Human Resource Development
Mock Exam
Course Introduction
Human Resource Development explores the processes and strategies used to enhance the knowledge, skills, and capabilities of employees within organizations. This course examines key theories and practices in training and development, organizational learning, career planning, performance improvement, and talent management. Students will analyze methods for assessing learning needs, designing and implementing effective training programs, and evaluating their outcomes. Emphasis is placed on aligning HRD initiatives with organizational goals, fostering a culture of continuous improvement, and adapting to the changing demands of the modern workforce.
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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Sample Questions
Q1) Change is required by which of the following?
A) individuals
B) team members
C) organizations
D) all the above
Answer: D
Q2) What was the purpose of Vodaphone's leadership coaching program?
A) to train new managers in their positions
B) to encourage a new, collaborative management style
C) to exchange information among those that previously did not share their work
D) to provide employees with the belief they were looking to improve
Answer: B
Q3) Which of the following is considered the backdrop and purpose of organization development?
A) training and development
B) management consulting
C) change
D) employee participation
Answer: C
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Page 3
Chapter 2: History of Organization Development
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Q1) Juran argued that quality had two main characteristics: fitness for use and ______.
A) improved instrumentation
B) acceptable defects
C) control for quality
D) freedom from defects
Answer: D
Q2) Which of the following strands of OD is presently utilized, specifically in mergers and acquisitions?
A) Action research
B) Quality and employee involvement
C) Organizational culture
D) Organizational learning
Answer: C
Q3) 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
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Page 4
Chapter 3: Core Values and Ethics of Organization Development
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Q1) Values are simple and never seem complex.
A)True
B)False
Answer: False
Q2) Individuals also form ______ groups that are comprised of colleagues, friends, and associates from various departments.
A) formal
B) informal
C) planned
D) unplanned
Answer: B
Q3) Interdependent teams, such as marketing, human resources, finance, and so forth, are organized by their respective ______.
A) small business unit
B) function
C) level
D) leader
Answer: B
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Chapter 4: Foundations of Organizational Change
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Q1) A popular adaptation of which systems theory model refers to an organization's current state, a transition state, and a desired state?
A) Lewin's three-phrase model
B) Nadler-Tushman congruence model
C) Burke-Litwin model
D) Wiesbord Six-Box Model
Q2) 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
Q3) Which systems theory model of organizational behavior and change takes into account both first-order and second-order change?
A) Lewin's three-phase model
B) Nadler-Tushman congruence model
C) Burke-Litwin model
D) Weisbord Six-Box Model
Q4) Discuss three benefits that systems theory offers OD practitioners.
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Chapter 5: The Organization Development Practitioner and the OD Process
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Q1) Within the ______ approach to consulting, the underlying notion is that clients do not have time or patience to deal with problems.
A) expert
B) doctor-patient
C) mechanic
D) organization development
Q2) One major disadvantage of external consulting is that organizational members may be reluctant to share sensitive information for fear that it may leak internally to colleagues.
A)True
B)False
Q3) Which consulting approach most focuses on a shared view of all responsibilities?
A) Expert
B) Doctor-Patient
C) Mechanic
D) Organization Development
Q4) Outline the stages of the consulting process.
Q5) Internal OD consultants work independently.
A)True
B)False
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Chapter 6: Entry and Contracting
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Q1) Which of the following purposes of contracting discusses the practicalities of meeting schedules and expectations for an equal relationship in which authenticity and honesty are necessities.
A) To create an environment in which consultation can succeed by agreeing on mutual roles and needs
B) To allow the client to get to know the consultant, the consultant to get to know the client and the organization, and for both parties to validate that the project is one that the consultant has the knowledge and skills to accept
C) To clarify time pressures and expectations
D) To clarify how the client and consultant will interact
Q2) Which type of client is identified as those that are included in meetings or from whom data are gathered during the course of the engagement?
A) contact clients
B) intermediate clients
C) primary clients
D) indirect clients
Q3) What type of instances constitute recontracting?
Q4) What are ethical issues in contracting? Discuss.
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8
Chapter 7: Data Gathering
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Q1) The potential expense, time and data intensive, only provides one perspective, and time-consuming analysis are all disadvantages of which of the following data gathering methods?
A) interviews
B) focus groups
C) surveys/questionnaires
D) unobtrusive measures
Q2) Which step in the data gathering process discusses the client or another representative explaining to organizational members what data are being gathered, by whom, using what methods, and for what purposes?
A) Determine approach to be used
B) Announce project
C) Prepare for data collection
D) Collect data
Q3) Without greater detail and multiple perspectives regarding the nature and extent of the problem, the chosen interventions may target the wrong areas.
A)True
B)False
Q4) 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) Client resistance can be expressed in a variety of ways; which of the following ways is detailed as the client expressing frustration at any additional explanation about the problem, where it came from, who is involved, and so on?
A) Pressing for solutions.
B) Time.
C) Compliance.
D) Give me more detail.
Q2) 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.
Q3) Discuss the three commonly viewed phases within the diagnostic process.
Q4) Discuss items to take into consideration when structuring the feedback meeting.
Q5) What are some ethical issues with diagnosis and giving feedback?
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Chapter 9: An Introduction to Interventions
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Q1) The change agent is likely to be inactive during the intervention stage, which is appropriate since transfer to the client is necessary.
A)True
B)False
Q2) The ______ approach is based on the notion that change will occur when people change their attitudes, values, skills, and relationships.
A) normative-reeducative
B) power-coercive
C) empirical-rational
D) environmental-adaptive
Q3) Which stages within the OD process represent arguably the highest susceptibility for ethical conflict?
A) entry and contracting
B) action planning and intervention
C) data gathering and analysis
D) evaluation and feedback
Q4) What are some effects of failed interventions on change agents?
Q5) Discuss at least five reasons why interventions fail.
Q6) What are some ethical issues with interventions? Provide examples of each.
Page 11
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Chapter 10: Individual Interventions
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Q1) Many organizations utilize ______ internally to retain and motivate employees, to promote from within, and to provide opportunities for upward mobility.
A) mentoring
B) coaching
C) 360-degree feedback
D) career development
Q2) Schein's career life cycle is well known; discuss each of the 9 stages of the classic view of a career.
Q3) The 5-year resume activity encourages individuals to proactively manage their own career changes.
A)True
B)False
Q4) ______ 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
Q5) What are ethical implications in the use of instruments?
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Chapter 11: Team Interventions
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Q1) Which step in the Workout process involves participants learning about the purpose, goals, and structure of the Workout?
A) Introduction
B) Brainstorming
C) Gallery of ideas
D) Action planning
Q2) The StrengthsFinder approach is well-known from which organization?
A) General Electric
B) General Motors
C) Gallup
D) Deloitte
Q3) Which step of appreciative inquiry is when the team collaboratively constructs a vision for a new future and actions that move the team or organization to a desirable new point?
A) Discovery
B) Dream
C) Design
D) Destiny
Q4) Discuss the ways in which intergroup conflict can be reduced.
Q5) Discuss the five dysfunctions of a team.
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Chapter 12: Whole Organization and Multiple Organization
Interventions: Part 1
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Q1) Whole organization interventions are designed to address issues that affect almost every member, for example, organization strategy, structure, and culture.
A)True
B)False
Q2) Which component within the star model of an organization's design is the organization's direction and long-term strategy?
A) Strategy
B) Structure
C) Processes and lateral capability
D) Reward systems
Q3) Which step in the integrated strategic change process outlines not only the major activities that will be implement or will change when the strategy is adopted but also the impact the strategy will have on stakeholders?
A) Strategic analysis
B) Strategy making
C) Strategic change plan design
D) Strategic change plan implementation
Q4) What should a change agent consider when evaluating a proposed new design?
Page 14
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Chapter
13:
Whole Organization and Multiple Organization
Interventions: Part 2
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Q1) Successful application of which intervention is noted by the annual Malcolm Baldrige Quality Award?
A) TQM
B) reengineering
C) Six Sigma
D) transorganization development
Q2) Which level often sees problems with employees spending too much time in finding information to get set up and employee lack of motivation and engagement in the postcombination phase of the merger and acquisition interventions?
A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide
Q3) Six Sigma stresses application of tools and diligently questions existing work processes to result in a dramatic, measurable impact to the bottom line.
A)True
B)False
Q4) Provide details of the three phases within the merger and acquisition process.
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) Sometimes the evaluation portion of OD is seen as "nice to have" but not necessarily a requirement.
A)True
B)False
Q2) Which of the following is NOT an outcome variable?
A) decision making
B) productivity
C) customer satisfaction
D) employee turnover
Q3) Evaluation does not always need to be viewed as an ending of an engagement but rather as a transition to a new beginning.
A)True
B)False
Q4) What are ethical challenges of evaluation?
Q5) Too much ______ can mean low productivity, frustration, and confusion.
A) routine
B) intervention
C) development
D) change
Q6) Discuss barriers to evaluation.
Page 16
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Page 17
Chapter 15: Global Issues in Organization Development
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Q1) ______ refers to a tendency to allow relatively free gratification of basic and natural human desires related to enjoying life and having fun versus a conviction that such gratification needs to be curbed and regulated by strict social norms.
A) Short-term-Long-term
B) Uncertainty avoidance
C) Individualism-Collectivism
D) Indulgence-Restraint
Q2) Learning what other practitioners have done and if they found success is something to consider within which piece of helpful advice to those choosing to proceed with global OD?
A) Conduct a « cultural diagnosis »
B) Consider stability
C) Consider what interventions might work
D) Consider the match between culture and intervention
Q3) Which country is known to place more value on long-term orientation?
A) South Korea
B) Denmark
C) Mexico
D) United States
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Page 18
Chapter 16: The Future of Organization Development
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Q1) What additional ways can OD practitioners enhance their practice and add more value?
Q2) Despite strengths of OD practice, business leaders often do not select an OD practitioner when faced with implementing a major change.
A)True
B)False
Q3) Four areas of innovation have occured in ODC. Which relates to loosely coupled systems?
A) Change is continuous, emergent, improvisational, and small scale
B) The development of new techniques and tools to change organizational culture
C) A new understanding of resistance
D) A new way of developing leaders
Q4) Which theme related to Millennials relates to working, thinking, and creating better in groups and bringing a collaborative approach to projects and situations?
A) Recognize me
B) Include me
C) Challenge me
D) Work with me
Q5) Discuss the relationship between OD and Sustainability.
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