plant needs improvement when it comes to workflows and production methods. The change that Ravenelle should initiate is a __________. a. technological change b. frame-breaking change c. radical anticipatory change d. organization development

A

The oldest task approach to change is job __________. a. simplification b. enrichment c. empowerment d. deployment

A

When organizations want to improve their efficiency and the quality of their products and services, they often examine their __________. a. internal production processes b. focus group results c. acquisition of resources d. turnover rates

A

Carol Maida has been attempting to increase productivity through job enrichment. Job enrichment encompasses all of the following unique aspects except: a. Employees are likely to develop attitudes that support the new job-related behaviors b. Job enrichment can humanize an organization c. Employees become more involved and more satisfied d. All of the above are aspects of job enrichment

D

Experienced managers are aware of all the following forms of resistance to change except __________. a. sabotage b. deflection c. strikes d. experienced managers should be aware of all of these

D

Fear is a reaction to change that often goes hand in hand with __________. a. incremental change b. cynicism c. participation in the change process d. vested interests

D

In 1994, Sears, Roebuck, & Company sold off interests in insurance, real estate, and finance to focus on its core competency of merchandising. Sears was thereby __________. a. simplifying b. resisting change c. re-shuffling d. restructuring

D

Jacob Schneider has been involved in reengineering his organization. He is redesigning the organization's processes to ensure __________. a. lower costs b. better quality c. increased speed d. All of the above may result from reengineering.

D

Job __________ involves changing the tasks performed by employees in order to produce the maximum output for the minimum input. a. enrichment b. empowerment c. redesign d. diagnosis

D

Managers are being bombarded by ideas on how to redesign their organizations to improve customer satisfaction. These recommendations include __________. a. alternation b. elimination c. translation d. reformation

D

Patrick Weimann is a manager of a computer software company and is interested in implementing changes within the organization. What forms of resistance is Weimann likely to encounter? a. insincere agreement b. immediate criticism c. in-your-face defiance d. all of the above are forms of resistance

D

Rachel Rahn is very resistant toward any change. Her manager knows that getting employees to discuss their problems openly is crucial to overcoming resistance to change. What is Rahn's manager trying to resolve? a. her own lack of communication competency b. vested interests c. inter-organizational disagreements d. her employees' possible misunderstanding

D

Regardless of the type of redesign selected, the intent is usually to clarify what gives the organization its __________. a. technological superiority b. best possible profitability c. maximum efficiency d. leadership position with customers

D

The final stage of planned organizational change is __________. a. diagnosing organizational problems b. identifying of sources of resistance c. planning the next cycle of change d. monitoring change

D

There are four methods of organizational change that include all of the following except __________. a. job redesign b. organization development c. technological change d. environmental change

D

Which of the following statements is true concerning the organization redesign method? a. One basic approach to organizational design is changing the organization's processes b. The intent of redesigning organizations is to clarify what gives the organization its leadership position with its customers c. Design changes should capitalize on the capabilities that differentiate the organization from its competitors d. All of the above are true

D

____________ is an approach to structural redesign that is known to be used as a response to poor organizational performance, is seldom effective in the long run, and presents a painful experience to those who endure the process. a. reengineering b. job creation c. job simplification d. downsizing

D

As Wells Fargo's customers became more comfortable using ATMs, the bank found that it needed 30 percent fewer branches. The remaining branches were changed by the ______________ method. a. technological change b. organization redesign c. job redesign d. a combination of the above

B

At FAO Schwarz, specific jobs were changed with the intent of broadening and adding to the challenge of the tasks required. Productivity improved due to the company's __________ approach to change. a. trend line b. job enrichment c. job rotation d. job engineering

B

By __________ its insurance claims processes, National Grange Mutual & Insurance Company was able to reduce its response time by 55 percent. a. downsizing b. reengineering c. eliminating d. monitoring

B

In general, people—and sometimes even entire organizations—tend to resist change for certain reasons. Which of the following is not a typical reason to resist change? a. fear b. interactivity c. cynicism d. misunderstandings

B

Nick Willett has been resisting change within his organization because he feels that he is unable to develop the new skills and behaviors required of him. Willett is experiencing __________. a. cynicism b. fear of the unknown c. competition d. vested interests

B

Steven Hensel's subordinates are resisting his "Quality is #1" campaign because they think it is just another management fad. In order to succeed with the program, Hensel will need to eliminate __________. a. the leader of resistance b. cynicism c. fear of the unknown d. misunderstandings

B

__________ comprises complex networks of computer, telecommunications systems, and remote-controlled devices. a. Inventory management b. Information technology c. Network design d. Infrastructure management

B

__________ typically means reconfiguring the distribution of authority, responsibility, and control in an organization. a. Streamlining b. Restructuring c. Standardization d. Re-aligning

B

Dyno Electrics can link its manufacturing and inventory functions so that as soon as the system runs low on a part, a central computer automatically executes an electronic purchase order signaling the supplier to ship new parts. Dyno is effectively utilizing __________. a. a warehouse control system b. planning and administration competencies c. information technology d. interval schedules

C

Individuals within organizations may become resistant to change if they believe that it conflicts with their own self-interests. This resistance is usually based on _________. a. fear of the unknown b. misunderstandings c. vested interests d. cynicism

C

Jeff Messman's plan to implement organizational change was met with rumblings from his employees who felt that he was trying to get promoted to executive vice president. Messman's changes may not succeed because of his employees' __________. a. misunderstanding b. fear c. cynicism d. impatience

C

Rebecca Holland has initiated and implemented many changes in her workplace. Some have been successful, and others have not. Holland must understand that the ability to sustain and make change work depends primarily on ___________. a. the ability to terminate poor workers after change has been made b. the skill of the change initiator c. how well the organization monitors reactions and improvements after the change effort d. the skills and abilities of the employees involved in the change

C

Stephanie Hundley has been very involved with incorporating planned organizational change. In fact, she has already assessed the environment, determined the performance gap, diagnosed organizational problems, identified sources of resistance, reduced those sources of resistance, and developed a method to monitor organizational change. Hundley must next __________. a. follow-up on the goals b. search for approaches to change c. implement the change d. reassess the environment

C

Yvonne Suhareli is hoping to select the correct method of overcoming employee resistance to change. Suhareli's choices include all of the following except _________. a. education b. participation c. vested interest d. incentives

C

__________ has to do with changing the processes by which work is carried out. a. Feedback control b. Benchmarking c. Reengineering d. Organization development

C

At Wal-Mart, the electronic cash register monitors the goods sold, their prices, and the amounts remaining on hand. If the inventory of an item is low, the system sends the message to the appropriate distribution center and a reorder is placed. What approach to implementing change did Wal-Mart use when it introduced this system? a. technological change b. organization redesign c. organization development d. none of the above

A