Blended Learning Topic 6 Managing Change

One example of external force that lead the organization to change is

• employee attitude

• organizational strategy

• the customer needs and want

• the new equipment

VUCA is VUCA is an acronym that stands for

• Versatile, Universal, Completely, Accurate

• Volatility, Uncertainty, Complexity , Ambiguity

• Variable,

  Unpredictable,

  Chronic,

  Abstract,

• Volatility, Unpredictable,

  Completely,

  Adaptable

When there is a change in technology in the business environment and pressure the organization to change , this is an __________ force of change.

• internal

• external

• middle

• insider

A manager can focus on FOUR main areas of change namely the strategy, structure, technology and

• people

• customer

• law & regulation

• decision making

Employee resist changes due to

• geographical location

• the weather

• habit

• company sales

Which of the following technique is best to be apply when the resistance from employee toward change is happen due to misinformation or misunderstanding?

• Facilitation and support

• Education and communication

• Coercion

• Negotiation

Stress symptoms are grouped under the categories of

• physical, economic, and legal

• physical, psychological, and behavioral

• physical, psychological, and cultural

• physical, political, and social

One example of source of stress is ______________ that happen when the supervisory style of the organization's managers create a culture characterized by tension, fear, and anxiety.

• role demand

• interpersonal demand

• organizational leadership

• role conflict

Another of source of stress is ______________that happen when the employee is expected to do more than time permits.

• role overload

• organizational leadership

• role ambiguity

• organization structure

Which one of the following is TRUE regarding reduction of employee stress?

• In order to reduce stress, managers should make sure that the employee's abilities match the job requirements.

• A realistic job preview during the selection process maximizes stress by reducing ambiguity over job expectations.

• Improved organizational communications maximizes ambiguity-induced stress.

• Job redesigns that increase opportunities for employees to participate in decisions and to gain social support increase stress.