BA 3305_Quiz2 - ViewAttempt1of1 Title BA33052010FallQ2...

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View Attempt 1 of 1  Title: BA 3305 2010 Fall Q2 Started: October 21, 2010 1:18 PM Submitted: October 21, 2010 1:56 PM Time spent: 00:37:35  Comments: Total score: 17/20 = 85%   Total score adjusted by 0.0  Maximum possible score: 20  1.   ____ is the knowledge, tools, and techniques used to transform inputs into outputs.    Student Response Value Correct Answer Feedback A. Resource  manipulation      B. Procedural innovation      C.  A transformation  system      D.  Technology 100%       E. Creativity      Score: 1/1  Comments:   2.   Which of the following is an organizational impediment to creativity in a work environment? 
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  Score: 1/1  Comments:   3.   It is appropriate to use a(n) ____ approach to manage innovation in more certain environments during periods  of incremental change, in which the goals are lower costs and incremental improvements in the performance  and function of the existing technological design.    Score: 1/1  Comments:   4.  
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Which of the following statements about resistance to change is true?    Score: 1/1  Comments:   5.   When resistance to change is based on insufficient, incorrect, or misleading information, managers should use  ____ as an approach to manage resistance.    Score: 1/1  Comments:   6.
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  Which of the following methods for managing resistance to change should only be used as a last resort or  under crisis conditions?    Score: 1/1  Comments:   7.   A(n) ____ is the individual who is formally in charge of guiding a change effort.    Score: 1/1  Comments:   8.
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  Levi Strauss Emily Morgan is a 30-year veteran at Levi Strauss & Company. She joined the company as a secretary in the  advertising department and slowly began rising through the ranks. The more she saw how the company  worked, the more dissatisfied she became. According to Morgan, the company was “dysfunctional” and  “internally competitive, one division against another.” This is why in 1982 when talk of reinventing the company  spread through headquarters and senior management began looking for volunteers, Morgan became a part of  the change initiative. She led the team that designed the Develop Sources process, a system for working with  suppliers. In 1995, Morgan became vice president for fulfillment, Asia. Her job was to convince Levi’s Asia  suppliers to adopt more efficient production and distribution techniques. The Asian suppliers were afraid of  change. Once Morgan and her staff showed suppliers how use of the Develop Sources program would benefit  them, Morgan’s job to transform Levi’s Asian operations became easier.
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