MAN Ch 7

Question 1

Strategic management process

Answer 1

Identify the organizations current mission and goals and strategies
- SWOT analysis
External analysis: opportunities and threats
Internal analysis: strength and weakness
–Formulate strategies
— implement strategies
—- evaluate results

Question 2

Calm Waters Metaphor

Answer 2

Lewin’s 3 step process for change

1. Unfreeze the status quo
2. Change to new state
3. Refreeze

Question 3

Unfreezing

Answer 3

Successful change can be planned and request unfreezing the status quo

Question 4

Movement

Answer 4

Change to a new state

Question 5

Refreezing

Answer 5

to make the change permanent

Question 6

Restraining forces

Answer 6

Ex. Money (forces that resist change or by combing the two approaches)

Question 7

Driving forces

Answer 7

Ex. Screen, newer technology, social acceptance

(forces pushing for change)

Question 8

White-water rapids metaphor

Answer 8

Change is the only constant

Things are stable then waves come a every direction

Question 9

Types of change

Answer 9

Structure, technology and people

Question 10

Stressor

Answer 10

A condition or situation at work that requires an adaptive response (the cause of stress/strains)
Do something different than have been doing

Question 11

Strain

Answer 11

Reaction to a job stressor

How we react

Question 12

Role ambiguity

Answer 12

when role expectations are not clearly understood.

-Not sure what is expected

Question 13

Role conflict

Answer 13

work expectations that are hard to satisfy

-Two supervisors one says one thing other says something else

Question 14

Role overload

Answer 14

having more work to accomplish than time permits.

-Job and class, too many

Question 15

Type A personality

Answer 15

people who have a chronic sense of urgency and an excessive competitive drive

Question 16

Type B personality

Answer 16

people who are relaxed and easygoing and accept change easily

Question 17

The stress processes

Answer 17

Object and event 
Cognitive 
Appraisal 
Emotional 
Behavior 

• • the story we tell ourselves about the object and event. This can be largely unconscious
• -cognitive and appraisal

Question 18

Reducing resistant to change

Answer 18

Education and communication 
Participation 
Facilitation and support 
Negotiation 
Manipulation and Co-Optation 
Coercion

Question 19

Education and communication

Answer 19

Due to misinformation

Question 20

Participation

Answer 20

They feel comfier and increasing involvement and acceptance

Question 21

Facilitation and support

Answer 21

Fearful & anxiety ridden

Question 22

Manipulation and co-optation

Answer 22

to convert attempts to influence others about the change. It may involve distorting facts to make the change appear more attractive.
-when a powerful groups endorsement
(other publix, felt ownership by picking model.

Question 23

coercion

Answer 23

can be used to deal with resistance to change. involves the use of direct threats or force against the resisters.

• walmart, we will do with it what we want.
• use of force to get someone to obey

Question 24

creativity

Answer 24

is the ability to combine ideas in a unique way or to make unusual associations between ideas.

Question 25

innovation

Answer 25

is taking creative ideas and turning them into new and useful products or processes.

Question 26

disruption innovation

Answer 26

innovations in products , services or processes that radically change an industry's rules of the game .

Question 27

First he was all about innovation. Next it was efficiency. Now Snyder's strategy is customer responsiveness. These changes in strategy are indicative of ________.

Answer 27

internal force of change

Question 28

"If it's not one thing, it's another. We just get used to doing things one way and suddenly that's not good enough anymore. It's a new machine here, a new manager there, changing customer demands–it never ends!" This is an example of ________.

Answer 28

the white-water rapids metaphor

Question 29

Colin believes his organization could be more profitable if it could respond to customers more quickly so he has decided to remove some management layers and increase the remaining managers' span of control. These would be considered changes in ________.

Answer 29

structural components

Question 30

If John were to consider enhancing productivity by giving greater authority to his subordinates and increasing formalization, he would be considering ________ changes.

Answer 30

structural

Question 31

Kelly Rae works for an ophthalmologist's office where she has been employed as a technician for approximately one year. Kelly has been promoted to the position of clinic coordinator where she is responsible for ensuring operational efficiency and effectiveness by managing and training other technicians, overseeing the doctor's schedules, and coordinating activities between the scheduling desk, the technicians, the insurance office, and the optical shop. Upon her promotion she was given a mandate by the doctors to "clean house" in an effort to make fundamental changes to enhance productivity. The two doctors at the practice have very different work habits. Each has his own team of technicians who are used to the doctors' preferences and are comfortable with their routines; they basically do the same thing every day. When Kelly suggested that they train all of the technicians to work with both doctors, this led to significant resistance from all of the parties involved. The technicians were concerned that they would no longer be able to perform their usual daily tasks. Their resistance came from their ________.

Answer 31

fear that they would be forced out of their habits

Question 32

Peter was the most senior employee in the department and knew just about everything about everyone else's job, and this knowledge brought Peter special privileges. Peter's manager proposed cross-training all employees on all jobs so absences and vacations would not pose a problem in productivity, but Peter objected. Peter's resistance to change most likely comes from his ________.

Answer 32

concern over personal loss

Question 33

________ are factors related to an employee's job and include the design of a person's job, working conditions, and the physical work layout. Correct!

Answer 33

Task demands

Question 34

A realistic job preview during the selection process minimizes stress by reducing:

Answer 34

role ambiguity

Question 35

Which of the following is a characteristic of a change-capable organization?

Answer 35

shelters breakthroughs

Question 36

Earnest's team works well when given "big picture" goals and allowed to develop ideas without detailed explanations or guidance. This would indicate Earnest's team is ________.

Answer 36

accepting of ambiguity