MGMT 301 Chapter 7

Bluewood, a paper manufacturing company, has redecorated the interiors of its headquarters using waste materials from tree bark that are rejected after extracting wood pulp. This scenario best illustrates _____.

• organizational innovation

• corporate entropy

• reverse engineering

• agile development

Musccanic Inc., a company that manufactures microprocessors, updates the technology used in its microprocessors once every four years. A study conducted by the company’s R&D team 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 _____.

• a compression approach to innovation

• resistance to change

• technological lockout

• the S-curve pattern of innovation

During design competition, _____.

• the patterns of innovation over time create sustainable competitive advantage

• an older technology usually improves significantly in response to the competitive threat from the new technologies

• a scientific advance of existing technologies creates a significant breakthrough in performance or function

• a new dominant design prevents a company from competitively selling its products or makes it difficult to do so

Which of the following statements is true?

• 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.

• More companies are likely to go out of business in a time of incremental change and stagnant standards than in an economic recession or slowdown.

• More companies are likely to go out of business in a time of discontinuous change and changing standards than in an economic recession or slowdown.

• More companies are likely to go out of business during an economic recession or slowdown than in a time of incremental change and stagnant standards.

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?

• Generational change

• 
  A creative work environment

• Technological lockout

• A compression approach to innovation

The compression approach to innovation management is used in _____.

• highly uncertain environments

• periods of incremental change

• periods of discontinuous change

• fast-growing environments

Apple has a group of 500+ people working to develop the code to control the steering, breaking, safety, and navigation system for self-driving cars. The large project team is composed of software engineers, regulatory specialists, and coding specialists. This team is an example of _____.

• work group encouragement

• the experimental approach to innovation

• a multifunctional team

• a milestone

Which of the following is a psychological state of effortlessness, in which you become completely absorbed in what you are doing and time seems to pass quickly?

• The id

• The superego

• Flow

• Refreezing

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. This scenario best illustrates _____.

• generational change

• a technological discontinuity

• a design iteration

• organizational decline

Which of the following is a difference between the inaction stage and the faulty action stage of organizational decline?

• In the inaction stage, managers lack awareness about changes or are unable to understand their significance, whereas in the blinded stage, managers find it difficult to change the practices and policies that previously led to success.

• In the inaction stage, the company is dissolved through bankruptcy proceedings, whereas in the faulty action stage, management recognizes the need to change but still takes no steps.

• In the inaction stage, managers wait to see if organizational performance problems correct themselves, whereas in the faulty action stage, management announces belt-tightening plans designed to cut costs, increase efficiency, and restore profits.

• In the inaction stage, managers assume that if they just run a tighter ship, company performance will return to previous levels, whereas in the faulty action stage, companies typically lack the resources to fully change how they run their businesses.