TEST BANK
Developing Management Skills, 10th
Edition by David A. Whetten
Complete Chapter Test Bank
are included (Ch 1 to 10)
** Immediate Download
** Swift Response
** All Chapters included
,Table of Contents are given below
1. Developing Self-Awareness
2. Managing Stress and Well-Being
3. Solving Problems Analytically and Creatively
4. Building Relationships by Communicating Supportively
5. Gaining Power and Influence
6. Motivating Performance
7. Negotiating and Resolving Conflict
8. Empowering and Engaging Others
9. Building Effective Teams and Teamwork
10. Leading Positive Change
,The test bank is organized in reverse order, with the last chapter displayed first, to ensure that all
chapters are included in this document. (Complete Chapters included Ch10-1)
Developing Management Skills, 10e (Whetten/Cameron)
Chapter 10 Leading Positive Change
1) Leaders are almost always the ones credited with being the cause of the success or failure of
the organization as a whole.
Answer: TRUE
Explanation: Leaders are given hero status when organizations succeed, but they become the
scapegoats when results are poor, similar to athletic coaches getting fired when players don't
perform.
Diff: 1
Learning Objective: 10.1 Learn how to create positive deviance in organizations
Topic: Introduction
Skill: Concept
AACSB: Interpersonal relations and teamwork
2) Recent research has found that it is useful to distinguish between leadership and management.
Answer: FALSE
Explanation: In the past, management has been described as maintaining steadiness, controlling
variation, and refining current performance; and leadership has been defined as setting direction,
initiating change and creating something new. Recent research finds these distinctions no longer
appropriate or useful.
Diff: 2
Learning Objective: 10.1 Learn how to create positive deviance in organizations
Topic: Introduction
Skill: Concept
AACSB: Interpersonal relations and teamwork
3) Leadership is a permanent condition in which certain skills and competencies are inherent
within a person.
Answer: FALSE
Explanation: Quinn (2004) has reminded us that no person is a leader all of the time. Leadership
is a temporary condition in which certain skills and competencies are displayed.
Diff: 1
Learning Objective: 10.1 Learn how to create positive deviance in organizations
Topic: Introduction
Skill: Concept
AACSB: Interpersonal relations and teamwork
1
Copyright © 2020 Pearson Education, Inc.
, 4) As the rapid change of recent years is expected to slow, it is important that leaders learn to
manage in stable conditions.
Answer: FALSE
Explanation: Most predict that the rate of change will escalate exponentially, so leaders must be
able to lead through uncertainty.
Diff: 1
Learning Objective: 10.1 Learn how to create positive deviance in organizations
Topic: Ubiquitous and Escalating Change
Skill: Application
AACSB: Interpersonal relations and teamwork
5) Managers who recognize patterns and exceptions to patterns are able to manage change more
effectively than managers who do not recognize these things.
Answer: TRUE
Explanation: In comparison, novices (and ineffective managers) need to pay attention to every
single detail as if it were the exception, since no pattern is available to guide their decision
making.
Diff: 1
Learning Objective: 10.1 Learn how to create positive deviance in organizations
Topic: The Need for Frameworks
Skill: Concept
AACSB: Interpersonal relations and teamwork
6) Frameworks help to provide stability in the midst of constant change.
Answer: TRUE
Explanation: Frameworks give us a point of comparison and allow us to make judgments based
on the exceptions to the framework, rather than on each piece of constantly changing data.
Diff: 1
Learning Objective: 10.1 Learn how to create positive deviance in organizations
Topic: The Need for Frameworks
Skill: Concept
AACSB: Interpersonal relations and teamwork
7) A manager that is trying to change an organization from being inefficient to being efficient is
trying to close an abundance gap.
Answer: FALSE
Explanation: A manager that is trying to change an organization from being inefficient to being
efficient is trying to close a deficit gap. If the manager were trying to move the organization from
efficient to extraordinary, then he would be working to close an abundance gap.
Diff: 2
Learning Objective: 10.1 Learn how to create positive deviance in organizations
Topic: The Need for Frameworks
Skill: Concept
AACSB: Interpersonal relations and teamwork
2
Copyright © 2020 Pearson Education, Inc.
Developing Management Skills, 10th
Edition by David A. Whetten
Complete Chapter Test Bank
are included (Ch 1 to 10)
** Immediate Download
** Swift Response
** All Chapters included
,Table of Contents are given below
1. Developing Self-Awareness
2. Managing Stress and Well-Being
3. Solving Problems Analytically and Creatively
4. Building Relationships by Communicating Supportively
5. Gaining Power and Influence
6. Motivating Performance
7. Negotiating and Resolving Conflict
8. Empowering and Engaging Others
9. Building Effective Teams and Teamwork
10. Leading Positive Change
,The test bank is organized in reverse order, with the last chapter displayed first, to ensure that all
chapters are included in this document. (Complete Chapters included Ch10-1)
Developing Management Skills, 10e (Whetten/Cameron)
Chapter 10 Leading Positive Change
1) Leaders are almost always the ones credited with being the cause of the success or failure of
the organization as a whole.
Answer: TRUE
Explanation: Leaders are given hero status when organizations succeed, but they become the
scapegoats when results are poor, similar to athletic coaches getting fired when players don't
perform.
Diff: 1
Learning Objective: 10.1 Learn how to create positive deviance in organizations
Topic: Introduction
Skill: Concept
AACSB: Interpersonal relations and teamwork
2) Recent research has found that it is useful to distinguish between leadership and management.
Answer: FALSE
Explanation: In the past, management has been described as maintaining steadiness, controlling
variation, and refining current performance; and leadership has been defined as setting direction,
initiating change and creating something new. Recent research finds these distinctions no longer
appropriate or useful.
Diff: 2
Learning Objective: 10.1 Learn how to create positive deviance in organizations
Topic: Introduction
Skill: Concept
AACSB: Interpersonal relations and teamwork
3) Leadership is a permanent condition in which certain skills and competencies are inherent
within a person.
Answer: FALSE
Explanation: Quinn (2004) has reminded us that no person is a leader all of the time. Leadership
is a temporary condition in which certain skills and competencies are displayed.
Diff: 1
Learning Objective: 10.1 Learn how to create positive deviance in organizations
Topic: Introduction
Skill: Concept
AACSB: Interpersonal relations and teamwork
1
Copyright © 2020 Pearson Education, Inc.
, 4) As the rapid change of recent years is expected to slow, it is important that leaders learn to
manage in stable conditions.
Answer: FALSE
Explanation: Most predict that the rate of change will escalate exponentially, so leaders must be
able to lead through uncertainty.
Diff: 1
Learning Objective: 10.1 Learn how to create positive deviance in organizations
Topic: Ubiquitous and Escalating Change
Skill: Application
AACSB: Interpersonal relations and teamwork
5) Managers who recognize patterns and exceptions to patterns are able to manage change more
effectively than managers who do not recognize these things.
Answer: TRUE
Explanation: In comparison, novices (and ineffective managers) need to pay attention to every
single detail as if it were the exception, since no pattern is available to guide their decision
making.
Diff: 1
Learning Objective: 10.1 Learn how to create positive deviance in organizations
Topic: The Need for Frameworks
Skill: Concept
AACSB: Interpersonal relations and teamwork
6) Frameworks help to provide stability in the midst of constant change.
Answer: TRUE
Explanation: Frameworks give us a point of comparison and allow us to make judgments based
on the exceptions to the framework, rather than on each piece of constantly changing data.
Diff: 1
Learning Objective: 10.1 Learn how to create positive deviance in organizations
Topic: The Need for Frameworks
Skill: Concept
AACSB: Interpersonal relations and teamwork
7) A manager that is trying to change an organization from being inefficient to being efficient is
trying to close an abundance gap.
Answer: FALSE
Explanation: A manager that is trying to change an organization from being inefficient to being
efficient is trying to close a deficit gap. If the manager were trying to move the organization from
efficient to extraordinary, then he would be working to close an abundance gap.
Diff: 2
Learning Objective: 10.1 Learn how to create positive deviance in organizations
Topic: The Need for Frameworks
Skill: Concept
AACSB: Interpersonal relations and teamwork
2
Copyright © 2020 Pearson Education, Inc.
