Deck 9: Innovation and Organizational Change

Question 1

Business model innovations result in ways for firms to make money.

Answer 1

True

Question 2

Creating positive change in organizations is easy,despite the complexity,uncertainty,anxiety,and risk involved.

Answer 2

False

Question 3

Product innovations result in better ways of doing things;process innovations result in the creation of new or improved goods and services.

Answer 3

False

Question 4

Many organizations and their leaders are slow in responding to change.

Question 5

Strategic leadership refers to the "ability to anticipate,envision,maintain flexibility,think strategically,and work with others to initiate changes that will create a viable future for the organization."

Question 6

The goal of strategic leadership is to make a core competency out of the ability to innovate and continuously change.

Question 7

Within the context of Gary Hamel's wheel of innovation,imagining involves thinking about new possibilities,making discoveries by ingenuity or communication with others,and extending existing ways.

Question 8

Invention is the generation of a novel idea or unique approach to solving problems or crafting opportunities.

Question 9

The new economy has created tremendous turmoil but few genuine opportunities.

Question 10

Within the context of Gary Hamel's wheel of innovation,experimenting refers to examining practicality and financial value through experiments and feasibility studies.

Question 11

Intellectual capital,knowledge management,and learning organizations are increasingly important in the modern business world.

Question 12

Within the context of Gary Hamel's wheel of innovation,designing involves gearing up and implementing new processes;putting to work what has been learned;and commercializing new products or services.

Question 13

Commercializing innovation is the process of turning new ideas into products or processes that can increase profits through greater sales or reduced costs.

Question 14

Green innovations do not support the idea of sustainability.

Question 15

Process and product innovations support invention and application.

Question 16

Within the context of Gary Hamel's wheel of innovation,scaling concerns testing ideas in concept;discussing them with peers,customers,clients,or technical experts;and building initial models,prototypes,or samples.

Question 17

Creativity allows an organization to turn technologies and other resources into unique processes and products.

Question 18

Highly innovative organizations fulfill five critical innovation roles: idea generators,information gatekeepers,product champions,project managers,and innovation leaders.

Question 19

The process of turning ideas into innovations that reduce the carbon footprint of an organization or its products is called Green Innovation.

Question 20

Highly innovative organizations have organic structures that rely on lateral communications as well as cross-functional teams and task forces.

Question 21

Using videoconferencing instead of flying to a meeting in person is an example of a green innovation.

Question 22

Top-down change occurs when senior managers initiate changes with the goal of having a comprehensive impact on the organization and its performance capabilities.

Question 23

With respect to corporate strategy and culture,highly innovative organizations are willing to take risks,accept failure,emphasize an entrepreneurial spirit,and expect innovation.

Question 24

Most surveys say that to create a highly innovative organization you need strategy,culture,top management and staffing.

Question 25

Change leaders are threatened by change;status quo managers are confident of their ability.

Question 26

Planned change takes steps to best align the organization with anticipated future challenges.

Question 27

Social entrepreneurship tries to avoid the pursuit of innovative ways to create change that benefits society.

Question 28

Innovative organizations have the capacity to move fast with innovations.This helps deliver competitive advantage.

Question 29

An ethical question that is being debated today is,"Does it make a difference if a company does 'good things' for selfish reasons"?

Question 30

Bottom-up change initiatives are necessary to build institutional capability for sustainable change and organizational learning.

Question 31

Change leaders are willing to take risks;status quo managers are bothered by uncertainty.

Question 32

Highly innovative organizations have top managers who understand the innovation process,tolerate criticism and differences of opinion,take all possible steps to keep goals clear,and maintain the pressure to succeed.

Question 33

Transformational change is a type of planned change that results in a major and comprehensive redirection of the organization.

Question 34

Top-down change can be implemented effectively through the use of force because it is likely to produce substantial commitment to change.

Question 35

Change leaders wait for things to happen;status quo managers make things happen.

Question 36

The most successful and enduring change leadership is that which can harness the advantages of both top-down and bottom-up change.

Question 37

Establishing a scholarship fund to help families make do not qualify for college scholarships because they are slightly over the income cut-off limit is an example of social entrepreneurship.

Question 38

Social entrepreneurship attempts to solve pressing social problems through applying entrepreneurship and innovation for social good.

Question 39

Bottom-up change occurs when the initiatives for change come from any and all parts of the organization,not just top management.

Question 40

A change leader is a change agent who takes leadership responsibility for changing the existing pattern of behaviour of another person or social system.

Question 41

Unfreezing is the change phase in which a situation is prepared for change and felt needs for change are developed.

Question 42

A performance gap is a discrepancy between a desired and actual state of affairs.

Question 43

A manager who uses participation and involvement in order to overcome employee resistance to change will allow others to contribute ideas and help design and implement the change.

Question 44

Refreezing is the phase of stabilizing the change and creating the conditions for its long-term continuity.

Question 45

Resistance to change can be viewed as feedback that an informed change agent can use constructively to modify a planned change to better-fit situational needs and goals.

Question 46

Reactive change is a type of planned change that bends and nudges existing systems and practices to better align them with emerging problems and opportunities.

Question 47

A force-coercion strategy for change involves the use of formal authority and/or rewards or punishments.

Question 48

Internal forces for change are not as significant to the organization as external forces.

Question 49

Resistance to change must be stopped immediately because it can destroy the planned changed effort.

Question 50

A manager who uses the rational persuasion change strategy relies on special knowledge,empirical data,and rational argument to bring about change.

Question 51

External forces for change in contemporary organizations include globalization and market competition,local economic conditions,governmental laws and regulations,technological developments,market trends,and social forces and values.

Question 52

A common organizational target for change involves the attitudes and competencies of the employees and the human resource systems that support them.

Question 53

The organizational targets for change include tasks,people,structure,technology,and culture.

Question 54

People may not want to change even when conditions require it;consequently,managers and change agents need to deal with people's tendencies to resist change.

Question 55

The facilitation and agreement approach for overcoming resistance to change involves providing encouragement and training,actively listening to problems,and helping resistors to deal with performance pressures.

Question 56

Political manoeuvring is the version of the force-coercion change strategy that is being used when the change agent takes direct and unilateral action to command that change occurs.

Question 57

Change agents who use the rational persuasion change strategy believe they do not need to convince others of the cost-benefit value of the change,since it appears reasonably obvious.

Question 58

Changing,the second phase of Lewin's planned organizational change model,can be implemented by identifying new,more effective ways of behaving;choosing appropriate changes in tasks,people,culture,technology,and/or structure;and taking action to put changes in tasks,people,culture,technology,and/or structure into place.

Question 59

Change agents who use the rational persuasion change strategy believe that people are guided by reason in their actions and decision-making,and they use information and facts to communicate the desirability of change.

Question 60

Change agents who rely on the shared power strategy believe that people behave as they do because of socio-cultural norms and commitments to others' expectations,and they are sensitive to the way group pressures can support or inhibit change.

Question 61

In implementing new technology,the change agent should continually gather and process information relating to the change,but should insist attempts to customize the new technology for needs of the local situation.

Question 62

Technological change may best be approached as an ongoing process that will inevitably require improvisation as things are being implemented.

Question 63

Individual organization development interventions generally recognize that expecting a positive outcome or contribution from individuals is not likely if they are asked to change.

Question 64

The first step in the organizational development process is establishing a working relationship with the client system.

Question 65

Good advice for an organizational resistance to change would be to: check the benefits,check the compatibility,check the simplicity,and check the triability.

Question 66

Organization development is a comprehensive approach to planned organizational change that involves the application of behavioural science in a systematic and long-range effort to improve organizational effectiveness.

Question 67

Thinking of organizational development as "planned change plus" means that change is accomplished in such a way that organization members are capable of self-renewal and continued development.

Question 68

An organization development intervention is an activity initiated by change agents or managers to directly facilitate the change process.

Question 69

The outcome goals of organizational development focus on the way people work together.

Question 70

Resistance to change is better viewed as something to be overcome rather than as feedback.

Question 71

The process goals of organizational development focus on the way people work together.

Question 72

The presence of resistance to change usually means that nothing can be done to achieve a better "fit" among the planned change,the situation and the people involved.

Question 73

Achieving a terminal relationship within the organization development process occurs when the consultant leaves the client.

Question 74

There are nine basic checkpoints that help greatly in dealing with resistance and in leading successful organizational changes.

Question 75

The intervention stage of the organization development process corresponds to the changing phase of Lewin's change model.

Question 76

People will resist planned change due to fear of the unknown,loss of confidence,loss of control,and loss of face;but not because of lack of purpose,poor timing,work overload,or disrupted habits.

Question 77

Two of the least risky and most desirable approaches to resistance are manipulation and co-optation and explicit and implicit coercion because they have no negative consequences.

Question 78

Role negotiation involves realigning task components to better fit the needs and capabilities of the individual.

Question 79

Individual organization development interventions generally recognize that people are not likely to assume responsibility for their actions.

Question 80

When people resist change,they are most often defending something important that appears threatened.