Chapter_7.105200431

Chapter 7: Managing Change and Innovation

1. Organizational change can be any alteration in an organization's people, structure, or technology. Answer: True False Diff: 1 Page Ref: 218 Objective: 7.1

2. Change is something that managers strive to eliminate completely. Answer: True False Diff: 1 Page Ref: 218 Objective: 7.1

3. An example of a change in structure is an organization becoming more decentralized. Answer: True False Diff: 2 Page Ref: 218 Objective: 7.1

4. An example of changes in people would involve a manager widening her span of control. Answer: True False Diff: 2 Page Ref: 219 Objective: 7.1

5. A company changing the way it names computer files would not be an example of a technology change because no new technological equipment was used. Answer: True False Diff: 2 Page Ref: 218 Objective: 7.1

6. Continuous improvement changes are not considered changes in technology because they are changes that are planned and expected. Answer: True False Diff: 2 Page Ref: 218 Objective: 7.1

7. An aggressive new competitor in the marketplace is an external force that creates a need for organizational change that companies today frequently face. Answer: True False Diff: 2 Page Ref: 219 Objective: 7.1

8. New online advertising technology is an external force that creates a need for organizational change when it causes a company to change its advertising strategy. Answer: True False Diff: 2 Page Ref: 219 Objective: 7.1

9. Labor markets are an internal force that creates a need for organizational change. Answer: True False Diff: 2 Page Ref: 219 Objective: 7.1

10. The decision of an organization to bring in new equipment from the outside is an example of an external force that creates a need for organizational change. Answer: True False Diff: 2 Page Ref: 220 Objective: 7.1

11. In an organization, only a manager can be a change agent. Answer: True False Diff: 2 Page Ref: 220 Objective: 7.1

12. Consultants are less likely to be change agents than internal managers. Answer: True False Diff: 2 Page Ref: 220 Objective: 7.1

13. The "calm waters" metaphor imagines the organization as a large ship crossing a calm sea. Answer: True False Diff: 2 Page Ref: 221-222 Objective: 7.1

14. Kurt Lewin sees the first step in change as the freezing of the status quo. Answer: True False Diff: 2 Page Ref: 222 Objective: 7.1

15. In Lewin's view, the only way to effect change is to increase the driving forces that direct change away from the status quo. Answer: True False Diff: 2 Page Ref: 222 Objective: 7.1

16. The main idea of the "white-water rapids" metaphor is that change is always destructive. Answer: True False Diff: 2 Page Ref: 223 Objective: 7.1

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

Answer:

True

False

Diff: 2 Page Ref: 223 Objective: 7.1

18. The number of managers who face "white water rapids" metaphor conditions is getting smaller. Answer: True False Diff: 2 Page Ref: 223 Objective: 7.1

19. Organization development (OD) consists of efforts to help organization members deal with unplanned changes. Answer: True False Diff: 2 Page Ref: 223 Objective: 7.1

20. One important reason why organization development efforts are needed is that even planned change can be very upsetting to members of an organization. Answer: True False Diff: 2 Page Ref: 224 Objective: 7.1

21. One reason people resist change is that it substitutes ambiguity for uncertainty. Answer: True False Diff: 3 Page Ref: 225 Objective: 7.2

22. Change threatens the investment you've already made in the status quo. Answer: True False Diff: 2 Page Ref: 225 Objective: 7.2

23. Negotiation twists and distorts facts to reduce resistance to change. Answer: True False Diff: 2 Page Ref: 227-228 Objective: 7.2

24. Education is a good way to overcome resistance to change due to misinformation. Answer: True False Diff: 2 Page Ref: 226 Objective: 7.2

25. A manager who "cherry picks" facts to make change seem less disruptive is using the technique of coercion. Answer: True False Diff: 2 Page Ref: 226 Objective: 7.2

26. A manager who mentions that supervisors might lose their jobs if they don't go along with a change is using the technique of coercion. Answer: True False Diff: 2 Page Ref: 226 Objective: 7.2

27. A major disadvantage of coercion is that it is may be illegal. Answer: True False Diff: 2 Page Ref: 226 Objective: 7.2

28. Stress can arise from an opportunity. Answer: True False Diff: 2 Page Ref: 227 Objective: 7.3

29. Stress is not a physiological phenomenon. Answer: True False Diff: 2 Page Ref: 227 Objective: 7.3

30. Stress isn't always bad for an individual. Answer: True False Diff: 2 Page Ref: 227 Objective: 7.3

31. Autonomy on the job tends to increase stress. Answer: True False Diff: 2 Page Ref: 228 Objective: 7.3

32. An employee who feels pressure to keep pace with work quotas is experiencing task demand stress. Answer: True False Diff: 2 Page Ref: 228 Objective: 7.3

33. An employee who feels unsettled because he is not sure what his responsibilities are is experiencing role overload stress. Answer: True False Diff: 2 Page Ref: 228 Objective: 7.3

34. Role conflict is created when an employee does not feel confident that she can achieve her goals. Answer: True False Diff: 2

Page Ref: 208

Objective: 7.3

35. Type A personality people find it easy to relax. Answer: True False Diff: 2 Page Ref: 228-229 Objective: 7.3

36. Managers should aspire to eliminate all stress from the work environment. Answer: True False Diff: 2 Page Ref: 229 Objective: 7.3

37. An effective way to reduce workplace stress is to make sure that employees are appropriately matched to their jobs. Answer: True False Diff: 2 Page Ref: 229 Objective: 7.3

38. Creativity is the ability to make unusual and meaningful associations between ideas. Answer True False Diff: 2 Page Ref: 230 Objective: 7.4

39. Inspiration marks the first step in the creative process. Answer: True False Diff: 2 Page Ref: 230 Objective: 7.4

40. Organic organizations tend to inhibit innovation. Answer: True False Diff: 2 Page Ref: 231 Objective: 7.4

41. Time deadlines tend to increase innovation. Answer: True False Diff: 2 Page Ref: 232 Objective: 7.4

42. Idea champions tend to be risk takers. Answer: True False Diff: 2 Page Ref: 233 Objective: 7.4

43. Change can't be eliminated, so managers must learn to ________ successfully. A) ignore it

B) avoid it C) manage it D) work around it Answer: Diff: 1 Page Ref: 218 Objective: 7.1

44. Which of the following is an example of a structural organizational change? A) changing employee attitudes B) changing managerial span of control C) changing work practices D) purchasing new work equipment Answer: Diff: 2 Page Ref: 218 Objective: 7.1

45. Which of the following is an example of a technology change within an organization? A) workers wanting flexible hours B) workers using new software C) workers wanting to telecommute D) forming teams to complete tasks Answer: Diff: 2 Page Ref: 218 Objective: 7.1

46. Which of the following is an organizational "people change"? A) job redesign B) authority relationships between people C) work methods that people use D) attitudes that people have Answer: Diff: 3 Page Ref: 218 Objective: 7.1

47. Which of the following is an organizational structure change? A) a new way to package chocolate cake B) changing who reports to whom C) resentment of bosses by employees D) the building of a new workshop Answer: Diff: 2 Page Ref: 218 Objective: 7.1

48. Which of the following is an organizational technology change? A) purchase of a new backhoe B) widening of span of control C) employees expecting a raise D) employees accepting a new schedule

Answer: Diff: 3 Page Ref: 218 Objective: 7.1

49. The Americans with Disabilities Act is an example of which of the following forms of environmental change? A) internal B) labor markets C) government laws and regulations D) technology Answer: Diff: 2 Page Ref: 219 Objective: 7.1

50. Falling interest rates are an example of what kind of external force that causes a company to need to make an organizational change? A) marketplace competition forces B) labor market forces C) government laws and regulations D) economic forces Answer: Diff: 1 Page Ref: 219 Objective: 7.1

51. Which of the following is an internal force that can cause a company to make an organizational change? A) a new rival company B) a new ad campaign C) new pollution laws D) new safety requirements Answer: Diff: 3 Page Ref: 219 Objective: 7.1

52. Which of the following is an external force that would cause a company to make an organizational change? A) the naming of a new CEO B) a widening span of control for managers C) an organization-wide restructuring D) a booming economy Answer: Diff: 2 Page Ref: 219 Objective: 7.1

53. To compete with rival company X, company Y changes its management structure. This is an example of ________. A) an external change causing another external change B) an internal change causing another internal change C) an external change causing an internal change D) an internal change causing an external change Answer:

Diff: 3 Page Ref: 219-220 Objective: 7.1

54. After a thorough company-wide self-examination, company Y decides to set up work teams. This is an example of ________. A) an internal change causing an external change B) an external change causing another external change C) an internal change causing another internal change D) an external change causing an internal change Answer: Diff: 3 Page Ref: 219-220 Objective: 7.1

55. A company's workers asking to be able to celebrate Mexican holidays is an example of ________ force for change. A) an internal workforce composition B) an external an employee attitude C) an internal strategy D) an external workforce composition Answer: Diff: 2 Page Ref: 220 Objective: 7.1

56. Labor strikes are an example of what change factor that may encourage a change in management thinking and practices? A) workforce composition B) employee attitude C) strategy D) equipment Answer: Diff: 2 Page Ref: 220 Objective: 7.1

57. In organizations, people who act as catalysts and assume the responsibility for managing the change process are called ________. A) change managers B) nonmanagerial employees C) change agents D) managers Answer: Diff: 2 Page Ref: 220 Objective: 7.1

58. Outside consultants generally try to initiate ________ changes than internal managers. A) more cautious B) less drastic C) fewer D) more drastic

Answer: Diff: 2 Page Ref: 220 Objective: 7.1

59. The "calm waters" metaphor envisions an organization as ________. A) a large ship on a calm sea B) a small raft on a calm sea C) a large ship on a roiling sea D) a small raft on a roiling sea Answer: Diff: 2 Page Ref: 221 Objective: 7.1

60. The "white-water rapids" metaphor envisions an organization as ________. A) a small raft on a raging river B) a small raft on a calm river C) a large ship on a calm sea D) a large ship on a roiling sea Answer: Diff: 2 Page Ref: 222 Objective: 7.1

61. The "white-water rapids" metaphor sees change as ________. A) the natural state of things B) something that must be eliminated C) an unpleasant interruption of the normal calm D) an occasional occurrence Answer: Diff: 2 Page Ref: 222 Objective: 7.1

62. Kurt Lewin's "calm waters" metaphor sees change as ________. A) unfortunate B) the natural state of things C) an unusual event D) avoidable Answer: Diff: 2 Page Ref: 221-222 Objective: 7.1

63. The first step in Lewin's three-step description of the change process involves ________. A) freezing the new state B) changing to a new state C) changing to a new status quo D) unfreezing the status quo Answer: Diff: 3 Page Ref: 222 Objective: 7.1

64. The final step in Lewin's three-step description of the change process is ________. A) changing to a new state B) freezing the new state C) unfreezing the status quo D) unfreezing the new state Answer: Diff: 3 Page Ref: 222 Objective: 7.1

65. According to Lewin, which of the following is a force that might overcome inertia and unfreeze the status quo? A) increase driving forces B) decrease restraining forces C) increase restraining forces D) decrease driving forces Answer: Diff: 3 Page Ref: 222 Objective: 7.1

66. According to Lewin, which of the following is the objective of refreezing? A) to promote movement away from existing equilibrium B) to direct behavior away from the status quo C) to eliminate the need for future change D) to stabilize the new situation Answer: Diff: 2 Page Ref: 224 Objective: 7.1

67. According to Lewin, which of the following is the best way to unfreeze the status quo? A) increase restraining forces B) decrease driving forces C) decrease restraining forces and increase driving forces D) increase restraining forces and increase driving forces Answer: Diff: 3 Page Ref: 222 Objective: 7.1

68. The goal in Lewin's "calm waters" metaphor is ________. A) to establish a new equilibrium state B) to change the current equilibrium state C) to eliminate the equilibrium state D) to reach a state of constant change Answer: Diff: 3 Page Ref: 222 Objective: 7.1

69. Lewin's "calm waters" metaphor today is increasingly thought to be ________.

A) a blueprint for the future B) obsolete C) illogical D) an apt description of the current situation Answer: Diff: 2 Page Ref: 222 Objective: 7.1

70. Which phenomenon in today's business climate has made the "white-water rapids" metaphor popular? A) organizations that resist change B) constant and chaotic change C) reduced competition D) corporations that are too powerful Answer: Diff: 2 Page Ref: 222 Objective: 7.1

71. Writing laws to reward industries to reduce carbon emissions in an effort to combat global climate change can be best described as an example of which of the following? A) refreezing the status quo B) freezing a change into place C) implementing change D) unfreezing the status quo Answer: D Diff: 3 Page Ref: 222 Objective: 7.1

72. Kurt Lewin originated some of his most important group dynamics ideas by studying which of the following? A) force fields in physics B) how football has blocking and driving forces C) family food habits during World War II D) family vacations during World War I Answer: Diff: 2 Page Ref: 223 Objective: 7.1

73. Lewin's force field analysis identified ________ forces that compete when people try to achieve a goal. A) driving and blocking B) enormous C) magnetic D) physical push-and-pull Answer: Diff: 2 Page Ref: 224 Objective: 7.1

74. In terms of change, Lewin's force field analysis might see ________ as a driving force. A) inertia

B) fear of change C) difficulty of change D) reward from change Answer: Diff: 2 Page Ref: 223 Objective: 7.1

75. Lewin's force field analysis might view a company ________ as a blocking force for change. A) decreasing centralization B) rewarding innovation and creativity C) becoming more mechanistic D) becoming more organic Answer: Diff: 2 Page Ref: 223 Objective: 7.1

76. Today's economic climate can be compared to a college class that ________. A) may last 20 minutes or 3 hours B) focuses on several topics during the semester C) focuses on only one topic all semester D) lasts exactly 1 hour Answer: Diff: 1 Page Ref: 223 Objective: 7.1

77. Organization development (OD) helps employees ________. A) avoid unpleasant change B) avoid all types of change C) deal with planned change D) deal with unplanned change Answer: Diff: 2 Page Ref: 223 Objective: 7.1

78. Organization development can be viewed as an attempt to change an organization's ________. A) culture B) structure C) status D) financial goals Answer: Diff: 2 Page Ref: 224 Objective: 7.1

79. The most popular OD efforts involve cooperation and these kinds of activities. A) group assessment B) group interactions C) individual assessment D) individual interactions

Answer: Diff: 2 Page Ref: 224 Objective: 7.1

80. Which of the following is NOT a common method of organization development (OD)? A) positive feedback B) process consultation C) teambuilding D) survey feedback Answer: Diff: 2 Page Ref: 224 Objective: 7.1

81. In process consultation, ________ observe and analyze an organization to find ways to improve interpersonal processes. A) top-level managers B) company efficiency specialists C) outside consultants D) ordinary employees Answer: Diff: 2 Page Ref: 224 Objective: 7.1

82. The primary goal of the OD method called teambuilding is to ________. A) increase trust and openness B) play games such as volleyball to build morale C) increase efficiency D) identify troublemakers Answer: Diff: 2 Page Ref: 224 Objective: 7.1

83. Intergroup development is an OD method that focuses on ________. A) increasing trust between work groups B) increasing competition within a single work group C) increasing trust within a single work group D) increasing competition between work groups Answer: Diff: 2 Page Ref: 225 Objective: 7.1

84. Which of the following is a term borrowed from the physical sciences that accurately describes people's resistance to change? A) uncertainty B) inertia C) energy D) momentum Answer:

Diff: 2 Page Ref: 225 Objective: 7.2

85. Uncertainty causes people to resist change because it ________. A) replaces the known with the unknown B) decreases performance expectations on people C) replaces the unknown with the known D) increases performance expectations on an employee Answer: Diff: 2 Page Ref: 225 Objective: 7.2

86. Which of the following is NOT a common reason that people resist change? A) habit B) concern over personal loss C) uncertainty D) overconfidence Answer: Diff: 2 Page Ref: 225 Objective: 7.2

87. Older workers tend to resist change more than younger workers because they ________. A) have less invested in the current system B) have more invested in the current system C) have less to lose D) have confidence in themselves Answer: Diff: 2 Page Ref: 225 Objective: 7.2

88. Workers seem to reject a simple new manufacturing method that has been shown to increase company sales because they say, "that is not the way we do things around here." These workers are most likely to be resisting change due to which of the following? A) uncertainty B) conflicts with company goals C) habit D) fear of the unknown Answer: Diff: 2 Page Ref: 225 Objective: 7.2

89. Which kind of resistance to change is most likely to be beneficial to a company? A) uncertainty B) fear of losing status or possessions C) habit D) conflict with company goals Answer: Diff: 3 Page Ref: 225-226 Objective: 7.2

90. Employees at a company protest a change that allows an automatic answering system to answer phone inquiries, claiming that the company is becoming "depersonalized." They are most likely resisting change due to ________. A) habit B) uncertainty C) fear of losing status D) conflicts with company goals Answer: Diff: 3 Page Ref: 226 Objective: 7.2

91. Workers in a company are complaining about a new employee evaluation system. Which kind of resistance to change are they demonstrating? A) resistance to protect company goals B) resistance to protect market share C) resistance because of uncertainty D) resistance out of habit Answer: Diff: 2 Page Ref: 225-226 Objective: 7.2

92. Managers typically implement programs to reduce resistance to change when employees ________ in some way. A) become dysfunctional B) are challenged C) become uncomfortable D) become self-satisfied Answer: Diff: 2 Page Ref: 226 Objective: 7.2

93. A technique that helps employees deal with change that appeals to their sense of logic is ________. A) education and communication B) manipulation C) co-optation D) coercion or threats to employees Answer: Diff: 2 Page Ref: 226 Objective: 7.2

94. A technique that helps employees deal with change that includes them in the decision-making process is ________. A) education and communication B) participation C) negotiation D) coercion Answer:

Diff: 2 Page Ref: 226 Objective: 7.2

95. If several efforts between a manager and an employee for reducing resistance to change fail to allay employee fears, a manager might take himself out of the process and try this. A) negotiation between parties B) manipulation C) facilitation and support D) participation Answer: Diff: 2 Page Ref: 226 Objective: 7.2

96. When an entire workforce threatens to go on strike to protest a work change, managers might try this method of reducing resistance to change. A) facilitation and support B) negotiation C) education and communication D) participation Answer: Diff: 2 Page Ref: 226 Objective: 7.2

97. When managers threaten to fire workers unless they agree to go along with new company policies, they are using which of the following? A) education and communication B) coercion C) negotiation D) manipulation Answer: Diff: 2 Page Ref: 226 Objective: 7.2

98. Which method of reducing resistance to change is mostly likely to backfire on the manager who uses it? A) education and communication B) manipulation C) participation D) negotiation Answer: Diff: 2 Page Ref: 226 Objective: 7.2

99. When a manager attempts to buy off a key leader who opposes change by offering her a promotion, he is using which of the following methods of reducing resistance to change? A) manipulation B) coercion C) negotiation D) co-optation

Answer: Diff: 2 Page Ref: 226 Objective: 7.2

100. Stress in the workplace is an adverse reaction that people have in response to ________. A) demands, constraints, and opportunities B) having too much confidence in oneself C) too much ambition D) lack of ambition Answer: Diff: 2 Page Ref: 227 Objective: 7.3

101. An actor on stage getting "up" for a performance is an example of which of the following? A) a positive aspect of stress B) a condition not related to stress C) both a positive and a negative aspect of stress D) a negative aspect of stress Answer: Diff: 2 Page Ref: 227 Objective: 7.3

102. Stress is most frequently associated with ________ only. A) demands and opportunities B) demands and constraints C) opportunities and constraints D) demands and pressures Answer: Diff: 2 Page Ref: 227 Objective: 7.3

103. Which statement is correct? A) Stress can be bad or good. B) Stress is always bad. C) Stress can never be good. D) Stress is always good. Answer: Diff: 2 Page Ref: 227 Objective: 7.3

104. A constraint causes stress because it ________. A) prevents you from defining your goal B) prevents you from achieving your goal C) helps you define your goal D) helps you achieve your goal Answer: Diff: 2 Page Ref: 227 Objective: 7.3

105. Potential stress can become actual stress when the outcome of an event is uncertain and ________. A) in doubt B) hard for the individual to understand C) not important to the individual D) important to the individual Answer: Diff: 2 Page Ref: 227 Objective: 7.3

106. Potential stress can become actual stress when the outcome of an event is both ________ and important to the individual. A) meaningful B) certain C) uncertain D) significant Answer: Diff: 2 Page Ref: 227 Objective: 7.3

107. Stress has ________ symptoms. A) only psychological B) only psychological and behavioral C) psychological, behavioral, and physical D) only physical Answer: Diff: 1 Page Ref: 227 Objective: 7.3

108. Adverse psychological effects of stress include ________. A) rapid speech B) absenteeism C) boredom D) elevated heart rates Answer: Diff: 2 Page Ref: 227 Objective: 7.3

109. Behavioral effects of stress include ________. A) procrastination B) metabolism changes C) absenteeism D) job dissatisfaction Answer: Diff: 2 Page Ref: 227 Objective: 7.3

110. An employee's blood pressure rises, indicating a(n) ________ symptom of stress.

A) psychological B) physical C) emotional D) behavioral Answer: Diff: 1 Page Ref: 227 Objective: 7.3

111. Stress symptoms can be grouped under any of the following three general categories EXCEPT ________. A) physical B) behavioral C) cultural D) psychological Answer: Diff: 1 Page Ref: 227 Objective: 7.3

112. A stressor is defined as ________. A) an attitude that causes stress B) a personal or job-related factor that causes stress C) an emotion that causes stress D) a person who causes stress Answer: Diff: 2 Page Ref: 228 Objective: 7.3

113. A baseball player in a slump who feels stress from trying to raise his batting average is experiencing ________ stress. A) role conflict B) task demand C) interpersonal D) role demand Answer: Diff: 3 Page Ref: 228 Objective: 7.3

114. A light-hitting baseball player who is suddenly asked to play be a power hitter and hit homeruns would be likely to experience ________ stress. A) role ambiguity B) role demand C) role overload D) role conflict Answer: Diff: 3 Page Ref: 228 Objective: 7.3

115. A head football coach who tries to coach every phase of the team—offense, defense, and special teams—rather than delegate authority is likely to suffer from ________.

A) interpersonal demand B) task demand C) role overload D) role conflict Answer: Diff: 2 Page Ref: 228 Objective: 7.3

116. Which of the following might reduce a sense of task demand stress for a worker? A) autonomy in the workplace B) close monitoring by her supervisor C) overcrowded conditions D) uncomfortably high temperatures in the workplace Answer: Diff: 2 Page Ref: 228 Objective: 7.3

117. Which of the following might be a source of stress for an employee who is very happy with her job with respect to the tasks she performs, what is expected from her, and how she is supervised? A) task demands B) interpersonal demands C) organizational leadership D) role overload Answer: Diff: 3 Page Ref: 228 Objective: 7.3

118. Anika loves being a professional dancer, but she feels stress from the tension-packed, high-pressure, fear-filled atmosphere of her group. She is likely to be experiencing stress from ________. A) role overload B) too much autonomy C) organizational leadership D) role ambiguity Answer: Diff: 3 Page Ref: 228 Objective: 7.3

119. George constantly strives to excel. He must always get the highest grade in the class and has a sense of urgency about him at all times. George probably has which of the following? A) neither Type A nor Type B personalty B) both Type A and Type B personality C) Type A personality D) Type B personality Answer: Diff: 2 Page Ref: 228-229 Objective: 7.3

120. Kara is a very relaxed, easygoing person who appears to have all the time in the world. She is never too busy

to stop

and chat for a moment. Kara has which of the following? A) neither Type A nor Type B personality B) Type A personality C) Type B personality D) both Type A and Type B personality Answer: Diff: 1 Page Ref: 229 Objective: 7.3

121. A key to dealing with stress is to recognize that all stress ________. A) can be eliminated from an employee's life B) cannot be eliminated from an employee's life C) leads to dysfunctional work behavior D) originates on the job Answer: Diff: 2 Page Ref: 229 Objective: 7.3

122. To reduce stress managers need to make sure that employees ________. A) have jobs that match their abilities B) maximize their productivity C) don't work too few hours D) don't work too many hours Answer: Diff: 2 Page Ref: 229 Objective: 7.3

123. Job redesigns are good ways to reduce stress that employees feel from ________. A) boredom only B) work overload only C) boredom overload D) work overload or boredom Answer: Diff: 2 Page Ref: 229 Objective: 7.3

124. Stress from an employee's personal life can best be helped by this. A) job redesign B) MBO C) performance planning programs D) employee assistance programs Answer: Diff: 2 Page Ref: 229 Objective: 7.3

125. Studies show that ________ personalities show negative effects from stress. A) Type B B) neither Type A nor Type B

C) Type A D) both Type A and Type B Answer: Diff: 2 Page Ref: 229 Objective: 7.3

126. Studies show that employee assistance programs (EAPs) are ________. A) much too expensive, but sometimes useful B) a waste of time and energy C) not cost effective D) cost effective and very useful Answer: Diff: 2 Page Ref: 230 Objective: 7.3

127. ________ refers to the ability to combine ideas in a unique way or to make unusual associations between ideas. A) Open-minded thinking B) Creativity C) Imagination D) Innovation Answer: Diff: 2 Page Ref: 230 Objective: 7.4

128. ________ is the process of taking a creative idea and turning it into something useful. A) Creativity B) Innovation C) Imagination D) Inspiration Answer: Diff: 2 Page Ref: 230 Objective: 7.4

129. Some people believe that creativity is ________, while others think that creativity ________. A) a genuine quality; does not really exist B) quickly and easily learned; slowly learned C) inborn; can be learned D) learned; forgotten after childhood Answer: Diff: 2 Page Ref: 231 Objective: 7.4

130. The first step in creativity involves ________. A) making something useful B) consolidation C) putting ideas together D) seeing things from a unique perspective

Answer: Diff: 2 Page Ref: 231 Objective: 7.4

131. Which of the following steps in the creativity process may take years before the idea finally "gels" and the next step occurs? A) innovation B) inspiration C) perception D) incubation Answer: Diff: 2 Page Ref: 231 Objective: 7.4

132. The moment when all prior efforts in the innovative process successfully come together is known as ________. A) innovation B) incubation C) perception D) inspiration Answer: Diff: 2 Page Ref: 231 Objective: 7.4

133. Using the systems model, managers can promote innovation by having the right ________. A) mechanistic management structure B) people and inputs C) outputs and resources D) people and environment Answer: Diff: 2 Page Ref: 231 Objective: 7.4

134. ________ variables are thought to promote innovation. A) Cultural, ambiguous, and tolerant B) Structural, ambiguous, and tolerant C) Structural, human resource, and cultural D) Organic, cultural, and tolerant Answer: Diff: 3 Page Ref: 232 Objective: 7.4

135. An innovative organization needs to tolerate ________ because creative ideas sometimes seem foolish at first. A) ambiguity B) conflict C) inefficiency D) the impractical Answer:

Diff: 3 Page Ref: 232 Objective: 7.4

136. An innovative organization needs to tolerate risk because employees ________ the creative process. A) being in physical danger is not part of B) making mistakes is not part of C) making mistakes is part of D) being in physical danger is part of Answer: Diff: 1 Page Ref: 232 Objective: 7.4

137. Managers who want creative and innovative employees should ________. A) stress that there is only one path to a goal B) not place much emphasis on goals C) focus on means rather than ends D) focus on ends rather than means Answer: Diff: 2 Page Ref: 233 Objective: 7.4

138. ________ actively support innovation and every step of the process that leads to innovative ideas. A) All managers B) Champion managers C) Idea managers D) Idea champions Answer: Diff: 2 Page Ref: 233 Objective: 7.4

139. All of the following are common personality characteristics of idea champions EXCEPT ________. A) energy B) risk aversion C) extremely high self-confidence D) persistence Answer: Diff: 2 Page Ref: 236 Objective: 7.4