A) Unfreezing takes place only at the lower levels of an organization, whereas refreezing takes place only at the higher levels of an organization.
B) Unfreezing occurs through coercion, whereas refreezing occurs through education and communication.
C) Unfreezing is getting the people affected by change to believe that change is needed, whereas refreezing is supporting and reinforcing the new changes so that they stick.
D) Unfreezing focuses on long-term goals, whereas refreezing focuses on short-term goals.
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Multiple Choice
A) social loafing and production blocking
B) forming, storming, norming, and performing
C) unfreezing, change intervention, and refreezing
D) coercion, appraisal, and remediation
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Multiple Choice
A) The experiential approach is used to manage innovation in highly certain environments, whereas the compression approach is used to manage innovation in highly uncertain environments.
B) The experiential approach is used during periods of incremental change, whereas the compression approach is used during periods of discontinuous change.
C) The general strategy in the experiential approach is to build something new, different, and substantially better, whereas the general strategy in the compression approach is to reduce the time and steps to make small, consistent improvements in performance and functionality.
D) The goal of the experiential approach is incremental improvements in the performance and function of the existing dominant design, whereas the goal of the compression approach is the establishment of a new dominant design.
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Multiple Choice
A) Unfreezing
B) Generational change
C) Refreezing
D) Technological lockout
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Multiple Choice
A) Technological singularity
B) Technological lockout
C) Technological substitution
D) Technological determinism
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Multiple Choice
A) A creative work environment
B) Generational change
C) Technological lockout
D) A compression approach to innovation
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Multiple Choice
A) They do not establish a great enough sense of urgency.
B) They lack a vision for change.
C) They undercommunicate the vision by a factor of ten.
D) They do not systematically plan for short-term wins.
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Multiple Choice
A) assess how a group functions and help it work more effectively to accomplish its goals.
B) increase interpersonal effectiveness by helping people to become aware of their attitudes.
C) change the character and performance of an organization, business unit, or department.
D) help a work group establish short- and long-term goals.
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Multiple Choice
A) fixed working capital
B) distinctive competence
C) fiduciary responsibility
D) matrix organization structure
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Multiple Choice
A) Unfreezing
B) Change intervention
C) Refreezing
D) Change remediation
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Multiple Choice
A) organizational decline
B) a design iteration
C) a technological discontinuity
D) generational change
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Multiple Choice
A) A technological discontinuity
B) Technological lockout
C) Technological singularity
D) A technological barrier
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Multiple Choice
A) a compression approach to innovation
B) resistance to change
C) technological lockout
D) the S-curve pattern of innovation
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Multiple Choice
A) It is the phase of a technology cycle in which companies innovate by lowering costs and improving the functioning and performance of a dominant technological design.
B) It is the inability of a company to competitively sell its products because it relies on old technology or a nondominant design.
C) It is the phase of an innovation stream in which a scientific advance or unique combination of existing technologies creates a significant breakthrough in performance or function.
D) It is an approach to innovation that assumes a highly uncertain environment and uses intuition and hands-on experience to reduce uncertainty and accelerate learning and understanding.
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Multiple Choice
A) Change intervention
B) Unfreezing
C) Incremental change
D) Refreezing
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Multiple Choice
A) In the inaction stage, managers lack awareness about changes or are unable to understand their significance, whereas in the blinded stage, managers find it difficult to change the practices and policies that previously led to success.
B) In the inaction stage, managers assume that if they just run a tighter ship, company performance will return to previous levels, whereas in the faulty action stage, companies typically lack the resources to fully change how they run their businesses.
C) In the inaction stage, the company is dissolved through bankruptcy proceedings, whereas in the faulty action stage, management recognizes the need to change but still takes no steps.
D) In the inaction stage, managers wait to see if organizational performance problems correct themselves, whereas in the faulty action stage, management announces belt-tightening plans designed to cut costs, increase efficiency, and restore profits.
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Multiple Choice
A) Numerous studies have indicated that creative ideas thrive under conditions of freedom.
B) Organizational encouragement of creativity occurs when supervisors provide clear goals.
C) Workers become bored when they do less than is required of them.
D) Work is less challenging when it demands attention and focus.
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Multiple Choice
A) they are activity oriented rather than results oriented.
B) they do not focus on changing company procedures or management philosophy.
C) they do not focus on changing employee behavior.
D) they put tremendous emphasis on the effects of the introduced changes and not enough emphasis on the change process.
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Multiple Choice
A) focuses on the establishment of a new dominant design.
B) is based on the idea of generational change.
C) is based on the idea of discontinuous change.
D) focuses on making significant improvements in performance.
Correct Answer
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Multiple Choice
A) aims at creating a new dominant design.
B) is used during periods of discontinuous change.
C) manages innovation in more certain environments.
D) assumes that the key to fast product innovation is to use intuition.
Correct Answer
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