Business Administration
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Course Introduction
Business Administration is a multidisciplinary field that covers the principles and practices necessary for managing and operating various types of organizations. This course introduces students to key concepts such as organizational structure, management functions, financial accounting, marketing, human resources, operations management, and strategic planning. Emphasizing both theoretical frameworks and practical applications, students will develop critical thinking, leadership, and problem-solving skills essential for effective decision-making in todays dynamic business environments. Upon completion, students will have a comprehensive understanding of how businesses function and the tools required to succeed in administrative and managerial roles.
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Organization Development The Process of Leading Organizational Change 4th Edition by Donald
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Chapter 1: What Is Organization Development
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Q1) At ABA, what was the purpose of external consultants coaching managers after employee survey results were collected?
A) to demonstrate commitment to the organization
B) it was part of the consultants' contract
C) managers did not understand the survey data
D) to guide self-exploration and personal development
Answer: D
Q2) Discuss why organizations need to experience change. Answer: to become effective, productive, and satisfying to members, organizations need to change. Change is required at the organizational level as customers demand more, technologies are development with a rapidly changing life cycle, and investors demand results. Organizations are required to develop new strategies, economic structures, technologies, organizational structures, and processes. Change is also required of people. There are cultural differences, changes in communication, and a changing diverse workforce. New skills are required, and the ability to adapt is a must.
Q3) OD is the same as management consulting.
A)True
B)False
Answer: False
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Chapter 2: History of Organization Development
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Q1) Which of the following strands of OD influenced programs such as Six Sigma?
A) Laboratory training and T-groups
B) Management practices
C) Quality and employee involvement
D) Organizational effectiveness and employee engagement
Answer: C
Q2) Senge indicated organizations needed to build capacity in several areas, one of which relates to the choice to engage in and commit to a personal vision, goals, and development:
A) systems thinking
B) personal mastery
C) building shared vision
D) mental models
Answer: B
Q3) Thoroughly detail the components within Herzberg's motivation-hygiene theory.
Answer: Various responses will be submitted. Key components should include hygiene factors, motivating factors, and how they relate to job satisfaction and/or job dissatisfaction.
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Chapter 3: Core Values and Ethics of Organization Development
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Q1) Which of the following current values in organization development centers around the concept of working within a function or level, for example?
A) Participation, involvement, and empowerment
B) The importance of groups and teams
C) Growth, development, and learning
D) Valuing the whole person
Answer: B
Q2) Which of the following current values in OD relates to the concept of creating healthy environments that promote collaboration rather than competition?
A) Participation, involvement, and empowerment
B) The importance of groups and teams
C) Valuing the whole person
D) Dialogue and collaboration
Answer: D
Q3) Values are simple and never seem complex.
A)True
B)False
Answer: False
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Chapter 4: Foundations of Organizational Change
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Q1) As OD has evolved, it is now focused on larger scale and strategic change.
A)True
B)False
Q2) It is important for OD practitioners to be conscious and intentional about the choices they make and to avoid adopting an intervention or model simply because it is fashionable.
A)True
B)False
Q3) Which systems theory model of organizational behavior and change discusses the concepts of unfreezing, moving, and refreezing?
A) Lewin's three-phase model
B) Nadler-Tushman congruence model
C) Burke-Litwin model
D) Weisbord Six-Box Model
Q4) Achieving change is a simple task.
A)True
B)False
Q5) How do the two models of organizational change, Systems Theory and Social Construction Approaches, differ?
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Chapter 5: The Organization Development Practitioner and the OD Process
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Q1) What are some ethical issues for internal and external consultants?
Q2) Having less political involvement, resulting in being more truthful with less consequence is an example of which of the following?
A) advantage of internal consulting
B) advantage of external consulting
C) disadvantage of internal consulting
D) disadvantage of external consulting
Q3) Which of the following is one of the best ways to become skilled in the area of OD consulting?
A) reading textbooks
B) studying past scenarios
C) shadowing a skilled mentor
D) starting right in with personal experience
Q4) In ______, formal events are not necessary for the practitioner to intervene ; rather, a practitioner can interevene into an ongoing team conversation.
A) diagnostic consulting approach
B) action research approach
C) structured dialogic approach
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Chapter 6: Entry and Contracting
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Q1) The entry stage should be seen as:
A) the first stage in a relationship and trust-building process.
B) the first opportunity to discuss contractual obligations.
C) the first chance for a client to officially meet the consultant.
D) the first stage in scheduling all future meetings.
Q2) OD consultants do not ever lead clients to believe that they have specific expertise or overstate their certifications or other specialized skills.
A)True
B)False
Q3) Recontracting can actually be viewed similarly to the original contracting session. A)True
B)False
Q4) Questions should not be asked by the consultant during the contracting meeting. A)True
B)False
Q5) Discuss the various purposes of contracting.
Q6) What type of instances constitute recontracting?
Q7) What are ethical issues in contracting? Discuss.
Q8) Discuss ethical issues that are present during the entry stage.
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Chapter 7: Data Gathering
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Q1) Potential for little preparation and the opportunity to be "in the moment" are advantages to which data gathering method?
A) interviews
B) focus groups
C) surveys/questionnaires
D) observations
Q2) Typically takes a short amount of time and allows a broad range of topics to be addressed are two advantages of which of the following data gathering methods?
A) interviews
B) focus groups
C) surveys/questionnaires
D) unobtrusive measures
Q3) Interventions designed to address presenting problems but that do not address underlying problems are likely to still produce long-term results.
A)True
B)False
Q4) Discuss data gathering methods, including pros and cons of each.
Q5) What are three reasons that data gathering should be taken seriously?
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Chapter 8: Diagnosis and Feedback
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Q1) Which benefit of resistance is described as prompting leaders to more clearly articulate the rationale for the change?
A) Resistance can clarify purpose.
B) Resistance can keep the change active in the organization's conversations.
C) Resistance can enhance the quality of the change and its implementation.
D) Resistance can reflect, and potentially build, involvement in and commitment to the organization.
Q2) Which of the following is NOT related to qualitative data analysis?
A) statistical review of surveys
B) transcription of interviews
C) observation of behaviors
D) reviewing of historical documents
Q3) Once data is sorted into categories, the following step occurs:
A) evaluation
B) intervention
C) interpretation
D) collection
Q4) How can practitioners avoid the problem of slipping from facts to inferences in the data interpretation phase?
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Chapter 9: An Introduction to Interventions
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Q1) OD interventions are primarily power-coercive approaches to change.
A)True
B)False
Q2) Which of the following is typically considered an organizationwide intervention?
A) transition meeting
B) career planning and development
C) merger/acquisition interventions
D) role negotiation and analysis
Q3) Based on the definition of an intervention, which of the following is NOT a key component?
A) the system is ongoing
B) standard approaches
C) a deliberate interruption
D) to help or to improve the effectiveness
Q4) There are standard approaches and ways of conducting interventions which allow them to be exactly alike from application to application.
A)True
B)False
Q5) Discuss the three important principles on which OD interventions are structured.
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Q6) Discuss at least five reasons why interventions fail.
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Chapter 10: Individual Interventions
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Q1) Review the contemporary review of a career and discuss the boundaryless concept.
Q2) ______ programs can help employees proactively choose to take action in anticipation of a transition in the future.
A) Mentoring
B) Coaching
C) 360-degree feedback
D) Career development
Q3) ______ are the familiar cognitive concepts and beliefs that govern how we approach our lives and work environments.
A) Values
B) Views
C) Schemas
D) Perceptions
Q4) Which positive outcome of 360-degree feedback systems is described as making explicit the unexplored or tacit assumptions?
A) An increased awareness of appraisers' expectations
B) Improvements in work behaviors and performance
C) Reduction of "undiscussables"
D) Increase in periodic informal 360-degree performance reviews
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Chapter 11: Team Interventions
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Q1) Well-designed tasks include ______, which ensures the team gets adequate and truthful information about its performance.
A) task identity
B) task significance
C) autonomy
D) feedback
Q2) What makes a team successful?
Q3) Which of the following team interventions is best for new teams versus existing teams?
A) Confrontation meetings
B) Role negotiation and role analysis
C) Workout
D) Work redesign
Q4) Which of the following is NOT an overarching objective to OD interventions addressing intergroup conflict?
A) demonstrate dissatisfaction among teams affected
B) encourage the development of a shared identity and purpose
C) improve cooperative processes
D) breaking down barriers between teams
Q5) Discuss the ways in which intergroup conflict can be reduced.
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Chapter 12: Whole Organization and Multiple Organization
Interventions: Part 1
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Q1) Real-time strategic change events are generally constructed over a ______ period.
A) 1-day
B) 3-day
C) 5-day
D) 7-day
Q2) Schein argues that data used to understand culture should come from groups, not individuals, since groups and teams create culture.
A)True
B)False
Q3) Few to no presentations, training, or speeches by top executives is related to which feature of future search conferences?
A) Attendance
B) Data gathering and interpretation
C) Exploring the wider context
D) Structure
Q4) Most structural designs will achieve all criteria related to the 9 tests.
A)True
B)False
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Chapter 13: Whole Organization and Multiple Organization
Interventions: Part 2
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Q1) Some view diagnostic and dialogic OD as more of a continuum rather than a choice of two practices.
A)True
B)False
Q2) Targeting ______ during M&A, collective socialization tactics have been shown to increase embeddedness and reduce turnover among newcomers.
A) individual integration
B) team integration
C) cross-team/department integration
D) organizationwide integration
Q3) Of the four acculturation scenarios introduced, which is when the acquired company gives up its cultural attributes but is unwilling to adopt those of the acquiring company, usually leading to a dissolution of the old organization?
A) Assimilation
B) Integration
C) Separation
D) Deculturation
Q4) Discuss the basic activities of TQM.
Q5) Differentiate the role of the practitioner in dialogic OD and diagnostic OD.
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Chapter 14: Sustaining Change, Evaluating, and Ending an Engagement
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Q1) Which recommended practice that can encourage regular maintenance and renewal of change occurs when a change agent visits the organization to review progress?
A) Goal-directed performance review
B) Periodic visits from outside consultants
C) Rewards
D) Periodic intergroup meetings
Q2) Which recommended practice that can encourage regular maintenance and renewal of change is when routine instances of a group of individuals coming together to share results, perspectives, and opinions about how the change is operating?
A) Periodic team meetings
B) Organization sensing meetings
C) Periodic intergroup meetings
D) Renewal conferences
Q3) Too much ______ is dangerous to adaptation.
A) routine
B) intervention
C) development
D) change
Q4) Discuss ethical issues in the ending phase.
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Chapter 15: Global Issues in Organization Development
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Q1) Organization development is less compatible with cultures high in ______ because of more centralized, more hierarchical, and control-oriented organizations.
A) power distance
B) uncertainty avoidance
C) indulgence
D) restraint
Q2) Which reason as to why the applicability of OD and practicing OD in a global environment relates to much research having an ethnocentric view, which is of little value to global organizations that require collaboration across cultures and boundaries?
A) Culture-bound theory and practice
B) Evaluation is difficult
C) Variation in meaning
D) Hidden assumptions about monolithic practices and values
Q3) Which country is known to have a more individualistic value?
A) South Korea
B) China
C) Iran
D) United States
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Chapter 16: The Future of Organization Development
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Q1) Most people have one career.
A)True
B)False
Q2) Many Millenials indicate they use their smartphones to stay connected to the world.
A)True
B)False
Q3) Redefining work can be seen in many ways; which of the following relates to individuals designing a career that meets their own needs?
A) Increased self-employment
B) Choosing flexible work/alternative work arrangements
C) Obsolete fixed job descriptions
D) Virtual/global work
Q4) Which theme related to Gen Xers relates to working to define problems, developing solutions at one's own pace, and produce results?
A) Belonging
B) Learning
C) Entrepreneurship
D) Security
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