MGMT 3000 Exam questions and
answers graded A+
Shared responsibility for change in very small organizations is often lost with growth and over time -
True,
Shared responsibility for change is not unusual in start-ups and very small organizations, but too
often it is lost with growth and over time. In large, traditional corporations, it is all too rare.
Some organizations use rules, regulations, and formal control to guide performance. These
organizations are often referred to as - bureaucratic.
Bureaucratic control is the use of rules, regulations, and formal authority to guide performance. It
includes such items as budgets, statistical reports, and performance appraisals to regulate behavior
and results.
Among the steps for leading change, the one that requires using every possible channel and
opportunity to talk up and reinforce the company's long-term aspirations and required new
behaviors is - communicating the change vision.
The activity of communicating the change vision requires using every possible channel and
opportunity to talk up and reinforce the vision and required new behaviors. It is said that aspiring
change leaders undercommunicate the vision by a factor of 10, or even 100 or 1,000, seriously
undermining the chances of success.
Zoe's company is considering adopting a new information technology. Because the information
technology managers of the company are not yet familiar with the technology, they would most
likely consult with someone from which of the following groups to help determine the suitability of
technology? - early adopters
After the innovators, the next 13.5 percent of adopters are early adopters. This group is critical to
the success of a new technology because its members include well-respected opinion leaders. Early
adopters often are the people or organizations to which others look for leadership, ideas, and up-to-
date technological information.
,Who among the following adopters of a new technology are more skeptical of technological change
and approach innovation with great caution? - the early majority
The members of the majority groups, including the early majority, are more skeptical of
technological change and approach innovation with great caution, often adopting only because of
economic necessity or social pressure.
Among the steps for leading change, the one that involves determining the idealized, expected state
of affairs after the change is implemented is - developing a vision and strategy.
Developing a vision and strategy directs the change effort. This process involves determining the
idealized, expected state of affairs after the change is implemented. Because confusion is common
during major organizational change, the clearest possible image of the future state must be
developed and conveyed to everyone.
Jaime thought—to himself—that the change proposed by management was reasonable. However,
he wanted to be liked and accepted by his coworkers, most of whom vocally opposed the change.
Therefore, he joined his coworkers in criticizing management for the change. This is an example of
resistance brought about by - peer pressure.
Even if individual members do not strongly oppose a suggested change, the team may band together
in opposition. Peer pressure will cause individuals to resist even reasonable changes, especially if a
group is highly cohesive and has anti-management norms. But change leaders who invite—and listen
to—ideas from team members may find that peer pressure becomes a positive force that helps drive
the change's success.
Laney uses the results of customer surveys to point out ways that her cashiers can improve their
service. This is an example of ________ - feedback
When supervisors use information about past performance to point out and correct improper
performance, they are using feedback as a means of control.
One cause for complacency is - too many visible resources.
, One common reason for complacency is too many visible resources. To stop complacency and create
urgency, a manager can talk candidly about the organization's weaknesses in contrast with its
competitors, backing up statements with data.
Which groups are typically resistant to change? - entry-level workers to top executives
People at all organizational levels, from entry-level workers to top executives, resist change. For
example, many banks and credit unions are switching from specialized roles in branches, such as
tellers and personal bankers, to universal agents who process transactions, open accounts, and sell
products. When they make this change, the main source of resistance is that the new jobs involve
selling—identifying unmet customer needs and suggesting products and services. A typical branch
employee is unaccustomed to selling and may even have a negative opinion of a sales role, especially
in a bank.
In his new employee orientation training, Francisco heard Meibeth, his new accounting supervisor,
explain, "At Wrightfield Corporation, we do not use traditional cost accounting. Rather, we use
activity-based costing, or ABC. According to ABC, we ________blank costs according to what our
employees do, rather than what the company spends." - allocate
Activity-based costing (ABC) starts with the assumption that organizations are collections of people
performing many different but related activities to satisfy customer needs. The ABC system identifies
those activity streams and then assigns expenses, or allocates costs, to those areas of activity.
focuses on what is being done currently, while ________blank focuses on what can be done and
what is being developed. - Benchmarking; scanning
Whereas benchmarking focuses on what is being done currently, scanning focuses on what can be
done and what is being developed. In other words, benchmarking examines key and perhaps some
pacing technologies, while scanning seeks out pacing and emerging technologies.
In assessing external technological trends, benchmarking and scanning are similar in that both are
concerned with - pacing technologies.
answers graded A+
Shared responsibility for change in very small organizations is often lost with growth and over time -
True,
Shared responsibility for change is not unusual in start-ups and very small organizations, but too
often it is lost with growth and over time. In large, traditional corporations, it is all too rare.
Some organizations use rules, regulations, and formal control to guide performance. These
organizations are often referred to as - bureaucratic.
Bureaucratic control is the use of rules, regulations, and formal authority to guide performance. It
includes such items as budgets, statistical reports, and performance appraisals to regulate behavior
and results.
Among the steps for leading change, the one that requires using every possible channel and
opportunity to talk up and reinforce the company's long-term aspirations and required new
behaviors is - communicating the change vision.
The activity of communicating the change vision requires using every possible channel and
opportunity to talk up and reinforce the vision and required new behaviors. It is said that aspiring
change leaders undercommunicate the vision by a factor of 10, or even 100 or 1,000, seriously
undermining the chances of success.
Zoe's company is considering adopting a new information technology. Because the information
technology managers of the company are not yet familiar with the technology, they would most
likely consult with someone from which of the following groups to help determine the suitability of
technology? - early adopters
After the innovators, the next 13.5 percent of adopters are early adopters. This group is critical to
the success of a new technology because its members include well-respected opinion leaders. Early
adopters often are the people or organizations to which others look for leadership, ideas, and up-to-
date technological information.
,Who among the following adopters of a new technology are more skeptical of technological change
and approach innovation with great caution? - the early majority
The members of the majority groups, including the early majority, are more skeptical of
technological change and approach innovation with great caution, often adopting only because of
economic necessity or social pressure.
Among the steps for leading change, the one that involves determining the idealized, expected state
of affairs after the change is implemented is - developing a vision and strategy.
Developing a vision and strategy directs the change effort. This process involves determining the
idealized, expected state of affairs after the change is implemented. Because confusion is common
during major organizational change, the clearest possible image of the future state must be
developed and conveyed to everyone.
Jaime thought—to himself—that the change proposed by management was reasonable. However,
he wanted to be liked and accepted by his coworkers, most of whom vocally opposed the change.
Therefore, he joined his coworkers in criticizing management for the change. This is an example of
resistance brought about by - peer pressure.
Even if individual members do not strongly oppose a suggested change, the team may band together
in opposition. Peer pressure will cause individuals to resist even reasonable changes, especially if a
group is highly cohesive and has anti-management norms. But change leaders who invite—and listen
to—ideas from team members may find that peer pressure becomes a positive force that helps drive
the change's success.
Laney uses the results of customer surveys to point out ways that her cashiers can improve their
service. This is an example of ________ - feedback
When supervisors use information about past performance to point out and correct improper
performance, they are using feedback as a means of control.
One cause for complacency is - too many visible resources.
, One common reason for complacency is too many visible resources. To stop complacency and create
urgency, a manager can talk candidly about the organization's weaknesses in contrast with its
competitors, backing up statements with data.
Which groups are typically resistant to change? - entry-level workers to top executives
People at all organizational levels, from entry-level workers to top executives, resist change. For
example, many banks and credit unions are switching from specialized roles in branches, such as
tellers and personal bankers, to universal agents who process transactions, open accounts, and sell
products. When they make this change, the main source of resistance is that the new jobs involve
selling—identifying unmet customer needs and suggesting products and services. A typical branch
employee is unaccustomed to selling and may even have a negative opinion of a sales role, especially
in a bank.
In his new employee orientation training, Francisco heard Meibeth, his new accounting supervisor,
explain, "At Wrightfield Corporation, we do not use traditional cost accounting. Rather, we use
activity-based costing, or ABC. According to ABC, we ________blank costs according to what our
employees do, rather than what the company spends." - allocate
Activity-based costing (ABC) starts with the assumption that organizations are collections of people
performing many different but related activities to satisfy customer needs. The ABC system identifies
those activity streams and then assigns expenses, or allocates costs, to those areas of activity.
focuses on what is being done currently, while ________blank focuses on what can be done and
what is being developed. - Benchmarking; scanning
Whereas benchmarking focuses on what is being done currently, scanning focuses on what can be
done and what is being developed. In other words, benchmarking examines key and perhaps some
pacing technologies, while scanning seeks out pacing and emerging technologies.
In assessing external technological trends, benchmarking and scanning are similar in that both are
concerned with - pacing technologies.
