Chapter 9: Communicating about Change   1:  An Arrow manager would most likely take what approach to change? a. top-down b. bottom-up c. integrative d. entrepreneurial   2:  A possible result of the ___ orientation to change is that the innovative spirit of employees may be stifled. a. top-down b. bottom-up c. integrative d. entrepreneurial   3:  The usual impact of change on productivity is that when a change is introduced, productivity _____. a. rises at first, then drops off b. drops at first, then rises c. increases d. drops off without any recovery   4:  Your author proposes that managers spend the majority of their resources dealing with tactical issues such as selecting the appropriate channel and determining the optimum timing of the message. a. true b. false   5: In the audience analysis phase, it is important to answer: a. What are the likely resistance points of the groups? b. How will each group be impacted by the change? c. What key groups will be impacted by the change? d. All of the above   6:  What does your author suggest for the strategic design phase? a. Develop a unifying theme that motivates employees b. Determine who the key opinion leaders are c. Determine the communication preferences of each group d. Develop safety valves   7:  “Rich” channels are usually better for communicating nonroutine communication because they allow for rapid feedback and quick adaptation to employee concerns. a. true b. false   8: Under-communication is the likely result when a person instituting a change perceives it as non-routine and communicates it to a receiver, who perceives it as routine. a. true b. false   9: The author’s research on how to effectively communicate decisions suggests that effective “decision downloaders” craft messages that address how the decision impacts the organization as well as how the decision impacts employees. a. true b. false   10:  In communicating the message, the “positives” of the change should be stressed while the “negatives” should be avoided. a. true b. false