Chapter 11 16 Supervision
Chapter 15:
Chapter 15- Comprehension, Review and Discussion questions:
1. Give several examples of environmental forces that might affect supervisors and require changes in a department.
2. Describe the traditional model of the change process. How does it differ from the contemporary view of change?
3. What signals or cues might tell you that an employee is resistant to a change you’re planning to implement?
4. How does an employee’s perception relate to his or her resistance to change?
5. How can building trust lessen change resistance?
6. Why should supervisors be concerned with an employee’s work-related attitudes?
7. What happens if an attitude change is not refrozen?
8. How do creativity and innovation differ? Give an example of each.
9. How does an innovative culture make an organization more effective? Do you think such an innovative culture could make an organization less effective? Why or why not?
10. Do you think changes can occur in an organization without a champion to foster new and innovative ways of doing things? Explain.
Chapter 15- Responding to the case A:
1. What are some of the reasons people at Crystal may resist this change?
2. What actions might you suggest for helping the Crystal Company deal with the changes in a positive manner?
3. How might this new product development be turned into a case of innovation?
Chapter 15- Responding to the case B:
1. Why do you believe most of Kathy Wilson’s employees were resistant to the move? Describe the factors leading to this resistance.
2. Assume that you are Kathy Wilson and it is spring 2003. You don’t want to lose any of the skilled and talented people you have on your staff. What specific steps will you take to ensure that your employees remain at Introl Systems?
3. Do you believe that company officials could have avoided some of the resistance to change---especially for those employees who lived in New York City? Explain.
Chapter 16:
Chapter 16- Comprehension, Review and discussion questions:
Chapter 15- Comprehension, Review and Discussion questions:
1. Give several examples of environmental forces that might affect supervisors and require changes in a department.
2. Describe the traditional model of the change process. How does it differ from the contemporary view of change?
3. What signals or cues might tell you that an employee is resistant to a change you’re planning to implement?
4. How does an employee’s perception relate to his or her resistance to change?
5. How can building trust lessen change resistance?
6. Why should supervisors be concerned with an employee’s work-related attitudes?
7. What happens if an attitude change is not refrozen?
8. How do creativity and innovation differ? Give an example of each.
9. How does an innovative culture make an organization more effective? Do you think such an innovative culture could make an organization less effective? Why or why not?
10. Do you think changes can occur in an organization without a champion to foster new and innovative ways of doing things? Explain.
Chapter 15- Responding to the case A:
1. What are some of the reasons people at Crystal may resist this change?
2. What actions might you suggest for helping the Crystal Company deal with the changes in a positive manner?
3. How might this new product development be turned into a case of innovation?
Chapter 15- Responding to the case B:
1. Why do you believe most of Kathy Wilson’s employees were resistant to the move? Describe the factors leading to this resistance.
2. Assume that you are Kathy Wilson and it is spring 2003. You don’t want to lose any of the skilled and talented people you have on your staff. What specific steps will you take to ensure that your employees remain at Introl Systems?
3. Do you believe that company officials could have avoided some of the resistance to change---especially for those employees who lived in New York City? Explain.
Chapter 16:
Chapter 16- Comprehension, Review and discussion questions: