Knowledge Check Worksheet - University of...

Knowledge Check LDR/531 Version 5

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LDR/531 Knowledge Checks

ContentsWeek 1: Evaluating Self and Others............................................................................................................2

Concept: Big Five Personality Model.......................................................................................................2Concept: Other Personality Traits Relevant to OB...................................................................................2Concept: Terminal versus Instrumental Values........................................................................................3Concept: Linking an Individual’s Personality and Values to the Workplace.............................................3Concept: Motivating by Job Design: Job Characteristics Model...............................................................4Concept: Using Rewards to Motivate Employees....................................................................................4Concept: Developing Subordinate Skills..................................................................................................5

Week 2: Theories of Leadership.................................................................................................................. 5Concept: Major Perspectives in Leadership Theory and Research..........................................................6Concept: Level of Conceptualization for Leadership Theories.................................................................6Concept: Other Basis for Comparing Leadership Theories......................................................................7Concept: Comparative Evaluation of Contingency Theories....................................................................7Concept: Other Conceptions of Charisma................................................................................................7Concept: Consequences of Charismatic Leadership...............................................................................8Concept: Transformational Leadership....................................................................................................8

Week 3: Communication and Group Behavior.............................................................................................9Concept: Group Properties: Roles, Norms, Status, Size, and Cohesiveness..........................................9Concept: Group Decision Making...........................................................................................................10Concept: Creating Effective Teams........................................................................................................10Concept: Interpersonal Communication.................................................................................................11Concept: Organizational Communication...............................................................................................11Concept: Barriers to Effective Communication.......................................................................................12Concept: The Conflict Process...............................................................................................................12Concept: Negotiation.............................................................................................................................. 13

Week 4: Motivation and Satisfaction..........................................................................................................13Concept: Attitudes.................................................................................................................................. 14Concept: Job Satisfaction......................................................................................................................14Concept: What Are Emotions and Moods?............................................................................................15Concept: OB Applications of Emotions and Moods................................................................................15Concept: Early Theories of Motivation...................................................................................................16Concept: Contemporary Theories of Motivation.....................................................................................16

Week 5: Opportunities for Strategic Change.............................................................................................17Concept: Common Organizational Designs...........................................................................................17Concept: Why Do Structures Differ?......................................................................................................17Concept: What Do Cultures Do?............................................................................................................18Concept: Resistance to Change.............................................................................................................18Concept: Approaches to Managing Organizational Change..................................................................19Concept: Creating a Culture for Change................................................................................................19Concept: The General Principles of Strategy Evaluation.......................................................................20Concept: Generic Strategies.................................................................................................................. 20

Week 6: Leading Organizational Change..................................................................................................21Concept: Power Tactics.........................................................................................................................21Concept: Politics: Power in Action..........................................................................................................22Concept: Causes and Consequences of Political Behavior...................................................................22Concept: Programs of Comprehensive Change.....................................................................................22Concept: Patterns in Organizational Evolution: Convergence and Upheaval.........................................23Concept: Managing Incrementally..........................................................................................................23

Copyright © 2012 by University of Phoenix. All rights reserved.


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Week 1: Evaluating Self and Others

Read Ch. 5 of Organizational BehaviorRead Ch. 8 of Organizational BehaviorRead Ch. 3 of Leadership in Organizations

Concept: Big Five Personality Model

Question #1

The _____ is a personality assessment model that taps basic dimensions which encompass most of the significant variation in human personality, namely extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience.

a. Myers-Briggs Type Indicator.b. Birkman Method.c. Keirsey Temperament Sorterd. Big Five Model

Textbook/edition: Organizational Behavior (15th ed.)

Correct Answer Feedback: d

Research supports “that five basic dimensions underlie all others and encompass most of the significant variation in human personality” (Robbins & Judge, 2013, p. 136).

Reading:

Ch. 5 of Organizational Behavior “The Big Five Personality Model” p. 136

Concept: Other Personality Traits Relevant to OB

Question #4

Which of the following refers to bottom-line conclusions individuals have about their capabilities, competence, and worth as a person?

a. Core self-evaluationb. Authoritarianismc. Machiavellianismd. Self-monitoring


Correct Answer Feedback: a

People who experience positive core self-evaluations tend to like themselves and feel they are effective and in control of their environment.

Reading:



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Ch. 5 of Organizational Behavior“Core Self-Evaluation” p. 139“Attitudes and Job Satisfaction” p. 73

Concept: Terminal versus Instrumental Values

Question #7

Which of the following terms describes basic convictions that “a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite mode of conduct”?

a. Valuesb. Attitudesc. Emotionsd. Feelings



Values contain judgment about what is right, wrong, good, desirable, or risky. Values provide a sense of conviction about a code of conduct or an end-state existence.

Reading:

Ch. 5 of Organizational Behavior“Values” p. 144

Concept: Linking an Individual’s Personality and Values to the Workplace

Details

Alex was sent to Beijing to help local managers solve the problem of growing worker dissatisfaction at their manufacturing facility located in the city. As part of his visit, he decided to have a town hall meeting with the workers to understand the problems that they were facing and the reasons for their discontent. The turnout at the meeting was substantial; however, when asked for their opinions and suggestions, the crowd fell silent. As a result, Alex was unable to determine the reason for employee dissatisfaction. Which of the following, if true, best explains this situation?

a. A small portion of the workers at the facility belong to the Baby Boomers generation. b. There is an unequal distribution of power in the company. c. The employees are genuinely concerned about improving their lot. d. Alex was sent to Beijing as he was one of the few employees conversant in the local language.



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Correct Answer Feedback: b

When employees speak out, and it is not in alignment with company philosophy, it can be seen as insubordination. This occurs in organizations where there is an unequal distribution of power. If the company has demonstrated it is unyielding to employee demands in the past, employees would be reluctant to voice their opinion in this situation. There was no language barrier between Alex and the employees, so that was not an issue, nor was there an issue with baby boomers as there was a small portion of them.

Reading:

Ch. 5 of Organizational Behavior“International Values” p. 150

Concept: Motivating by Job Design: Job Characteristics Model

Details

________ is an extrinsic means of motivation.

a. Recognitionb. Responsibilityc. Flexibilityd. Salary



One of the reasons you go to work is to make money. Therefore, salary, or the pay you receive in exchange for the work you do, is a central means of motivation. It is extrinsic motivation linked to how you perform in the organization.

Reading:

Ch. 8 of Organizational Behavior“What’s My Job’s Motivating Potential” p. 240

Concept: Using Rewards to Motivate Employees

Details

Which of the following is Theory X consistent with?

a. The autocratic style of managing peopleb. The principles of participative managementc. The vertical enhancement of jobs to enhance autonomyd. The use of recognition and achievements to motivate employees



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In Theory X, originally introduced by Douglas McGregor, there is a connotation that employees dislike work, try to avoid it, must be threatened with punishment to achieve goals, and generally avoid responsibility and prefer formal direction. Therefore, the best way to manage these types of workers is to be autocratic, direct, and forceful.

Reading:

Ch. 8 of Organizational Behavior““Linking Employee Involvement Programs and Motivation Theories” p. 252

Concept: Developing Subordinate Skills

Details

Supportive leadership is most likely to result in what outcome for subordinates?

a. Stronger organizational commitmentb. Stronger satisfaction with the leaderc. Better coordination among subordinatesd. Better performance by subordinates

Textbook/edition: Leadership in Organizations (8th ed.)


Supportive managers and leaders will boost an employee’s sense of esteem and confidence and produce a desire in the employee to learn and overcome performance issues. This leads to a stronger regard for the leader.

Reading:

Ch. 3 of Leadership in Organizations“Bolster the person’s self-esteem and confidence” p. 65

Week 2: Theories of Leadership

Ch. 1 of Leadership in OrganizationsCh. 7 of Leadership in OrganizationsCh. 12 of Leadership in Organizations

Concept: Major Perspectives in Leadership Theory and Research

Details



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Most leadership theories emphasize:

a. leader characteristicsb. follower characteristicsc. both leader and follower characteristicsd. characteristics of the leadership situation



Leadership theories emphasize characteristics of the leader, the followers, and the situation. Most leadership theories emphasize leader characteristics.

Reading:

Ch. 1 of Leadership in Organizations“Major Perspectives in Leadership Theory and Research” pp. 10–13,“Major Perspectives in Leadership Theory and Research” p. 11

Concept: Level of Conceptualization for Leadership Theories

Details

What level of leadership process is emphasized in most theories of effective leadership?

a. Intra-individualb. Dyadicc. Groupd. Organizational



The primary leadership relationship is between manager and subordinate. The dyadic approach focuses on this relationship.

Reading:

Ch. 1 of Leadership in Organizations “Level of Conceptualization for Leadership Theories” pp. 14–18,“Dyadic Processes” p. 14

Concept: Other Basis for Comparing Leadership Theories

Details



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A theory that explains the most effective pattern of leadership behavior in a specified situation is best classified as

a. descriptiveb. prescriptivec. universald. contingency



Prescriptive leadership theories identify effective behaviors for leaders along with the correct situation for a specific behavior.

Reading:

Ch. 1 of Leadership in Organizations “Other Bases for Comparing Leadership Theories” pp. 18–19,“Descriptive or Prescriptive Theory” p. 19

Concept: Comparative Evaluation of Contingency Theories

Details

A contingency theory that contains mediating variables is

a. situational leadership theoryb. leadership substitutes theoryc. cognitive resource theoryd. multiple-linkage model


Only a few of the contingency leadership theories have mediating variables that can suggest how leaders should manage their subordinates in changing situations.

Reading:

Ch. 7 of Leadership in Organizations “Comparative Evaluation of Contingency Theories” pp. 175–176

Concept: Other Conceptions of Charisma

Details



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Charismatic leaders add followers by

a. sharing the decision makingb. considering other solutionsc. possessing specific expertised. appealing to emotions and articulating a vision


Charismatic leaders appeal to the emotions of potential followers and offer a solution to solve a crisis or overcome obstacles. Potential followers who do not agree with the vision may become enemies.

Reading:

Ch. 12 of Leadership in Organizations“Other Conceptions of Charisma” pp. 314–317,“Charismatic versus Ideological and Pragmatic Leaders” p. 316

Concept: Consequences of Charismatic Leadership

Details

Which of the following is a characteristic of a positive charismatic?

a. Dependency on the leaderb. Centralized decision making by the leaderc. Information is restrictedd. Devotion to ideology not personal identification


Positive charismatics focus on ideology and not on devotion to their own personal brand.

Reading:

Ch. 12 of Leadership in Organizations “Consequences of Charismatic Leadership” pp. 317–321,“Positive and Negative Charismatics” p. 317

Concept: Transformational Leadership

Details

Effective transformational leaders a. select subordinates who will be loyal and uncriticalb. challenge strongly held values of followers to get their attentionc. delegate most decisions to individuals or self-managed teamsd. use a combination of transformational and transactional behaviors



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Transformational leaders build trust and loyalty with their followers and motivate them for the good of the team. However, effective transformational leaders also use transactional methods to maximize performance.

Reading:

Ch. 12 of Leadership in Organizations “Transformational Leadership” pp. 321–324,“Transformational Leadership” p. 321

Week 3: Communication and Group Behavior

Ch. 9 of Organizational BehaviorCh. 10 of Organizational BehaviorCh. 11 of Organizational BehaviorCh. 14 of Organizational BehaviorCh. 10 of Leadership in Organizations

Concept: Group Properties: Roles, Norms, Status, Size, and Cohesiveness

Details

Janice Cooper has recently joined a hospital as a part of the internship program prescribed by the nursing school she attends. Janice, who was inspired to take up this profession by the story of Florence Nightingale, had very strong ideals about how she should behave as a nurse. She felt that as a nurse, she must be gentle, pleasant, and caring at all times so she could serve her patients well, and she often went to great lengths as an intern by putting in extra hours at the hospital and so on. The scenario reflects Janice’s

a. role fuzzinessb. role ambiguityc. role conflictd. role perception



An individual’s view of how he or she should act is role perception for individual situations. Janice’s behavior as a nurse is guided by her perception of how she should act in this profession.

Reading:

“Group Properties: Roles, Norms, Status, Size, Cohesiveness, and Diversity” pp. 277–290“Role Perception” p. 277



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Concept: Group Decision Making

Details

Bonnie Patterson has been a manager for seven years at Wayne and Watson, a legal consultancy firm. A good part of her workday involves holding meetings and she likes to do work on a time-bound schedule. For this reason, members of her team receive the agenda at the beginning of the meeting, followed by some time to contemplate over the issue at hand individually. Subsequently, the team members present their ideas one after the other, the group discusses them together, and lastly, a ranking is done to choose the most favored idea. This represents the ________ approach of group decision making.

a. interactingb. reference groupc. brainstormingd. nominal group



The nominal group technique restricts discussion or interpersonal communication during the decision-making process, hence the term nominal. Group members are all physically present, as in a traditional committee meeting, but they operate independently. Once a favored idea is reached, the group can move to being more effective.

Reading:

Ch. 9 of Organizational Behavior “Group Decision-Making Techniques” pp. 295–296,“The Nominal Group Technique” p. 295,“Exhibit 9-7: Evaluating Group Effectiveness” p. 296

Concept: Creating Effective Teams

Details

________ teams are defined as groups of employees who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors.

a. Independentb. Self-managed workc. Cross-functionald. Problem-solving




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Self-managed work teams are groups of employees who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors

Reading:

Ch. 10 of Organizational Behavior “Creating Effective Teams” pp. 312–322,“Self-Managed Work Teams” p. 310

Concept: Interpersonal Communication

Details

Synergy Inc. has recently assigned some of its best employees to form a cross-functional team and complete a project from a new client. Many of the employees on this team are apprehensive about the structure and dynamics of how they will function as a group and accomplish this goal. To energize the employees, their immediate manager is holding a meeting with them next week where he will provide them some additional training in strategies and methods that may work well for the team. The manager’s initiative to hold this meeting fulfills the ________ function of communication.

a. filteringb. informationc. emotional expressiond. control



Communication helps individuals receive the information they need to make effective decisions.

Reading:

Ch. 11 of Organizational Behavior Functions of Communication” pp. 336–337,“Interpersonal Communication” pp. 340–342

Concept: Organizational Communication

Details

Peter is working on a project. He feels that the parameters need to be changed to meet client specifications. First, he must talk to his immediate supervisor, who will then discuss the issue with her department director before any change can be implemented. Peter is most likely to be a part of the ________ type of small-group communication networks.



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a. star networkb. mesh networkc. chain networkd. all-channel network


Correct Answer Feedback: c

The decision making described in the example follows the formal chain of command; this network approximates the communication channels you might find in a rigid three-level organization. Peter is most likely part of a chain group.

Reading:

Ch. 11 of Organizational Behavior “Organizational Communication” pp. 342–350,“Formal Small-Group Networks” p. 343

Concept: Barriers to Effective Communication

Details

Jordan is a sales officer who has been underperforming over the last three months. At the last monthly operations cycle meeting, he was given a warning. As the time for the next meeting draws close, Jordan fears his boss reprimanding him. Two days before the meeting, Jordan informs his manager that he has confirmed six deals in the last few days, one of which involves multiple orders for their machines. He, however, skips the detail that these are the only six orders he has been able to obtain in the whole month. Which one of the barriers to effective communication is depicted here?

a. languageb. Information overloadc. grapevined. filtering



Filtering refers to how a sender purposely manipulates information so the receiver will see it more favorably.

Reading:

Ch. 11 of Organizational Behavior “Barriers to Effective Communication” pp. 353–356,“Filtering” p. 353

Concept: The Conflict Process



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Details

The ________ view of conflict focuses on productive resolution of conflicts.

a. interactionistb. transactionalc. managedd. rational



The managed conflict perspective does recognize that conflict is probably inevitable in most organizations, and it focuses more on productive conflict resolution. It strives to find constructive methods for resolving conflicts productively so their disruptive influence can be minimized.

Reading:

Ch. 11 of Organizational Behavior “Organizational Communication” pp. 342–350,“Formal Small-Group Networks” p. 343

Concept: Negotiation

Details

A collectivist Chinese manager is most likely to use which of the following techniques for conflict management?

a. Direct confrontationb. Authoritative commandc. Avoidingd. Pressurizing



To preserve peaceful relationships, collectivists will avoid direct expression of conflicts, preferring to use more indirect methods for resolving differences of opinion.

Reading:

Ch. 14 of Organizational Behavior Negotiation” pp. 458–468,“Managing Functional Conflict” pp. 457–458

Week 4: Motivation and Satisfaction

Ch. 3 of Organizational BehaviorCh. 4 of Organizational Behavior



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Ch. 7 of Organizational Behavior

Concept: Attitudes

Details

________ refers to evaluative statements or judgments concerning objects, people, or events.

a. Behaviorb. Appearancec. Demeanord. Attitude



Attitudes are positive or negative statements about objects, people, or events. They indicate feelings or values about something.

Reading:

Ch. 3 of Organizational Behavior“Attitudes and Job Satisfaction” p. 70

Concept: Job Satisfaction

Details

Charles, Anna, Elle, and Adam are college friends and work in New York City. Comfortable living in New York occurs at about $40,000 a year. Charles makes $24,000 a year, Anna makes $30,000 a year, Elle makes $50,000 a year, and Adam makes $75,000 a year. Which of the following is most likely to be true with reference to correlation between pay and job satisfaction?

a. Charles is more satisfied with his job in comparison with Anna.b. Anna is more satisfied with the job than Adam.c. Charles and Anna have the same levels of job satisfaction in relation to their pay.d. Elle and Adam are most likely to have a similar level of job satisfaction.



Comfortable living in New York City occurs at about $40,000 per year. According to research, the correlation between pay and job satisfaction disappears once the comfortable living level is achieved. Therefore, Ellie and Adam are likely both satisfied with their jobs equally, since they are above that level.

Reading:



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Ch. 3 of Organizational Behavior“What Causes Job Satisfaction?” p. 81

Concept: What Are Emotions and Moods?

Details

________ are caused by a specific event, are very brief, and accompanied by distinct facial expressions.

a. Attitudesb. Emotionsc. Moodsd. Reactions



Emotions are intense feelings, often detectable from facial expressions and fleeting in nature. They are directed at another person or a situation

Reading:

Ch. 4 of Organizational Behavior“What Are Emotions and Moods?” pp. 98–99

Concept: OB Applications of Emotions and Moods

Details

Which of the following statements is true regarding the effects of moods and emotions on decision making?

a. Positive emotions tend to diminish problem-solving skills and analytical skills.b. People with positive emotions are slower at processing information as compared to depressed peoplec. Depressed people tend to weigh all possible options rather than the most likely ones.d. Moods and emotions have no direct influence on decision making.

Textbook/edition: Managing Human Resources


OB researchers have found that when individuals are in a good mood, they tend to experience positive emotions and make good decisions more quickly. When they are depressed, they tend to consider all options and therefore make slower decisions (Robbins & Judge, 2013, p. 116).



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Reading:

Ch. 4 of Organizational Behavior“Decision Making” p. 116

Concept: Early Theories of Motivation

Details

The church you go to every Sunday is made up of people who have very different lifestyles and are at different stages in their life. Joanna is a 23-year-old, single parent who works for minimum wage and shifts from motel to motel for accommodation. Josephine is a single, 45-year-old woman who earns a decent salary and has few interests and friends outside her office. Jonathan is 60 years old, extremely wealthy, has a loving family, and enjoys his work. You have decided to apply Maslow’s hierarchy of needs to determine what motivates each of these individuals.

Which of the following needs would most likely motivate Joanna?

a. Physiologicalb. Safetyc. Esteemd. Social



Before higher level needs can be motivating, basic physiological needs must be met. These include hunger, thirst, shelter, sex, and other bodily functions, which apply to Joanna because she works for minimum wage and has changing motel accommodations

Reading:

Ch. 7 of Organizational Behavior“Hierarchy of Needs Theory” p. 203

Concept: Contemporary Theories of Motivation

Details

Which of the following statements is true regarding goal-setting theory?

a. Goal commitment is more likely when individuals have an external locus of control.b. Externally generated feedback is more powerful than self-generated feedback.c. Assigned goals generate greater goal commitment in low rather than high power-distance cultures.d. People do better when they get feedback on how well they are progressing toward their goals.



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According to self-determination theory, people look for autonomy, competence, and positive connections to others.

Reading:

Ch. 7 of Organizational Behavior“Goal-Setting Theory” p. 213

Week 5: Opportunities for Strategic Change

Week 5 Textbook Readings

Ch. 15 of Organizational BehaviorCh. 16 of Organizational Behavior Ch. 18 of Organizational BehaviorCh. 4 of Leadership in Organizations Ch. 3 of The Strategy ProcessCh. 4 of The Strategy Process

Concept: Common Organizational Designs

Details

Which of the following is least likely to lend to a simple organizational structure?

a. Centralized authorityb. Little departmentalizationc. Wide span of controld. Formalized rules and regulations

Textbook/edition: Organizational Behavior (15th ed).


Simple structures are not elaborate and usually have two or three vertical levels, a body of employees, and one person making all the decisions.

Reading:

Ch. 15 of Organizational Behavior“Common Organizational Designs” pp. 486–490,“The Simple Structure” p. 486

Concept: Why Do Structures Differ?

Details

Which of the following factors is least likely to have an impact on organizational



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structure?

a. sizeb. strategyc. location.d. technology



A company using a passive nondiscrimination posture makes no attempt to recruit actively among prospective minority applicants. Passive nondiscrimination does not meet EEOC requirements.

Reading:

Ch. 15 of Organizational Behavior“Why Do Structures Differ?” pp. 496–500

Concept: What Do Cultures Do?

Details

Which of the following statements is true regarding the functions of culture in an organization?

a. It hinders the generation of commitment to something larger than individual self-interest among employees.b. It conveys a sense of identity for organization members.c. It reduces the stability of the organizational system.d. It does not affect employees’ attitudes and behavior.



An organization’s culture defines the organizational norms. It directs how the organization’s members think, act, and feel. In turn, this unity in thought and action infuses a sense of identity within the organization’s members.

Reading:

Ch. 16 of Organizational Behavior“What Do Cultures Do?” pp. 516–519,“Culture’s Functions” p. 516

Concept: Resistance to Change

Details

________ are persons who act as catalysts and assume the responsibility for



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managing refinement activities.

a. Whistle-blowersb. Free ridersc. Change agentsd. Movers and shakers



Change agents are those individuals, management or otherwise, who serve as the initiators and motivators of organizational change.

Reading:

Ch. 18 of Organizational Behavior“Resistance to Change” pp. 580–584,“Planned Change” p. 580

Concept: Approaches to Managing Organizational Change

Details

Which of the following is the first step in Kotter’s eight-step plan for implementing change?

a. Create a new vision to direct the change and strategies for achieving the vision.b. Establish a sense of urgency by creating a compelling reason for why change is needed.c. Plan for, create, and reward short-term “wins” that move the organization toward the new vision.d. Form a coalition with enough power to lead change.



Establishing a sense of urgency by creating a compelling reason for why change is needed is the first step in Kotter’s eight-step plan for implementing change.

Reading:

Ch. 7 of Managing Human Resources“Screening and Selection Methods: Employment Application Forms” p. 241–242

Concept: Creating a Culture for Change

Details



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Which of the following statements is true regarding innovation?

a. Organic structures negatively influence innovation.b. Interunit communication is low in innovative organizationsc. Innovative organizations reward both successes and failures.d. Innovation is nurtured when there is an abundance of resources.



Innovative organizations recognize value both in successes and in mistakes.

Reading:

Ch. 18 of Organizational Behavior“Creating a Culture for Change” pp. 591–595,“Stimulating a Culture of Innovation” p. 591-593

Concept: The General Principles of Strategy Evaluation

Details

Which of the following is least likely to realize a competitive advantage for an organization?

a. Superior resourcesb. Superior skillsc. Superior strategyd. Superior position

Textbook/edition: Managing Human Resources


Competitive advantages are those inherent qualities or processes that set the organization apart from its competitors. Strategy, while desirable, is how the organization uses those qualities to its advantage.

Reading:

Ch. 3 of The Strategy Process“The General Principles of Strategy Evaluation” pp. 81–86,“Advantage” p. 83

Concept: Generic Strategies

Details



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Strategy of differentiation consists of which of the following?

a. Cost leadership, differentiation, cost focusb. Price, support, designc. Sourcing strategies, processing strategies, delivering strategiesd. Upstream business strategy, midstream business strategy, downstream business strategy

Textbook/edition: Organizational Behavior (15th ed)


The different types of differentiation strategies include quality, design, support, image, and price.

Reading:

Ch. 4 of The Strategy Process“Generic Strategies” pp. 115–127,“Strategies of Differentiation” p. 120

Week 6: Leading Organizational Change

Week 6 Textbook Readings

Ch. 13 of Organizational Behavior: Ch. 6 of The Strategy Process:

Concept: Power Tactics

Question #1

With downward influence, power tactics preferred by U.S. managers include:

a. personal appealsb. influencec. coalitionsd. inspirational appeals


Inspirational appeals have limited success in upward and lateral influence directions.

Readings: Ch. 13 of Organizational Behavior“Power Tactics” pp. 418–420,“Exhibit 13-1: Preferred Power Tactics by Influence Direction” p. 419



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Concept: Politics: Power in Action

Question #4

Political behavior in the workplace: a. works only in a lateral influence directionb. attempts to influence decision makingc. works only in an upward or lateral influence directiond. is unlikely in a well-run organization


For those who choose to participate, political behavior in the workplace attempts to influence factors in decision making in all influence directions.

Reading:

Ch. 13 of Organizational Behavior“Politics: Power in Action ” pp. 424–426,“Definition of Organizational Politics” p. 424

Concept: Causes and Consequences of Political Behavior

Question #7

A person likely to participate in political behavior

a. is insensitive to social cuesb. is a social nonconformistc. believes he or she has little influenced. has a desire for power


Confident people who believe they can control the situation are typically oriented to political behavior.

Reading:

Ch. 13 of Organizational Behavior“Causes and Consequences of Political Behavior” pp. 426–434,“Individual Factors” p. 427

Concept: Programs of Comprehensive Change

Question #7

Organizational change relies on a balance of change and:

a. strategyb. vision



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c. planningd. continuity

Textbook/edition: The Strategy Process (4th ed.)


Successful revision is a product of change and continuity to incorporate the new vision with select current assets and practices to be retained.

Reading:

Ch. 6 of The Strategy Process“Programs of Comprehensive Change” pp. 171–176,“Programs of Comprehensive Change” p. 171

Concept: Patterns in Organizational Evolution: Convergence and Upheaval

Question #7

Periods of convergence are those in which an organization

a. must downsize to conserve resourcesb. employs new strategies to advance the organizationc. seeks to improve its situation with relatively minor changesd. is in turmoil


Convergent periods are those when a successful organization refines its application of resources with small steps.

Reading:

Ch. 6 of The Strategy Process“Patterns in Organizational Evolution: Convergence and Upheaval” pp. 177–181,“Building On Strength: Periods of Convergence” pp. 177–178

Concept: Managing Incrementally

Question #7

The validity of a strategy for organizational change lies in its

a. clarity of visionb. adaptabilityc. simplicityd. speed of implementation




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The implementation of a strategy can meet resistance and unforeseen requirements. The strategy must be adaptable to use the organization’s resources effectively and efficiently.

Reading:

Ch. 6 of The Strategy Process“Managing Incrementally” pp. 186–188,“Not A Linear Process” p. 188


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