MGMT 2500 EXAM 1|| 85 QUESTIONS
AND ANSWERS 100% CORRECT
adaptive change - ANSWER-reintroduction of a familiar practice (least threatening)
innovative change - ANSWER-the introduction of a practice that is new to the
organization; small change, paradigm.
radically innovative change - ANSWER-involves introducing a practice that is new to
the industry; radically big change.
Kurt Lewin's Change Model - ANSWER-1. Unfreezing (in response to benchmarking)
2. Changing (change how you react to it)
3. Refreezing (reintrogate practice)
Organizational behavior - ANSWER-a field of study devoted to understanding,
explaining, and ultimately improving the attitudes and behaviors of individuals and
groups in organizations
John Kotter's Steps for Leading Organizational Change - ANSWER--Sense of
urgency
-Change guiding coalitation
-Develop vision and strategy
-Communicate the change vision
-Empower broad based action
-Generate short-term wins
-Consolidate change and produce more change
-Anchor new approaches in the culture
Organizational development - ANSWER--A set of techniques used to implement
organizational change.
- Culture change
-Simultaneously training the people to change and creating new organizational
structures.
-Profound change, value driven, a diagnostic and prescription cycle, process
oriented (change the culture, change the mindset).
Why people resist change - ANSWER--Individual predisposition to change
-Fear of the unknown
-Climate of mistrust
-Fear of failure
-Loss of status; job security
-Peer pressure
-Disruption of cultural traditions or group relations
-Personality conflicts
-Lack of poor timing
-Non-reinforcing review system
, -Past success
Active Resistance - ANSWER-the most negative reaction to a proposed change
attempt
passive resistance - ANSWER-Nonviolent opposition to authority, especially a
refusal to cooperate with legal requirements.
indifference - ANSWER-a lack of interest or concern
Acceptance - ANSWER-conformity that involves both acting and believing in accord
with social pressure
6 strategies for overcoming resistance to change - ANSWER-1. education and
communication
2. participation and involvement
3. facilitation and support
4. negotiation and agreement
5. manipulation and co-optation
6. explicit and implicit coercion
Stress - ANSWER--Is external
-Present in the environment, in itself is not stressful; it may be functional or
dysfunctional
Strain - ANSWER--How our body reacts to stressors in the environment
-Some strain makes us productive, others makes us ill
-Too much or too little isn't good
(50 percent of illnesses in US are thought to be caused by this)
-Can be good or bad
common stressors - ANSWER--constant and unexpected changes
-increasing demands on time
-lack of information to make decisions
-conflict in relationships
-role conflict
-repressed feelings and emotions
Modern industrial stressors - ANSWER--Galloping technology and the information
explosion
-Downsizing
-Mergers and acquisitions
-Government regulation and taxation
-Demands for productivity
-Emphasis on quality and speed
-The "executive monkey"
Executive Monkey Study - ANSWER-- U of M study
-The people who make the ultimate decision for another feel more stressed than the
person that is affected by it
AND ANSWERS 100% CORRECT
adaptive change - ANSWER-reintroduction of a familiar practice (least threatening)
innovative change - ANSWER-the introduction of a practice that is new to the
organization; small change, paradigm.
radically innovative change - ANSWER-involves introducing a practice that is new to
the industry; radically big change.
Kurt Lewin's Change Model - ANSWER-1. Unfreezing (in response to benchmarking)
2. Changing (change how you react to it)
3. Refreezing (reintrogate practice)
Organizational behavior - ANSWER-a field of study devoted to understanding,
explaining, and ultimately improving the attitudes and behaviors of individuals and
groups in organizations
John Kotter's Steps for Leading Organizational Change - ANSWER--Sense of
urgency
-Change guiding coalitation
-Develop vision and strategy
-Communicate the change vision
-Empower broad based action
-Generate short-term wins
-Consolidate change and produce more change
-Anchor new approaches in the culture
Organizational development - ANSWER--A set of techniques used to implement
organizational change.
- Culture change
-Simultaneously training the people to change and creating new organizational
structures.
-Profound change, value driven, a diagnostic and prescription cycle, process
oriented (change the culture, change the mindset).
Why people resist change - ANSWER--Individual predisposition to change
-Fear of the unknown
-Climate of mistrust
-Fear of failure
-Loss of status; job security
-Peer pressure
-Disruption of cultural traditions or group relations
-Personality conflicts
-Lack of poor timing
-Non-reinforcing review system
, -Past success
Active Resistance - ANSWER-the most negative reaction to a proposed change
attempt
passive resistance - ANSWER-Nonviolent opposition to authority, especially a
refusal to cooperate with legal requirements.
indifference - ANSWER-a lack of interest or concern
Acceptance - ANSWER-conformity that involves both acting and believing in accord
with social pressure
6 strategies for overcoming resistance to change - ANSWER-1. education and
communication
2. participation and involvement
3. facilitation and support
4. negotiation and agreement
5. manipulation and co-optation
6. explicit and implicit coercion
Stress - ANSWER--Is external
-Present in the environment, in itself is not stressful; it may be functional or
dysfunctional
Strain - ANSWER--How our body reacts to stressors in the environment
-Some strain makes us productive, others makes us ill
-Too much or too little isn't good
(50 percent of illnesses in US are thought to be caused by this)
-Can be good or bad
common stressors - ANSWER--constant and unexpected changes
-increasing demands on time
-lack of information to make decisions
-conflict in relationships
-role conflict
-repressed feelings and emotions
Modern industrial stressors - ANSWER--Galloping technology and the information
explosion
-Downsizing
-Mergers and acquisitions
-Government regulation and taxation
-Demands for productivity
-Emphasis on quality and speed
-The "executive monkey"
Executive Monkey Study - ANSWER-- U of M study
-The people who make the ultimate decision for another feel more stressed than the
person that is affected by it
