Ch9 Test Bank + Answers Organizational Cultures, Innovation,

Exploring Management, 7e (Schermerhorn)

Chapter 9 Organizational Cultures, Innovation, and Change

1) A system of shared beliefs and values that guides organizational behavior is called an organizational ________.

A) policy

B) procedure

C) design

D) culture

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Organizational culture is the personality of the organization.

AACSB: Analytic

2) Which of the following statements is NOT true about organizational culture?

A) It describes the structure of an organization.

B) It is a system of shared beliefs and values.

C) It represents the personality of an organization.

D) It represents the way of doing things in an organization.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Organizational culture is the personality of the organization.

AACSB: Analytic

3) The ________ culture of an organization is reflected in how people dress at work, arrange their offices, speak to and behave toward one another, and talk about and treat their customers.

A) functional

B) observable

C) underground

D) core

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: The observable culture is what you see and hear as an employee or customer.

AACSB: Analytic

4) All of the following are true about strong organizational cultures EXCEPT that ________.

A) they forge a good fit between the nature of the business and employees' talents

B) they are restricted to the top management

C) they keep a clear performance vision front and center

D) they discourage dysfunctional work behaviors and encourage helpful ones

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Organizational culture shapes behavior and influences performance.

AACSB: Analytic

5) What people see or hear when they walk around in an organization is part of the organization's ________.

A) observable culture

B) functional culture

C) employee planning

D) employee training

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: The observable culture is what you see and hear as an employee or customer.

AACSB: Analytic

6) The senior managers of West Corp. do not have private offices or parking spaces. This is an example of the organization's ________.

A) functional design

B) employee training

C) performance appraisal

D) observable culture

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: The observable culture is what you see and hear as an employee or customer.

AACSB: Reflective Thinking

7) The process through which new members learn the culture of an organization is called ________.

A) training

B) coaching

C) socialization

D) employee development

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Organizational culture shapes behavior and influences performance.

AACSB: Analytic

8) According to the competing values framework, ________ cultures emphasize authority, tradition, and clear roles.

A) entrepreneurial

B) hierarchical

C) rational

D) team

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Not all organizational cultures are alike.

AACSB: Analytic

9) According to the competing values framework, which of the following types of cultures emphasizes change, growth, creativity, and competition?

A) Entrepreneurial cultures

B) Hierarchical cultures

C) Rational cultures

D) Team cultures

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Not all organizational cultures are alike.

AACSB: Analytic

10) According to the competing values framework, ________ cultures emphasize process, efficiency, and slow change.

A) entrepreneurial

B) hierarchical

C) rational

D) team

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Not all organizational cultures are alike.

AACSB: Analytic

11) At Callaway Golf, which of the following would NOT be a part of the observable culture?

A) The way people dress

B) The layout of the offices

C) The absence of executive parking spaces

D) The organizational beliefs

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: The observable culture is what you see and hear as an employee or customer.

AACSB: Reflective Thinking

12) Which of the following represents a deeper level of organizational culture that consists of the underlying assumptions and beliefs that shape and guide people's behaviors?

A) Bureaucratic culture

B) Core culture

C) Organic culture

D) Mechanistic culture

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: The core culture is found in the underlying values of the organization.

AACSB: Analytic

13) The beliefs and values shared by an organization's members are called ________.

A) corporate doctrines

B) management directives

C) corporate requests

D) core values

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: The core culture is found in the underlying values of the organization.

AACSB: Analytic

14) Whole Foods states that "Creating ongoing win-win partnerships with our suppliers" is important to the company. UnderArmour states "Innovation, Inspiration, Reliability and Integrity" are important to the company. Tesla states that they will produce "the best electric car and electric power trains in the world". These are examples of ________.

A) process innovations

B) value-based management

C) values statements

D) mission statements

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: The core culture is found in the underlying values of the organization.

AACSB: Analytic

15) Organizations that actively develop, communicate, and enact shared values are practicing ________.

A) functional management

B) value-based management

C) decentralized bureaucracy

D) bureaucratic control

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Value-based management supports a strong organizational culture.

AACSB: Analytic

16) Which of the following terms refers to the practices that create meaning and shared community among employees?

A) Functional management

B) Workplace spirituality

C) Employee manipulation

D) Bureaucratic control

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Value-based management supports a strong organizational culture.

AACSB: Analytic

17) The process of developing a new idea and putting it into practice is called ________.

A) production

B) innovation

C) creativity

D) brainstorming

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Organizations pursue process, product, and business model innovations.

AACSB: Analytic

18) Creating better ways of doing things is called ________.

A) product innovation

B) process innovation

C) creativity

D) invention

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Organizations pursue process, product, and business model innovations.

AACSB: Analytic

19) ________ innovations result in new or improved goods and services.

A) Process

B) Product

C) Technology

D) Business-model

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Organizations pursue process, product, and business model innovations.

AACSB: Analytic

20) At ABC Manufacturing, the process of turning ideas into products and methods that can increase profits would be called ________.

A) virtual processing

B) organizational development

C) business model innovation

D) transformational change

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Organizations pursue process, product, and business model innovations.

AACSB: Analytic

21) Netflix turned movie rental into a subscription business; eBay earns revenues by connecting users of its online marketplace; Salesforce.com introduced cloud-based software as a service. These are all examples of ________ innovations.

A) process

B) virtual

C) business model

D) green

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Organizations pursue process, product, and business model innovations.

AACSB: Reflective Thinking

22) Which of the following types of innovations creates ways to reduce the carbon footprint of an organization or its products?

A) Reverse innovation

B) Sustainable innovation

C) Commercializing innovation

D) Business model innovation

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Green innovations advance the goals of sustainability.

AACSB: Analytic

23) Hyd Inc., a clinical research company, recently introduced videoconferencing. As a result, employees are rarely required to commute to the office. By doing this, Hyd Inc. has considerably reduced their carbon emissions. This is an example of ________ innovation.

A) social

B) product

C) reverse

D) green

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Green innovations advance the goals of sustainability.

AACSB: Reflective Thinking

24) Gene pursues creative and innovative ways to solve social problems. Hence, we can say that Gene participates in ________.

A) ethical responsibility

B) social entrepreneurship

C) green innovation

D) commercializing innovation

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Social innovations seek solutions to important societal problems.

AACSB: Reflective Thinking

25) The innovation process begins with ________.

A) commercialization

B) invention

C) application

D) implementation

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Commercializing innovation turns new ideas into salable products.

AACSB: Analytic

26) ________ innovation recognizes the potential for valuable innovations to be launched from lower organizational levels and diverse locations, including emerging markets.

A) Reverse

B) Forward

C) Commercializing

D) Virtual

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Commercializing innovation turns new ideas into salable products.

AACSB: Analytic

27) Identify a primary characteristic of reverse innovation.

A) It is a type of business innovation driven by a social conscience.

B) It supports sustainability by creating ways to reduce the carbon footprint of an organization or its products.

C) It creates products or services that become so widely used that they largely replace prior practices and competitors.

D) It takes products and services developed in emerging markets and finds ways to use them elsewhere.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Commercializing innovation turns new ideas into salable products.

AACSB: Analytic

28) ________ creates products or services that become so widely used that they largely replace prior practices and competitors.

A) Reverse innovation

B) Basic research

C) Green innovation

D) Disruptive innovation

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Disruptive innovation uses new technologies to displace existing practices.

AACSB: Analytic

29) Which of the following is a characteristic of highly innovative organizations?

A) They focus on having a highly bureaucratic organizational structure.

B) They tend to value creativity while moving people to responsible positions.

C) People from similar disciplines use the assembly line model to focus on problems.

D) The strategies of the organization target profitability.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Innovative organizations share many common characteristics.

AACSB: Analytic

30) ________ is the enemy of innovation.

A) Creativity

B) Bureaucracy

C) Experimentation

D) Imagination

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Innovative organizations share many common characteristics.

AACSB: Analytic

31) Which of the following terms can be described as the special creative units set free from the normal organizational structure for the purpose of innovation?

A) Skunkunits

B) Skunkworks

C) Research labs

D) Business units

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Innovative organizations share many common characteristics.

AACSB: Analytic

32) Michelle is a manager at MDH Corporation. She tries different approaches to alter the existing pattern of behavior among her employees to adapt to new situations. Michelle would be considered a(n) ________.

A) opinion leader

B) ethics manager

C) status quo manager

D) change leader

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Organizations and teams need change leaders.

AACSB: Reflective Thinking

33) If ABC, Inc. is focusing on a major and comprehensive redirection of the company, it is called a(n) ________ change.

A) innovative

B) planned

C) transformational

D) incremental

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Organizational change can be transformational or incremental.

AACSB: Reflective Thinking

34) A(n) ________ change tweaks and nudges people, systems, and practices to better align them with emerging problems and opportunities.

A) transactional

B) incremental

C) improvisational

D) transformational

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Organizational change can be transformational or incremental.

AACSB: Analytic

35) Bing is a manager at N.E.W. Corporation. In order to improve performance, she bends and adjusts the existing business processes. Bing is using ________ change.

A) transactional

B) incremental

C) improvisational

D) transformational

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Organizational change can be transformational or incremental.

AACSB: Reflective Thinking

36) A leader must do all of the following in order to lead transformational change EXCEPT ________.

A) establish a sense of urgency for change

B) empower others to move change forward

C) create and communicate a change vision

D) tweak existing processes to minimize resistance

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Organizational change can be transformational or incremental.

AACSB: Analytic

37) Which of the following is true about status quo managers?

A) They encourage innovation.

B) They are not bothered by uncertainty.

C) They do not like monotony.

D) They feel threatened by change.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Organizations and teams need change leaders.

AACSB: Analytic

38) The main reason for the failure of major transformational change is bad ________.

A) vision

B) planning

C) stress-management

D) implementation

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Organizational change can be transformational or incremental.

AACSB: Analytic

39) According to Lewin, the correct order in the steps of change is ________.

A) freezing, refreezing, and changing

B) unfreezing, changing, and refreezing

C) refreezing, changing, and unfreezing

D) changing, unfreezing, and refreezing

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Three phases of planned change are unfreezing, changing, and refreezing.

AACSB: Analytic

40) According to Lewin, which of the following steps prepares a system for change?

A) Refreezing

B) Unfreezing

C) Freezing

D) Thawing

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Three phases of planned change are unfreezing, changing, and refreezing.

AACSB: Analytic

41) In the ________ phase of planned change, managers help others to develop, experience, and feel a real need for change.

A) thawing

B) refreezing

C) freezing

D) unfreezing

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Three phases of planned change are unfreezing, changing, and refreezing.

AACSB: Analytic

42) According to Kurt Lewin, the ________ phase of planned change focuses on stabilizing the change with rewards, positive reinforcement, and resource support.

A) thawing

B) refreezing

C) freezing

D) unfreezing

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Three phases of planned change are unfreezing, changing, and refreezing.

AACSB: Analytic

43) ________ change makes continual adjustments as changes are being implemented.

A) Incremental

B) Transactional

C) Improvisational

D) Transformational

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Times of complexity require improvising in the change process.

AACSB: Analytic

44) A(n) ________ strategy pursues change through formal authority or the use of rewards or punishments.

A) rational persuasion

B) shared power

C) force-coercion

D) irrational

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Managers use force-coercion, rational persuasion, and shared power change strategies.

AACSB: Analytic

45) A(n) ________ strategy pursues change through rational argument and empirical data.

A) rational persuasion

B) shared power

C) force-coercion

D) empirical force

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Managers use force-coercion, rational persuasion, and shared power change strategies.

AACSB: Analytic

46) A(n) ________ strategy pursues change by participation in assessing change needs, values, and goals.

A) rational persuasion

B) shared power

C) force-coercion

D) empirical force

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Managers use force-coercion, rational persuasion, and shared power change strategies.

AACSB: Analytic

47) Which of the following strategies engages people in a collaborative process of identifying values, assumptions, and goals from which support for change will naturally emerge?

A) Force-coercion strategy

B) Rational persuasion strategy

C) Shared power strategy

D) Political maneuvering strategy

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Managers use force-coercion, rational persuasion, and shared power change strategies.

AACSB: Analytic

48) The board of directors of Esten Inc. is planning an incremental change within the company. In order to reduce employee resistance to the change, the management provides encouragement, training, channels for communicating problems and complaints, and ways of helping overcome performance pressures. Which of the following approaches has been used by Esten to deal with the resistance to change?

A) Facilitation and support

B) Participation and involvement

C) Manipulation and cooptation

D) Explicit and implicit coercion

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Change leaders identify and deal positively with resistance to change.

AACSB: Reflective Thinking

49) Kane is a change leader who is responsible for bringing about a transformational change in his organization. He threatens to fire people if they do not cooperate. Which of the following approaches is used by Kane to deal with the resistance to change?

A) Education and communication

B) Participation and involvement

C) Manipulation and cooptation

D) Explicit and implicit coercion

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Change leaders identify and deal positively with resistance to change.

AACSB: Reflective Thinking

50) Which of the following is NOT a source of resistance to change?

A) Loss of salary

B) Fear of the unknown

C) Loss of control

D) Loss of face

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Change leaders identify and deal positively with resistance to change.

AACSB: Analytic

51) Research finds that if a company employs the right people, a strong corporate culture will happen on its own.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Organizational culture shapes behavior and influences performance.

AACSB: Analytic

52) Core cultures are found in the underlying values of an organization.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: The core culture is found in the underlying values of the organization.

AACSB: Analytic

53) Values statements are easy to develop and write, but it is hard to live up to them.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: The core culture is found in the underlying values of the organization.

AACSB: Analytic

54) Strong corporate cultures are easy to develop and quick to implement.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Organizational culture shapes behavior and influences performance.

AACSB: Analytic

55) Commercializing is the process of taking an idea and putting it into action.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Organizations pursue process, product, and business model innovations.

AACSB: Analytic

56) Using robots to improve manufacturing efficiency is an example of product innovation.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Organizations pursue process, product, and business model innovations.

AACSB: Analytic

57) Creating innovative ways to solve pressing social problems is called social engineering.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Social innovations seek solutions to important societal problems.

AACSB: Analytic

58) Special creative units set free from the normal organizational structure for the purpose of innovation are called advanced development teams.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Innovative organizations share many common characteristics.

AACSB: Analytic

59) In highly innovative organizations, staffing builds talent for innovation.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Innovative organizations share many common characteristics.

AACSB: Analytic

60) Transformational change is more important to an organization than incremental change.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Organizational change can be transformational or incremental.

AACSB: Analytic

61) The success of a rational persuasion strategy depends on having very good facts and information and being able to communicate them well.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Managers use force-coercion, rational persuasion, and shared power change strategies.

AACSB: Analytic

62) ________ is a system of shared beliefs and values that develop within an organization to guide the behavior of its members.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Organizational culture is the personality of the organization.

AACSB: Analytic

63) ________ is the process through which new members learn the culture of a team or an organization.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Organizational culture shapes behavior and influences performance.

AACSB: Analytic

64) The ________ of an organization is found in the stories, heroes, rituals, and symbols that are part of daily organizational life.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: The observable culture is what you see and hear as an employee or customer.

AACSB: Analytic

65) The underlying values, beliefs, and assumptions that support the observable culture are part of the ________ culture.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: The core culture is found in the underlying values of the organization.

AACSB: Analytic

66) ________ involves operating with a commitment to actively help develop, communicate, and enact the shared values within an organization.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Value-based management supports a strong organizational culture.

AACSB: Analytic

67) ________ involves practices that create meaning and shared community among organizational members.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Value-based management supports a strong organizational culture.

AACSB: Analytic

68) The process of developing new ideas and putting them into practice is known as ________.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Organizations pursue process, product, and business model innovations.

AACSB: Analytic

69) ________ is the process of turning new ideas into applications that generate profits.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Commercializing innovation turns new ideas into salable products.

AACSB: Analytic

70) ________ are individuals who take initiative to change the existing pattern of behavior of another person or social system.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Organizations and teams need change leaders.

AACSB: Analytic

71) Leadership of ________ focuses on building upon existing ways of doing things with the goal of doing them better in the future.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Organizational change can be transformational or incremental.

AACSB: Analytic

72) In the force-coercion change strategy, ________ involves working indirectly to gain special advantage over other people in order to force a change.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Managers use force-coercion, rational persuasion, and shared power change strategies.

AACSB: Analytic

73) In the ________ strategy, change is pursued through empirical data and rational judgment.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Managers use force-coercion, rational persuasion, and shared power change strategies.

AACSB: Analytic

74) Define organizational culture, observable culture, and core culture.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Organizational culture is the personality of the organization.; The observable culture is what you see and hear as an employee or customer.; The core culture is found in the underlying values of the organization.

AACSB: Analytic

75) Define innovation and describe the three types of innovation.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Organizations pursue process, product, and business model innovations.

AACSB: Analytic

76) Explain the three phases of planned change developed by Kurt Lewin.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Three phases of planned change are unfreezing, changing, and refreezing.

AACSB: Analytic

77) Name and define the three types of change strategies along with their corresponding power bases.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Managers use force-coercion, rational persuasion, and shared power change strategies.

AACSB: Analytic

78) Do you support the management practice of manipulation and cooptation to deal with the resistance to change in an organization? Give reasons.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Change leaders identify and deal positively with resistance to change.

AACSB: Reflective Thinking

79) "The way we do things here" refers to a company's culture.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Organizational culture is the personality of the organization.

AACSB: Analytic

80) Strong cultures will lead to better performance outcomes.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Organizational culture shapes behavior and influences performance.

AACSB: Analytic

81) Authority is shared and distributed in hierarchical cultures.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Not all organizational cultures are alike.

AACSB: Analytic

82) Flexibility and creativity rule in an entrepreneurial culture.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Not all organizational cultures are alike.

AACSB: Analytic

83) There is an emphasis on modest change in a team culture.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Not all organizational cultures are alike.

AACSB: Analytic

84) Rules and hierarchy are valued in a hierarchical culture.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Not all organizational cultures are alike.

AACSB: Analytic

85) Stories, heroes, symbols, and rites and rituals form the functional culture of an organization.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: The observable culture is what you see and hear as an employee or customer.

AACSB: Analytic

86) Symbols are the language and other symbols that convey core values.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: The observable culture is what you see and hear as an employee or customer.

AACSB: Analytic

87) Rites and rituals are the tales about events conveying core values.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: The observable culture is what you see and hear as an employee or customer.

AACSB: Analytic

88) Core-based management actively develops, communicates, and enacts shared values.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Value-based management supports a strong organizational culture.

AACSB: Analytic

89) Workplace spirituality describes practices that enrich people's lives by bringing meaning to their work and helping engage each other with a sense of shared community.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Value-based management supports a strong organizational culture.

AACSB: Analytic

90) A culture of workplace spirituality is typically unethical because it focuses too much on religious practices that should not be part of the workplace.

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Value-based management supports a strong organizational culture.

AACSB: Analytic

91) Green innovation reduces the carbon footprint of an organization.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Green innovations advance the goals of sustainability.

AACSB: Analytic

92) Your company replaces air travel with videoconferencing. This is an example of a social innovation.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Green innovations advance the goals of sustainability.

AACSB: Analytic

93) Post-it Notes are an example of a green innovation.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Commercializing innovation turns new ideas into salable products.

AACSB: Analytic

94) The Post-It Note quickly moved from innovation to a salable product.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Commercializing innovation turns new ideas into salable products.

AACSB: Analytic

95) A reverse innovation is also called a trickle-up innovation.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Commercializing innovation turns new ideas into salable products.

AACSB: Analytic

96) Smartphones are a disruptive innovation.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Disruptive innovation uses new technologies to displace existing practices.

AACSB: Analytic

97) "Here today, gone tomorrow" is an example of an unsustainable innovation.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Disruptive innovation uses new technologies to displace existing practices.

AACSB: Analytic

98) Change leaders make things happen even when inertia has made systems and people reluctant to adopt to new ways.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Organizations and teams need change leaders.

AACSB: Analytic

99) Lewin argues that successful change occurs only when top management clearly states what the change will be and then immediately implements that change.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Three phases of planned change are unfreezing, changing, and refreezing.

AACSB: Analytic

100) People who resist change do not have a good reason for their resistance; they are simply afraid of moving onto better things because they do not want to change.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Managers use force-coercion, rational persuasion, and shared power change strategies.

AACSB: Analytic

101) ________ innovations result in new or improved goods or services.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Organizations pursue process, product, and business model innovations.

AACSB: Analytic

102) ________ innovations result in ways for firms to make money.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Organizations pursue process, product, and business model innovations.

AACSB: Analytic

103) Green innovation reduces the ________ of an organization or its products.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Green innovations advance the goals of sustainability.

AACSB: Analytic

104) ________ pursue innovative ways to solve pressing social problems.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Social innovations seek solutions to important societal problems.

AACSB: Analytic

105) ________ innovation creates products or services that become so widely used that they largely replace prior practices and competitors.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Commercializing innovation turns new ideas into salable products.

AACSB: Analytic

106) ________ are special creative units set free from the normal structure for the purpose of innovation.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Innovative organizations share many common characteristics.

AACSB: Analytic

107) Skunkworks are special creative units set free from the normal structure for the purpose of ________.

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Innovative organizations share many common characteristics.

AACSB: Analytic

108) ________ is the stage in which managers help others to develop, experience, and feel a real need for change.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Three phases of planned change are unfreezing, changing, and refreezing.

AACSB: Analytic

109) ________ is the stage at which change is stabilized.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Three phases of planned change are unfreezing, changing, and refreezing.

AACSB: Analytic

110) ________ change makes continual adjustments as changes are being implemented.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Times of complexity require improvising in the change process.

AACSB: Analytic

111) Improvisational change makes ________ adjustments as changes are being implemented.

Learning Objective: 9.3: Describe How Managers Lead the Process of Organizational Change.

Section Reference: Times of complexity require improvising in the change process.

AACSB: Analytic

112) How can an organization build a positive strong culture and avoid a negative strong culture? Why is it important to avoid a negative strong culture?

Learning Objective: 9.1: Explain the Nature of Organizational Culture.

Section Reference: Organizational culture shapes behavior and influences performance.; The core culture is found in the underlying values of the organization.; Value-based management supports a strong organizational culture.

AACSB: Analytic

113) What are the characteristics of highly innovative organizations? How can organizations develop these characteristics?

Learning Objective: 9.2: Discuss How Organizations Support and Achieve Innovation.

Section Reference: Innovative organizations share many common characteristics.

AACSB: Analytic

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