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101.Organizational development:

a.takes a long-range approach to change

b.creates change by educating workers and managers to change ideas, beliefs, and behaviors so that problems can be solved in new ways

c.assumes that top management support is necessary for change

d.emphasizes employee participation in all stages of the change

e.is accurately described by all of these

102.Organizational development:

a.requires a steering committee

b.takes a short-term approach to change

c.is a philosophy and collection of planned change interventions

d.assumes that top management support is not necessary for change

e.is accurately described by all of these

103.Tom Valerio was the point man on a major push to reinvent CIGNA Property & Casualty. When Valerio joined it, the company was in the basement due to poor underwriting decisions and multiple claims from natural disasters. His vision for CIGNA was to become a top-quartile, specialist property and casualty company. It was a radical proposition. Valerio was a(n):

a.change ombudsman

b.staff moderator

c.change mentor

d.change agent

e.intrapreneur

104.One of the primary responsibilities of transition management teams is to:

a.create and monitor change budgets

b.modify the organizational structure

c.provide another level of managerial hierarchy

d.create entrepreneurial synergy

e.anticipate, identify, and address people problems

105.There are eight general steps for organizational development intervention. The first step is:

a.pioneering

b.inception

c.introduction

d.entry

e.startup

106.Which of the following approaches is aimed at changing large systems, small groups, or individuals?

a.General Electric workout

b.the functional approach to change

c.organizational development

d.results-driven change

e.Lewin’s change synthesis

107.Which of the following techniques is used in large-system intervention?

a.survey feedback

b.training

c.team building

d.counseling/coaching

e.unit goal setting

108.An Internet strategy enabled Nestlé USA to change its way of doing business and allowed the company to change its staid, risk-averse culture. Nestlé leaders relied on the Net to help them overhaul much of what the company does—from buying raw materials to processing purchase orders to marketing the roughly 2,000 products that make up its nearly 200 brands. Employees worked to “Make e-business the way we do business” In terms of organizational development, the process described here is primarily a(n) ____ intervention.

a.unit

b.large system

c.unit-focused

d.results-focused

e.cultural

 

 

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