Supervision Key Link to Productivity Leslie Rue 11e - Test Bank

Supervision Key Link to Productivity Leslie Rue 11e - Test Bank   Instant Download - Complete Test Bank With Answers     Sample Questions Are Posted Below   Chapter 05 Managing Change and Innovation   True / False Questions 1. Change as it applies to supervision can be classified in three major categories: technological, environmental, …

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Supervision Key Link to Productivity Leslie Rue 11e – Test Bank

 

Instant Download – Complete Test Bank With Answers

 

 

Sample Questions Are Posted Below

 

Chapter 05

Managing Change and Innovation

 

True / False Questions

1. Change as it applies to supervision can be classified in three major categories: technological, environmental, and internal to the organization.

True    False

 

2. Environmental change includes all of the changes internal to the organization.

True    False

 

3. An extreme way that an employee may resist change is sabotaging the change.

True    False

 

4. Resistance to change is a reaction common only to troublemakers.

True    False

 

5. If interpersonal relations are threatened, employees are less likely to resist an upcoming change.

True    False

 

6. If a supervisor openly discusses upcoming changes, employees will be more likely to accept the change.

True    False

 

7. When affected employees have been involved in a change from, or near, its inception, they will usually actively support change.

True    False

 

8. In implementing change, time aspect is irrelevant because people have already bought into the idea.

True    False

 

9. Once a specific change has been singled out for implementation, the supervisor should always begin the implementation by explaining the five W’s and an H to the employees.

True    False

 

10. Where other tactics will not work or are too expensive, the strategy for overcoming resistance to change should be explicit plus implicit coercion.

True    False

 

11. Where speed is essential and the change initiators possess considerable power, the strategy for overcoming resistance to change should be manipulation plus co-optation.

True    False

 

12. Usually the longer it takes to implement a change, the greater the positive impact there is on productivity, performance, and morale.

True    False

 

13. If employees feel understood and supported by their supervisor, they are much more likely to endorse the change.

True    False

 

14. Once a change is proposed or becomes known to an employee, he or she evaluates its impact on him or her.

True    False

 

15. Innovation involves coming up with new ideas, whereas creativity involves implementing the new idea.

True    False

 

16. Many management experts today believe that resistance to change is an organization’s best sustainable source of growth, competitive advantage, and new wealth.

True    False

 

17. Innovation is usually confined to a few departments or to a small group of “innovations.”

True    False

 

18. Organizations must involve everyone in the innovation process.

True    False

 

19. As the rate of change increases for today’s organizations, the ability to innovate has become obsolete.

True    False

 

20. Managers, supervisors, and employees should be encouraged to develop mental models as ways of stretching their minds to find new and better ways of doing things.

True    False

 

 

Multiple Choice Questions

21. ________________ have an indirect impact on the supervisor.

A. Technological changes

 

B. Changes internal to the organization

 

C. Changes endorsed solely by the upper management

 

D. Environmental changes

 

22. ________________ changes refer to things such as budget adjustments and methods changes.

A. Technological

 

B. Environmental

 

C. Internal organizational

 

D. External

 

23. Which of the following changes includes such things as new equipment, machinery, and processes?

A. Environmental changes

 

B. Technological changes

 

C. Internal organizational changes

 

D. Process changes

 

24. New government regulations, new social trends, and economic changes are examples of:

A. environmental change.

 

B. technological change.

 

C. internal organizational change.

 

D. process change.

 

25. Most major changes in an organization are initiated at the ________________ levels of management.

A. entry

 

B. middle

 

C. upper

 

D. lower

 

26. The degree of employees’ trust is determined mainly by the:

A. actions of top management.

 

B. actions of the director of personnel.

 

C. the actions of the supervisor.

 

D. company policies.

 

27. To ensure that changes are accepted by employees without much resistance, the supervisor must:

A. explain the changes and the reasons for making the changes.

 

B. never ask for employees’ opinions on the proposed changes.

 

C. wait till the last minute to ensure acceptance.

 

D. take as much time as possible in implementing the changes.

 

28. If upper management is planning to implement a totally unreasonable change, the supervisor should:

A. follow orders and make the change.

 

B. try to explain to a superior why the change is so unreasonable.

 

C. use his or her own discretion and alter the change as necessary.

 

D. completely ignore the change.

 

29. A major advantage of an oral discussion over an email or a written memo is that:

A. it conveys correctly the impact of the changes to the employees.

 

B. it provides the employees an opportunity to ask questions.

 

C. it saves a lot of time on paperwork.

 

D. it results in increased morale among employees.

 

30. In a situation where someone or some group will clearly lose out in a change and where that group has considerable power to resist, the right approach to overcome resistance to change would be:

A. negotiation plus agreement.

 

B. manipulation plus co-optation.

 

C. facilitation plus support.

 

D. education plus communication.

 

31. The advantage of the explicit and implicit coercion strategy for overcoming resistance to change is that:

A. it is relatively quick and inexpensive.

 

B. people who participate will be committed to implementing the change.

 

C. people will often help implement the change.

 

D. it is speedy and can overcome any kind of resistance.

 

32. The advantage of the education plus communication strategy for overcoming resistance to change is that:

A. it is a relatively easy way to avoid major resistance.

 

B. it is relatively quick and inexpensive.

 

C. people will often help implement the change.

 

D. no other approach works as well.

 

33. The drawback of the participation plus involvement strategy for overcoming resistance to change is that:

A. it can be time-consuming if an inappropriate change is designed.

 

B. it can be very time-consuming and expensive and still fail.

 

C. it can lead to future problems if people feel manipulated.

 

D. it can be risky if it leaves people mad at the initiators.

 

34. The drawback of the manipulation plus co-optation strategy for overcoming resistance to change is that:

A. it can be very time-consuming if many people are involved.

 

B. it can be very time-consuming and expensive and still fail.

 

C. it can lead to future problems if people feel controlled.

 

D. it can be risky if it leaves people mad at the initiators.

 

35. When people are resisting because of adjustment problems, the ________________ approach for overcoming resistance to change should be used.

A. education plus communication

 

B. facilitation plus support

 

C. negotiation plus agreement

 

D. manipulation plus co-optation

 

36. Where there is a lack of information or inaccurate information and analysis, the ________________ approach for overcoming resistance to change should be used.

A. education plus communication

 

B. facilitation plus support

 

C. negotiation plus agreement

 

D. manipulation plus co-optation

 

37. Which of the following theories states that there are two natural sets of forces that impact on any change—those forces that resist the change and those forces that encourage the change?

A. Dynamic Force Analysis

 

B. Force Field Analysis

 

C. SWOT analysis

 

D. Pareto analysis

 

38. Innovation:

A. refers to doing new things.

 

B. is the thinking process involved in producing an idea that is new to its creator.

 

C. involves coming up with new ideas.

 

D. is the thinking process involved in producing a concept that is useful to someone else other than the creator.

 

39. Creativity:

A. refers to doing new things.

 

B. is the thinking process involved in producing an idea that is new to its creator.

 

C. involves implementing new ideas.

 

D. is an organization’s best sustainable source of growth, competitive advantage, and new wealth.

 

40. Which of the following is a principle for creating a learning organization?

A. Scientific reductionism

 

B. Philosophical analysis

 

C. Reactive viewpoint

 

D. Systems thinking

 

 

Short Answer Questions

41. List the three categories of changes affecting the supervisor.

 

 

 

 

42. List some of the barriers to change.

 

 

 

 

43. List suggestions for reducing resistance to change.

 

 

 

 

44. Discuss how a supervisor can implement changes in the most logical place.

 

 

 

 

45. What are the five W’s and an H that the supervisor should explain to the employees to begin the implementation of the changes?

 

 

 

 

46. What are three factors that specifically affect the time required to successfully implement a change?

 

 

 

 

47. What is the change model? List the reasons that affect the change model.

 

 

 

 

48. Compare and contrast innovation and creativity.

 

 

 

 

49. Discuss the principle of personal mastery for creating a learning organization.

 

 

 

 

50. What is team learning?

 

 

 

 

 

Chapter 05 Managing Change and Innovation Answer Key
 

True / False Questions

1.
(p. 92)
Change as it applies to supervision can be classified in three major categories: technological, environmental, and internal to the organization.

TRUE

 

Difficulty: 2 Medium
 

 

2.
(p. 92)
Environmental change includes all of the changes internal to the organization.

FALSE

 

Difficulty: 1 Easy
 

 

3.
(p. 93)
An extreme way that an employee may resist change is sabotaging the change.

TRUE

 

Difficulty: 1 Easy
 

 

4.
(p. 93)
Resistance to change is a reaction common only to troublemakers.

FALSE

 

Difficulty: 2 Medium
 

 

5.
(p. 94)
If interpersonal relations are threatened, employees are less likely to resist an upcoming change.

FALSE

 

Difficulty: 1 Easy
 

 

6.
(p. 95)
If a supervisor openly discusses upcoming changes, employees will be more likely to accept the change.

TRUE

 

Difficulty: 1 Easy
 

 

7.
(p. 96)
When affected employees have been involved in a change from, or near, its inception, they will usually actively support change.

TRUE

 

Difficulty: 2 Medium
 

 

8.
(p. 96)
In implementing change, time aspect is irrelevant because people have already bought into the idea.

FALSE

 

Difficulty: 2 Medium
 

 

9.
(p. 96-97)
Once a specific change has been singled out for implementation, the supervisor should always begin the implementation by explaining the five W’s and an H to the employees.

TRUE

 

Difficulty: 2 Medium
 

 

10.
(p. 98 Fig 5.4)
Where other tactics will not work or are too expensive, the strategy for overcoming resistance to change should be explicit plus implicit coercion.

FALSE

 

Difficulty: 1 Easy
 

 

11.
(p. 98 Fig 5.4)
Where speed is essential and the change initiators possess considerable power, the strategy for overcoming resistance to change should be manipulation plus co-optation.

FALSE

 

Difficulty: 1 Easy
 

 

12.
(p. 98)
Usually the longer it takes to implement a change, the greater the positive impact there is on productivity, performance, and morale.

FALSE

 

Difficulty: 2 Medium
 

 

13.
(p. 99)
If employees feel understood and supported by their supervisor, they are much more likely to endorse the change.

TRUE

 

Difficulty: 1 Easy
 

 

14.
(p. 100)
Once a change is proposed or becomes known to an employee, he or she evaluates its impact on him or her.

TRUE

 

Difficulty: 2 Medium
 

 

15.
(p. 100)
Innovation involves coming up with new ideas, whereas creativity involves implementing the new idea.

FALSE

 

Difficulty: 1 Easy
 

 

16.
(p. 100)
Many management experts today believe that resistance to change is an organization’s best sustainable source of growth, competitive advantage, and new wealth.

FALSE

 

Difficulty: 1 Easy
 

 

17.
(p. 100)
Innovation is usually confined to a few departments or to a small group of “innovations.”

FALSE

 

Difficulty: 2 Medium
 

 

18.
(p. 100)
Organizations must involve everyone in the innovation process.

TRUE

 

Difficulty: 1 Easy
 

 

19.
(p. 101)
As the rate of change increases for today’s organizations, the ability to innovate has become obsolete.

FALSE

 

Difficulty: 1 Easy
 

 

20.
(p. 102)
Managers, supervisors, and employees should be encouraged to develop mental models as ways of stretching their minds to find new and better ways of doing things.

TRUE

 

Difficulty: 2 Medium
 

 

Multiple Choice Questions

21.
(p. 92)
________________ have an indirect impact on the supervisor.

A. Technological changes

 

B. Changes internal to the organization

 

C. Changes endorsed solely by the upper management

 

D. Environmental changes

 

Difficulty: 2 Medium
 

 

22.
(p. 92)
________________ changes refer to things such as budget adjustments and methods changes.

A. Technological

 

B. Environmental

 

C. Internal organizational

 

D. External

 

Difficulty: 2 Medium
 

 

23.
(p. 92)
Which of the following changes includes such things as new equipment, machinery, and processes?

A. Environmental changes

 

B. Technological changes

 

C. Internal organizational changes

 

D. Process changes

 

Difficulty: 1 Easy
 

 

24.
(p. 92)
New government regulations, new social trends, and economic changes are examples of:

A. environmental change.

 

B. technological change.

 

C. internal organizational change.

 

D. process change.

 

Difficulty: 2 Medium
 

 

25.
(p. 92)
Most major changes in an organization are initiated at the ________________ levels of management.

A. entry

 

B. middle

 

C. upper

 

D. lower

 

Difficulty: 2 Medium
 

 

26.
(p. 95)
The degree of employees’ trust is determined mainly by the:

A. actions of top management.

 

B. actions of the director of personnel.

 

C. the actions of the supervisor.

 

D. company policies.

 

Difficulty: 1 Easy
 

 

27.
(p. 95)
To ensure that changes are accepted by employees without much resistance, the supervisor must:

A. explain the changes and the reasons for making the changes.

 

B. never ask for employees’ opinions on the proposed changes.

 

C. wait till the last minute to ensure acceptance.

 

D. take as much time as possible in implementing the changes.

 

Difficulty: 1 Easy
 

 

28.
(p. 96)
If upper management is planning to implement a totally unreasonable change, the supervisor should:

A. follow orders and make the change.

 

B. try to explain to a superior why the change is so unreasonable.

 

C. use his or her own discretion and alter the change as necessary.

 

D. completely ignore the change.

 

Difficulty: 2 Medium
 

 

29.
(p. 96)
A major advantage of an oral discussion over an email or a written memo is that:

A. it conveys correctly the impact of the changes to the employees.

 

B. it provides the employees an opportunity to ask questions.

 

C. it saves a lot of time on paperwork.

 

D. it results in increased morale among employees.

 

Difficulty: 2 Medium
 

 

30.
(p. 98 Fig 5.4)
In a situation where someone or some group will clearly lose out in a change and where that group has considerable power to resist, the right approach to overcome resistance to change would be:

A. negotiation plus agreement.

 

B. manipulation plus co-optation.

 

C. facilitation plus support.

 

D. education plus communication.

 

Difficulty: 2 Medium
 

 

31.
(p. 98 Fig 5.4)
The advantage of the explicit and implicit coercion strategy for overcoming resistance to change is that:

A. it is relatively quick and inexpensive.

 

B. people who participate will be committed to implementing the change.

 

C. people will often help implement the change.

 

D. it is speedy and can overcome any kind of resistance.

 

Difficulty: 2 Medium
 

 

32.
(p. 98 Fig 5.4)
The advantage of the education plus communication strategy for overcoming resistance to change is that:

A. it is a relatively easy way to avoid major resistance.

 

B. it is relatively quick and inexpensive.

 

C. people will often help implement the change.

 

D. no other approach works as well.

 

Difficulty: 2 Medium
 

 

33.
(p. 98 Fig 5.4)
The drawback of the participation plus involvement strategy for overcoming resistance to change is that:

A. it can be time-consuming if an inappropriate change is designed.

 

B. it can be very time-consuming and expensive and still fail.

 

C. it can lead to future problems if people feel manipulated.

 

D. it can be risky if it leaves people mad at the initiators.

 

Difficulty: 1 Easy
 

 

34.
(p. 98 Fig 5.4)
The drawback of the manipulation plus co-optation strategy for overcoming resistance to change is that:

A. it can be very time-consuming if many people are involved.

 

B. it can be very time-consuming and expensive and still fail.

 

C. it can lead to future problems if people feel controlled.

 

D. it can be risky if it leaves people mad at the initiators.

 

Difficulty: 1 Easy
 

 

35.
(p. 98 Fig 5.4)
When people are resisting because of adjustment problems, the ________________ approach for overcoming resistance to change should be used.

A. education plus communication

 

B. facilitation plus support

 

C. negotiation plus agreement

 

D. manipulation plus co-optation

 

Difficulty: 2 Medium
 

 

36.
(p. 98 Fig 5.4)
Where there is a lack of information or inaccurate information and analysis, the ________________ approach for overcoming resistance to change should be used.

A. education plus communication

 

B. facilitation plus support

 

C. negotiation plus agreement

 

D. manipulation plus co-optation

 

Difficulty: 2 Medium
 

 

37.
(p. 99)
Which of the following theories states that there are two natural sets of forces that impact on any change—those forces that resist the change and those forces that encourage the change?

A. Dynamic Force Analysis

 

B. Force Field Analysis

 

C. SWOT analysis

 

D. Pareto analysis

 

Difficulty: 1 Easy
 

 

38.
(p. 100)
Innovation:

A. refers to doing new things.

 

B. is the thinking process involved in producing an idea that is new to its creator.

 

C. involves coming up with new ideas.

 

D. is the thinking process involved in producing a concept that is useful to someone else other than the creator.

 

Difficulty: 1 Easy
 

 

39.
(p. 100)
Creativity:

A. refers to doing new things.

 

B. is the thinking process involved in producing an idea that is new to its creator.

 

C. involves implementing new ideas.

 

D. is an organization’s best sustainable source of growth, competitive advantage, and new wealth.

 

Difficulty: 2 Medium
 

 

40.
(p. 102)
Which of the following is a principle for creating a learning organization?

A. Scientific reductionism

 

B. Philosophical analysis

 

C. Reactive viewpoint

 

D. Systems thinking

 

Difficulty: 3 Hard
 

 

Short Answer Questions

41.
(p. 92)
List the three categories of changes affecting the supervisor.

Change as it applies to supervision can be classified in three major categories: technological, environmental, and internal to the organization.

 

Difficulty: 2 Medium
 

 

42.
(p. 93-94)
List some of the barriers to change.

Fear of the unknown, threat to job or income, fear that skills and expertise will lose value, threats to power, inconvenience, and threats to interpersonal relations are some of the barriers to change.

 

Difficulty: 2 Medium
 

 

43.
(p. 95-96)
List suggestions for reducing resistance to change.

Suggestions for reducing resistance to change include building trust, discussing the upcoming changes, involving employees, making sure the changes are reasonable, avoiding threats, following a sensible time schedule, implementing the changes in the most logical place, and explaining the five W’s and an H to the employees.

 

Difficulty: 2 Medium
 

 

44.
(p. 96)
Discuss how a supervisor can implement changes in the most logical place.

The supervisor often has some choice about where changes will take place. Common logic should be followed when making decisions. Certain employees are naturally more adaptable and flexible than others. It makes good sense to introduce any changes through these employees. The supervisor who makes it a point to know his or her employees usually has a pretty good idea as to which of them are most likely or least likely to be flexible. Where possible, changes should be implemented in a way that minimizes their effect on interpersonal relationships. The supervisor should not attempt to disturb smooth-working work groups.

 

Difficulty: 2 Medium
 

 

45.
(p. 96-97)
What are the five W’s and an H that the supervisor should explain to the employees to begin the implementation of the changes?

Once a specific change has been singled out for implementation, the supervisor should always begin the implementation by explaining the five W’s and an H to the employees—What the change is, Why the change is needed, Whom the change will affect, When the change will take place, Where the change will occur, and How the change will take place.

 

Difficulty: 2 Medium
 

 

46.
(p. 98-99)
What are three factors that specifically affect the time required to successfully implement a change?

Communication in the form of information about the change from both an organizational and personal perspective, engagement or the opportunity for people to become involved in the process and to have input into the decisions affecting the change, and the support provided to employees throughout the change process are the three factors that specifically affect the time required to successfully implement a change.

 

Difficulty: 2 Medium
 

 

47.
(p. 100)
What is the change model? List the reasons that affect the change model.

Once a change is proposed or becomes known to an employee, he or she evaluates its impact on him or her. Based on the outcome of this evaluation (destructive, threatening, uncertain, or positive) the employee responds to the change by either opposing, tolerating, accepting, or joining. The entire process is affected by (1) the extent of information the employee has about change, (2) the extent of participation the employee has in the change decision, (3) the trust the employee has in the initiator of the change, and (4) the experience the employee has had with change.

 

Difficulty: 2 Medium
 

 

48.
(p. 100)
Compare and contrast innovation and creativity.

Innovation refers to doing new things. Creativity is the thinking process involved in producing an idea or a concept that is new, original, useful, or satisfying to its creator or to someone else. Creativity involves coming up with new ideas, whereas innovation involves implementing the new idea.

 

Difficulty: 2 Medium
 

 

49.
(p. 102)
Discuss the principle of personal mastery for creating a learning organization.

The principle of personal mastery for creating a learning organization suggests that individual managers, supervisors, and employees must be empowered to experiment, innovate, and explore.

 

Difficulty: 2 Medium
 

 

50.
(p. 102)
What is team learning?

Team learning is the process of aligning a team so as to avoid wasted energy and to get the desired results.

 

Difficulty: 2 Medium
 

 

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