Question 1

The dual-core approach to organizational change compares administrative and technical changes.

Accepted Answer

The dual-core approach to organizational change emphasizes the importance of both administrative (structural and cultural) changes and technical (process and technology) changes in achieving successful change.

Question 2

For organizations, sometimes achieving a new way of thinking requires a focused change in the underlying corporate cultural values and norms. Of the following, which one does not indicate a desired result of an organization's cultural change?
A) There is a fundamental change in the way work is done.
B) It leads to renewed organizational commitment.
C) It promotes a stronger bond between the company and its customers.
D) It fosters employee empowerment.
E) It creates stagnation of employee skills and abilities.

Accepted Answer

The other options all indicate positive outcomes of cultural change, such as improved work processes, stronger commitment to the organization and customers, and increased employee empowerment. Option E, on the other hand, suggests a negative consequence, which would not be a desired result of cultural change.

Question 3

Which of the following methods of culture change focuses on the human and social aspects of the organization as a way to better adapt and solve problems?
A) Team building
B) Adopting technical champions
C) Organization development
D) Adopting management champions
E) Large group intervention

Accepted Answer

Organization development is a method of culture change that focuses on the human and social aspects of the organization. It involves improving communication, collaboration, and problem-solving skills among employees to better adapt to changing circumstances. Team building and large group intervention are specific tactics that can be used within organization development. Adopting technical or management champions may be effective for specific goals, but they do not necessarily address the broader cultural aspects of the organization.

Question 4

In many of the smaller organizations the initiation of innovation is assigned to separate creative departments.

Accepted Answer

In many smaller organizations, innovation is often a collaborative effort across various departments rather than being assigned to separate creative departments. This is due to limited resources and the need for cross-functional collaboration to drive innovation.

Question 5

Methods employed by organizations to maintain an ambidextrous approach include all but which one of the following?
A) Collective creative departments
B) Collaborative teams
C) Switching structure
D) Corporate entrepreneurship
E) Venture teams

Accepted Answer

Collective creative departments are not a method employed by organizations to maintain an ambidextrous approach. The other choices listed are all methods commonly employed by organizations to maintain an ambidextrous approach.

Question 6

Which of these represent the final element in the sequence of elements for successful change?
A) Needs
B) Ideas
C) Implementation
D) Resources
E) Decision to adopt

Accepted Answer

The answer of Which of these represent the final element...

Question 7

Creativity is the generation of novel ideas that may meet perceived needs or respond to opportunities.

Accepted Answer

This is the definition of creativity.

Question 8

The to organizational change compares management and technical innovation.
A) time-based competition approach
B) dual-core approach
C) switching structures approach
D) open innovation approach
E) ambidextrous approach

Accepted Answer

The dual-core approach to organizational change differentiates between administrative (management) and technical innovation, suggesting that these two types of innovation are managed through different processes within an organization.

Question 9

All of these are techniques for overcoming resistance except:
A) Uncertainty avoidance
B) Forcing and coercion
C) Communication and training
D) An environment that affords psychological safety
E) Alignment with needs and goals of users

Accepted Answer

Uncertainty avoidance is not a technique for overcoming resistance; it is a cultural dimension that describes how societies deal with the fact that the future can never be known. Techniques for overcoming resistance typically involve direct actions or strategies such as communication, training, or aligning initiatives with the needs and goals of users, rather than merely avoiding uncertainty.

Question 10

Of the following statements, which one does not serve to answer the question of why some products have greater success than others?
A) The company conducts much of the work on the product in-house.
B) The employees had full autonomy on the production of the product and were without any form of interference from top management.
C) The producing company paid more attention to the marketing of the product.
D) The company made effective use of outside technology.
E) The producing company had a greater understanding of what customers need and want.

Accepted Answer

This statement is not relevant to the question of why some products have greater success than others because it focuses on the production process rather than factors that contribute to the product's success in the market. The other statements offer potential explanations for why certain products are more successful, such as effective marketing, use of technology, and understanding customer needs and wants.

Question 11

means an organization creates an organic structure when such a structure is needed for the initiation of new ideas.
A) Creative departments
B) Collaborative teams
C) Switching structure
D) Corporate entrepreneurship
E) Venture teams

Accepted Answer

Switching structure refers to an organization's ability to switch to an organic structure when needed to foster innovation and the initiation of new ideas.

Question 12

In order for organizations today to be successful and survive, they must be flexible and have the ability to change. Which one of the following does not represent an environmental force driving the need for organizational change?
A) International economic integration
B) The shift of communist regions to the ideas of capitalism
C) Advancing technology
D) Maturing of domestic markets
E) The use of self-directed teams and horizontal structures

Accepted Answer

The use of self-directed teams and horizontal structures is not an environmental force driving the need for organizational change. It is a management strategy that organizations can choose to implement in response to environmental forces, but it is not a driving force in and of itself. The other options listed are all external environmental forces that can impact organizations and necessitate change.

Question 13

In order to better adapt to new competitive demands, organizations have needed to make changes in their strategies, structures, management processes, and administrative procedures. Which one of the following is not indicative of such a change?
A) Organizations are maintaining a focus on small, incremental changes to solve immediate problems.
B) Organizations are shifting to a horizontal structure.
C) Organizations are decentralizing decision making.
D) Companies are incorporating e-business into their strategy.
E) Organizations are reducing the number of layers of management.

Accepted Answer

This choice suggests that organizations are not making significant changes to their strategies, structures, management processes, and administrative procedures, which is not indicative of adaptation to new competitive demands. The other choices suggest changes such as shifting to a horizontal structure, decentralizing decision making, incorporating e-business, and reducing layers of management, all of which can help organizations better adapt to new competitive demands.

Question 14

Rakia's company has recently developed and adopted new ideas and methods for the production of its products. These ideas and methods are not only new to the organization and its environment, but to the industry as well. Of the following, which one best describes what Rakia's company is undertaking?
A) Organizational innovation
B) Culture change
C) Switching structure
D) Dual-core approach
E) Organizational change

Accepted Answer

Rakia's company is implementing new ideas and methods for production which fall under organizational innovation, as it involves the introduction of new practices within the organization and the industry as a whole. The other options like culture change, switching structure, dual-core approach, or organizational change may not completely fit the situation described in the question.

Question 15

Birgit works for the International Widget Production Corporation. Her company has recently started to change the employees' work methods and the types of equipment they use to produce the organization's product. The company has determined it must make these changes in order to make production more efficient and to be able to produce a larger volume of product. It recognizes this is necessary to maintain its competence and competitiveness in the marketplace. What type of strategic change is this organization most likely undertaking?
A) Incremental change
B) Organizational innovation
C) Technology change
D) Creativity
E) Cultural change

Accepted Answer

The organization is undergoing a technology change by updating the equipment used for production in order to increase efficiency and volume.

Question 16

changes pertain to the administrative domain in an organization which involves the supervision and management of the organization.
A) Skunkworks
B) Technology
C) Strategy and structure
D) Culture
E) Product and service

Accepted Answer

Changes in the administrative domain are related to the way an organization is structured and managed. Strategy, decision-making processes, and communication channels all fall under this category. Changes in technology (B) may impact administrative functions, but the focus is on the technology itself rather than the administrative domain. Skunkworks (A), culture (D), and product/service (E) are all related to different aspects of the organization, but do not necessarily relate directly to administrative changes.

Question 17

Technology changes are those in an organization's production process that do not enable competence.

Accepted Answer

Technology changes in an organization's production process are intended to enable competence and increase efficiency, productivity, and quality.

Question 18

Alexandra works for a specialized energy manufacturer. She is the team leader for a small, rather secretive team at her company. Her team has autonomy and its members are fairly informal when they are working. It is their job to develop breakthrough ideas for the company. Alexandra is most likely the team leader for a(n) .
A) creative department
B) idea incubator
C) skunkworks
D) team of idea champions
E) new-venture fund

Accepted Answer

Alexandra is leading a small, secretive team that has autonomy to develop breakthrough ideas for the company. This is a characteristic of a skunkworks team, which is a group of individuals who work on innovative and risky projects without being subject to the bureaucracy and constraints of the larger organization. A creative department, idea incubator, team of idea champions, and new-venture fund may all involve generating new ideas, but they do not necessarily have the same level of autonomy and informality as a skunkworks team.

Question 19

Harry's company is in need of making numerous changes in order to survive in today's business world. He realizes there will most likely be staunch opposition to these changes from his employees. All of the following except which one would be considered a successful technique for implementing the changes within Harry's organization?
A) Create a vision and strategy for the changes
B) Establish a coalition to guide the changes
C) Invite and encourage participation and involvement in the change process
D) Remain silent about the changes until they are in place
E) Development of plans to overcome any resistance to change

Accepted Answer

Remaining silent about the changes until they are in place is generally not considered a successful technique for implementing changes within an organization. It can lead to increased resistance, surprise, and dissatisfaction among employees. Effective change management typically involves clear communication, participation, and planning.

Question 20

An idea incubator provides a safe harbour where ideas from employees throughout the organization can be developed under the guidance of managers.

Accepted Answer

The answer of An idea incubator provides a safe harbour...

Quiz 12: Innovation and Change

The dual-core approach to organizational change compares administrative and technical changes.

For organizations, sometimes achieving a new way of thinking requires a focused change in the underlying corporate cultural values and norms. Of the following, which one does not indicate a desired result of an organization's cultural change?

Which of the following methods of culture change focuses on the human and social aspects of the organization as a way to better adapt and solve problems?

In many of the smaller organizations the initiation of innovation is assigned to separate creative departments.

Methods employed by organizations to maintain an ambidextrous approach include all but which one of the following?

Which of these represent the final element in the sequence of elements for successful change?

Creativity is the generation of novel ideas that may meet perceived needs or respond to opportunities.

The to organizational change compares management and technical innovation.

All of these are techniques for overcoming resistance except:

Of the following statements, which one does not serve to answer the question of why some products have greater success than others?

means an organization creates an organic structure when such a structure is needed for the initiation of new ideas.

In order for organizations today to be successful and survive, they must be flexible and have the ability to change. Which one of the following does not represent an environmental force driving the need for organizational change?

In order to better adapt to new competitive demands, organizations have needed to make changes in their strategies, structures, management processes, and administrative procedures. Which one of the following is not indicative of such a change?

Rakia's company has recently developed and adopted new ideas and methods for the production of its products. These ideas and methods are not only new to the organization and its environment, but to the industry as well. Of the following, which one best describes what Rakia's company is undertaking?

changes pertain to the administrative domain in an organization which involves the supervision and management of the organization.

Technology changes are those in an organization's production process that do not enable competence.

An idea incubator provides a safe harbour where ideas from employees throughout the organization can be developed under the guidance of managers.