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NURS 301 Applied Pathophysiology EXAM 3 SPRING 2025 BRIGHAM
YOUNG UNIVERSITY VERIFIED EXAM
Organizational Change The adoption of a new idea or behavior by an organization. Disruptive innovation Innovations in products, services, or processes that radically change competition in an industry, such as the advent of streaming video or e-books. Reverse innovation Creating innovative, low-cost products for emerging markets and then quickly and inexpensively repackaging them for sale in developed countries. Ambidextrous Approach Incorporating structures and processes that are appropriate for both the creative impulse and the systematic implementation of innovations. Product Change A change in an organization's products or services, such as the Nike Flyknit Racer running shoe or Robinhood's app-based stock brokerage. Technology Change A change in production processes—how an organization does its work. Creativity The generation of novel ideas that may meet perceived needs or respond to opportunities for the organization.
Bottom-Up Approach Involves encouraging the flow of ideas from lower levels and making sure that they get heard and acted upon by top executives. Idea incubator An organizational program that provides a safe harbor where employees can generate and develop ideas without interference from company bureaucracy or politics. Horizontal Linkage Model Means that several departments, such as marketing, research, and manufacturing, work closely together to develop new products. Open innovation A process where people search for and commercialize innovative ideas beyond the boundaries of the organization. Crowdsourcing An approach in which many people (sometimes hundreds of thousands of people) contribute to the innovation process via the Internet. Innovation by Acquisition A strategy to obtain innovation by buying other companies, recognizing that the cutting edge of innovation often happens with young, small, entrepreneurial companies rather than inside the walls of established firms. Idea Champion A person who sees the need for change and is passionately committed to making it happen. New-Venture Team
large group intervention An organization development (OD) approach that brings together people from different parts of the organization (and often including outside stakeholders) to discuss problems or opportunities and plan for change. Unfreezing The stage of organization development (OD) in which people are made aware of problems and the need for change. Change Agent An organization development (OD) specialist who contracts with an organization to help managers facilitate change. Changing The "intervention" stage of organization development (OD), when change agents teach people new behaviors and skills and guide them in using them in the workplace Refreezing The stage of organization development (OD) where people have incorporated new values, attitudes, and behaviors into their everyday work and the changes become institutionalized in the culture. Need for change A disparity between actual and desired performance. Force-field analysis A technique for determining which forces drive a proposed change and which forces restrain it. Human Resource Management
The design and application of formal systems to ensure the effective and efficient use of human talent to accomplish organizational goals. Human Capital The economic value of the combined knowledge, experience, skills, and capabilities of employees. Discrimination (1) Making hiring and promotion decisions based on criteria that are not job-relevant. (2) When someone acts out their negative attitudes toward people who are the targets of their prejudice. Affirmative Action Requires that employers take positive steps to guarantee equal employment opportunities for people within protected groups. Blind Hiring Focuses managers on an applicant's job skills and performance rather than educational credentials, appearance, or prior experience. Employer Brand Similar to a product brand, except that rather than promoting a specific product, its aim is to make an organization seem like a highly desirable place to work Acqui-hiring When established companies such as Facebook, Google, Yahoo, LinkedIn, and Salesforce.com buy early-stage start-ups, often shutting them down, simply to acquire their engineering talent. Matching Model A human resources (HR) approach in which the organization and the individual attempt to match each other's needs, interests, and values.
The process of assessing the skills, abilities, and other attributes of applicants in an attempt to determine the fit between the job and each applicant's characteristics. Application Form A selection device that collects information about the applicant's education, previous work experience, and other background characteristics. Structured Interviews An interview that uses a set of standardized questions that are asked of every applicant so comparisons can be made easily. Non directive Interview A conversation where the interviewer asks broad, open-ended questions and permits the applicant to talk freely with minimal interruption, in an attempt to bring to light information, attitudes, and behavioral characteristics that might be concealed when answering structured questions. Panel Interviews An interview in which the candidate meets with several interviewers who take turns asking questions. Employment Tests A test given to employees to evaluate their abilities; can include cognitive ability tests, physical ability tests, personality inventories, and other assessments. On-the-job training A process in which an experienced employee is asked to teach a new employee how to perform job duties. Social learning Using social media tools to network and learn informally.
Corporate university An in-house training and development facility that offers broad-based learning opportunities for employees. Performance Appraisal The process of observing and evaluating an employee's performance, recording the assessment, and providing feedback 360 degree feedback Uses multiple raters, including self-rating, to appraise employee performance and guide development. Stereotyping A performance evaluation error that occurs when a manager places an employee into a class or category based on one or a few traits or characteristics. Halo effect Occurs when a manager gives an employee the same rating on all dimensions of the job, even though performance may be good on some dimensions and poor on others. Behaviorally Anchored Rating Scale A performance evaluation technique that relates an employee's performance to specific job- related incidents. Compensation All monetary payments and all nonmonetary goods or benefits used to reward employees. Job Evaluation
Job satisfaction A positive attitude toward one's job. Organizational Commitment Loyalty to and engagement with one's work organization. Perception The cognitive process that people use to make sense out of the environment by selecting, organizing, and interpreting information. Perceptual Distortions An error in perceptual judgment that results from inaccuracies in any part of the perception process. Halo Effect Occurs when a manager gives an employee the same rating on all dimensions of the job, even though performance may be good on some dimensions and poor on others. Attributions A judgment about what caused a person's behavior—characteristics of either the person or the situation. Fundamental attribution error A tendency to underestimate the influence of external factors on another person's accomplishments and to overestimate the influence of internal factors. self-serving bias The tendency to overestimate the contribution of internal factors to one's successes and the contribution of external factors to one's failures.
personality The set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment. Big five personality factors Dimensions that describe an individual's extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience. Locus of control Defines whether an individual places the primary responsibility for his successes and failures within himself or on outside forces. Authoritarianism The belief that power and status differences should exist within an organization. Machiavellianism A tendency to direct one's behavior toward the acquisition of power and the manipulation of other people for personal gain; based on the ideas of Niccolò Machiavelli, a sixteenth-century Italian political philosopher. Myers-Briggs Type Indicator (MBTI™) An assessment that measures a person's preferences for introversion versus extroversion, sensation versus intuition, thinking versus feeling, and judging versus perceiving. Emotion A mental state that arises spontaneously rather than through conscious effort and is often accompanied by physiological changes. Emotional Contagion The tendency of people to absorb and express the emotions, moods, and attitudes of those around them
Refers to the framework of systems, rules, and practices by which an organization ensures accountability, fairness, and transparency in its relationships with stakeholders. Humility Being unpretentious and modest rather than arrogant and prideful. Servant Leader A leader who serves others by working to fulfill followers' needs and goals, as well as to achieve the organization's larger mission. Authentic Leadership Leadership by individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity. Interactive Leadership A leadership style characterized by values such as inclusion, collaboration, relationship building, and caring. Traits Distinguishing personal characteristics, such as intelligence, self-confidence, energy, and independence. Strengths Natural talents and abilities that have been supported and reinforced with learned knowledge and skills. Consideration Describes the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust.
Initiation Structure Describes the extent to which a leader is task oriented and directs subordinates' work activities toward goal accomplishment. Leadership Grid A two-dimensional leadership model that measures the leader's concern for people and concern for production to categorize the leader in one of five different leadership styles. Contingency Approaches A model of leadership that describes the relationship between leadership styles and specific situations. Situational Models A leadership model that links the leader's behavioral style with the readiness level of followers. Substitute for Leadership A situational variable that makes a leadership style redundant or unnecessary. Neutralizer A situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors. Charismatic Leader A leader who has the ability to inspire and motivate people to transcend their expected performance, even to the point of personal sacrifice. Vision An attractive, ideal future that is credible yet not readily attainable.
A critical, independent thinker who actively participates in the organization. power The potential ability to influence the behavior of others. Influence The effect a person's actions have on the attitudes, values, beliefs, or behavior of others. Legitimate Power Power that stems from a manager's formal position in an organization and the authority granted by that position. Reward power Power that results from the authority to bestow rewards. coercive power Power that stems from the authority to punish or recommend punishment. expert power Power that results from a leader's special knowledge or skill in the tasks performed by subordinates. referent power Power that results from characteristics that command subordinates' identification with, respect and admiration for, and desire to emulate the leader. In the article "Blitzscaling", which of the following ideas is NOT discussed? As a company advances through levels of scaling, how product development is run changes significantly, while other company functions (financing, hiring and onboard the employees, marketing, etc.) tend not to change at all
According to Reid Hoffman (interviewed in the article of "Blitzscaling") what keeps blitzscalling companies like PayPal, Google and eBay "together" and functioning? A sense of excitement about whats being created at the company and the vision of a great future Disruptive innovations originate in low-end or new-market footholds. Disruptive innovations don't catch on with mainstream customers until quality catches up to their standards. Uber was launched in San Fransisco (a well served taxi market), and Uber's customers are generally people already in the habit of hiring rides, Uber's service has rarely been described as inferior to existing taxis; in fact, many would say it is better. Despite the fact that Uber has build a business model that is very different from traditional taxi business: Uber is an example of disruptive innovation Disruptive Innovation describes a process whereby:
- A smaller company with fewer resources is able to successfully challenge established incumbent business.
- As incumbents focus on improving their offering for their most demanding and most profitable customers they exceed the needs of those segments and ignore the needs of others
- Disruptive entrants target these overlooked segments gaining a foothold by delivering more- suitable functionality - frequently at a lower price
- Incumbents tend not to respond vigorously chasing higher profitability in more-demanding segments
- Entrants then move upmarket delivering, performance that incumbents' mainstream customers require-while preserving the advantages that drove that early success.
- Disruption has occurred when mainstream customers start adopting the entrants' offerings in volume. What is the biggest obstacle to organizational change? Fear of personal loss Which is most likely NOT a reason for organizational change? A good employee demands higher wages
Open innovation generates creative, innovative ideas in-house and then develops, manufactures, markets, and distributes them False Which is a good example of open innovation Kraft Foods Global Inc. seeking out an innovative food packing system that would maintain freshness and reduce product contamination Organizational Development does not address which problem? Prejudice/bias issues Which is incorrect regarding Organizational Development (OD)? Provides financial resources for new ideas Which OD stage makes people aware of problems and the need for change? Unfreezing Team building is an OD approach that brings people from different parts of the organization (and often including outside stakeholders) to discuss problems or opportunities and plan for change False Restringing forces do not include: Problems that motivate change Which approach should a manager take if the group has power over implementation and the group will lose out in the change? Negotiation
Organizational change and innovation are only prompted by external forces such as customer demands and market competition False We have an expert-written solution to this problem! One of the reasons staff resist organizational change is because with change sometimes comes a new set of goals and assessments. A reason why a television producer might resist organizational change within the company she works for, specifically as it relates to different assessments and goals, is because: Her director wants to pilot a new show that she thinks will fall We have an expert-written solution to this problem! The __________ approach means incorporating structures and processes that are appropriate for both the creative impulse and the systematic implementation of innovations. Ambidextrous Several cable companies, including Time Warner, are under tremendous pressure to identify new strategies that will help them stay relevant and competitive in the market. Cable companies not only have to compete with each other, but also the Internet, because customers are able to watch their favorite shows online through companies like Hulu and Netflix. The process by which online streaming expands to the point where it annihilates the cable industry is an example of: Disruptive Innovation All of the following are characteristics of creative organizations except: Centralization In order to ensure the company's success, the CEO of Hangout, a new social media interface that connects individuals and facilitates web-based "hangouts'' between individuals, has had to be highly creative in order to compete with dating sites. One of the managers has just come up with the idea of hosting real-time activities in various locations, such as speed dating, or bowling night to further enhance the company's mission. She is also able to rally enough
