罗宾斯《管理学》第九版题库13

Chapter 13 – Managing Change and Innovation

True/False Questions

WHAT IS CHANGE?

1. Change is an organizational reality.

True (easy)

2. Organizational change can be alteration in people, structure, or technology.

True (moderate)

FORCES FOR CHANGE

3. The marketplace is an external force of change.

True (moderate)

4. The change in demand for health care technicians is an example of an economic change.

False (difficult)

5. Economic changes are an internal force of change.

False (moderate)

6. Any manager can be a change agent.

True (moderate)

TWO VIEWS OF THE CHANGE PROCESS

7. The "calm waters" approach to change would be consistent with Lewin's concept of unfreezing, changing,

and refreezing.

True (difficult)

8. In the "white-water rapids" metaphor of change, managers should expect change at any time, and it may last

for unspecified lengths of time.

True (moderate)

MANAGING CHANGE

9. Change threatens the investment you've already made in the status quo.

True (easy)

10. One reason people resist change is that is substitutes ambiguity for uncertainty.

False (difficult)

11. The manager's options for change essentially fall into three categories: structure, technology, and product.

False (difficult)

12. Computerization is a technological change that replaces people with machines.

False (moderate)

13. Probably the most visible technology changes in recent years have come through managers’ efforts to

expand corporate financing.

False (moderate)

15. Organizational cultures tend to resist change.

True (moderate)

16. Techniques to change people and the quality of interpersonal work relationships are termed organizational

development.

True (moderate)

17. Cultural change is easier when the organizational culture is strong.

False (easy)

18. The first step in accomplishing organizational cultural change is to initiate a reorganization.

False (moderate)

CONTEMPORARY ISSUES IN MANAGING CHANGE

19. Cooptation refers to covert attempts to influence.

False (moderate)

20. Manipulation is using direct threats.

False (moderate)

21. A major disadvantage of coercion is that it is frequently illegal.

True (moderate)

22. Negotiation refers to covert attempts to influence, twisting and distorting facts or withholding information.

False (moderate)

23. In cooptation, an organization seeks to "buy off" the leaders of a resistance group by giving them a key role

in the change decision.

True (moderate)

24. Never negotiate with employees as a means of overcoming resistance to change.

False (moderate)

25. The first step in changing organizational culture is to conduct a cultural analysis.

True (easy)

26. In process reengineering, a company drastically changes its structure, technology, and people by starting

from scratch in reexamining the way the organization's work is done.

True (moderate)

27. Stress is a dynamic condition a person faces when confronted with an opportunity, constraint, or demand

related to what he or she desires and for which the outcome is perceived to be both uncertain and important.

True (moderate)

28. In terms of organizational factors, any attempt to lower stress levels has to begin with employee selection.

True (moderate)

MANAGING WORKFORCE DIVERSITY

29. The Paradox of Diversity is described as situations in which limitations are placed upon diverse individuals

by strong organizational cultures.

True (moderate)

STIMULATING INNOVATION

30. Creativity is the process of taking an idea and turning it into a useful product, service, or method of

operation.

False (difficult)

Multiple Choice

A MANAGER’S DILEMMA

31. According to the company profile in ―A Manager’s Dilemma,‖ whic h of the following branded products

does Panamerican Beverages, Inc sell in Latin America?

a.Pepsi

b.Coca-Cola (moderate)

c.Ocean Spray

d.Gatorade

e.Evian

32. According to the company profile in ―A Manager’s Dilemma,‖ Francisco Sanchez-Loaeza, Panamco’s

Chairman a nd CEO, attributes all of the following organizational factors as important to the company’s success EXCEPT:

a.centralized management philosophy (moderate)

b.logistical expertise

c.innovative merchandising strategies

d.excellent financial stewardship

e.decentralized management philosophy

WHAT IS CHANGE?

33. Being a manager, with no environmental uncertainty or threat of competitors' new products, would be

simple without any ______________.

a. government regulations.

b. unions.

c. diversity.

d. cultural differences.

e. change. (moderate)

FORCES FOR CHANGE

34. Which of the following is not an external force of change?

a. marketplace

b. government laws and regulations

c. technology

d. economic changes

e. work force (moderate)

35. The Americans With Disabilities Act is an example of which of the following forms of environmental

change?

a. internal

b. technology

c. government law s and regulations (moderate)

d. labor markets

e. economic

36. Changing human resource activities to attract and retain health care specialists due to increased needs for

those workers is an example of what kind of environmental change factor?

a. marketplace

b. technology

c. labor markets (difficult)

d. economic

e. government laws and regulations

37. Falling interest rates would most stimulate what change factor for a manager?

a. marketplace

b. government laws and regulations

c. labor markets

d. economic (easy)

e. technology

38. Which of the following is not an internal force of change?

a. technology (moderate)

b. strategy

c. work force

d. employee attitudes

e. equipment

39. What change factor did Harley-Davidson motorcycles react to in its turnaround of production quality

control and modernization?

a. technology

b. external

c. work force

d. equipment

e. strategy (difficult)

40. Increasing the numbers of employed women and minorities forces managers to pay attention to what

change factor?

a. strategy

b. work force (moderate)

c. equipment

d. technology

e. employee attitudes

41. Labor strikes are an example of what change factor that may encourage a change in management thinking

and practices?

a. work force

b. equipment

c. employee attitudes (easy)

d. strategy

e. government laws and regulations

42. In organizations, people who act as catalysts and assume responsibility for managing the change process,

are called ______________.

a. change masters.

b. change agents. (moderate)

c. operations managers.

d. charismatic leaders.

e. transformational leaders.

43. In an organization, who is usually the change agent?

a. CEO

b. executive vice-president

c. any manager or nonmanager (difficult)

d. any competitor

e. union leaders

44. In spurring organizational change, outside consultants are usually more ______________, while internal

managers may be more ______________.

a. drastic; thoughtful (moderate)

b. highly paid; risky

c. resistant; bold

d. cautious; friendly

e. interested; scared

TWO VIEWS OF THE CHANGE PROCESS

45. Lewin's theory is consistent with which view of organizational change?

a. continuous

b. contemporary

c. Mayo's

d. "calm waters" (moderate)

e. change in the 1990s

46. Who theorized the change process involving unfreezing, changing, and refreezing?

a. Drucker

b. Robbins

c. Lewin (easy)

d. Mayo

e. Lawler

47. According to Kurt Lewin, which of the following is not a stage in the change process?

a.unfreezing

b.changing

c.refreezing

d.restraining (moderate)

48. According to Kurt Lewin, increasing the driving forces, which direct behavior away from the status quo, is

a means of doing which of the following?

a. unfreezing (moderate)

b. changing

c. restraining forces

d. refreezing

e. melting

49. Which of the following terms best describes the two primary views of the change process?

a. problematic, encouraged

b. occasional, continuous (difficult)

c. costly, conservative

d. optimistic, pessimistic

e. reactive, proactive

50. Which of the following is the objective of refreezing, according to Lewin?

a. directs behavior away from the status quo

b. hinders movement away from existing equilibrium

c. changes to a new environment

d. eliminates the need for future change

e. stabilize the new situation (moderate)

51. According to the text, the ______________ is consistent with uncertain and dynamic environments.

a.calm-waters metaphor

b.white-water rapids metaphor (moderate)

c.contemporary metaphor

d.continuous metaphor

e.cultural metaphor

52. A manager who comes to work every morning expecting that today will definitely bring new challenges

from competitors, the work force, etc., views organizational change in what way?

a. pragmatic

b. continuous (moderate)

c. pessimistic

d. reactive

e. occasional

53. According to the text, managers in such businesses as wireless telecommunications, computer software,

and women’s high-fashion clothing have long confronted the ______________.

a.calm-waters metaphor

b.white-water rapids metaphor (moderate)

c.contemporary metaphor

d.continuous metaphor

e.cultural metaphor

MANAGING CHANGE

54. As ______________, managers should be motivated to initiate change because they are committed to

improving their organization's effectiveness.

a. change agents (difficult)

b. efficiency experts

c. manipulators

d. process consultants

e. reengineering specialists.

55. Managers' options for change essentially fall into what three categories?

a. environment, technology, and mission

b. structure, technology, and people (difficult)

c. mission, structure, and people

d. mission, environment, and process

e. environment, attitudes, and processes

56. Ac cording to the text, ―changing structure‖ includes alteration in any of the following EXCEPT:

a.authority relations.

b.coordination mechanisms.

c.degree of centralization.

d.job redesign.

e.technology (moderate)

57. Which of the following is not a part of organizational structure?

a. work specialization

b. departmentalization

c. chain of command

d. formalization

e. work processes (difficult)

58. If an organization increases the span of control, what factor is being focused on in an organizational change?

a. structure (difficult)

b. people

c. technology

d. strategy

e. human resources

59. A company that decides to decentralize its sales procedures is managing what change category?

a. technology

b. people

c. equipment

d. competitors

e. structure (moderate)

60. According to the text, competitive factors or new innovations within an industry often require managers to

introduce all of the following EXCEPT:

a.new equipment.

b.new tools.

c.new operating methods.

d.new employees (moderate)

61. ______________ is a technological change that replaces people with machines.

a. Operations

b. Organizational development

c. Automation (moderate)

d. Robotics

e. Downsizing

62. Probably the most visible technological changes in recent years have come through manager s’ efforts to

expand _____________.

a.corporate financing.

https://www.wendangku.net/doc/967726653.html,anizational culture.

https://www.wendangku.net/doc/967726653.html,puterization.

d.employee retention.

63. When grocery stores installed scanners to read the product price, this was an example of managing what

change category?

a. technology (moderate)

b. people

c. competitors

d. structure

e. laws and regulations

64. If Kraft Foods hired a consultant to decrease group friction and enhance cooperative work relationships,

this would be an example of managing what change category?

a. technology

b. people (difficult)

c. competitors

d. structure

e. laws and regulations

65. Techniques to change people and the quality of interpersonal work relationships are termed

______________.

a. operations.

b. organizational development. (moderate)

c. downsizing.

d. robotics.

e. automation.

66. ______________ is a method of changing behavior through unstructured group interaction.

a. Survey feedback

b. Organizational development

c. Sensitivity training (moderate)

d. Process consultation

e. Team building

67. According to the text, an individual is likely to resist change because of all of the following reasons

EXCEPT:

a.uncertainty.

b.increased productivity. (easy)

c.concern over personal loss.

d.belief that the change is not in the organizati on’s best interest.

68. Which of the following reactions to change is a threat to the investment you have already made in the status

quo?

a. uncertainty

b. freezing

c. change is not good for the organization

d. concern over personal loss (moderate)

e. refreezing

69. Which of the reasons for resistance to change may be beneficial to the organization?

a. uncertainty

b. freezing

c. change is not good for the organization (difficult)

d. refreezing

e. concern over personal loss

70. All of the following are mentioned in the text as actions that managers can use to deal with resistance to

change EXCEPT:

https://www.wendangku.net/doc/967726653.html,cation and communication.

b.diversification (moderate)

c.participation.

d.facilitation and support.

e.negotiation.

71. Which of the following techniques for reducing resistance to change is based on the belief that, if

employees receive the full facts and clarifications, they will no longer be resistant?

a. education and communication (easy)

b. participation

c. facilitation and support

d. negotiation

e. manipulation and cooptation

72. If K-mart has employees serving on the committee to decide what color the new uniform colors should be,

this is an example of what tactic for reducing change resistance?

a. education and communication

b. manipulation and cooptation

c. participation (easy)

d. facilitation and support

e. coercion

73. If a bank offers personal and financial counseling to employees prior to an upcoming downsizing, this is an

example of what kind of tactic for reducing change resistance?

a. education and communication

b. coercion

c. manipulation and cooptation

d. negotiation

e. facilitation and support (moderate)

74. If management offers the union guaranteed wage hikes and a no-layoff promise in exchange for help in

implementing a new production process, this would be an example of what kind of tactic for reducing change resistance?

a. participation

b. facilitation and support

c. coercion

d. negotiation (difficult)

e. manipulation and cooptation

75. If a state legislator purposely misrepresents public employee wages to the citizens in order to apply

downward wage pressure in the collective bargaining process, this would be an example of what kind of tactic for reducing change resistance?

a. negotiation

b. coercion

c. cooptation

d. education and communication

e. manipulation (difficult)

76. ______________ refers to covert attempts to influence, twisting and distorting facts or withholding

information.

a. Negotiation

b. Coercion

c. Cooptation

d. Education and communication

e. Manipulation (moderate)

77. "Buying off" the leader of a resistance group in order to get his/her endorsement is an example of what kind

of tactic for reducing change resistance?

a. negotiation

b. coercion

c. education and commitment

d. cooptation (moderate)

e. facilitation and support

78. ______________ is using direct threats or force on those who resist change.

a. Negotiation

b. Coercion (moderate)

c. Cooptation

d. Education and communication

e. Manipulation

79. A manager who threatens to ruin an employee's name in the company if he/she does not cooperate with an

impending organizational change is using what kind of tactic for reducing change resistance?

a. negotiation

b. coercion (moderate)

c. manipulation and cooptation

d. education and communication

e. facilitation and support

MANAGING YOUR CAREER

80. According to the boxed feature, ―Managing Your Career,‖ all of the following are examples of means in

which individuals can reinvent themselves EXCEPT:

a.take advantage of continuing education or graduate courses at local colleges.

b.sign up for workshops and seminars that can help enhance personal skills.

c.depend on the organization to provide career development and training opportunities.

(moderate)

d.voice concerns in a constructive manner.

81. Which of the following represents the relationship between organizational culture and change?

a. Culture and change are naturally compatible.

b. Culture tends to be very resistant to change. (moderate)

c. Culture can change in months but not weeks.

d. Culture can never be purposely changed.

e. There is no relationship between culture and change.

82. Which of the following is not a favorable situational condition that may facilitate change in organizational

culture?

a. A dramatic crisis occurs.

b. The culture is weak.

c. Stock price sharply falls. (moderate)

d. The organization is young and small.

e. Leadership changes hands.

83. Which of the following is the first step in accomplishing organizational cultural change?

a. Appoint new leadership with a new vision.

b. Initiate a reorganization.

c. Conduct a cultural analysis. (moderate)

d. Change the selection and socialization process.

84. Which of the following is the last step in accomplishing organizational cultural change?

a. Make it clear that change is necessary to organizational survival.

b. Introduce new stories and rituals to convey new vision.

c. Appoint new leadership with a new vision.

d. Change the selection, socialization, and reward system to support new values. (difficult)

e. Initiate a reorganization.

85. All of the following describe Continuous Quality Improvement EXCEPT:

a. continuous, incremental change.

b. fixing and improving.

c. redesigning. (moderate)

d. mostly "as is."

e. works from bottom up in organization.

86. Which of the following statements reflects the relationship between Continuous Quality Improvement (CQI)

and reengineering?

a. They are basically the same.

b. CQI begins with reengineering.

c. They are radically different. (difficult)

d. Reengineering begins with TQM.

e. Both require decentralized participative decision-making.

87. In _____________, a company drastically changes its structure, technology, and people by starting from

scratch in reexamining the way the organization's work is done.

a.process reengineering

b.Continuous Quality Improvement (moderate)

c.team building

d.structural realignment

88. All of the following describe process reengineering EXCEPT:

a. radical change.

b. redesigning or starting over.

c. mostly "what can be."

d. fixing and improving. (moderate)

e. initiated by top management.

89. ______________ is a dynamic condition a person faces when confronted with an opportunity, constraint, or

demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important.

a.Stereotyping

b.Stress (moderate)

c. A halo effect

d.Creativity

90. Which of the following is true concerning stress?

a. It is a static condition.

b. Stress is a negative reaction to an outside force.

c. Stress is often associated with constraints and demands. (moderate)

d. Stress limits performanc

e.

e. Stress has nothing to do with opportunity.

91. Which of the following must be present for potential stress to become actual stress?

a. uncertainty, importance (moderate)

b. risk, valuation

c. age, uncertainty

d. certainty, risk

e. pain, desire

92. According to the text, stress symptoms can be grouped under any of the following three general categories

EXCEPT:

a.physiological.

b.cultural (moderate)

c.psychological.

d.behavioral.

93. Which of the following general categories of stress symptoms is least relevant to managers?

a.physiological. (moderate)

b.cultural

c.psychological.

d.behavioral.

94. In terms of organizational factors, any attempt to lower stress levels has to begin with ______________.

a. employee work loads.

b. the reward system.

c. the organizational leader.

d. the organizational cultur

e.

e. employee selection. (difficult)

95. Which of the following is the primary condition to reducing organizational stress?

a. good job/person match (moderate)

b. merit pay system

c. decentralization

d. caring and understanding management

e. fewer government laws and regulations

96. Which of the following is true concerning stress that arises from an employee's personal life?

a. A manager should offer advice.

b. A manager who understands his/her subordinates can help control employee personal stressors.

c. Management involvement may raise ethical concerns. (moderate)

d. A caring manager can be the most effective counselor.

e. There is nothing the organization should or can do to help relieve personal stressors. STIMULATING INNOVATION

97. ______________ refers to the ability to combine ideas in a unique way or to make unusual associations

between ideas.

a. Innovation

b. Imagination

c. Creativity (moderate)

d. Interpretive thinking

e. CQI

98. ______________ is the process of taking a creative idea and turning it into a useful product, service, or

method of operation.

a. Innovation (moderate)

b. Imagination

c. Creativity

d. Interpretive thinking

e. CQI

MANAGING IN AN E-BUSINESS WORLD

99. According to the boxed feature, ―Managing in an E-Business World,‖ which of the following best describes

the metaphor of the E-business world?

a.calm-waters

b.white-water rapids (moderate)

c.contemporary

d.continuous

e.cultural

100. According to the boxed feature, ―Managing in an E-Business World,‖ Tivoli Systems is a division of which of the following companies?

a.General Motors

b.Microsoft

c.IBM (moderate)

d.Hewlett Packard

e.Gateway

101. Which of the following is an example of a variable that can foster innovation?

a. mechanistic structure

b. organic structure (difficult)

c. few organizational resources

d. low ambiguity acceptance

e. low job security

102. Which of the following is not a cultural value that supports innovation?

a. acceptance of ambiguity

b. tolerance for the impractical

c. high external controls (moderate)

d. focus on ends, not means

e. open-system focus

103. Which of the following human resource variables is supportive of organizational innovation?

a. low commitment to training

b. selection of Type A employees

c. high job security (moderate)

d. unionization

e. long job tenure

104. ______________ actively and enthusiastically support new ideas, build support, overcome resistance, and ensure that innovations are implemented.

a.Idea champions (moderate)

b.Whistle blowers

c.Idea generators

d.Idea screeners

105. According to the text, all of the following are common personality characteristics of idea champions EXCEPT:

a.extremely high-self-confidence

b.persistence

c.energy

d.risk averse (moderate)

Scenarios

FORCES FOR CHANGE

Changing The Way (Scenario)

Due to his spouse's accepting a promotion, Colin had recently left his private sector job in Kansas and accepted a new position in public service with the state of Ohio. The change had been quite a shock at first. The organizational cultures were quite different and each environment offered a different set of challenges. One new challenge Colin accepted was implementing changes into a state government system. Historically, this environment had not seen a lot of changes, and now, with the changes in Washington and the move toward privatization, change was necessary. Plus, his agency director was also new and had announced that the agency would be developing a new strategic plan. Together, Colin had been through many changes recently, and would be involved in more in the near future.

106. The changes the state government was facing due to pressures put on by Washington could be referred to as a(n) ______________ force of change.

a. driving

b. external (moderate)

c. technological

d. internal

e. marketplace

107. The changes Colin's agency was facing due to the new strategic plan anticipated from the new director could be referred to as a(n) ______________ force of change.

a. driving

b. external

c. technological

d. internal (moderate)

e. marketplace

108. If Colin accepts the responsibility and acts as a catalyst for change, he could be referred to as a(n)

a. change master.

b. director of change.

c. change agent. (each)

d. change manager.

e. enforcer of change.

TWO VIEWS OF THE CHANGE PROCESS

109. The past environment of state government, with very little change, where the status quo is considered the equilibrium state, would be consistent with all but which of the following terms?

a. calm waters

b. unfreezing

c. refreezing

d. white-water rapids (easy)

e. Lewin

MANAGING CHANGE

Making Change Happen (Scenario)

Colin was getting accustomed to his surroundings in state government. His efforts at getting people to accept change had met with a little resistance due to his and his new director's efforts and the hard work of his subordinates. But now the hard part really started, actually managing the change. What techniques could he and his agency's new director employ to most effectively implement changes that would result in increased productivity in his department? He considered changing three aspects of his agency: the structure, technology, and people.

110. If the new agency director decided to remove layers in the agency and increase the span of managerial control, this would be considered changing the

a. structural design.

b. selection process.

c. degree of centralization.

d. structural components. (moderate)

e. technological design.

111. If the agency director decided to shift away from a functional to a product design, this would be considered changing the

a. structural design. (challenging)

b. selection process.

c. degree of centralization.

d. structural components.

e. technological design.

112. If Colin decided to replace some employee work time with a telephone menu system, this would be considered changing the

a. organizational structure.

b. technology. (moderate)

c. people.

d. organizational development.

e. attitudes.

113. Finally, Colin decided his people could benefit from ___________, a method of changing behavior through unstructured group interaction.

a. survey feedback

b. sensitivity training (difficult)

c. team building

d. intergroup development

e. process consultation

CONTEMPORARY ISSUES IN MANAGING CHANGE

Changing Culture (Scenario)

Mandy recently returned from her two-day managerial seminar, How to Totally Change Your Management and Leadership Style in Two Days. Even though she felt the seminar was worthless (as she had predicted), it did give her a chance to think about how to change the culture of her organization. She had been brought in by the new CEO as a change agent, and her position had the authority to have impact. She felt that the recent hostile takeover by their parent company had shocked everyone, especially given that the entire organization consisted of only 150 people and had been in business for only five years. She felt this might be the time to attempt the cultural change while everyone was still thinking in terms of change. As she tossed her leadership seminar manual into the wastebasket, she considered what might be her first step and how well the cultural change would work.

114. Of the following, which is an advantage that Mandy has to implement cultural change?

a. her new leadership skills

b. the recent purchase of her company (difficult)

c. previous stable leadership

d. her managerial level

e. her change agent power

115. Which of the following statements is true concerning the leadership of Mandy's company and its effect on cultural change?

a. New top leadership can be an advantage. (moderate)

b. New top leadership is rarely an advantage.

c. It is important for the cultural change to begin with employees first.

d. Leadership issues have little impact on cultural chang

e.

e. Retaining the old leadership would have been preferable for cultural change.

116. Which of the following statements about her company is most advantageous to Mandy as she attempts to change the cultural leadership?

a. Change would be easiest with a company that is older and has a small number of employees.

b. Change would be easiest in an older company with many employees.

c. Small companies that are new are easiest in which to implement change. (difficult)

d. Small companies that are old are easiest in which to implement chang

e.

e. In terms of cultural change, company size and age rarely matter.

117. Of the following, which statement about her company's previous culture would be most advantageous to her accomplishing a change?

a. A previously strong culture is receptive to change.

b. A previously nonexistent culture is receptive to change.

c. A moderately strong culture is receptive to change.

d. A w eak culture is more receptive to chang

e. (difficult)

e. An organization with multiple cultures is receptive to change.

Fred's Stress (Scenario)

Fred was not handling the change in his department well. The company had recently changed hands, and even though no one had lost his job, people had been changing jobs and were being asked to move to different locations. The new leadership had a completely different outlook than those people he had worked under for the past twenty-one years. Fred found that he was unable to concentrate at work and generally felt like he did not like his job anymore. At home, he was getting headaches and having trouble sleeping, which only enhanced his feeling that things were not going to work out well for him. When he thought about it, he had always hated change. He worked in the job he did partially because it was considered stable (boring to some) and predictable. Fred's new boss kept trying to convince him that he was a valuable employee and that new opportunities, along with salary increases, were in his future. Unfortunately, what Fred wanted was to have things the way they used to be.

118. Fred was obviously feeling stress. Which of the following is not a factor in the definition of stress?

a. It is a static condition. (moderate)

b. It may involve opportunity or threats.

c. It is related to what a person desires.

d. It is related to a desire that is uncertain.

e. It is related to a desire that is important.

119. Which of the following statements is not true concerning the stress Fred may be feeling.

a. Stress may come from any change in Fred's life.

b. Stress may come from personal factors.

c. Stress is not related to personality differences. (easy)

d. Job-related factors may be part of Fred's stress.

e. The new opportunities Fred may receive are positive and not part of Fred's stress.

120. Which of the following would be a behavioral symptom of Fred's stress?

a. headaches

b. a rise in Fred's blood pressure

c. his job dissatisfaction

d. his lack of concentration at work

e. problems sleeping (moderate)

Essay Questions

FORCES FOR CHANGE

121. In a short essay, describe four external and four internal forces of change and provide examples of how each force impacts the manager’s job.

Answer

a.The external forces that create the need for change come from various sources. In recent years, the

marketplace has affected firms such as Dell Computer as competition from Gateway, Apple, and Toshiba intensified in the battle for consumers’ computer purchases. These companies constantly adapt to changing consumer desires as they develop new PCs and improve marketing strategies.

Governmental laws and regulations are a frequent impetus for change. For example, the passage of the

thousands of organizations to reconfigure restrooms, add ramps, widen doorways, and take other actions to improve accommodations for persons with disabilities. Technology also create the need for change. For example, technological improvements in expensive diagnostic equipment have created significant economies of scale for hospitals and medical centers. The fluctuation in labor markets also forces managers to change. For instance, the demand for Web page designers and Web site managers has made it necessary for organizations that need those kinds of employees to change their human resource management activities to attract and retain skilled employees in the areas of greatest need. Economic changes affect almost all organizations. For instance, global recessionary pressures force organizations to become more cost efficient. But even in

a strong economy, uncertainties about interest rates, federal budget deficits, and currency exchange

rates create conditions that may force organizations to change.

b.In addition to the external forces, internal forces also can stimulate the need for change. These internal

forces tend to originate primarily from the internal operations of the organization or from the impact of external changes. A redefinition or modification of an organization’s strategy often introduces a host

he turned it into a well-run and profitable company with extremely committed employees by orchestrating a series of well-planned and dramatic strategic changes. In addition, an organization’s workforce is rarely static. Its composition changes in terms of age, education, ethnic background, and sex. The introduction of new equipment represents another internal force for change. Employees may have their jobs redesigned, need to undergo training on how to operate the new equipment, or be require to establish new interaction patterns within their work group. Employee attitudes such as increased job dissatisfaction may lead to increased absenteeism, more voluntary resignations, and even labor strikes. Such events will, in turn, of ten lead to changes in management policies and practices.

(difficult)

TWO VIEWS OF THE CHANGE PROCESS

122. In a short essay, describe, compare and contrast the ―calm waters‖ and ―white-water rapids‖ views of organizational change.

Answer

a.Up until the late 1980’s, the calm w aters metaphor was fairly description of the situation that managers

faced. It’s best illustrated by Kurt Lewin’s three-step description of the change process. According to Lewin, successful change can be planned and requires unfreezing the status quo, changing to a new state, and refreezing to make the change permanent. The status quo can be considered an equilibrium state. To move from this equilibrium, unfreezing is necessary. Unfreezing can be thought of as preparing for the needed change. It can be achieved by increasing the driving forces, which are forces that drive change and direct behavior away from the status quo, decreasing the restraining forces, which are forces that resist change and push behavior towards the status quo, or combining the two approaches.

b.The white-water rapids metaphor is consistent with the discussion of uncertain and dynamic

environments. It’s also consistent with the dynamics of a world that’s increasingly dominated by information, ideas, and knowledge. The stability and predictability of the calm waters metaphor do not exist. Disruptions in the status quo are not occasional and temporary, and they are not followed by a return to calm waters. Managers never get out of the rapids. They face constant change, bordering on chaos. These managers must play a game that they’ve never played before, and the game is governed by rules that are created as the game progresses.

(easy)

MANAGING CHANGE

123. In a short essay, list and discuss the three categories in which the options for management to implement change fall.

Answer

The manager’s options for change essentially fall into three categories: structure, technology, and people.

Changing structure includes any alteration in authority relations, coordination mechanisms, degree of centralization, job redesign, or similar structural variables. Changing technology encompasses modification in the way work is performed or the methods and equipment that are used. Changing people refers to changes in employee attitudes, expectations, perceptions, and behavior.

(easy)

124. In a short essay, list and discuss the three reasons that describe why people resist change. Include an example of each reason to support your answer.

Answer

An individual is likely to resist change for three reasons: uncertainty, concern over personal loss, and the belief that the change is not in the organization’s best interest. Change replaces the known with ambiguity and uncertainty. For example, when quality control methods based on sophisticated statistical models are introduced into manufacturing plants, many quality control inspectors have to learn the new methods.

Some inspectors may feat that they will unable to do so and may, therefore, develop a negative attitude toward the change or behave poorly if required to use them. The second cause of resistance is the fear of losing something already possessed. The people that people have invested in the current system, the more they resist change. This helps explain why older workers tend to resist change more than younger workers.

Older employees have generally invested more in the current system and thus have more to lose by changing. A final cause of resistance is a person’s belief that the change is incompatible with the goals and interests of the organization. An employee who believes that a new job procedure proposed by a change agent will reduce product quality or productivity can be expected to resist the change. If the employee

125. In a short essay, list and describe five actions that managers can take to reduce resistance to change.

Answer

https://www.wendangku.net/doc/967726653.html,cation and communication –communicate with employees to help them see the logic of change;

educate employees through one-on-one discussions, memos, groups meetings, or reports; works if source of resistance is either poor communication or misinformation; must be mutual trust and credibility between managers and employees.

b.Participation – allows those who oppose a change to participate in the decision; assumes that they have

expertise to make meaningful contributions; involvement can reduce resistance, obtain commitment to seeing change succeed, and increase quality of change decision.

c.Facilitation and support –provide supportive efforts such as employee counseling or therapy, new

skills training, or short paid leave of absence; can be time consuming and expensive.

d.Negotiation – exchange something of value to reduce resistance; potentially high costs and likelihood

of having to negotiate with other resisters.

e.Manipulation and cooptation –manipulation is covert attempts to influence such as twisting or

distorting facts, withholding damaging information, or creating false rumors; cooptation is a form of manipulation and participation; inexpensive and easy ways to gain support of resisters; can fail miserably if targets feel they’ve been tricked.

f.Coercion –using direct threats or force; inexpensive and easy ways to get support; may be illegal.

even legal coercion can be perceived as bullying.

(difficult)

CONTEMPORARY ISSUES IN MANAGING CHANGE

126. In a short essay, list and discuss the four conditions that are most likely to facilitate cultural change.

Include an example of each condition to support your answer.

Answer

a. A dramatic crisis occurs –this can be the shock that weakens the status quo and makes people start

thinking about the relevance of the current culture. Examples are a surprising financial setback, the loss of a major customer, or a dramatic technological innovation by a competitor.

b.Leadership changes hands – new top leadership, who can provide an alternative set of key values, may

be perceived as more capable of responding to the crisis than the old leaders were. Top leadership includes the organization’s chief executive but might include all senior managers.

c.The organization is young and small –the younger the organization, the less entrenched its culture.

Similarly, it is easier for managers to communicate new values in a small organization than in a large one.

d.The culture is weak – the more widely held the values and the higher the agreement among members

on those values, the more difficult it will be to change. Conversely, weak cultures are more receptive to change than are strong ones.

(moderate)

127. In a short essay, discuss the concept of process reengineering. Include an examples of this concept to support your answer.

Answer

Process reengineering is about dramatic and radical shifts in the way an organization performs its work—that is, its work processes. It’s focused on quantum changes by throwing out the old ways of doing things and starting over in redesigning the way work is done. It involves defining customer needs and then designing work processes to best meet those needs. For instance, Eaton Corporation reengineered its new-product-development process to help the company reach aggressive growth goals. The managers’ and workers’ redesign of the product innovation process led to a doubling of revenues and profits during a five-year period. Because of the extensive nature of process reengineering, it is initiated by top management.

However, because the process itself requires significant hands-on input from managers and workers,

罗宾斯《管理学》内容概要,中英文对照

罗宾斯《管理学》内容概要 第一篇导论 1章管理者和管理 1、组织 组织(organization)的定义：对完成特定使命的人们的系统性安排 组织的层次：操作者(operatives)和管理者(基层、中层、高层) 2、管理者和管理 管理者(managers)的定义：指挥别人活动的人 管理(management)的定义：同别人一起或者通过别人使活动完成得更有效的过程。 管理追求效率(efficiency)和效果(effectiveness) 管理职能(management functions)：计划(planning)、组织(organizing)、领导(leading)、控制(controlling) 管理者角色(management roles)：人际关系角色(interpersonal roles)、信息角色(information roles)、决策角色(decision roles) 成功的管理者和有效的管理者并不等同，在活动时间上，有效的管理者花费了大量的时间用于沟通，而网络联系（社交等）占据了成功的管理者很大部分时间。 管理者在不同的组织中进行着不同的工作。组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的角色扮演、工作内容以及职能和作用。 2章管理的演进 1、20世纪以前的管理： 亚当·斯密的劳动分工理论(division of labor)

产业革命(industrial revolution) 2、多样化时期（20世纪）： 科学管理(scientific management)：弗雷德里克·泰勒 一般行政管理理论(general administrative theory)：亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy) 人力资源方法(human resources approach)：权威的接受观点(acceptance view of authority)，霍桑研究，人际关系运动(卡内基、马斯洛)，行为科学理论家(behavioral science theorists) 定量方法(quantitative approach) 3、近年来的趋势（20世纪后期）：趋向一体化 过程方法(process approach) 系统方法(systems approach)：封闭系统和开放系统(closed systems) 权变方法(contingency approach)：一般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个人差异 4、当前的趋势和问题（21世纪）：变化中的管理实践 全球化(globalization) 工作人员多样化(work force diversity) 道德(morality) 激励创新(innovations)和变革(changes) 全面质量管理(total quality management, TQM)：由顾客需要和期望驱动的管理哲学授权(delegation) 工作人员的两极化(bi-modal work force)

(完整版)罗宾斯《管理学》第11版知识点总结

罗宾斯《管理学》第11版知识点总结 第一章管理与组织导论 管理者之所以重要，是因为：时代的不确定性需要管理者的管理技能和能力；管理者对工作的顺利完成至关重要；管理者对组织举足轻重。 管理者通过协调和监管其他人的活动以达到组织目标。 基层-中层-高层管理者 组织是对人员的一种精心安排，以实现某个特定目标。 管理是协调和监管其他人的工作活动，从而使他们有效率，有效果地完成工作。 效率是指以尽可能少的投入获得尽可能多的产出。（正确地做事）效果是指完成工作活动以实现组织的目标。（做正确的事）三种描述管理者做什么的方法：职能、角色、技能。 管理职能： 亨利?法约尔一一计划、组织、指挥、协调、控制 当今本教材一一计划、组织、领导、控制 明茨伯格的管理角色： 人际关系角色（挂名首脑、领导者、联络者）、信息传递角色（监听者、传播者、发言人）、决策制定角色（企业家、混乱驾驭者、资源分配者、谈判者） 卡茨关于管理技能的理论： 技术技能、人际技能、概念技能 管理者面临的变化：数字化、对组织和管理伦理的更多强调、更激烈的竞争、不断变化的安全威胁；顾客重要性的提升、创新重要性的提升、可持续性重要性的提升。 为什么学管理？管理的普遍性；工作的现实；管理者的回报。 附加模块——管理史 亚当?斯密在1776年出版的《国富论》中提出了劳动分工/工作专业化。 管理方法的四个时期：古典方法（科学管理，一般管理）一一定量方法一一行为方法（早 期倡导者，霍桑研究，组织行为）一一当代方法（系统方法，权变方法） 科学管理弗雷德里克?泰勒以及弗兰克.吉尔布雷斯和莉莲.吉尔布雷斯 科学管理一一使用科学的方法来确定一种完成工作的最佳方法”。 泰勒一一生铁块搬运实验，砌砖实验 吉尔布雷斯夫妇测微计时表的发明 一般管理理论一一更多地关注管理者做什么以及什么构成了良好的管理行为。 法约尔一一管理职能，14条管理原则 马克思.韦伯一一德国社会学家，认为理想的组织类型是官僚行政组织一一一种以劳动分工、定义清晰的等级制、详细的规章制度以及非个人的关系为特征的组织形式。 组织行为学一一对工作中的人的行为进行研究的研究领域。 早期倡导者（人是企业最重要的资产）：罗伯特.欧文、雨果.芒斯特博格、玛丽.福莱特、 切斯特.巴纳德。 霍桑实验一一社会规范或群体标准是个体工作行为的主要决定因素。提出了人在组织中的作用。 定量管理采用定量技术来改进决策。（管理科学） 定量方法一一统计学、优化模型、信息模型和计算机模拟运用于管理活动。全面质量管理一一专注于持续改进以及对顾客的希望和需求作出回应。 系统一一封闭系统和开放系统。当管理者协调自己组织中各个部分的工作活动时，他们需要确保所有这些部分都在共同努力，以使组织的目标得以实现。系统方法意味着组织的某个部分的决策和行为将会影响组织的其他部分。系统方法认识到组织并不是自给自足的。 系统方法认为，一个组织从环境中获取输入，将这些资源转化或加工为输出，而这些输出又被分配到

管理学罗宾斯(第11版)第13章知识

●群体 群体：为了实现某个（些）具体目标而组合到一起的两个或更多相互依赖、彼此互动的个体 ·正式群体：由所在组织的结构所确定的、具有明确分工和任务的工作群体 ·非正式群体：为了满足成员们社会需求而自主组成的群体 ●群体发展的阶段 形成阶段：群体发展的第一个阶段，人们因为某种工作安排而加入群体，并定义该群体的目标、结构和领导 震荡阶段：群体发展的第二个阶段，其特征为群体内部的冲突 规范阶段：群体发展的第三个阶段，其特征为成员们的密切关系和凝聚力 执行阶段：群体发展的第四个阶段，是群体充分行使职能和完成工作任务的阶段解体阶段：对于临时群体来说，这是群体发展的最后一个阶段，成员们主要关注于善后事宜而不是工作任务 ●群体的结构 角色：人们对在一个社会单元中占据某个特定位置的个体所期望的行为模式 规范：群体的成员们共同接受和认可的标准或期望 群体思维：群体对个体成员施加巨大的压力，以使其与其他成员的观点保持一致地位：一个群体内的威望等级、位置或职衔 社会惰化：个体在群体中工作不如单独工作时那么努力的倾向 群体凝聚力：群体成员被该群体吸引及共享群体目标的程度

冲突管理 冲突：由某种干扰或对立状况所导致的不协调或差异 传统冲突观：认为所有冲突都是负面的、必须避免的 人际关系冲突观：认为冲突时所有群体中的一种自然而然、不可避免的结果相互作用冲突观：认为有些冲突对群体有效开展工作是绝对必要的 良性冲突：能够支持群体工作目标和改进群体绩效的冲突 恶性冲突：妨碍群体实现其目标的冲突 任务冲突：关于工作内容和目标的冲突 关系冲突：关于人际关系的冲突 程序冲突：关于如何完成工作的冲突

管理学罗宾斯(第11版)第16章知识

●什么是动机？ 动机：一种过程，它体现了个体为实现目标而付出努力的强度、方向和坚持性 ●早期的动机理论 马斯洛的需求层次理论 ·需求层次理论：马斯洛的这个理论认为人的需求——生理需求、安全需求、社会需求、尊重需求和自我实现需求——构成了一种层级结构 1·生理需求：一个人对食物、水、住所、性以及其他生理需求的需求 2·安全需求:生理需求得到保证的前提下，保护自身免受生理和情感伤害的需求3·社会需求：一个人在爱情、归属、接纳以及友谊方面的需求 4·尊重需求：一个人对内部尊重因素（例如自尊、自主和成就感）和外部尊重因素（例如地位、认可和关注）的需求 5·自我实现需求：一个人对自我发展、自我价值实现和自我理想实现的需求 麦格雷戈的X理论和Y理论 ·X理论：该假设认为员工没有雄心大志，不喜欢工作，只要有可能就会逃避责任，为了保证工作效果需对他们严格监管；个体受到马斯洛需求层次中的低层次需求的主导·Y理论：该假设认为员工是有创造力的，喜欢工作，主动承担责任，能够自我激励和自我指导 赫茨伯格的双因素理论 ·双因素理论（激励-保健理论）：该理论认为内在因素与工作满意度相关，而外在因素与工作满意度不相关 ·保健因素：能够消除工作不满意但无法产生激励的因素 ·激励因素：能够增强工作满意和工作动机的因素 高级需要

麦克莱兰的三种需求理论 ·三种需求理论：该动机理论认为主要有3种后天的（而非先天的）需求推动人们从事工作，而这3种需求是成就需求、权力需求和归属需求。 ·成就需求：个体想要达到标准、追求卓越、获得成功的愿望 他们喜欢具有适度挑战性的工作；尽量避免他们认为过于容易或者困难的工作任务·权力需求：个体想要使他人按照自己的指示以某种特定方式行事的期望 ·归属需求：个体对友好、亲密的人际关系的渴望 ●当代的动机理论 目标设置理论：该理论认为具体的工作目标会提高工作绩效，困难的目标一旦被员工接受，将会比容易的目标产生更高的工作绩效 自我效能：个体认为自己能够完成某项任务的信念 强化理论：该理论认为行为是其结果的函数；大都通过奖励然后强化某种行为 强化物：紧跟在某种行为之后立即出现、并且能够使该行为未来被重复的可能性提高的某种结果 ●设计具有激励作用的工作 工作设计：用来将各种工作任务组合成完整的工作的方法 工作范围：一份工作所要求从事的任务数量以及这些任务重复的频率 工作扩大化：横向扩展工作范围 工作丰富化：通过增加计划和评估责任而使工作纵向扩展 工作深度：员工对自己工作的控制程度 工作特征模型：管理者在设计具有激励作用的工作时所采用的一种有效框架，它确定了5种核心工作维度、它们的相互关系以及它们对员工生产率、动机和满意度的影响●5种核心工作维度 技能多样性：一项工作需要从事多种活动从而使员工能够利用不同技能和才干的程度 任务完整性：一项工作需要完成一件完整的、可辨识的工作任务的程度 任务重要性：一项工作对他人生活和工作的实际影响程度 工作自主性：一项工作在安排工作内容、确定工作程序方面实际上给员工多大的自由度、独立权和决定权 工作反馈：员工在完成任务的过程中可以获得关于自己工作绩效的直接而明确的信息的程度

管理学罗宾斯(第11版)第11章知识

当代的组织设计 团队结构：整个组织由工作小组或工作团队构成并完成工作任务的一种组织结构。 矩阵结构：一种组织结构，指的是把来自不同职能领域的专业人员分派去从事各种工作项目。 项目结构：一种组织结构，指的是员工持续不断地从事各种项目，并没有所属的正式部门。 无边界组织：不被各种预先设定的横向、纵向或外部边界所定义或限制的一种组织。 虚拟组织：由作为核心的少量全职员工以及工作项目需要时被临时雇用的外部专业人员构成的组织。 网络组织：利用自己的员工来从事某些工作活动并且利用外部供应商网络来提供其他必需的产品部件或工作流程的组织。 学习型组织：已经培养出持续学习、适应和改变的能力的组织。

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管理学 第一章管理与组织 学习导览 一、管理者是谁？ It used to be sim ply defined that they were the organizational m em bers who told others what to do and how to do it, but it is not quite that sim ple anym ore. A m anager is som eone who coordinates or oversees the work of other people so that organizational goals can be accom plished. A m anager’s job is not about personal achievem ent, but about helping others do their work. That m ay m ean coordinating the work of a departm ental group, or supervising a single person. It could involve coordinating the work of a team com posed of people from several different departm ents or even people outside the organization, such as tem porary em ployees or em ployees who work for the organization’s suppliers. And m anagers m ay have other work duties not related to coordinating the work of others. 解释管理者与非管理的雇员有什么不同？ Nonm anagerial em ployees are those organizational m em bers who work directly on a job or task and have no one reporting to them. 组织中的管理者如何分类？ In traditionally structured organizations—whi ch are usually said to be shaped like a pyram id because there are m ore em ployees at lower organizational levels than at upper organizational levels, m anagers are often described as first-line, m iddle, or top, and m ay have various titles. (1) First-line m anages, the lowest level of m anagem ent, m anage the work of nonm anagerial em ployees who are typically involved with producing the organization’s products or serving the organization’s custom ers. They often have the title of supervisor, and are called shift m anagers, district m anagers, departm ent m anagers, offi ce m anagers, or even foreperson. (2) Middle m anagers include all levels of m anagem ent between the first level and the top level of the organization. These m anagers m anage the work of first-line m anagers and m ay have titles such as regional m anagers, project leader, plant m anager, or division m anager. (3) Top m anagers: m anagers at or near the upper levels of the organizational structure who are responsible for m aking organization-wide deci sions and establishing plans and goals that effect the entire organization. These individuals typically have ti tles such as executive vice-president, president, chief operating officer, chief executive offi cer, or chairperson. 二、管理是什么？ Managem ent involves coordinating and overseeing the work activities of others so that their activities can be com pleted efficiently and effecti vely. 解释为什么对管理来说效率和效力是重要的。 Efficiency refers to getting the m ost output from the least am ount of inputs.—doing the things right, which is, not wasting resources. Ef fectiveness is often described as “doing the right things”, that is, doing those work activi ties that will help the organization reach its goals.

罗宾斯管理学英文版9个重点试题详细解答

罗宾斯《管理学》英文版9个重点试题详细解答 1.Discuss Frederick Taylor’s work in scientific management. Next, list Taylor’s four principles of management. ①Develop a science for each element of an individual’s work to replace the old rule-of thumb method②scientifically select and then train ,teach and develop the worker.③heartily cooperate with workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. 2.In a short essay, describe what is meant by the specific and general environments within which organizations operate. The specific environment includes external forces that directly impact managers’ decisions and actions and are directly relevant to the achievement of the organization’s goals. The main forces that make up the specific environment are customers, suppliers, competitions and pressure groups. The general environment includes the broad economic, political/legal, sociocultural, demographic, technological and global conditions that affect an organization. 3.In a short essay, define organizational culture, identify and define the seven dimensions that make up an organization's culture. Organizational culture has been described as the shared values, principles, traditions, and ways of doing things that influence the way organizational members act. First, culture is a perception .(It’s not something that can be physically touched or seen, but employees perceive it on the basis of what they experience within the organization .)Second, organizational culture is descriptive .(It’s concerned with how members perceive the culture, not with whether they like it. Finally, even though individuals may have different backgrounds or work at different organizational levels, they tend to describe the organization’s culture in similar terms. That’s the shared aspect of culture. ) ①Attention to detail ②Outcome Orientation ③People Orientation④Team Orientation⑤ Aggressiveness⑥Stability⑦Innovation and Risk Taking 4.In a short essay, discuss bounded rationality and satisficing. Bounded rationality which says that managers make decisions rationally but are limited by their ability to process information. Then, it about satisficing. Because the managers can not possibly analyze all information on all alternatives, they satisfice rather than maximize. That is, they accept the solutions are “good enough.” 5.In a short essay, define management by objectives (MBO) and list four elements of this type of goal setting. MBO:A process of setting mutually agreed upon goals and using those goals to evaluate performance. Fourgoals:1goal specificity,2、participative decision making,3、 an explicit time period4、performance feedback. 6.In a short essay, define goals, then list and discuss six characteristics of well-designed goals. ①written in terms of outcomes rather than actions ②measurable and quantifiable③clear as to a time frame④challenging get attain-able⑤written down⑥communicated to all necessary organizational members 7.In a short essay, discuss the Boston Consulting Group (BCG) matrix and explain its usefulness in segmenting businesses. Include a discussion of the characteristics for each of the four categories based on the BCG matrix. BCG.A strategy tool that guide resource allocation decisions on the basis of market share and growth rate of SBUs, providing a framework for understanding diverse businesses and help manager’s establish priorities for resources. The dog should be sold off-dated also managers should milk cash cows for as much as they can, and use cash generated to invest in stars and question marks with strong potential improve market share. 8. In a short essay, describe the strategic management process and identify the six stages in the process. ①Identify the organization’s current mission ,goals and strategies.②do an external analysis.③do an internal analysis.④formulate strategies.⑤implement strategies.⑥evaluate results. 9. In a short essay, describe matrix structure. What are the advantages and disadvantages of this structure? The BCGmatrix introduced the idea that an organization’s businesses could be evaluated and plotted using a2x2matrix to identify which ones offered high potential and which were a drain on organizational resour ces. Some of the strategic advantages of this organizational structure are reduced working capital and process cycle times can be reduced in most cases. It creates checks and balances between competing viewpoints and promotes making trade-off decisions that are best for the company. It also has a number of disadvantages that make it unsuitable for use in many companies. It is very complex to manage and hard to maintain balance between differing lines of authority. 1/ 1