A) It aims to continue improving an existing technology as rapidly as possible.
B) It is used to manage innovation in more certain environments during periods of incremental change.
C) It assumes that incremental innovation can be planned using a series of steps.
D) It uses intuition and hands-on experience to reduce uncertainty and accelerate learning.
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Multiple Choice
A) organizational innovation
B) corporate entropy
C) reverse engineering
D) agile development
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Multiple Choice
A) Decline is reversible at the crisis stage, whereas it is irreversible at the dissolution stage.
B) The crisis stage is the first stage of organizational decline, whereas the dissolution stage is the fifth stage of organizational decline.
C) In the crisis stage, management announces belt-tightening plans designed to cut costs, increase efficiency, and restore profits, whereas in the dissolution stage, management recognizes the need to change but still takes no action.
D) In the crisis stage, managers fail to recognize the internal or external changes that will harm their organizations, whereas in the dissolution stage, managers assume that if they just run a tighter ship, company performance will return to previous levels.
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Multiple Choice
A) prototypes
B) milestones
C) test cases
D) bar codes
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Multiple Choice
A) The blinded stage occurs because key managers fail to recognize the internal or external changes that will harm their organizations, whereas the crisis stage occurs because companies lack the resources to fully change how they run their businesses.
B) The blinded stage is the first stage of organizational decline, whereas the crisis stage is the fifth stage of organizational decline.
C) In the blinded stage, the company is dissolved through bankruptcy proceedings, whereas in the crisis stage, management recognizes the need to change but still takes no steps.
D) In the blinded stage, management announces belt-tightening plans designed to cut costs, increase efficiency, and restore profits, whereas in the crisis stage, managers wait to see if organizational performance problems correct themselves.
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Multiple Choice
A) organizational innovation
B) corporate entropy
C) reverse engineering
D) agile development
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Multiple Choice
A) A creative work environment
B) Generational change
C) Technological lockout
D) A compression approach to innovation
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Multiple Choice
A) innovation stream
B) design competition
C) design iteration
D) change intervention
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True/False
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Multiple Choice
A) Unfreezing
B) Generational change
C) Refreezing
D) Technological lockout
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Multiple Choice
A) It is the competition between old and new technologies to establish a new technological standard or dominant design.
B) It is the purchase of new technologies to replace older ones.
C) It is a phase in which companies innovate by lowering the cost and improving the functioning and performance of a dominant design.
D) It is a phase of a technology cycle characterized by technological substitution and design competition.
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Multiple Choice
A) Unlike person-focused intervention, large-system intervention focuses on helping a group work effectively to accomplish its goals.
B) Unlike large-system intervention, person-focused intervention increases social effectiveness by helping people to become aware of their attitudes.
C) Team building is a type of large-system intervention, whereas a sociotechnical system is a type of person-focused intervention.
D) Coaching is a type of large-system intervention, whereas unit goal setting is a type of person-focused intervention.
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Multiple Choice
A) management encourages risk taking and new ideas.
B) supervisors provide clear goals.
C) work group members foster mutual openness to ideas.
D) open interaction with subordinates is encouraged.
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Multiple Choice
A) Design competition
B) Technological lockout
C) Technological substitution
D) Design iteration
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Multiple Choice
A) unfreezing
B) refreezing
C) temporal immediacy
D) proximity of effect
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Multiple Choice
A) a dominant design
B) the compression approach to innovation
C) the experiential approach to innovation
D) a design iteration
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Multiple Choice
A) fixed working capital
B) distinctive competence
C) fiduciary responsibility
D) matrix organization structure
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Multiple Choice
A) a dominant design
B) the compression approach to innovation
C) the experiential approach to innovation
D) a design iteration
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Multiple Choice
A) In the faulty action stage, management announces belt-tightening plans designed to cut costs, increase efficiency, and restore profits, whereas in the crisis stage, bankruptcy or dissolution is likely to occur unless the company completely reorganizes the way it does business.
B) In the faulty action stage, companies typically lack the resources to fully change how they run their businesses, whereas in the crisis stage, managers assume that if they just run a tighter ship, company performance will return to previous levels.
C) In the faulty action stage, the company is dissolved through bankruptcy proceedings, whereas in the crisis stage, management recognizes the need to change but still takes no steps.
D) In the faulty action stage, managers wait to see if organizational performance problems correct themselves, whereas in the crisis stage, companies completely reorganize the way they do business.
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Multiple Choice
A) The Id
B) The superego
C) Flow
D) Refreezing
Correct Answer
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