Change Management
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Course Introduction
Change Management explores the theories, strategies, and practical approaches to guiding individuals and organizations through periods of transition. The course examines the psychological and structural challenges of implementing change, emphasizing stakeholder engagement, communication, resistance management, and leadership roles. Students learn to analyze change processes, develop comprehensive change plans, and apply models such as Lewins Change Model and Kotters 8-Step Process. Through case studies and real-world applications, the course prepares students to facilitate and sustain effective change in diverse organizational settings.
Recommended Textbook Organization Development The Process of Leading Organizational Change 4th Edition by Donald
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Page 2
Chapter 1: What Is Organization Development
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Q1) OD is the same as management consulting.
A)True
B)False
Answer: False
Q2) 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
Q3) Many definitions of OD propose that an outcome of OD activities is ______ .
A) organizational effectiveness.
B) a full toolkit for OD practitioners to use.
C) a set of core values.
D) management consulting.
Answer: A
Q4) Why is OD considered to address long-term change?
Answer: Change is intended to be long-term and/or permanent. Systemic changes are development that are likely long lasting.
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Chapter 2: History of Organization Development
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Q1) Which of the following is not a hygiene factor, which can cause job dissatisfaction?
A) Recognition for achievement
B) Supervision
C) Physical working conditions
D) Job security Answer: A
Q2) Deming's quality control method is often referred to now as total quality management.
A)True
B)False Answer: True
Q3) The practice of OD is just in its second decade.
A)True
B)False
Answer: False
Q4) Chapter 2 identifies six strands of OD research and practice.
A)True
B)False Answer: False
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Chapter 3: Core Values and Ethics of Organization Development
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Q1) OD practitioners can easily "turn on" new values or "turn off" old values within organizations as they engage in their consultation.
A)True
B)False
Answer: False
Q2) Which of the following is NOT a way in which leaders demonstrate trust?
A) giving employees information
B) misleading to gain status
C) explaining organizational direction, values, principles, rationales
D) allowing employees to make decisions
Answer: B
Q3) Which of the following is a way in which leaders demonstrate trust?
A) withholding information
B) dictating practices
C) including employees in dialogues and discussion
D) misleading to gain status
Answer: C
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Chapter 4: Foundations of Organizational Change
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Q1) Which practical tool was created to analyze and interpret the four kinds of change conversations?
A) manager's handbook
B) discussion inventory
C) conversational profile
D) gap analysis
Q2) Which level of social construction conversation deals with the cognitive frames and schema?
A) intrapersonal
B) personal
C) interpersonal and small group
D) organizational
Q3) Which of the following components within the Nadler-Tushman Congruence Model includes performance, job satisfaction, and stress?
A) inputs
B) transformation processes
C) outputs
D) feedback
Q4) Discuss three benefits that systems theory offers OD practitioners.
Q5) Discuss the various ways in which organizational changes differ.
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Chapter 5: The Organization Development Practitioner and the OD Process
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Q1) Compare and contrast the OD consulting model with the three other approaches discussed in the chapter.
Q2) During the diagnosis and feedback stage of consulting, the data is analyzed and interpreted.
A)True
B)False
Q3) Not being able to follow through beyond interventions to see long-term results is potentially 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
Q4) Which stage of the consulting process involves the strategy being carried out on agreement?
A) Contracting
B) Diagnosis and feedback
C) Intervention
D) Evaluation and exit
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Q5) Outline the stages of the consulting process.
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Chapter 6: Entry and Contracting
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Q1) A consultant leading a client to believe they have extensive experience with related problems or overstating certifications is an example of which ethical dilemma?
A) misrepresentation and collusion
B) misuse of data
C) value and goal conflict
D) technical ineptness
Q2) During a contracting meeting, consultants should ensure they ______ because it is important to allow the clients to have the opportunity to express themselves.
A) listen
B) speak
C) dispute
D) neglect
Q3) One purpose of contracting could be to further explore the problem.
A)True
B)False
Q4) What are ethical issues in contracting? Discuss.
Q5) Discuss ethical issues that are present during the entry stage.
Q6) What type of instances constitute recontracting?
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Chapter 7: Data Gathering
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Q1) Job descriptions, personnel fiels, or meeting minutes are examples of which of the following unobtrusive measures?
A) historical data
B) official documents
C) databases
D) online environment
Q2) ______ are those initial explanations of the situation that highlight symptoms of which the client is most painfully aware.
A) Presenting problems
B) Underlying problems
C) Interventions
D) Data gathering methods
Q3) The benefit to ______ is you can collect data from a large group of participants at one time.
A) interviews
B) unobtrusive measures
C) observations
D) surveys/questionnaires
Q4) Identify ethical issues that are present with data gathering.
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Chapter 8: Diagnosis and Feedback
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Q1) Which benefit of resistance is described as an opportunity for recipients to share their feedback, whether positive or negative, to be taken into account to create a better solution?
A) Resistance can keep the change alive in the organization's conversations.
B) Resistance can enhance the quality of the change and its implementation.
C) Resistance can provide additional data about how employees feel about past change attempts and the organization itself.
D) Resistance can reflect, and potentially build, involvement in and commitment to the organization.
Q2) Which of the following is an example of a technical problem within an organization?
A) groupthink
B) employees lack motivation
C) process delays cause quality problems
D) poor communication among teams
Q3) Even if the client willingly invites feedback, it can still be a sensitive process.
A)True
B)False
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Chapter 9: An Introduction to Interventions
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Q1) Which of the following is NOT a team intervention?
A) mentoring
B) confrontation meetings
C) work redesign
D) appreciative inquiry
Q2) If participants are cynical to start, this reason for why interventions fail is likely to occur:
A) Not enough time devoted
B) Lack of readiness for change
C) Resistance to change
D) Unskilled change agent
Q3) 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
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
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Chapter 10: Individual Interventions
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Q1) In early years of OD, the T-group and individual change were considered to be the foundation of organizational change: Organizations would not change until the individuals that composed them changed.
A)True
B)False
Q2) Which stage in Schein's career life cycle is known for individuals developing self-assurance and trust in decisions and job skills?
A) Full membership in early career
B) Full membership, midcareer
C) Midcareer crisis
D) Late career
Q3) Which preference category within the Myers-Briggs indicates a preference for whether people like things closed, settled, and completed or prefer to keep options open and flexible?
A) Extraversion or Introversion
B) Sensing or Intuition
C) Thinking or Feeling
D) Judging or Perceiving
Q4) What are ethical implications in the use of instruments?
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Chapter 11: Team Interventions
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Q1) Which field of study suggests new approaches to organization development by examining positive phenomena and their outcomes?
A) positive organizational scholarship
B) organizational behavior
C) organizational leadership
D) positive organizational psychology
Q2) Which intervention answers the following question: « How can work be structured so that it is performed effectively and, at the same time, jobholders find the work personally rewarding and satisfying? »
A) Confrontation meetings
B) Role negotiation
C) Work redesign
D) Workout
Q3) Discuss the ways in which intergroup conflict can be reduced.
Q4) The StrengthsFinder approach is well-known from which organization?
A) General Electric
B) General Motors
C) Gallup
D) Deloitte
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Chapter 12: Whole Organization and Multiple Organization
Interventions: Part 1
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Q1) Of the four idealized culture types, which discusses innovation as being prized, with organizational members having a large amount of independence and automony?
A) Clan
B) Adhocracy
C) Hierarchy
D) Market
Q2) The ______ structure reduces the organization's functions down to its central competencies, and partners provide services that the organization does not consider central.
A) network
B) boundaryless and process
C) unit
D) matrix
Q3) Of the four idealized culture types, which one discusses tradition and formality as dominant values?
A) Clan
B) Adhocracy
C) Hierarchy
D) Market
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Chapter 13: Whole Organization and Multiple Organization
Interventions: Part 2
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Q1) Relying on data to make decisions rather than making decisions on a hunch is central to which activity of TQM?
A) Identify products and services provided
B) Define processes
C) Simplify the process
D) Continuously improve
Q2) Of the four acculturation scenarios introduced, which one occurs when the acquired company relinquishes its cultural practices and adopts those of the acquiring company?
A) Assimilation
B) Integration
C) Separation
D) Deculturation
Q3) In acquisition of stronger cultures, integration and separation are more effective strategies.
A)True
B)False
Q4) Differentiate the role of the practitioner in dialogic OD and diagnostic OD.
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Q5) What are some key conditions to ensure dialogic OD interventions can be successful?
Chapter 14: Sustaining Change, Evaluating, and Ending an Engagement
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Q1) Too much stability can be harmful, as can too much change.
A)True
B)False
Q2) Which reason for a relapse after a change has occurred relates to the fact that other organizational members, structures, and processes may provide intractable barriers to change?
A) motivation to maintain change while change agent is present
B) new state is often more difficult
C) organizational members may be unskilled initially
D) systemic organizational forces may be too powerful to overcome
Q3) Which recommended practice that can encourage regular maintenance and renewal of change is when a meeting is often held offsite where organizational leaders or members meet to evaluate and discuss the change?
A) Periodic team meetings
B) Organization sensing meetings
C) Goal-directed performance review
D) Renewal conferences
Q4) Separation may be necessary to reduce dependency on the change agent.
A)True
B)False
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Chapter 15: Global Issues in Organization Development
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Q1) Organization development is less compatible in high ______ environments because of less collaboration, less acceptance of Theory Y, and less gender equity.
A) power distance
B) uncertainty avoidance
C) masculinity
D) femininity
Q2) Strong uncertainty-avoiding countries appreciate laws, policies, and regulations that dictate standards of behavior and control employee rights.
A)True
B)False
Q3) Process modifications may be necessary, and this relates to which piece of helpful advice to those choosing to proceed with global OD?
A) Conduct a « cultural diagnosis »
B) Adapt as necessary
C) Consider what interventions might work
D) Consider the match between culture and intervention
Q4) What is some useful advice on how to proceed with a global OD intervention?
Q5) Compare and contrast OD and U.S. values on Hofstede's Dimensions.
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Chapter 16: The Future of Organization Development
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Q1) Many Millenials indicate they use their smartphones to stay connected to the world.
A)True
B)False
Q2) Which weakness of how OD is practiced today relates to inconsistent typologies between OD and other fields such as organizational behavior and psychology?
A) Different definitions
B) Rapid adoption of latest techniques or technologies
C) Challenge of business-oriented values
D) Lack of consistency in set of skills and competencies
Q3) There is not a distinction between OD and ODC.
A)True
B)False
Q4) Which theme related to Millennials relates to everyone is equal and that everyone should be encouraged to embrace the difference in others?
A) Recognize me
B) Include me
C) Challenge me
D) Work with me
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