MGMT 310 EXAM 2 QUESTIONS AND
ANSWERS GRADED A+ 2025/2026
External forces - ANS Factors such as technology, competition, laws/regulations, market
trends, globalization, and social pressures that drive organizations to change.
Internal forces - ANS Factors such as employee attitudes, performance issues, new
leadership, strategy changes, and cultural shifts that drive organizations to change.
Reactive change - ANS Change that occurs in response to problems after they arise.
Proactive change - ANS Change that anticipates problems and makes strategic changes
before issues occur.
Resistance to Change - ANS The reluctance of individuals to adapt to change due to factors
like fear of the unknown, loss of control or job security, bad timing, habit, and lack of trust in
management.
Ways to reduce resistance - ANS Strategies such as communication, participation,
negotiation, support, and top-management commitment to facilitate change.
Lewin's Change Model - ANS A three-step model consisting of Unfreezing (creating
motivation for change), Changing (implementing new behaviors), and Refreezing (reinforcing
and stabilizing the new change).
1 @COPYRIGHT 2025/2026 ALLRIGHTS RESERVED.
, Cognitive Dissonance - ANS Psychological discomfort caused by holding conflicting attitudes
or behaviors, which employees reduce by changing beliefs or minimizing importance.
Emotional Intelligence (EI) - ANS The ability to understand and manage one's own emotions
and the emotions of others, consisting of self-awareness, self-management, social awareness,
and relationship management.
Emotional stability - ANS The ability to remain calm, secure, and not easily upset, which is
part of the Big Five personality traits.
Five Distortions in Perception - ANS Cognitive biases that affect how we perceive information,
including stereotyping, halo effect, recency effect, selective perception, and causal attributions.
Locus of Control - ANS The degree to which individuals believe they have control over the
outcomes of events in their lives, categorized as internal (belief in personal control) or external
(belief in outside forces controlling results).
Diversity Issues - ANS Factors such as age, gender, race, religion, disability, LGBTQ+, and
personality differences that can enhance creativity and decision-making but may also lead to
communication conflicts.
Pygmalion Effect - ANS The phenomenon where higher expectations lead to higher
performance, while low expectations result in low performance.
Maslow's Hierarchy of Needs - ANS A motivational theory comprising five levels of needs:
physiological, safety, love/belonging, esteem, and self-actualization, where individuals seek
higher levels once lower needs are met.
McClelland's Acquired Needs Theory - ANS A theory identifying three primary learned needs:
Need for Achievement (desire to excel), Need for Power (control/leadership), and Need for
Affiliation (relationships & approval).
2 @COPYRIGHT 2025/2026 ALLRIGHTS RESERVED.
ANSWERS GRADED A+ 2025/2026
External forces - ANS Factors such as technology, competition, laws/regulations, market
trends, globalization, and social pressures that drive organizations to change.
Internal forces - ANS Factors such as employee attitudes, performance issues, new
leadership, strategy changes, and cultural shifts that drive organizations to change.
Reactive change - ANS Change that occurs in response to problems after they arise.
Proactive change - ANS Change that anticipates problems and makes strategic changes
before issues occur.
Resistance to Change - ANS The reluctance of individuals to adapt to change due to factors
like fear of the unknown, loss of control or job security, bad timing, habit, and lack of trust in
management.
Ways to reduce resistance - ANS Strategies such as communication, participation,
negotiation, support, and top-management commitment to facilitate change.
Lewin's Change Model - ANS A three-step model consisting of Unfreezing (creating
motivation for change), Changing (implementing new behaviors), and Refreezing (reinforcing
and stabilizing the new change).
1 @COPYRIGHT 2025/2026 ALLRIGHTS RESERVED.
, Cognitive Dissonance - ANS Psychological discomfort caused by holding conflicting attitudes
or behaviors, which employees reduce by changing beliefs or minimizing importance.
Emotional Intelligence (EI) - ANS The ability to understand and manage one's own emotions
and the emotions of others, consisting of self-awareness, self-management, social awareness,
and relationship management.
Emotional stability - ANS The ability to remain calm, secure, and not easily upset, which is
part of the Big Five personality traits.
Five Distortions in Perception - ANS Cognitive biases that affect how we perceive information,
including stereotyping, halo effect, recency effect, selective perception, and causal attributions.
Locus of Control - ANS The degree to which individuals believe they have control over the
outcomes of events in their lives, categorized as internal (belief in personal control) or external
(belief in outside forces controlling results).
Diversity Issues - ANS Factors such as age, gender, race, religion, disability, LGBTQ+, and
personality differences that can enhance creativity and decision-making but may also lead to
communication conflicts.
Pygmalion Effect - ANS The phenomenon where higher expectations lead to higher
performance, while low expectations result in low performance.
Maslow's Hierarchy of Needs - ANS A motivational theory comprising five levels of needs:
physiological, safety, love/belonging, esteem, and self-actualization, where individuals seek
higher levels once lower needs are met.
McClelland's Acquired Needs Theory - ANS A theory identifying three primary learned needs:
Need for Achievement (desire to excel), Need for Power (control/leadership), and Need for
Affiliation (relationships & approval).
2 @COPYRIGHT 2025/2026 ALLRIGHTS RESERVED.
