Ch.15 Innovating And Changing Exam Questions nan

M: Management, 6e (Bateman)

Chapter 15 Innovating and Changing

1) Without a demand for technology, there is no reason for technological innovation to occur.

2) Benchmarking and scanning are sufficient to stay ahead of the innovation curve.

3) Organizations must consider the feasibility of technological innovations because technical obstacles represent barriers to progress.

4) Technology trading speeds the learning curve.

5) Becoming world-class means merely striving to improve.

6) Total organization change involves introducing and sustaining multiple policies, practices, and procedures across multiple units and levels.

7) Flexible manufacturing practices such as mass customization, just-in-time, and concurrent engineering are examples of

A) product differentiation.

B) process innovations.

C) technology audit.

D) large batch technologies.

E) product innovations.

8) ________ technologies are still under development, and managers might not want to invest in them until they have been developed more fully.

A) Base

B) Emerging

C) Key

D) Large-batch

E) Pacing

9) The anti-lock braking system is a desired feature that can provide automobiles a significant competitive edge. However, it is not used uniformly by every automobile company. Thus, this technology is best grouped under ________ technologies.

A) base

B) key

C) emerging

D) large batch

E) active

10) ________ technology is commonplace in the industry and provides little competitive advantage.

A) Base

B) Emerging

C) Key

D) Large batch

E) Pacing

11) Even though ________ technologies have yet to prove their full value, they have the potential to alter the rules of competition.

A) base

B) emerging

C) key

D) large-batch

E) pacing

12) ________ technologies have proved effective but offer a strategic advantage because not everyone knows or uses them.

A) Base

B) Emerging

C) Key

D) Elevated

E) Pacing

13) ________ seeks new technologies by reading cutting-edge research journals and attending conferences and seminars.

A) Social audit

B) Gap analysis

C) Environmental scanning

D) Internal analysis

E) Open-book management

14) ________ is a process by which a product, service, or business model takes root initially in simple applications and then moves "up market," eventually displacing established competitors.

A) Reverse mentoring

B) Concentric diversification

C) Strategic liquidation

D) Disruptive innovation

E) Crowdsourcing

15) ________ is the tendency of managers to miss the significance of disruptive changes because they are focused on investing in and making incremental improvements to their core profitable businesses.

A) The black swan effect

B) A fundamental attribution error

C) Survivor's syndrome

D) The glass ceiling effect

E) Innovator's dilemma

16) To assist managers in understanding their current technology base, a(n) ________ helps clarify which technologies the organization most depends upon.

A) process innovation

B) technology audit

C) make-or-buy decision

D) agile design

E) disruptive innovation

17) ________ compares an organization's practices and technologies with those of other companies.

A) Benchmarking

B) Auditing

C) Differentiation

D) Environmental scanning

E) Capitalization

18) Organizations that operate closer to the cutting edge of a technology rely more on ________ and less on benchmarking what is already being practiced elsewhere.

A) base technologies

B) auditing

C) key technologies

D) environmental scanning

E) capitalization

19) ________ is best described as the advantage that comes from offering a unique good or service for which customers are willing to pay a premium price.

A) Equilibrium

B) Standardization

C) Differentiation

D) Liquidity

E) Capitalization

20) ________ is the first consideration in developing a strategy around technological innovation.

A) Organizational suitability

B) Market potential

C) Social feasibility

D) Ethnographical viability

E) Political support

21) In assessing market receptiveness, executives should typically determine whether the new technology

A) is capable of drawing political support.

B) has an immediate and valuable application in the short run.

C) can alter the rules of competition in the industry.

D) can be patented.

E) will violate the company's vision.

22) An entrepreneur wanted to sell washing machines with dryers in a tropical country. To his disappointment, he found that nobody wanted to buy these machines. He realized that the dry climate of the country contributed to his failure. People usually hung their washed clothes out in the sun to dry. The lack of ________ was responsible for the failure of his product.

A) market receptiveness

B) technological feasibility

C) organizational suitability

D) economic viability

E) capability development

23) Sergei, a scientist, invented a method of using solar energy to power electrical devices. However, the cost of using the method on a large scale was prohibitive. Hence, his invention was not adopted by his target customers. The lack of ________ was the reason for the failure of his invention.

A) organizational suitability

B) technological feasibility

C) economic viability

D) social adaptability

E) political suitability

24) Thomas, an entrepreneur and inventor, developed new software to help retail stores manage their supply chain effectively. He was able to successfully sell his software to the retail industry. However, certain unscrupulous organizations began producing cheaper versions of the software. This lowered the popularity of the original version. In this case, ________ is affected by the knock-offs.

A) organizational suitability

B) technological feasibility

C) economic viability

D) capability development

E) social adaptability

25) Bill, a bright entry-level chemist, recommended to his manager, "Suzanne, we should develop and maintain a ‘wiki'—a website to capture knowledge that will be lost when senior staff retire in the next five years." Suzanne replied, "Bill, I appreciate your enthusiasm. However, we just don't have the technical know-how to undertake your idea." Suzanne's reluctance to implement Bill's idea can be attributed to the lack of

A) chemistry expertise.

B) technological feasibility.

C) market responsiveness.

D) internal capabilities.

E) economic viability.

26) Executives in ________ firms give priority to developing and exploiting technological expertise, and decision makers have bold, intuitive visions of the future.

A) defender

B) prospector

C) analyzer

D) follower

E) reactor

27) ________ firms typically have technology champions who articulate competitively aggressive, first-mover technological strategies.

A) Prospector

B) Follower

C) Defender

D) Reactor

E) Analyzer

28) Select a defining characteristic of prospector firms.

A) Such firms adopt strategies that focus on deepening their capabilities through technologies that extend rather than replace their current ones.

B) They tend to adopt an early-follower strategy to grab a dominant position more from their strengths in marketing and manufacturing than from technological innovation.

C) Executives in such firms tend to be more concerned about the opportunity costs of not taking action than they are about the potential to fail.

D) Such firms are risk averse and tend to operate in environments that are stable and predictable.

E) They are less innovative than defender firms because they tend to let others demonstrate solid demand in new arenas before responding.

29) Executives in defender firms are most likely to

A) be concerned about the opportunity costs of not taking an action.

B) support an outward-looking and opportunistic culture.

C) base strategic decisions on careful analysis and experience in the industry setting.

D) adopt a first-mover strategy to grab a dominant position in the industry.

E) be more innovative than their counterparts in prospector firms.

30) ________ firms adopt an early-follower strategy to grab a dominant position more from their strengths in marketing and manufacturing than from technological innovation.

A) Entrepreneurial

B) First-move

C) Prospector

D) Analyzer

E) Defender

31) If a firm can "pull off" a technological innovation, executives must consider

A) the economic feasibility of new technologies.

B) the long-term commitment of substantial resources.

C) whether there is a good financial incentive for doing so.

D) if they can recoup the costs of their investments in technological innovations

E) the lack of staff time to work on the technology.

32) "Thanks to the patents that we have filed over the past decade, we have been able to exclusively market our new technologies at premium pricing. And premium pricing has been critical to our success because our technologies have been very expensive to develop," said Karen. What is Karen's message about patents and copyrights?

A) Piracy and fakery of her company's technologies render patent protection worthless.

B) Her company's technology development costs cannot be justified.

C) Patents have allowed her company to recoup the costs of their investments in technologies.

D) Exclusive marketing requires patent protection.

E) Her company has not gained value from legal counsel due to a patent lawyer's high hourly rates.

33) In organizations without the skills needed to implement an innovation, even

A) certain technologies may have tremendous market applicability.

B) promising technological advances may prove disastrous.

C) internal capabilities to execute their technology strategies must be developed.

D) base strategies on core capabilities applies to technology.

E) efficiency becomes effective.

34) Firms that are not technology oriented must develop new capabilities to survive. For example, when Amazon.com changed the face of e-retailing in the 1990s, traditional brick-and-mortar bookstores had to adapt quickly. To regain competitiveness, they had to ________, which wasn't always easy for them to do.

A) bolster their information technology capabilities

B) eliminate all books from their product mix

C) build more stores

D) hire more sales staff

E) pay higher salaries to their employees

35) "Ben, I'm in favor of developing technology internally if there is business value to keeping it proprietary," said Julius Stiles, CFO of Beatty Goods, to his product development manager. "However, in this case, I don't see the value. After all, developing the technology internally will probably ________," Julius concluded.

A) make us dependent on other firms

B) not provide a competitive advantage

C) not allow its use to be exclusive to the firm

D) result in high coordination costs

E) require additional staff and funding for long periods

36) An independent research laboratory entered into an agreement with a multinational agricultural company to develop a new variety of hybrid seeds for cold climates. In return, the agricultural company would fund the research. This method of acquiring new technology is known as

A) state funding.

B) internal development.

C) technology trading.

D) licensing.

E) contracted development.

37) Helena has developed and patented a new process for recycling plastic. A number of companies have expressed an interest in buying her company in order to gain access to the technology. If she sells her company, the buyer will be obtaining the new technology through

A) acquisition of the technology owner.

B) research partnerships and joint ventures.

C) technology trading.

D) contracted development.

E) internal development.

38) "BioLabs does not want to sell the technology, but BioLabs is willing to allow us to legally use the technology for a fee," said Sylvia Sparks, sales professional, "and I would like to use the technology in our proposed project for TopFlight Construction." Lee Jaffrey, Division Manager, replied, "OK. I'm fine with that. I will approve expenditure for a(n) ________ fee."

A) processing

B) license

C) customs

D) patent

E) lading

39) ________ is an arrangement for jointly developing a particular new technology.

A) Offshoring

B) Research partnership

C) Acquisition of a technology owner

D) Internal development

E) Corporate espionage

40) A start-up and an established company have entered into a business agreement. In this arrangement, the established company will provide capital and other resources and the start-up will contribute its technological expertise. This method of acquiring new technology is known as

A) offshoring.

B) research partnership.

C) benchmarking.

D) technology trading.

E) internal development.

41) An advantage of technology trading is that it

A) helps a firm speed up its learning curve.

B) enables a firm to gain control and ownership over desired technology.

C) enables a firm to adopt the trial-and-error approach to using technologies.

D) helps a firm gain easy access to new technology as all industries willingly share information.

E) helps a firm gain competitive advantage in its industry.

42) A disadvantage of acquiring a new technology by purchasing the technology owner is that

A) developing technology becomes time consuming.

B) the process requires more staff than internal development.

C) it makes the purchasing firm highly dependent on its internal development capabilities.

D) the purchasing company will not own or control the unique technology.

E) acquiring the company can be expensive.

43) ________ is when an organization asks itself about whether to acquire new technology from an outside source or develop it internally.

A) Technology trading

B) A make-or-buy decision

C) Benchmarking

D) Positioning

E) Differentiation

44) A disadvantage of purchasing technology that already is available in products or processes is that

A) it is the most time-consuming way to acquire new technology.

B) it is the least cost-effective way to acquire new technology.

C) the purchase requires more staff than internal development.

D) the coordination and monitoring costs will be high.

E) the technology itself will not offer a competitive advantage.

45) A disadvantage of licensing as a means of acquiring new technology is that

A) it involves high monitoring costs.

B) the firm does not control or own the unique technology.

C) it is less economical than internal development.

D) it is the most time-consuming way to develop new technology.

E) the firm will need to acquire internal development capabilities.

46) A disadvantage of joint ventures as a means to acquire new technology is that

A) it is the most expensive and time-consuming way to develop new technology.

B) it makes a firm solely dependent on its internal development capabilities.

C) coordination costs can be high and organizational cultures can clash, limiting the outcomes.

D) purchase of a company can be expensive.

E) it fails to establish a new company.

47) An advantage of purchasing technology already available in products or processes is that

A) it is simple to implement and cost-effective.

B) the technology is proprietary and provides competitive advantage.

C) it speeds up the purchasing firm's learning curve.

D) it helps improve the purchasing firm's internal development capabilities.

E) the purchasing firm gains control and ownership over the desired technology.

48) An advantage of internal development as a means of acquiring new technology is that

A) it is simple to implement and cost-effective.

B) the costs associated with new technology development can be shared by two or more firms.

C) it permits firms to access unique technology for a minimal fee.

D) the technology is proprietary and it provides a competitive edge.

E) it does not require firms to maintain a large staff.

49) Keeping the technology proprietary is accomplished through

A) joint venture.

B) contracted development.

C) technology trading.

D) internal development.

E) licensing.

50) Tom's business has environmental databases that are readily available and cost-effective, but his vice president of operations thinks they need to develop a database for a new project. What would you advise them to do to make it the simplest, easiest, and most effective way to have that needed database?

A) Patent it.

B) Purchase it.

C) License it from others.

D) Form a joint venture.

E) Acquire the owner of the technology.

51) ________ are companies that excel at solving problems, seeking and finding new approaches, and sharing new knowledge.

A) Defender firms

B) Learning organizations

C) Analyzer firms

D) Closed-book organizations

E) Bureaucratic firms

52) A responsibility of the chief information officer is

A) gaining unauthorized access to proprietary information of competitors.

B) finding new ways to produce old products.

C) ensuring that employees have no access to information from outside the organization.

D) identifying ways that technology can support the company's strategy.

E) limiting information exchanged through the company grapevine.

53) A function of a technical innovator is to

A) support an innovation by sponsoring financial and managerial resources.

B) promote a new technology throughout the organization.

C) develop a new technology.

D) secure acceptance for a new idea within the organization.

E) impart training for specific interpersonal skills.

54) A function of a product champion is to

A) have the status, authority, and resources to sponsor an innovation.

B) be responsible for promoting a new technology throughout the organization.

C) be responsible for developing a new technology.

D) be responsible for coordinating the technological efforts of various business units.

E) have the technical skills needed to install and operate the technology.

55) In an effort to decrease the amount of industrial waste generated during production, Cerise wanted her company to use a new machine designed by one of the employees. She felt that the new machine could also bring down the company's costs. She tried to convince her supervisor and higher authorities to provide the resources needed to build and install the machine on a large scale. Cerise's role is that of a(n)

A) category captain.

B) technical innovator.

C) executive champion.

D) product champion.

E) gatekeeper.

56) An executive champion is a person who

A) possesses the status, authority, and resources to support an innovation or change.

B) has the technical skills needed to install and operate the technology.

C) develops a new technology from scratch.

D) coordinates the technological efforts of various business units.

E) is primarily responsible for securing employee acceptance and support for new ideas.

57) ________ refer to special temporary project structures established by a company that are isolated from the rest of the organization and allowed to operate under different rules.

A) Skunkworks

B) Quality circles

C) Development projects

D) Research partnerships

E) Joint ventures

58) A ________ is a focused organizational effort to create a new product or process via technological advances.

A) development project

B) sociotechnical system

C) quality circle

D) turnkey project

E) contracted development

59) Select the true statement regarding development projects.

A) The teams involved in development projects are isolated from suppliers and customers.

B) They are given a lot of time and other resources to develop a product.

C) They work against the philosophy of continuous improvement.

D) The members of a development project pursue different and conflicting goals.

E) They feature a cross-functional team that works together on an overall concept.

60) A logical extension of the sociotechnical philosophy is a(n)

A) organizational bureaucracy.

B) lean and flat organization.

C) mechanistic structure.

D) micromanagement approach.

E) closed-book management approach.

61) A world-class organization

A) merely strives for improvement.

B) applies the best and latest knowledge and ideas.

C) primarily focuses on producing goods at the lowest cost possible.

D) focuses on competition instead of profits.

E) exemplifies a bureaucratic organizational structure.

62) An essential characteristic of enduringly great companies is that they

A) are solely driven by incremental improvements.

B) focus on beating the competition.

C) oppose experimentation.

D) undergo continuous change.

E) are risk averse.

63) The ________ refers to the belief that things must be either A or B and cannot be both.

A) glass ceiling effect

B) survivor's syndrome

C) black swan effect

D) "genius of the and"

E) "tyranny of the or"

64) The ________ refers to the ability to achieve multiple objectives at the same time.

A) "tyranny of the or"

B) "genius of the and"

C) glass ceiling effect

D) black swan effect

E) agile design concept

65) ________ is best described as a systemwide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organization effectiveness.

A) Organization development

B) Management myopia

C) Development project

D) Groupthink

E) Micromanagement

66) Increasing ________ involves improving an organization's ability to respond to customers, stockholders, governments, employees, and other stakeholders, which results in better-quality products, higher financial returns, and high quality of work life.

A) micromanagement

B) management myopia

C) groupthink

D) organizational effectiveness

E) organizational bureaucracy

67) ________ will lead to sustained, superior performance in organizations.

A) Limiting the exchange of information within the organization

B) Fine-tuning strategies continually based on marketplace changes

C) Pursuing strategies that focus on competitors

D) Limiting the decision-making authority to the top management

E) Believing that only one goal can be attained at a time

68) ________ intervention relates to enhancing organization structure and design, employee involvement, and work design.

A) Technostructural

B) Strategic

C) Tactical

D) Human process

E) Human resources management

69) ________ intervention involves attracting good people, setting goals, and appraising and rewarding performance.

A) Strategic

B) Technostructural

C) Marketing

D) Tactical

E) Human resources management

70) ________ intervention involves improving conflict resolution, team building, communication, and leadership.

A) Marketing

B) Strategic

C) Sociotechnical

D) Human process

E) Technostructural

71) "Our new start-up has an innovative product, a new website, and a new name. I'm eager to talk to potential customers. Why do we have to spend so much time in planning and strategy?" asked Jonathan. "Because I want to build a company that is enduringly great," replied Stan, CEO of TruLife Group, "and that requires that we have ________, know what they are and what they mean, and live by them, year after year."

A) core values

B) efficiencies

C) different assessments

D) management tactics

E) performance gaps

72) "We've had to cut our overhead expenses, and we let go several of our support staff," said J. Richard Peale, Managing Partner of Lockstill and Ratcliffe LLC. "However, I am counting upon each of us to creatively deliver even better legal services to our clients, although we've each had to pick up extra work that was previously done by our support staff." J. Richard is counting upon his team to subscribe to the belief known as the ________, the ability to achieve multiple objectives at the same time.

A) "tyranny of the or"

B) "genius of the and"

C) "purpose of the because"

D) "desire of the want"

E) "reason for the why"

73) Patricia, a secretary at a law firm, had a comfortable job with fixed working hours. Suddenly, her boss informed her that starting next week, she would be required to work extra hours. He said that the firm had received many new clients; therefore, the workload had increased. Taken aback by the unanticipated change, Patricia refused to comply with her boss's wishes. Patricia resisted the change because

A) she had expected it.

B) the change was unexpected and took her by surprise.

C) she had sufficient time to think about the change and prepare for it.

D) the timing of the change was wrong from the company's perspective.

E) her current job already had variable working hours.

74) Stephanie Miller, factory manager at Stratford Manufacturing, told his shift supervisor, "Billy, our target reject rate is 1.5 percent or less. Your shift usually does a lot better than that, but your reject rate has been averaging 3 percent for the past month. That's unacceptable." Stephanie has identified a

A) loophole.

B) performance gap.

C) unfreezing.

D) force field analysis.

E) refreezing.

75) Motivating people to change often requires three basic stages. One of these is ________, or strengthening the new behaviors that support the change.

A) moving

B) unfreezing

C) freezing

D) refreezing

E) enforcing

76) In return for cooperating with the management in the implementation of a major organizational change, Evergreen Electronics provided an annual bonus to all its employees. This method for managing resistance to change exemplified

A) education and communication.

B) facilitation and support.

C) incentives and rewards.

D) manipulation and cooptation.

E) explicit and implicit coercion.

77) ________ is a method to manage resistance that managers sometimes resort to when they must lay down the law.

A) Negotiation and rewards

B) Punishment and threats

C) Manipulation and cooptation

D) Education and communication

E) Facilitation and support

78) When people are resistant to a change because of adjustment problems, the most effective way to manage the resistance is through

A) manipulation and cooptation.

B) training and other resources.

C) explicit and implicit coercion.

D) centralization and micromanagement.

E) negotiation and rewards.

79) The CEO of Star Group is implementing changes to the company that will be difficult for the employees. The best approach to managing resistance to change would be to ________ the staff about the upcoming changes, before they occur, and to ________ the nature of the change and its logic.

A) learn from; harmonize

B) educate; minimize

C) educate; communicate

D) vaguely communicate to; not mention

E) freeze; refreeze

80) "Brian, your group members are going to resist that change, regardless of the content of the change. That's human nature. The old ways of doing things are comfortable and easy, so your staff will not want to try something new. That's called ________," said Brian's manager and mentor.

A) moving

B) inertia

C) freezing

D) management tactics

E) refreezing

81) During the ________ stage, management realizes that its current practices are no longer appropriate and the company must break out of its present mold by doing things differently.

A) unfreezing

B) moving

C) refreezing

D) molding

E) force-field analysis

82) A ________ can occur when performance is good but someone realizes that it could be better.

A) force-field analysis

B) moving

C) performance gap

D) freezing

E) melding

83) The companies that lead change most effectively establish a sense of

A) empathy.

B) urgency.

C) complacency.

D) competition.

E) cooperation.

84) Groups at all levels in an organization can do all of these EXCEPT

A) hold change efforts together.

B) communicate information about the changes.

C) be part of a guiding coalition.

D) establish a sense of urgency.

E) provide the means for enacting new behaviors.

85) During the unfreezing stage of the three-stage model to manage resistance against change, management

A) strengthens the new behaviors that support the change.

B) creates new behaviors that are as rigid as the old ones.

C) establishes a vision of where the company is heading.

D) realizes that the past ways of thinking, feeling, and doing things are obsolete.

E) implements control systems that support the change.

86) ________ is best described as anticipating and preparing for an uncertain future.

A) Reverse brainstorming

B) Reverse mentoring

C) Proactive change

D) Disruptive innovation

E) Reactive change

87) In the context of companies trying different strategic postures to compete in an uncertain future, ________ are those who take the current industry structure and its future evolution as givens and choose where to compete.

A) shapers

B) category captains

C) adapters

D) gatekeepers

E) first-movers

88) "Ryoo, you're in a rut. You must expand your horizons and your knowledge," said his mentor and former manager, Neal. Neal should advise Ryoo to continuously ________ in order to explore, discover, and take action, repeating this cycle as he progresses in his career, making opportunity and advantage renewable.

A) learn

B) adapt

C) shape

D) change agents

E) move

89) "That's beautiful, Amelia! Your technological breakthrough will radically change the structure of our industry, and the future competitive landscape will be of our own design. What a great position we will be in! Thanks to your accomplishments, our company will truly be one of the ________," exclaimed Amelia's CEO.

A) adapters

B) motivators

C) shapers

D) change agents

E) gatekeepers

90) Needs that customers have not yet experienced are

A) meaningful.

B) clear.

C) unarticulated.

D) distinct.

E) expected.

91) Responding to pressure after a problem has arisen is known as

A) reactive change.

B) proactive change.

C) reverse mentoring.

D) refreezing.

E) reverse brainstorming.

92) Trying to change the structure of an industry is

A) adapting.

B) an opportunity.

C) shaping.

D) refreezing.

E) development.

93) Needs that customers acknowledge and try to satisfy are

A) unarticulated.

B) articulated.

C) proactive changes.

D) adaptations.

E) required.

94) Continuous learning is a repeating cycle of ________ throughout one's career.

A) exploration, initiation, and action

B) exploration, discovery, and renewal

C) surveillance, discovery, and action

D) exploration, discovery, and action

E) surveillance, recognition, and action

95) "We have rapidly grown into a top-tier provider of environmental services worldwide, and our clients expect us to employ top-tier talent and use top-tier technology tools," said Leo Dischinger, Chief Technology Officer. "Therefore, over the next two years, our company is going to invest in top-tier technology tools. But we first have to understand what we currently use in our worldwide offices—that is, determine which technologies the company most depends upon." The first step that Leo is describing is

A) a benchmarking study.

B) a gap analysis.

C) a SWOT analysis.

D) a technology audit.

E) an environmental scanning effort.

96) "Some of our competitors are putting us to shame with their use of technology—not only out in the field, but at the current tradeshow," said Marty. "I toured all of the tradeshow displays and took notes on what our competitors are doing, so that we can compare our practices and technologies with those of our competitors. I'll bet we can learn a thing or two." Marty has been engaged in

A) benchmarking.

B) reverse mentoring.

C) a SWOT analysis.

D) a technology audit.

E) a gap analysis.

97) "Danny, in our budget for next year, I want to include two new CNC machining stations. Technology is passing us by, and we need to catch up," said Peter Morgan, plant manager, to his production supervisor. "I want you to start studying what is available for us to purchase. Go to a tradeshow if possible. Read some technical journals. Visit some suppliers. I'll need some descriptive and budgetary information from you in two months." Danny will be engaging in

A) reverse engineering.

B) a SWOT analysis.

C) gap analysis.

D) a technology audit.

E) environmental scanning.

98) Jeremy told his mentor, "My top programmer, Kim Park, has developed an app that's going to make his career around here. But it's going to take some serious money to promote it and sell it to one of the big players. I'm convinced that Kim has the skills needed to polish the software or even the managerial skills needed to advance the idea and secure funding." In the development of new technology, Kim's role is as

A) product champion.

B) executive champion.

C) category captain.

D) technical innovator.

E) chief information officer

99) Brenda thought, "Desmond has a great idea, and I know that he has the skills needed to develop the underlying technology. I'll be going out on a limb promoting his idea—risking my position and reputation—but not only is that my job as his manager, it's also something that I believe in." In the development of new technology, Brenda's role is

A) product champion.

B) executive champion.

C) venture capitalist.

D) technical innovator.

E) category captain.

100) "Mr. Paulson, thank you for your time. One of my staff has done some promising lab work on a new application with significant commercial value. I'd like to schedule a presentation and demo for you later this week. If you like the work, I'd like to present to you the financial resources needed to further develop the application, and ask for your help in getting this before your executive peers or the board for consideration." In the development of new technology, Mr. Paulson's role is as

A) product champion.

B) executive champion.

C) category captain.

D) technical innovator.

E) technical advisor.

101) Joanne Pearlman, CEO of Franklin Enterprises, told her vice presidents, "We're a huge company, and we are talking about a massive change in the way we do business. A lot of long-time employees will resist these changes, so we must help them recognize that their old ways are obsolete." How would you advise them to accomplish this?

A) Tell the employees that they will be punished severely if they do not switch to the new ways from the obsolete old ways.

B) Discuss the negative consequences of the old ways by comparing the organization's performance to that of its competitors.

C) Pin the blame for the organization's poor performance directly and entirely on the workers.

D) Show the employees the new way to perform their job without consulting them.

E) Induce fear among employees by bombarding them with facts related to the organization's performance.

102) Clement manages a large business unit in a global corporation. Recently, the business unit has experienced recruiting failures. Clement needs to change the long-standing recruiting process, although many staff will resist any changes, including Scott, a tremendous talent but a "loose cannon." Scott has been vocal in his criticism of the recruiting program. What is a covert tactic that Clement might successfully employ to change his recruiting program and gain the staff's acceptance of the changes?

A) Design the new program over a weekend, and announce it on Monday, to be effective immediately.

B) Use "new blood" to design and implement the change, not the key stakeholders who are affected by the change.

C) Withhold communication about the nature of the change or its logic.

D) Use co-optation by asking Scott to serve a significant role in the change process.

E) Announce that incentives (promotions and bonuses) will be withheld until all resistance to change ceases.

103) Tish, Eastern Division manager, knows that the upcoming year's budget and planning process will be a challenge. For the first time in ten years, the company is changing its budgeting, salary administration, and marketing approach, and a major reorganization will be involved. She expects the managers and staff to resist the planned changes. How might she influence her managers to accept and publicly support the changes?

A) Involve her managers in design and implementation of the budget and planning process.

B) Centralize authority and limit empowerment during the changes.

C) Lay down the law, reminding her managers of who is boss.

D) Remind her managers that she will not have patience or understanding with staff affected by the changes.

E) Withhold information from her managers regarding the nature and logic associated with the changes.

104) "Jamel, I agree with your recommendation to purchase the new instrument, even though we could develop and manufacture it internally. A purchase will be most ________, as long as you recognize that others will have it as well; in other words, it will not offer a ________," said Phillip Jones, operations manager.

A) cost-effective; time advantage

B) time-consuming; price advantage

C) time-consuming; time advantage

D) cost-effective; competitive advantage

E) time-consuming; competitive advantage

105) "Carl, we have the lab facilities, the know-how, and the time to implement this new technology through ________. We can then patent it and keep it proprietary, even though it will take additional staff and funding," said Mandi Provence, lab manager, to Carl Fredericks, general manager.

A) internal development

B) licensing

C) contracted development

D) franchising

E) research partnership

106) "Dennis, we have the organization, the manpower, and the marketing to deliver the technology to our customers; however, we don't own the patent upon which the technology will be based," argued Austin. "TriGroup, the patent owner, is too small to commercialize any technologies. Significant effort will be required to convert the patent into a viable technology. Buying the patent or TriGroup would be too expensive. I recommend that, instead, we form a ________ to jointly develop the technology."

A) coalition

B) co-optation

C) franchise

D) purchase agreement

E) research partnership

107) Describe the four types of technologies categorized according to their competitive value.

108) Discuss the three broad types of organizations with regard to technology adoption.

109) Why must economic viability be considered when making technology decisions?

110) Explain at least three technology acquisition alternatives.

111) Explain the three key roles that people may play within an organization to acquire or develop technology.

112) What are the benefits of a development project?

113) In the context of the book Built to Last, explain the "tyranny of the or" and the "genius of the and."

114) Discuss any three reasons for resistance to change.

115) Describe any two effective approaches to managing resistance and enlisting cooperation.

116) Describe the different strategies used by companies to compete in an uncertain future.

117) Describe the essential characteristics of learning leaders.

118) Compare and contrast the strategies of low cost and differentiation.

119) What questions should managers ask when choosing technology?

120) Describe what is meant by becoming world-class.

121) Discuss the four basic types of organizational development.

122) Choosing how to obtain technology is simpler if managers ask a few basic questions:

1. Is it important (and possible) in terms of competitive advantage that the technology remain proprietary?

2. Are the time, skills, and resources for internal development available?

3. Is the technology readily available outside the company?