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.
Difficulty: 2 Medium
2.
(p. 92)
Environmental change includes all of the changes internal to the organization.
Difficulty: 1 Easy
3.
(p. 93)
An extreme way that an employee may resist change is sabotaging the change.
Difficulty: 1 Easy
4.
(p. 93)
Resistance to change is a reaction common only to troublemakers.
5.
(p. 94)
If interpersonal relations are threatened, employees are less likely to resist an upcoming
change.
Difficulty: 1 Easy
6.
(p. 95)
If a supervisor openly discusses upcoming changes, employees will be more likely to accept
the change.
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.
Difficulty: 2 Medium
8.
(p. 96)
In implementing change, time aspect is irrelevant because people have already bought into
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.
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.
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.
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.
13.
(p. 99)
If employees feel understood and supported by their supervisor, they are much more likely
to endorse the change.
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.
Difficulty: 2 Medium
15.
(p. 100)
Innovation involves coming up with new ideas, whereas creativity involves implementing
the new idea.
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.
5-5
17.
(p. 100)
Innovation is usually confined to a few departments or to a small group of “innovations.”
Difficulty: 2 Medium
18.
(p. 100)
Organizations must involve everyone in the innovation process.
Difficulty: 1 Easy
19.
(p. 101)
As the rate of change increases for today’s organizations, the ability to innovate has
become obsolete.
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.
Difficulty: 2 Medium
21.
(p. 92)
________________ have an indirect impact on the supervisor.
Difficulty: 2 Medium
22.
(p. 92)
________________ changes refer to things such as budget adjustments and methods
changes.
23.
(p. 92)
Which of the following changes includes such things as new equipment, machinery, and
processes?
Difficulty: 1 Easy
24.
(p. 92)
New government regulations, new social trends, and economic changes are examples of:
25.
(p. 92)
Most major changes in an organization are initiated at the ________________ levels of
management.
Difficulty: 2 Medium
26.
(p. 95)
The degree of employees’ trust is determined mainly by the:
27.
(p. 95)
To ensure that changes are accepted by employees without much resistance, the
supervisor must:
Difficulty: 1 Easy
28.
(p. 96)
If upper management is planning to implement a totally unreasonable change, the
supervisor should:
29.
(p. 96)
A major advantage of an oral discussion over an email or a written memo is that:
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:
31.
(p. 98 Fig 5.4)
The advantage of the explicit and implicit coercion strategy for overcoming
resistance to change is that:
Difficulty: 2 Medium
32.
(p. 98 Fig 5.4)
The advantage of the education plus communication strategy for overcoming
resistance to change is that:
33.
(p. 98 Fig 5.4)
The drawback of the participation plus involvement strategy for overcoming
resistance to change is that:
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:
35.
(p. 98 Fig 5.4)
When people are resisting because of adjustment problems, the ________________
approach for overcoming resistance to change should be used.
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.
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?
Difficulty: 1 Easy
38.
(p. 100)
Innovation:
5-15
39.
(p. 100)
Creativity:
Difficulty: 2 Medium
40.
(p. 102)
Which of the following is a principle for creating a learning organization?
Short Answer Questions
41.
(p. 92)
List the three categories of changes affecting the supervisor.
Difficulty: 2 Medium
42.
(p. 93–94)
List some of the barriers to change.
Difficulty: 2 Medium
43.
(p. 95–96)
List suggestions for reducing resistance to change.
44.
(p. 96)
Discuss how a supervisor can implement changes in the most logical place.
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?
46.
(p. 98–99)
What are 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.
48.
(p. 100)
Compare and contrast innovation and creativity.
Difficulty: 2 Medium
49.
(p. 102)
Discuss the principle of personal mastery for creating a learning organization.
Difficulty: 2 Medium
50.
(p. 102)
What is team learning?