From the __________ perspective, worker resistance is not to blame for the difficulty of change; rather, the structures and systems that management has created are at fault.
A. system management
B. population ecology
D. agile organization
Organizational changes resulting from operational assessment activities are referred to as __________ changes.
__________ are often seen as feeding territorial competition, stifling information flow, and feeling threatened by continuous improvement efforts.
A. Senior managers
B. Production workers
C. Middle managers
D. Third party vendors
__________ is defined as a sustained collective inquiry into the processes, assumptions, and certainties that compose everyday experience.
B. Focus group analysis
C. Structured research
D. Cluster analysis
__________ is the stage at which an existing quality initiative is refocused and given new resources.
Managers detecting a problem in implementing a specific strategic initiative and then taking action to correct the deviation is an example of:
A. single-loop learning.
B. a cybernetic model.
C. double-loop learning.
D. organized anarchy model.
In the Baldrige Roadmap to Performance Excellence, the __________ stage features ‘project mentality, characterized by various tactical improvement activities.’
A. False Starts
__________ refer to the accumulated intellectual resources that an organization possesses, including information, ideas, learning, understanding, memory, insights, cognitive and technical skills, and capabilities.
A. Intellectual property
C. Knowledge assets
D. System intelligence
Which of the following is NOT one of the leading factors for TQ-oriented change?
A. Customer satisfaction
C. Work-life balance
D. Job satisfaction
__________ knowledge includes information stored in documents or other forms of media.
__________ knowledge is information that is formed around intangible factors resulting from an individual’s experience, and is personal and content-specific.
A learning organization’s ability to identify and transfer best practices within the organization is called __________ benchmarking.
__________ change theory posits that organizations change through an iterative process of goal setting, implementation, evaluation, and revision.
__________ encompasses the organization’s ability to perceive deviations from perceived performance and “fix” them.
A. Latent class analysis
B. Deutero learning
C. Single-loop learning
D. Double-loop learning
In __________, the organization must review the underlying assumptions that created the problem to be “fixed” in the first place, and adapt a better set of assumptions to support future performance.
A. the deutoro learning model
B. single-loop learning
C. the cybernetic model
D. double-loop learning
In the context of organizational learning, __________ are policies, practices, or actions that prevent people involved in a group activity from being embarrassed or threatened, and, at the same time, prevent people from learning how to reduce the causes of embarrassment or threat.
A. comfort zones
B. defensive routines
C. embedded rituals
D. culture traps
Research on organizational learning in the context of leadership styles conclude that during times of stability organizational learning processes thrive under __________ leadership, while during times of change they benefit more from transformational leadership.
The source of most change considered in organizational theory is/are:
A. top management.
B. environmental changes.
C. quality metrics.
The study on organizational change conducted by Goch and French found that the change was more successful in the group:
A. that was assisted by third-party vendors.
B. in which the change was imposed by the management.
C. in which representatives devised the change.
D. that the workers themselves devised the change.
At the __________ stage of the Baldrige journey, organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance.
B. Status Quo