ECN 221
Study online at https://quizlet.com/_hv7ykv
1. Describe various conceptualizations of the change process.: Change management
means achieving goals by altering behaviors or processes in response to environmental forces. People tend to
experience a range of emotions when facing unwanted change, known as the DADA syndrome.
- managers can follow Kurt Lewin's three stages of change: unfreezing, changing, and refreezing.
- Force field analysis is a useful decision-making technique that helps to assess the reasons for and against making
certain changes.
2. Contrast the various forces driving change: Organizations need to adapt to two main types of
forces: external forces, such as competitors' actions and customers' changing preferences, and internal forces, such as
company culture and employee diversity.
Some examples of these external forces are customers' demographic characteristics, technological advancements,
customer and market changes, social and political pressures, and generational changes.
Examples of internal forces include management changes, organizational restructuring, and positive disruptors that
affect organizations.
3. Explain the strategies managers use to reduce resistance to change.: Types of
methods to deal with resistance to change: education and communication, participation, negotiation, manipulation,
and coercion.
4. Explain how managers lead creative processes with individuals and teams.: -
There are three main types of support for creativity in organizations: organizational support, supervisory support, and
work group support.
5. Discuss the (three steps) innovation process and various types of innova-
tion.: - xxxManagers can create successful innovation by following a three-step innovation process: idea generation,
problem solving, and implementation and diffusion.
- There are six main types of innovations in organizations: product innovation, process innovation, organizational
structure innovation, people innovation, exploitative innovation, and exploratory innovation.
6. Describe why teams are important to organizations.: With so many different personalities,
skills, and abilities, a strong team can present a diversity of viewpoints on how to solve problems in the organization.
Team members benefit from the feeling of belonging to something greater than themselves and gain positive affiliation
from being part of such a powerful process.
7. List the different types of teams in organizations.: - working teams, cross-functional teams,
virtual teams, self-managed teams, and problem-solving teams.
- Team member roles may generally be divided into two basic categories: task roles and socioemotional roles.
1/6
, ECN 221
Study online at https://quizlet.com/_hv7ykv
8. Explain how roles can impact the success of a team.: Roles within teams dictate the
performance and overall effectiveness of the team. Roles should be clearly structured. Tasks should be specific and
measurable to achieve desired outcomes. Care should be taken to maintain the relationships among team members.
9. Discuss the five stages of team development.: Those stages are forming, storming, norming,
performing, and adjourning.
10. Define the first stage of team development (Forming): Forming is the first stage of group
development where team members meet each other for the first time and get a feel for the type of team they have
joined
11. Define the second stage of team development (Storming): Storming is when a
measure of conflict, which is resistance or hostility resulting from two or more parties focusing on and attempting to
reconcile differing opinions, may arise.
12. Define the third stage of team development (Norming): In norming, conflict has been
resolved, and the team members are settled into their roles.
13. Define the fourth stage of team development (Performing): During performing, the
team is working at its optimal level
14. Define the fifth stage of team development (Adjourning): during adjourning, individ-
uals either leave the team or have no reason to be in further contact with their teammates.
15. Demonstrate how managers can build effective teams in the workplace.-
: Effective teams are characterized by the following: clear purpose, good communication, healthy conflict, effective
decision-making, accountability, strong relationships, commitment, and shared leadership.
Managers can build effective teams by setting clear goals and expectations, engaging with the team, making sure
everyone is accountable, and celebrating milestones.
16. Explain how managers handle conflict.: Good conflict can spark new ideas, generate creativity,
and motivate employees. Managers can create healthy conflict by actively encouraging and welcoming continuous
feedback, creating clear team or group norms, unifying the team by building a sense of shared purpose, and creating
the right environment for collaborative problem solving.
17. Describe the basic model of communication.: The Shannon-Weaver model assumes that
communication relies on two main components: the sender of the message, also known as the source, and the
receiver of the message. Sometimes the flow of messages is interrupted by noise, which is anything that hampers
communication between the sender and the receiver.
18. Define communication: Communication is the act of transmitting information, thoughts, and processes
through various channels.
2/6
Study online at https://quizlet.com/_hv7ykv
1. Describe various conceptualizations of the change process.: Change management
means achieving goals by altering behaviors or processes in response to environmental forces. People tend to
experience a range of emotions when facing unwanted change, known as the DADA syndrome.
- managers can follow Kurt Lewin's three stages of change: unfreezing, changing, and refreezing.
- Force field analysis is a useful decision-making technique that helps to assess the reasons for and against making
certain changes.
2. Contrast the various forces driving change: Organizations need to adapt to two main types of
forces: external forces, such as competitors' actions and customers' changing preferences, and internal forces, such as
company culture and employee diversity.
Some examples of these external forces are customers' demographic characteristics, technological advancements,
customer and market changes, social and political pressures, and generational changes.
Examples of internal forces include management changes, organizational restructuring, and positive disruptors that
affect organizations.
3. Explain the strategies managers use to reduce resistance to change.: Types of
methods to deal with resistance to change: education and communication, participation, negotiation, manipulation,
and coercion.
4. Explain how managers lead creative processes with individuals and teams.: -
There are three main types of support for creativity in organizations: organizational support, supervisory support, and
work group support.
5. Discuss the (three steps) innovation process and various types of innova-
tion.: - xxxManagers can create successful innovation by following a three-step innovation process: idea generation,
problem solving, and implementation and diffusion.
- There are six main types of innovations in organizations: product innovation, process innovation, organizational
structure innovation, people innovation, exploitative innovation, and exploratory innovation.
6. Describe why teams are important to organizations.: With so many different personalities,
skills, and abilities, a strong team can present a diversity of viewpoints on how to solve problems in the organization.
Team members benefit from the feeling of belonging to something greater than themselves and gain positive affiliation
from being part of such a powerful process.
7. List the different types of teams in organizations.: - working teams, cross-functional teams,
virtual teams, self-managed teams, and problem-solving teams.
- Team member roles may generally be divided into two basic categories: task roles and socioemotional roles.
1/6
, ECN 221
Study online at https://quizlet.com/_hv7ykv
8. Explain how roles can impact the success of a team.: Roles within teams dictate the
performance and overall effectiveness of the team. Roles should be clearly structured. Tasks should be specific and
measurable to achieve desired outcomes. Care should be taken to maintain the relationships among team members.
9. Discuss the five stages of team development.: Those stages are forming, storming, norming,
performing, and adjourning.
10. Define the first stage of team development (Forming): Forming is the first stage of group
development where team members meet each other for the first time and get a feel for the type of team they have
joined
11. Define the second stage of team development (Storming): Storming is when a
measure of conflict, which is resistance or hostility resulting from two or more parties focusing on and attempting to
reconcile differing opinions, may arise.
12. Define the third stage of team development (Norming): In norming, conflict has been
resolved, and the team members are settled into their roles.
13. Define the fourth stage of team development (Performing): During performing, the
team is working at its optimal level
14. Define the fifth stage of team development (Adjourning): during adjourning, individ-
uals either leave the team or have no reason to be in further contact with their teammates.
15. Demonstrate how managers can build effective teams in the workplace.-
: Effective teams are characterized by the following: clear purpose, good communication, healthy conflict, effective
decision-making, accountability, strong relationships, commitment, and shared leadership.
Managers can build effective teams by setting clear goals and expectations, engaging with the team, making sure
everyone is accountable, and celebrating milestones.
16. Explain how managers handle conflict.: Good conflict can spark new ideas, generate creativity,
and motivate employees. Managers can create healthy conflict by actively encouraging and welcoming continuous
feedback, creating clear team or group norms, unifying the team by building a sense of shared purpose, and creating
the right environment for collaborative problem solving.
17. Describe the basic model of communication.: The Shannon-Weaver model assumes that
communication relies on two main components: the sender of the message, also known as the source, and the
receiver of the message. Sometimes the flow of messages is interrupted by noise, which is anything that hampers
communication between the sender and the receiver.
18. Define communication: Communication is the act of transmitting information, thoughts, and processes
through various channels.
2/6
