Download MGMT 11th Edition Williams Test Bank all chapters

MGMT 11th Edition Williams Test Bank
Go to download the full and correct content document:

https://testbankfan.com/product/mgmt-11th-edition-williams-test-bank/
More products digital (pdf, epub, mobi) instant
download maybe you interests ...
https://testbankfan.com/product/mgmt-10th-edition-williams-test-
bank/
bank/
bank/
MGMT Canadian 3rd Edition Williams Test Bank
https://testbankfan.com/product/mgmt-canadian-3rd-edition-
williams-test-bank/
MGMT 9th Edition Williams Solutions Manual
https://testbankfan.com/product/mgmt-9th-edition-williams-
solutions-manual/
MGMT Asia Pacific 3rd Edition Williams Test Bank
https://testbankfan.com/product/mgmt-asia-pacific-3rd-edition-
williams-test-bank/
MGMT 7 7th Edition Chuck Williams Test Bank
https://testbankfan.com/product/mgmt-7-7th-edition-chuck-
williams-test-bank/
MGMT Canadian 3rd Edition Williams Solutions Manual
https://testbankfan.com/product/mgmt-canadian-3rd-edition-
williams-solutions-manual/
MGMT Asia Pacific 3rd Edition Williams Solutions Manual
https://testbankfan.com/product/mgmt-asia-pacific-3rd-edition-
williams-solutions-manual/
Name: Class: Date:
Chapter 07: Innovation and Change

1. In contrast to change forces, resistance forces support the status quo, that is, the existing conditions in an organization.
a. True
b. False
ANSWER: True
2. Nearly all technology cycles follow a typical S-curve pattern of innovation.

a. True
b. False
ANSWER: True
3. Bankruptcy or dissolution is likely to occur in the crisis stage unless a company completely reorganizes the way it does
business.
a. True
b. False
ANSWER: True
4. Work group encouragement occurs when group members have diverse experience, education, and backgrounds and the
group fosters mutual openness to ideas; positive, constructive challenge to ideas; and shared commitment to ideas.
a. True
b. False
ANSWER: True
5. Organizational development takes a short-range approach to change, and it assumes that top-management support is
necessary for the change to succeed.
a. True
b. False
ANSWER: False
6. In the context of managing resistance to change, an error in the refreezing stage is not systematically planning for and
creating short-term wins.
a. True
b. False
ANSWER: False
7. Dominant technological designs can also emerge through independent standards bodies.
a. True
b. False
ANSWER: True
8. The compression approach to innovation assumes that innovation is occurring within a highly uncertain environment
and that the key to fast product innovation is to use intuition, flexible options, and hands-on experience to reduce
uncertainty and accelerate learning and understanding.
a. True
b. False
ANSWER: False
Copyright Cengage Learning. Powered by Cognero. Page 1

Name: Class: Date:

9. More companies are likely to go out of business during an economic recession or slowdown than in a time of
discontinuous change and changing standards.
a. True
b. False
ANSWER: False
10. In terms of change tools and techniques, the General Electric workout is a special kind of results-driven change.
a. True
b. False
ANSWER: True
11. Waltert, a cell phone manufacturer, has been the market leader in the country of Besmagia ever since cell phones were
introduced in the country. None of the other domestic or foreign cell phone brands have been able to match the high
quality and low price that Waltert's products offer. In the context of innovation streams, Waltert most likely has a _____.
a. fixed working capital
b. distinctive competence
c. fiduciary responsibility
d. matrix organization structure
ANSWER: b
12. Glaler, a large-scale cell phone manufacturer, has a robot in each of its outlets that studies a customer's usage history
and suggests a model of Glaler's cell phone that is most likely to suit the customer. This scenario best illustrates _____.
a. organizational innovation
b. corporate entropy
c. reverse engineering
d. agile development
ANSWER: a
13. Mozbert is a company that manufactures and supplies wireless headsets. It started an online advertising campaign that
explains the advantages and ease of using wireless headsets over wired headsets. As a mitigation plan, Beloway, a wired
headset manufacturer, launched new offers and discounts to retain its customers. In the context of innovation streams,
which of the following concepts does this scenario best illustrate?
a. Design competition
b. Technological lockout
c. Technological substitution
d. Design iteration
ANSWER: a
14. Wenayton, a company that manufactures and supplies ceramic kitchenware, uses broken and rejected pieces of
ceramics to design its office interiors. It also uses novel ways to utilize solar energy for interior lighting. This scenario
best illustrates _____.

Name: Class: Date:
ANSWER: a
15. In the context of resistance to change, _____ is the use of formal power and authority to force others to change.
a. refreezing
b. unfreezing
c. coercion
d. negotiation
ANSWER: c
16. The chefs at Lorifusion, a continental restaurant, are given the freedom to try out new ways of presenting their dishes.
This helps them avoid monotony and encourages them to innovate. The employees believe that this challenges their skills
and keeps them interested and motivated. In the context of managing sources of innovation, which of the following
concepts does this scenario best illustrate?
a. A creative work environment
b. Generational change
c. Technological lockout
d. A compression approach to innovation
ANSWER: a
17. In the context of organizational decline, which of the following is true of the crisis stage?
a. Key managers fail to recognize the internal or external changes that will harm their organizations.
b. Management recognizes the need to change but still takes no action.
c. Companies lack the resources to fully change how they run their businesses.
d. Management announces belt-tightening plans designed to cut costs and restore profits.
ANSWER: c
18. __________is a cycle of repetition in which a company tests a prototype of a new product or service, improves on the
design, and then builds and tests the improved product or service prototype.
a. Unrelated diversification
b. Design iteration
c. Discontinuous change
d. Technological lockout
ANSWER: b
19. Which of the following best defines an incremental change?

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.
ANSWER: c
20. The standalone scanners and printers at Indentom, a law firm, have been replaced with all-in-one printers that perform
the functions of printing, scanning, and photocopying. In the context of innovation streams, which of the following
Name: Class: Date:

a. Technological singularity
d. Technological determinism
ANSWER: c
21. __________is a change that occurs when incremental improvements are made to a dominant technological design
such that the improved version of the technology is fully backward compatible with the older version.
a. Results-driven change
c. Discontinuous change
d. Incremental change
ANSWER: b
22. Which of the following best defines the General Electric workout?
a. It is based on incremental improvements to a dominant technological design such that the improved
technology is fully backward compatible with the older technology.
b. It is an approach to innovation that assumes that incremental innovation can be planned using a series of steps
and that compressing those steps can speed innovation.
c. It is a three-day meeting in which managers and employees from different levels and parts of an organization
quickly generate and act on solutions to specific business problems.
d. It is a philosophy and collection of planned change interventions designed to improve an organization's long-
term health and performance.
ANSWER: c
23. Which of the following statements is true of resistance to change?

a. Employees are more likely to resist change if they have to participate in planning and implementing the
change process.
b. Employees are more likely to resist change if they are asked to focus on short-term wins, rather than long-term
goals.
c. It decreases when change efforts receive significant managerial support.
d. It is used to manage innovation in more certain environments during periods of incremental change.
ANSWER: c
24. In the context of organizational development, the purpose of large-system interventions is to:
a. assess how a group functions and help it work more effectively to accomplish its goals.
b. increase interpersonal effectiveness by helping people to become aware of their attitudes.
c. change the character and performance of an organization, business unit, or department.
d. help a work group establish short- and long-term goals.
ANSWER: c
25. _____ are workplace cultures in which workers perceive that new ideas are welcomed, valued, and encouraged.
a. Creative work environments
b. Design iterations
Name: Class: Date:
c. Functional groups
d. Core change coalitions
ANSWER: a
26. Kappawn, a cell phone manufacturer, observes that its customers have started purchasing only touchscreen cell
phones. It hence stops manufacturing traditional cell phones and switches to the manufacture of touchscreen cell phones.
In the context of innovation streams, which of the following concepts does this scenario best illustrate?
ANSWER: c
27. __________is the phase of an innovation stream in which a scientific advance or unique combination of existing
technologies creates a significant breakthrough in performance or function.
a. Technological discontinuity
b. Technological substitution
d. Technological singularity
ANSWER: a
28. In the context of managing resistance to change, which of the following is an error that managers make in the change
phase?
a. They overlook victory after the first large-scale success.
b. They do not create a powerful enough coalition.
c. They do not establish a great enough sense of urgency.
d. They undercommunicate the vision by a factor of ten.
ANSWER: d
29. The manual computer entry system for calculating employee attendance at Kartufly, an apparel retail store, has been
replaced with a biometric system. In the context of innovation streams, which of the following concepts does this scenario
best illustrate?
ANSWER: c
30. Arthumt's carpool service application gained popularity among its customers within a few months of its release.
However, the customers eventually discovered that the application caused the phone battery to heat up to abnormal levels.
This made them switch to a newer and efficient application. In the context of innovation streams, which of the following
b. The compression approach to innovation
c. The experiential approach to innovation
Name: Class: Date:
ANSWER: d
31. Which of the following best defines technological discontinuity?

a. It is the phase of a technology cycle in which companies innovate by lowering costs and improving the
functioning and performance of a dominant technological design.
b. It is the inability of a company to competitively sell its products because it relies on old technology or a
nondominant design.
c. It is the phase of an innovation stream in which a scientific advance or unique combination of existing
technologies creates a significant breakthrough in performance or function.
d. It is an approach to innovation that assumes a highly uncertain environment and uses intuition and hands-on
experience to reduce uncertainty and accelerate learning and understanding.
ANSWER: c
32. Which of the following is true of the S-curve pattern of innovation of a product?
a. A flat slope indicates that increased effort brings only small improvements in technological performance.
b. A flat slope indicates that small amounts of effort will result in significant increases in technological
performance.
c. A steep slope at the midpoint of the curve indicates that further efforts to develop this particular technology
will result in only small increases in performance.
d. A steep slope near the endpoint of the curve indicates that the performance limits of that particular technology
are being reached.
ANSWER: a
33. When a few domestic manufacturers of solar water heaters gained popularity in the country Likambea, solar water
heaters replaced the old models of water heaters and became the accepted market standard for heaters. In the context of
innovation streams, this scenario best illustrates _____.
a. a dominant design
b. the compression approach to innovation
c. the experiential approach to innovation
d. a design iteration
ANSWER: a
34. When Pocdio, an application development software, was released, it was widely accepted by customers. However, a
few months after its release, users began experiencing a lag in its user interface. Customers eventually stopped using this
software and started to use newer and better alternatives. In the context of innovation streams, which of the following
ANSWER: d
35. Cinebravos, a television manufacturer in Ashtemston, observes that its customers have stopped purchasing its CRT
television sets and that they have begun purchasing its LED and LCD television sets. It hence stops manufacturing CRT
television sets entirely. In the context of innovation streams, which of the following concepts does this scenario best
Name: Class: Date:

illustrate?
a. Technological substitution
c. Technological singularity
ANSWER: a
36. In the context of organizational development, the purpose of small-group interventions is to:
d. help people acquire new skills and knowledge.
ANSWER: a
37. Technological substitution occurs when:

a. customers establish a new technological standard or dominant design.
b. customers purchase new products to replace older technologies.
c. a new dominant design prevents a company from competitively selling its products.
d. a new technological design or process becomes the accepted market standard.
ANSWER: b
38. __________is a philosophy and collection of planned change interventions designed to improve an organization's
long-term health and performance.
a. Supervisory encouragement
b. Organizational development
c. Organizational structure
d. Functional departmentalization
ANSWER: b
39. Cleanreef, a chain of stores that provides dry-cleaning services, has been the market leader in the country of
Gregoramas for the past 20 years. None of its competitors have been able to match Cleanreef's technology, logistics, and
pricing. In the context of innovation streams, Cleanreef most likely has a _____.
a. fixed working capital
b. distinctive competence
c. fiduciary responsibility
d. matrix organization structure
ANSWER: b
40. Russeng, a travel agency, had a huge setback in its business as customers started to book travel tickets online and
make their own itineraries using the information available on the Internet. It failed to take the necessary corrective
measures to address this issue, and this led to an overall decrease in the company's performance. Which of the following
a. Organizational decline
b. Design iteration
c. Technological discontinuity
Name: Class: Date:
d. Generational change
ANSWER: a
41. Sun Technologies changed the operating system of their phones and insisted that all its current users switch to the new
one. They started listing out the benefits of the new system in the update log in an attempt to make its users believe that
the change was for the better. In the process of managing organizational change, Sun Technologies is in
the__________phase.
a. refreezing
b. coercion
c. unfreezing
d. innovation
ANSWER: c
42. Which of the following statements is true of technological lockout?

a. It occurs when customers purchase new technologies to replace older technologies.
b. It occurs when a new dominant design prevents a company from competitively selling its products.
c. It occurs when companies innovate by improving the functioning and performance of the dominant design.
d. It occurs when new technologies compete to establish a new technological standard.
ANSWER: b
43. In the__________of organizational decline, as organizational performance problems become more visible,
management may recognize the need to change but still take no action.
a. blinded stage
b. inaction stage
c. faulty action stage
d. crisis stage
ANSWER: b
44. During design competition, _____.

a. the patterns of innovation over time create sustainable competitive advantage
b. an older technology usually improves significantly in response to the competitive threat from the new
technologies
c. a scientific advance of existing technologies creates a significant breakthrough in performance or function
d. a new dominant design prevents a company from competitively selling its products or makes it difficult to do
so
ANSWER: b
45. When Dalemend Inc. started manufacturing gaming consoles, it had difficulties with performance growth. Over time,
the consoles began performing well, and the company's growth rate became rapid. However, after this period of rapid
growth, the performance growth rate began to drop again. In the context of technology cycles, this scenario best illustrates
_____.
a. a compression approach to innovation
b. resistance to change
c. technological lockout
d. the S-curve pattern of innovation
Name: Class: Date:
ANSWER: d
46. In the context of organizational decline, which of the following is true of the dissolution stage?
a. Cutbacks and layoffs will have reduced the level of talent among employees.
b. Key managers fail to recognize the threats due to an inability to understand their significance.
c. The managers may be waiting to see if the problems will correct themselves.
d. The company is dissolved through bankruptcy proceedings.
ANSWER: d
47. When Nathanil Inc., a network service provider, introduced 4G data plans, it observed that most of its customers
completely stopped using 2G and 3G data plans and switched to 4G. In the context of innovation streams, which of the
following concepts does this scenario best illustrate?
ANSWER: c
48. The employees of Carlofen, a cell phone manufacturer, raised a concern to their management about their poor pay and
excess workload. However, the management failed to address their issue, so a majority of them resigned at once. As a
result, the company's sales began to fall and its overall performance began to deteriorate. Which of the following concepts
does this scenario best illustrate?
a. Organizational decline
b. Design iteration
c. Technological discontinuity
d. Generational change
ANSWER: a
49. Arthills is a retail store that sells paintings. The entire store of Arthills is energy efficient and uses a glass ceiling to
naturally light the room during the day and sensors to automatically turn the internal lighting system on during the night.
This scenario best illustrates _____.
ANSWER: a
50. Large investments in old technology and incompatiblility of new and old technologies with each other are the main
reasons companies and consumers are reluctant to switch to a different technology during a(n)__________.
a. innovation stream
b. design competition
c. design iteration
d. change intervention
ANSWER: b

Name: Class: Date:

51. In the context of organizational development, the purpose of person-focused interventions is to:
d. help a work group establish short- and long-term goals.
ANSWER: b
52. When LED televisions started becoming popular in the city of Jazetta, all the electronic stores in the city stopped
selling CRT televisions. Following this, LED televisions dominated the market and became the accepted market standard
for televisions in the city. In the context of innovation streams, this scenario best illustrates _____.
ANSWER: a
53. Pagent, a company that manufactures watches, introduces a new range of watches with a safety application
programmed into it. This application is designed especially for women and helps them alert people in case of danger. In
the context of innovation streams, which of the following concepts does this scenario best illustrate?
a. A technological discontinuity
d. A technological barrier
ANSWER: a
54. The employees of Antrobe, a leading daily newspaper, believe that their managers encourage them to voice their ideas
and opinions. They also believe that they are given challenging tasks that interest and motivate them. In the context of
managing sources of innovation, which of the following concepts does this scenario best illustrate?
ANSWER: a
55. Carolint, a watch manufacturer, has installed custom smart lighting and ventilation systems in employees' workspaces.
These enable employees to set their preferences, and the system automatically senses their presence and modifies the
temperature and light settings. This scenario best illustrates _____.
a. corporate entropy
b. organizational innovation
ANSWER: b
56. _____ is the process used to get workers and managers to change their behaviors and work practices.
a. Unfreezing
Name: Class: Date:
b. Change intervention
c. Refreezing
d. Change remediation
ANSWER: b
57. When cell phones were introduced, most customers stopped using landline telephones. Eventually, cell phones almost
entirely replaced landline telephones and became the accepted market standard for phones. In the context of innovation
streams, this scenario best illustrates _____.
ANSWER: a
58. Ebdino, a company that manufactures tires, observes that the sales of its traditional tires have declined drastically and
that the sales of tubeless tires have increased. Ebdino hence decides to stop manufacturing traditional tires and replace
them with tubeless tires. In the context of innovation streams, which of the following concepts does this scenario best
illustrate?
a. Technological substitution
ANSWER: a
59. Which of the following is an error that managers make in the refreezing phase?
a. They do not create a powerful enough coalition.
b. They undercommunicate the vision by a factor of ten.
c. They declare victory too soon.
d. They lack a vision for change.
ANSWER: c
60. _____ are forces that produce differences in the form, quality, or condition of an organization over time.
a. Change forces
b. Resistance forces
c. Effort forces
d. Defiance forces
ANSWER: a
61. Irolt, a company that supplies fast-moving consumer durables, recruits only graduates from top business schools as
management trainees in its marketing department. The company ensures that its employees are always given challenging
tasks that interest them, and the employees believe that the management welcomes innovative ideas and thoughts. In the
context of managing sources of innovation, which of the following concepts does this scenario best illustrate?
Name: Class: Date:

ANSWER: a
62. _____ is a change based on incremental improvements to a dominant technological design such that the improved
a. Results-driven change
b. Discontinuous change
c. Generational change
d. Incremental change
ANSWER: c
63. Which of the following is a difference between experiential and compression approaches to innovation?
a. Experiential approach is used in fast-growing environments, whereas compression approach is used in highly
uncertain environments.
b. Experiential approach is used in periods of incremental change, whereas compression approach is used in
periods of discontinuous change.
c. Experiential approach is used to establish a new dominant design, whereas compression approach is used to
improve the function of an existing dominant design.
d. Experiential approach is used to shorten the time of individual steps in the innovation process, whereas
compression approach is used to test the improved product or service prototype.
ANSWER: c
64. Keniey, a company that manufactures and supplies home appliances, launches a fully automatic advanced food
processor that performs the functions of slicing, chopping, grinding, shredding, grating, pureeing, kneading, mixing, and
blending. The product is priced lower than semi-automatic food processors sold by other brands. In the context of
innovation streams, which of the following concepts does this scenario best illustrate?
a. Change intervention
b. Unfreezing
c. Incremental change
d. Refreezing
ANSWER: c
65. In the context of managing resistance to change,__________is supporting and reinforcing the new changes so that
they stick.
a. unfreezing
b. refreezing
c. resistance force
d. change force
ANSWER: b
66. Maxsigma, a software company, released a text processing application. This application was user-friendly and widely
accepted by its customers. However, a few months later, users found that it was susceptible to virus, and they switched to
newer and more efficient text processing applications. In the context of innovation streams, which of the following
Name: Class: Date:

ANSWER: d
67. The customers of Curtofan, a gaming console manufacturer, stopped purchasing its traditional hand-held gaming
device after it introduced a real-time, high-end gaming device. In the context of innovation streams, which of the
ANSWER: c
68. When USB flash drives started becoming popular, customers stopped purchasing CDs. As a result, USB flash drives
almost completely replaced CDs in the market and became the accepted market standard for storage devices. In the
context of innovation streams, this scenario best illustrates _____.
ANSWER: a
69. In an attempt to eliminate spectacles from the market, Lensamt, a company that manufactures and supplies contact
lenses, launched an advertising campaign to popularize its products. To counter this and stay in the market, the spectacle
manufacturers introduced new offers and discounts on spectacles. In the context of innovation streams, which of the
d. Design iteration
ANSWER: a
70. Seaneng, a company that has been manufacturing printers for computers for the past 20 years, initially specialized in
dot matrix printers. However, dot matrix printers were inefficient in color printing. To overcome this disadvantage, it
developed and started selling inkjet and laser printers. In the context of innovation streams, which of the following
ANSWER: a
71. In the context of organizational decline, which of the following is true of the blinded stage?
a. Key managers fail to recognize the internal or external changes that will harm their organizations.
b. Management recognizes the need to change but still takes no action.

Name: Class: Date:
c. Companies plan to cut costs and restore profits rather than recognizing the need for fundamental changes.
d. Companies lack the resources to fully change how they run their businesses.
ANSWER: a
72. Zavacomp, a company that manufactures sports accessories, earlier manufactured and sold fitness shoes and activity
tracking watches as separate units. It observed that customers frequently bought these two accessories together and hence
created a new integrated product with a tracking device embedded in its sports shoes. In the context of innovation streams,
which of the following concepts does this scenario best illustrate?
ANSWER: a
73. Bluewood, a paper manufacturing company, has redecorated the interiors of its headquarters using waste materials
from tree barks that get rejected after extracting wood pulp. This scenario best illustrates _____.
ANSWER: a
74. Brandack is a leading manufacturer of storage devices. During a span of every five years, it produces one high-
performance storage device. At the beginning of the five-year period, the device's performance improvement is slow.
However, the improvement becomes rapid over time, and toward the end of the five-year period, it gradually begins to
drop. In the context of technology cycles, this scenario best illustrates _____.
ANSWER: d
75. When Rebopy, a network service provider, started providing 4G data services, it attracted a large number of customers
because of the high speed and cost effectiveness of Rebopy's services. However, after few months of using the service, the
customers found that it had poor connectivity and hence switched to more efficient data services. In the context of
innovation streams, which of the following concepts does this scenario best illustrate?
ANSWER: d
76. _____ is a new technological design or process that becomes the accepted market standard.
a. Dominant design
b. Design competition

Name: Class: Date:
ANSWER: a
77. In the context of managing resistance to change, which of the following is an error that managers make during the
unfreezing stage?
a. They do not establish a great enough sense of urgency.
b. They lack a vision for change.
c. They undercommunicate the vision by a factor of ten.
d. They do not systematically plan for short-term wins.
ANSWER: a
78. Which of the following best defines results-driven change?

a. It is the change created quickly by focusing on the measurement and improvement of outcomes.
b. It is the change based on incremental improvements to a dominant technological design such that the improved
c. It is the phase of a technology cycle characterized by technological substitution and design competition.
d. It is the phase of a technology cycle in which companies innovate by lowering costs and improving the
functioning and performance of the dominant technological design.
ANSWER: a
79. Musccanic Inc., a company that manufactures microprocessors, updates the technology used in its microprocessors
once every four years. A study conducted by the R&D team of the company revealed that the microprocessors' growth
rate is initially slow, then becomes rapid, and eventually becomes slow again toward the end of the four-year cycle. In the
context of technology cycles, this scenario best illustrates _____.
ANSWER: d
80. Solylin, a company that manufactures electronic goods, has introduced solar chargers that are compatible with all
brands and models of cell phones in the market. These chargers help save costs because they work on solar power, and
they are sold at a lower price than traditional chargers. In the context of innovation streams, which of the following does
this scenario best illustrate?
b. Unfreezing
d. Refreezing
ANSWER: c
81. Lemsey Corp. specializes in creating computer software. It has been working on an antivirus software that doesn't
need regular updates and has the most comprehensive virus database in the market. This software is being tested for
design, function, and reliability. In the context of the experiential approach to innovation, the antivirus is a _____.
a. product prototype

Name: Class: Date:
b. low-feasibility product
c. customized product
d. dominant design
ANSWER: a
82. To attract the right customers, Wedroom, a wedding planning firm, has its office redecorated in various wedding
themes. It also has smart sensors in its workspaces that sense temperature and brightness and adjust to the environment
accordingly. This scenario best illustrates _____.
a. reverse engineering
c. organizational innovation
ANSWER: c
83. __________are patterns of innovation over time that can create sustainable competitive advantage.
a. Change interventions
b. Technological lockouts
c. Discontinuous changes
d. Innovation streams
ANSWER: d
84. In the context of managing resistance to change,__________is the process used to get workers and managers to
change their behaviors and work practices.
a. unfreezing
b. refreezing
c. change intervention
d. change remediation
ANSWER: c
85. Curtab, a company that manufactures digital watches, implements marketing strategies to attempt to eliminate analog
watches from the market and thereby increase the market share of the company. To counter this, analog watch
manufacturers introduce new advertising campaigns. In the context of innovation streams, which of the following
d. Design iteration
ANSWER: a
86. Whilph, an automobile manufacturer, launched its new compact car. The car provides the highest mileage and has the
lowest price in its market segment. In the context of innovation streams, which of the following concepts does this
scenario best illustrate?
b. Unfreezing
Name: Class: Date:
d. Refreezing
ANSWER: c
87. Celvokay, a company that manufactures cell phones and cell phone accessories, has launched a new cell phone that
comes along with a new model of earphones with the noise-cancellation feature. These earphones are designed such that
they can also be used with the older models of Celvokay's phones. Which of the following concepts does this scenario best
illustrate?
a. Unfreezing
c. Refreezing
ANSWER: b
88. When Sewsavor developed a food delivery application, a majority of people started using and recommending the
application. However, they eventually found that the application uses more RAM than usual, and they switched to more
efficient food delivery applications. In the context of innovation streams, which of the following concepts does this
scenario best illustrate?
ANSWER: d
89. _____ is a psychological state of effortlessness, in which you become completely absorbed in what you are doing and
time seems to pass quickly.
a. The Id
b. The superego
c. Flow
d. Refreezing
ANSWER: c
90. The products manufactured by Answeronn, a manufacturer of answering machines, initially showed a slow progress
rate, but the performance of the products eventually began improving rapidly. However, the progress rate began to drop
again. All these changes took place during a three-year period. In the context of technology cycles, this scenario best
illustrates _____.
c. the S-curve pattern of innovation
d. technological lockout
ANSWER: c
91. As touchscreen laptops gained popularity in the country of Desapotam, the import of older models of laptops was
stopped. Subsequently, touchscreen laptops became the accepted market standard for laptops in the country. In the context
of innovation streams, this scenario best illustrates _____.
Name: Class: Date:

ANSWER: a
92. Which of the following statements is true of the experiential approach to innovation?
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.
ANSWER: d
93. To compete with other organizations in the industry and to boost employee morale, Mangosanta, a fashion designing
company, installs touchscreen sketching boards on the walls of meeting rooms. These sketches are automatically mailed
to all the participants once the meeting is completed. This scenario best illustrates _____.
ANSWER: a
94. Organizational encouragement of creativity occurs when:

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.
ANSWER: a
95. Elotrik, a company that manufactures and supplies epilators, implements a marketing strategy to popularize its
epilators and replace razors in the market. To counter this and stay in the market, the razor manufacturers introduce new
offers and discounts. In the context of innovation streams, which of the following concepts does this scenario best
illustrate?
d. Design iteration
ANSWER: a
96. Gamapro, a company that manufactures gaming devices, has launched a new gaming console along with a new set of
games for the new version of the console. However, the games designed for the previous versions of the consoles can also
be used on the new console because of backward compatibility. Which of the following concepts does this scenario best
illustrate?
a. Unfreezing
c. Refreezing
Name: Class: Date:
ANSWER: b
97. Boardburgh, a cordless telephone manufacturer, launched advertising campaigns to market its products and eliminate
wired telephone sets from the market. To counter this, Telepram Inc., a wired telephone manufacturer, has launched an
advertising campaign to detail the disadvantages of cordless telephones. In the context of innovation streams, which of the
d. Design iteration
ANSWER: a
98. Kathym, a company that sells women's handbags, gives all its junior designers the opportunity to come up with their
own original designs. The managers believe that providing them with challenging tasks keeps the designers interested and
helps them innovate. In the context of managing sources of innovation, which of the following concepts does this scenario
best illustrate?
ANSWER: a
99. The product developers at Travimext, a company that manufactures computer parts, have specialized tablet screens at
their desks that display 3-dimensional representations of prototypes they create along with all the specifications of the
prototypes. This scenario best illustrates _____.
ANSWER: a
100. The compression approach to innovation management is used in:

a. highly uncertain environments.
b. periods of incremental change.
c. periods of discontinuous change.
d. fast-growing environments.
ANSWER: b

Another random document with
no related content on Scribd:
Cookhouses were no safer than other spots behind the line, and the
cook’s job was not a cushy one. In one cookhouse in the ravine a
shell exploded when some dixies of rice were on the fire. The cook,
uninjured in body but indignant at the mess made, gazed disgustedly
at the debris. His only comment was: “Might have been a b⸺
wedding here!”
Sickness diminished with the coming of the cooler weather, and as
health improved moods of depression abated, and the irresponsible
cheeriness of the British soldier, in spite of all he had gone through
and all that lay before him, shone forth under conditions the reverse
of exhilarating. Perhaps the rum-punch had some slight share of
responsibility on one occasion. A party of transport men, howling a
chorus on their way down the ravine in a drizzling and depressing
rain, on being challenged by a sentry at the Eski Line, proceeded to
serenade him. The sentry, whose job gave little scope for hilarity,
inquired in disgusted tones: “What the ⸺ are you so happy about?
Is the war over?”
The unhappy experience of a quartermaster’s storeman provides a
moral—or even more than one. He had noticed two delectable rum-
jars in the orchard by Pink Farm, with a Scottish sentry posted over
them. After profound meditation he decided upon a frontal attack,
and, accompanied by a fellow-conspirator, walked up to the sentry
and said: “I’ve been sent for the rum for the puir laddies in the
trenches. They’ll be awfu’ glaad to get it, and it’ll do them guid.” He
then told his colleague—incidentally addressing him as “Jock”—to
take one jar while he took the other, and off they went towards the
nullah, the sentry appearing quite satisfied, and curiously lacking in
that nasty suspicious spirit so prevalent among persons in charge of
valuables, and so discouraging to enterprises of this sort. Half-way to
the nullah they entered a deep ditch, with the intention of working
their way round to the dump, where water was already boiling in
anticipation. But the jars were heavy and temptation could no longer
be resisted. A cork was pulled out with great care and some difficulty
—and they found themselves in possession of two bottles of creosol.
Their remarks are unprintable.
GULLY BEACH. DIVISIONAL HEADQUARTERS.
GULLY BEACH. INDIAN A.T. CARTS.

GULLY BEACH. QUARTERS OF THE 2ND AND 3RD FIELD AMBULANCES.
GULLY RAVINE. THE “ROAD” OR RIVER BED.

GULLY RAVINE. A “DUMP.”
GULLY RAVINE. HEADQUARTERS 1ST FIELD CO. AND WAY UP TO THE ESKI
LINES.
A new subaltern arrived about this period, and was handed over at
the Battalion Dump to the post-corporal, who was on his way to H.Q.
in the line. Presently a shell passed overhead, and the corporal
explained that “it’s not addressed to us; it’s addressed to t’ beach,”
some miles away. The sub., being a bit on his dignity, thought fit to
tell the corporal—an ancient member of his battalion, and more in
the nature of a family friend than anything else at Battalion H.Q.—
that he need not be funny. A little later, probably within range of a
deceased mule, the sub. unbent, and said: “Rather queer smell here,
corporal?” “Yes, sir,” was the reply, “this is where we bury uz
officers.”
Instruction in sinking shafts and making galleries Mining Operations
had already been given by expert miners. A Mining
Company was now formed, extra pay being granted to the men, and
it was reasonably expected that this would be filled from the many
colliers in the Division. A Staff Officer who was wont to boast that
experts could be produced for any kind of job, inspected the
company and proceeded to question the men. To the first he said—
“Well, my man, how do you like your task?”
“Oh, it’s not so bad, sir.”
“Extra pay all right, eh?”
“Yes, but you can’t spend it, sir.”
“I suppose the work comes quite naturally to you?”
“No, sir, I’m a solicitor’s clerk.”
The second man was a music-hall artiste, and the third a barber.
Much discouraged, the officer ceased to interrogate.
The enemy exploded mines on the 3rd, 15th, 18th, 21st, 22nd and
29th of September, all opposite their trench in front of our right,
known as “The Gridiron.” Three of these damaged our parapet, and
all caused interference with our field of fire. The repairing of the
damage done on September 22 was made possible by the
enterprise of bombing parties of the 6th Manchesters under
Lieutenant Collier, who kept up a steady hail of bombs from the lip of
the crater, where they had little shelter. On the left, at Fusilier Bluff,
the Mining Company had got out protective galleries in time to baffle
the Turco-German miners.
At first our mining policy had been defensive, but on this same day
one of our shafts reached the barricade of a favourite Turkish
bombing station. A mine was exploded, the barricade levelled, and a
crater forty feet in diameter formed. The sky was darkened by the
earth thrown up, and men in support and reserve trenches were
covered with the falling clods. Brisk rifle fire from the enemy showed
that the trenches were thickly occupied at the time, and their losses
must have been considerable. A rush was at once made to the crater
and a barricade built across it. Captain Cawley, 6th Manchesters,
M.P. for Prestwich, was shot at night by a Turkish sniper, when
shooting over the parapet with his revolver, and the crater became
known as “Cawley’s Crater.”
On the 17th of October General Sir Ian Hamilton relinquished the
command of the Mediterranean Expeditionary Force amid universal
regret, and left for England. He had won the respect, and indeed the
affection, of all ranks of his army, by whom he was regarded as a
true friend and comrade, prompt in appreciation and unfailing in
sympathy. To General Douglas he wrote: “You and your Division
have always been consoling thoughts in the anxious moments we
have lived through in common, and I want you to have all the luck in
the world.” On Sir Ian’s departure, Lieut.-General Sir William
Birdwood assumed temporary command in the peninsula until the
arrival of General Sir C. Monro.
During October the South-Eastern Mounted Brigade (dismounted)
was attached to the 42nd Division. The Brigade consisted of the East
Kent, the West Kent and the Sussex Yeomanry, under Brig.-General
Clifton-Browne. It remained attached to the Division until the
evacuation, and officers and men proved the best of comrades. A
system of fortnightly reliefs was now instituted, the 125th and 127th
Brigades holding the right sub-sector, with H.Q. at the zigzag in the
Gully; the 126th Brigade and the S.E. Mounted Brigade the left, or
coastal, sub-sector, with H.Q. at Gurkha Bluff.
On the west of Gully Ravine the line was advanced by an average
of forty yards on a front of 300 yards. In no place was the enemy’s
line more than 125 yards from the Division’s trenches, and in places
it was less than ten. On the 29th and 30th of October the Turks
exploded mines near the Gridiron, blowing in fifteen yards of fire
trench, killing two men, and burying six. Three of these were soon
extricated, but, in spite of continued efforts, the other three—all
miners—were given up for lost. As the Divisional Commander was
passing along the trench three days later, he saw to his great delight
two of the missing men being brought from the mine-shaft on
stretchers. The third, Private Grimes, 5th Manchesters, though
obviously on the border of collapse, stoutly refused to be carried.
These men had had no food for three days and only one bottle of
water between the three. It was largely due to the determination and
grit of Private Grimes that they had had the dogged persistence to
dig through twelve feet of earth with the aid of one pocket-knife, and
so win to safety.
The month of November was not marked by military events of
special importance, our constant activity having chastened the
enemy’s offensive spirit. Reports from Turkish prisoners indicated
that the thorough training that had been given in the bombing school
had contributed largely to this result. Mining was very active, and the
divisional miners now held the upper hand. On the 25th the enemy
injected through a hole in one of the galleries an aromatic gas, which
affected the eyes, but not the lungs. Parties of three or four hundred
officers and men from each Brigade were sent, in relief, to a newly
formed Training School at Mudros for two or three weeks at a time,
and derived much benefit therefrom.
Y RAVINE. LOOKING DOWN TO THE
SEA.
IN THE FRONT LINE. MAN USING A
PERISCOPE.
IN THE TRENCHES. AN ENTRANCE TO
A MINE SHAFT.
SHELTERS TO PROTECT HORSES
FROM SHELL FIRE.
IN THE FRONT LINE. LOOKING DOWN FUSILIER BLUFF TO

THE SEA.
IN THE TRENCHES. MAKING TEA.

GULLY RAVINE.
GULLY RAVINE. STRETCHER BEARERS.
During the first half of November there had been Floods and Frost
occasional heavy showers and some frost. On the
15th-17th a violent storm, accompanied by a deluge of rain, drove
the sea higher and higher up the shore, swamping the bivouacs on
the beach. In the Gully conditions were even worse. Bales of hay,
sacks of bread, drowned mules, were washed down the ravine into
the sea. On the night of the 26th a still fiercer storm raged in the
peninsula, a storm as disastrous to the combatants as any that ever
affected armies in the field. The flood-gates of heaven indeed
opened, and at Anzac and Suvla the trenches were quickly waist
deep, and the current swept down like a mill-race—kit, equipment,
rations, even men, being washed away. In places the trenches filled,
and the troops must drown or stand on the top, a sure target for the
Turk had he not been in a like predicament. As in a prairie fire or
other of Nature’s more appalling manifestations, the beast of prey
and its natural victim flee side by side, or cower together, so Briton
and Turk regarded one another as fellow-sufferers rather than as
implacable enemies. The gale became a hurricane; the crash of
thunder, the blinding flashes of lightning, heightened the sense of
catastrophe, and the bitter cold made it the more unbearable. Piers
and landing-stages were destroyed and the beaches strewn with
wreckage. During the 27th the rain came down steadily; then the
wind veered to the north and brought snow and cruel blizzards. A
hard frost followed, and at Anzac and Suvla men were frozen to
death; others lost their limbs—some their reason—and cases of
frost-bite were very numerous. In the south the conditions were less
disastrous than further north, but the suffering of the troops was
intense. Altogether about 10,000 sick had to be removed from the
peninsula as an outcome of the four days’ tragedy. When the floods
subsided Gully Ravine was a bed of deep mud, and its passage—a
vital matter to the Division—could only be accomplished with infinite
labour.
The activity of the hostile artillery increased as superior guns and
munitions of war arrived from Germany, and the bombardments
became more accurate and deadly. On December 14 Lieutenant W.
R. Hartley, 7th Lancashire Fusiliers, led a patrol with great boldness
and judgment close up to the Turkish trenches and located the
entrance of a mine-shaft in the Gridiron, only six yards from a crater
occupied by our men. Captain A. W. Boyd, of the same battalion,
accompanied by Corporal W. Downton and Privates F. Mottershead
and C. Bent, volunteered to carry out the destruction of this mine-
head on the night of the 15th. Unobserved by the enemy they
succeeded in placing a charge of forty pounds of gelignite in position
in the Turkish trench, the charge being laid by Mottershead, who had
originally discovered the mine-shaft. In addition to the electric wire a
thin rope was attached so that a slight jerk would cause the charge
to fall into the shaft; and as it was essential that the rope should be
laid in a straight line Mottershead had to return to his trench over the
Turkish barbed wire and in full view of the enemy. This was
successfully accomplished; the rope was jerked, and the charge
fired. On the following night Lieutenant Hartley (killed three days
later) ascertained that the entrance to the shaft had been completely
filled. Mottershead was awarded the D.C.M., and the gallant act was
specially mentioned in 8th Corps Orders, the last paragraph of which
stated that: “This enterprise is only part of the good work that has
been done recently by this battalion under the command of Major
W.J. Law, and the keenness and energy displayed are deserving of
all praise.”
Lord Kitchener had visited the peninsula in the middle of
November, and on his return to England had reported in favour of
evacuation. On December 8 General Monro issued orders to
evacuate Suvla and Anzac, and on the 16th the withdrawal of 80,000
men, nearly 5000 animals, 2000 vehicles and 200 guns began. The
highest estimate of probable loss that might be incurred in this most
difficult and critical of operations was fifty per cent.; the lowest,
fifteen per cent. Preparation was made at Mudros to accommodate
from 5000 to 10,000 wounded, yet the evacuation was carried out
without loss. It was one of the finest and most wonderful
achievements of this or any other war, and all ranks shared the credit
—though in very different degrees—from General Birdwood down to
the humblest Indian mule driver.
Two minor operations were arranged for December 19 to take
place simultaneously with an advance of the 52nd Division by the
Krithia Nullah and the evacuation of Suvla and Anzac. Mines were
laid at the Gridiron and at the east end of Fusilier Bluff. The intention
was to take advantage of the explosions to establish bombing
stations in the craters formed. The “jam-tin” bombs were now
obsolete, and those used were the Mills and “cricket-ball” types. The
task at the Gridiron was assigned to the 125th Brigade, the troops
attacking being drawn from the 7th Lancashire Fusiliers, with some
of the 1/2nd (West Lancashire) Field Company, R.E. The 6th
Battalion held the original line and supplied catapult parties to fire
from behind. Major Law was to have directed operations, but this
able and gallant officer was killed two hours before the time fixed for
the attack, and Captain Gledhill assumed temporary command of the
7th Battalion, Captain Boyd being in charge of the attacking party.
The artillery gave strong support. The mine was exploded on the far
side of a great crater which had a Turkish and English trench on
either side. The explosion blew in the enemy trench and extended
the crater, which the attacking party crossed, and then pressed down
the horns of the Turkish trench and constructed barricades. By 6
p.m. the new line was well established in spite of rifle fire and
enfilade fire from machine-guns. A Turkish attack at 9.40 p.m.
succeeded in driving our men out, but Captain Boyd with great
resource and promptness organized a counter-attack, and within
fifteen minutes the lost ground had been retaken and a further gain
made. In fact, the bombing parties had to be restrained from going
too far down the enemy trenches in pursuit. A lot of work had to be
done to make the crater tenable, and assistance was sent. A bomb
team of the Sussex Yeomanry did remarkably good work in
consolidating the left trench under heavy machine-gun fire, which
continued all night. By daylight they had succeeded in deepening
and sandbagging the trenches and in digging through from Cawley’s
Crater into the new one. Of two mines laid only one had exploded at
first, but after the counter-attack our men were withdrawn into safety
and the second mine was fired. It caught a number of Turks who
were seen pressing up a sap, probably with the intention of counter-
attacking again. Lieut.-General Sir Francis Davies, the Corps
Commander, telegraphed his congratulations and gave permission
for the new crater to be called officially “Boyd’s Crater.”
GULLY RAVINE. THROUGH THE MUD.
LIEUT. SMITH, V.C., 1/5 BN. EAST LANCASHIRE REGT.
Similar operations at Fusilier Bluff were not, however, successful.

Parties of the 9th and 10th Manchesters, supported by bombers of
the 5th East Lancashires and the W. Lancs. Field Company, R.E.,
went forward pluckily, and several got within a yard or two of the
enemy trench, but had to be withdrawn. The retirement was effected
with coolness and judgment by Lieutenant Simpson, R.E., who,
though wounded, checked a bayonet rush of the enemy. The
casualties in both places amounted to one officer and twelve men
killed and four officers and eighty-seven men wounded. The artillery
and trench mortars gave valuable assistance throughout. The
following message from General Birdwood, Commanding the
Dardanelles Army, was received on the morning of the 20th
December: “Well done, 42nd Division!”
On the 22nd December Lieutenant Alfred Victor The second V.C.
Smith, 5th Battalion East Lancashire Regiment,
dropped a bomb when in the act of throwing it. It fell to the bottom of
the trench in which were a number of men. He shouted a warning,
and he himself got into safety, but, seeing that the others could not,
he returned and threw himself on the bomb just as it exploded. He
was killed instantly, but his comrades were saved. It is not too much
to say that the account of this act of heroic devotion sent a thrill
through the Empire, and there was general satisfaction with the
decision to confer the V.C. after death. The 126th Brigade was justly
proud of the fact that both V.C.’s so far gained by the division had
been won by officers of its battalions.
Christmas festivities were held on different dates by the various
units according to their positions in the line or in reserve. Taking into
consideration the adverse conditions that prevailed, an excellent bill
of fare was provided—roast beef, plum-pudding with rum sauce, a
pint of beer for each man, and various delicacies from canteen
stores. Christmas day was bright and frosty, and the Divisional Band
turned Gully Ravine into a pleasure resort by playing Christmas
carols at appointed spots in the ravine. One battalion thought that
greater delicacy might have been shown in the choice of carols.
They had been relieved from the front line on Christmas Eve, and
had just settled down in “rest” bivouacs near Gully Beach to a much-
needed sleep, when, in the early hours of Christmas morning, they
were ordered to turn out and move to a distant bivouac far up the
ravine. As they put on their equipment in a most unchristian frame of
mind, the band started to serenade Divisional Headquarters with
“Christians Awake!” and as the men prepared to move off the tune
changed to a less familiar air. “What are they playing now?” asked
an officer. “‘God rest you, merry gentlemen,’” came the reply in a
voice choked with emotion. With twilight a silence fell. No gun fired,
no rifle cracked, until the moon showed over the shoulder of Achi
Baba, when missiles of destruction of every kind, from the cricket-
ball bomb to the giant shells from monitors out at sea, pitched into
the enemy lines.
Hostile aircraft, both bombing and observation planes, had greatly
increased in number since the evacuation of Suvla and Anzac, the
Turks being naturally anxious to learn what was happening at Helles.
A note attached to an old bomb was thrown from the enemy
trenches into the trenches occupied by the Sussex Yeomanry. It
contained this message: “Good-bye, Sussex Yeomanry. Sorry you
can’t stay, but we’ll meet again on the Canal.”
The Turk was not looked upon with the blend of amusement (at his
egregiousness) and detestation (of his manners and brutality) with
which the Boche was regarded by all who came in contact with him.
Rather was he respected as a brave foeman and esteemed as a
sportsman. Among other things to his credit, he had treated
wounded prisoners well and had respected the Red Cross flag. The
flag of the Advanced Dressing Station at “Y” Beach was in full view
of the Turks for three months, but there was no shelling and no
casualty from shells. When the Field Ambulance of the South
Eastern Mounted Brigade took over in December, the Union Jack
was hoisted in addition to the Red Cross flag. The change was made
at midnight, and promptly at dawn the Turks opened fire. The first
two shells were short; then came three “overs,” and the sixth—and
last—brought down the flag-pole. The Medical Officer who records
the above also testifies that during a long and heavy bombardment
of “Y” Ravine hostile shells were dropping all along the tracks in the
vicinity of the Advanced Dressing Station, the shooting being “dead
accurate,” but not one shell came within sixty yards of the Red Cross
flag that flew over the Dressing Station.
Rumour had had little rest since August, 1914, The Evacuation
yet she remained very vigorous and active. She
had been particularly busy in Helles since the evacuation of the
northern landings. To obtain ready credence, the rumour-monger
must support his theory with convincing circumstantial evidence, as,
for example, that he had been told by a friend, whose platoon-
sergeant’s brother was a batman at Divisional Headquarters, that
there had been a terrible increase in the slaughter of the staff
chickens. The 8th Army Corps Special Order of the Day, issued on
December 20, reassured those who regarded evacuation as an
admission of defeat, and, it must be confessed, disappointed those
who felt that the object of the landings on Gallipoli had already been
defeated and that they could therefore serve a more useful purpose
elsewhere. The Order indicated that there was no intention to
abandon Helles. Confirmation of a resolve to retain a hold on the
peninsula appeared in the shape of the arrival off Helles of
transports carrying fresh troops, the 13th and the veteran 29th
Divisions; and now Rumour whispered of still another attempt to
march across Achi Baba. But on December 27 and 28 innumerable
fatigue parties were detailed to collect all stores and baggage at
dumps for transport to the beaches, as the 42nd Division was to be
relieved at once by the 13th Division under Major-General Stanley
Maude. With much labour the baggage was taken to “V” Beach, only
to be ordered to “W” Beach.
At 5 p.m. on the 29th the remnants that were left of the once proud
battalions of East Lancashire Territorials moved off on their last
march in Gallipoli—a sorry procession. The distance to “V” Beach
from which most of the men embarked was about five miles, much of
it through deep mud, and it was sheer grit that pulled them through,
for their frames were wasted and enfeebled through sickness,
exposure and unceasing strain; their feet, sodden through weeks of
standing in muddy and water-logged trenches, were tender and
painful; they were, it is true, quitting the scene of much misery and
suffering, but they were not leaving as victors. Though they had
done and endured all that was possible their object remained
unachieved, and they were depressed by the sense of failure. Not
unreasonably they felt that the Territorials had been neglected by the
authorities at home—that had drafts been supplied in full measure
from their second line they might have won through. At the date of

Download MGMT 11th Edition Williams Test Bank all chapters

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Download MGMT 11th Edition Williams Test Bank all chapters

Uploaded by

Copyright:

Available Formats

MGMT 11th Edition Williams Test Bank

Go to download the full and correct content document:

MGMT 10th Edition Williams Test Bank

MGMT 9th Edition Williams Test Bank

MGMT 8th Edition Williams Test Bank

MGMT Canadian 3rd Edition Williams Test Bank

MGMT Asia Pacific 3rd Edition Williams Test Bank

MGMT 7 7th Edition Chuck Williams Test Bank

MGMT Canadian 3rd Edition Williams Solutions Manual

MGMT Asia Pacific 3rd Edition Williams Solutions Manual

Chapter 07: Innovation and Change

2. Nearly all technology cycles follow a typical S-curve pattern of innovation.

Copyright Cengage Learning. Powered by Cognero. Page 1

Chapter 07: Innovation and Change

Copyright Cengage Learning. Powered by Cognero. Page 2

Chapter 07: Innovation and Change

19. Which of the following best defines an incremental change?

Chapter 07: Innovation and Change

23. Which of the following statements is true of resistance to change?

Chapter 07: Innovation and Change

Chapter 07: Innovation and Change

31. Which of the following best defines technological discontinuity?

Chapter 07: Innovation and Change

37. Technological substitution occurs when:

Chapter 07: Innovation and Change

42. Which of the following statements is true of technological lockout?

44. During design competition, _____.

Chapter 07: Innovation and Change

Copyright Cengage Learning. Powered by Cognero. Page 9

Chapter 07: Innovation and Change

Chapter 07: Innovation and Change

Chapter 07: Innovation and Change

d. A compression approach to innovation

Chapter 07: Innovation and Change

c. The experiential approach to innovation

Copyright Cengage Learning. Powered by Cognero. Page 13

Chapter 07: Innovation and Change

Copyright Cengage Learning. Powered by Cognero. Page 14

Chapter 07: Innovation and Change

78. Which of the following best defines results-driven change?

Copyright Cengage Learning. Powered by Cognero. Page 15

Chapter 07: Innovation and Change

Chapter 07: Innovation and Change

Chapter 07: Innovation and Change

c. the experiential approach to innovation

94. Organizational encouragement of creativity occurs when:

Chapter 07: Innovation and Change

100. The compression approach to innovation management is used in:

Copyright Cengage Learning. Powered by Cognero. Page 19

GULLY BEACH. INDIAN A.T. CARTS.

GULLY RAVINE. THE “ROAD” OR RIVER BED.

IN THE FRONT LINE. LOOKING DOWN FUSILIER BLUFF TO

IN THE TRENCHES. MAKING TEA.

GULLY RAVINE. STRETCHER BEARERS.

Similar operations at Fusilier Bluff were not, however, successful.

You might also like