Organization Development
Chapter Exam Questions
Course Introduction
Organization Development explores the theories, principles, and practices that guide effective change within organizations. The course covers topics such as diagnosing organizational issues, designing interventions, fostering organizational culture, enhancing communication, and leading transformation efforts. Students will examine the roles of consultants and internal change agents, strategies for overcoming resistance, and tools for managing group dynamics. Through case studies and practical projects, participants gain hands-on experience in applying organizational development techniques to real-world scenarios, preparing them to facilitate growth and improvement in a variety of organizational settings.
Recommended Textbook
Organization Development and Change 9th Edition by Thomas G. Cummings
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Page 2
Chapter 1: General Introduction to Organization Development
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Q1) Three major trends are shaping change in organizations: globalization, information technology, and managerial innovation.
A)True
B)False
Answer: True
Q2) One of the original strategic change interventions was Open Systems Planning developed by Richard Beckhard.
A)True
B)False
Answer: True
Q3) Which of the following areas do OD practitioners need to be familiar with to carry out strategic change?
A) competitive strategy
B) finance
C) marketing
D) team building
E) all of the above
Answer: E
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Chapter 2: The Nature of Planned Change
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Q1) OD efforts are focused to deal with both planned and employee retention.
A)True
B)False
Answer: False
Q2) Two adaptations of action research are increased participant involvement and a greater appreciative approach to OD.
A)True
B)False
Answer: True
Q3) Quantum changes may drastically alters an organization's strategic direction and but not develops its capacity to solve problems, achieve high performance, or improve QWL.
A)True
B)False Answer: True
Q4) The relationship between planned change and organizational performance and effectiveness is well understood.
A)True
B)False
Answer: False
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Chapter 3: The Organization Development Practitioner
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Q1) One of the major limitations of the internal consultant is
A) their lack of understanding of the organization
B) their access to information
C) their potential loss of objectivity
D) their lack of training
E) none of the above
Answer: C
Q2) From the list below, what is/are the primary advantage(s) for understanding emotional intelligence?
A) addressing resistance
B) gaining commitment
C) addressing ambiguity
D) all the above
E) none of the above
Answer: D
Q3) Following entry and contracting, an OD practitioner starts with diagnosing an organization or department.
A)True
B)False
Answer: True
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Chapter 4: Entering and Contracting
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Q1) Describe how an organization might select and OD practitioner, noting what criteria are important to evaluate.
Q2) The process of entering a client system consists of
A) clarifying the issue, determining the relevant client, and selecting a practitioner
B) agreeing the client has a problem and determining the appropriate action plan
C) walking around and getting a sense of the culture
D) clarifying the issue, mapping political processes, negotiating with the client
E) verifying the presenting problem and determining the client.
Q3) The presenting problem is
A) always the most important problem facing the organization
B) never the "real" problem
C) usually very specific
D) often a symptom of an underlying problem
E) all of the above
Q4) Contracting is typically a very formal, written process when internal OD practitioners are involved.
A)True
B)False
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6
Chapter 5: Diagnosing Organizations
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Q1) An organization's strategic competitive advantage is aided when its strategies are difficult to imitate.
A)True
B)False
Q2) Which of the following are design components of a strategic orientation?
A) human resource and measurement systems
B) technology and structural systems
C) general environment and industry structure
D) strategy and organizational culture
E) A, B and D
Q3) Scanning units help organizations gather information from the environment.
A)True
B)False
Q4) Diagnosis helps OD practitioners
A) understand how the organization is functioning
B) evaluate effective interventions
C) gather information necessary to design change interventions
D) none of the above
E) A and C
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Chapter 6: Multiple Choice Questions
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Q1) Quality of work life at the group level is an
A) input
B) design component
C) output
D) all of the above.
Q2) Quality of work life is a result of team effectiveness.
A)True
B)False
Q3) Group effectiveness is
A) an output at the group level
B) a design component at the job level
C) is an output at any level in the open systems model
D) none of the above
Q4) Group functioning involves task-related activities such as giving and seeking information and group-maintenance functions.
A)True
B)False
Q5) Goal clarity is a job design component.
A)True
B)False
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Chapter 7: Collecting and Analyzing Diagnostic Information
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Q1) Which is not a goal of data collection?
A) to justify the presenting problem's importance
B) obtain valid information about organizational functioning
C) create and direct energy for change
D) help develop a collaborative, longer-term relationship
Q2) Observations can be particularly helpful in diagnosing
A) organization structure
B) organizational control structures
C) interpersonal relations
D) performance appraisal systems
Q3) Which method of gathering data is the most "objective"?
A) questionnaires
B) interviews
C) unobtrusive measures
D) observation
E) all of the above are objective
Q4) Unobtrusive measures provide a highly subjective view of how the organization functions.
A)True
B)False
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Chapter 8: Feeding Back Diagnostic Information
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Q1) A key objective of the feedback process is to be sure the client has __________.
A) heard all of the data at once
B) been supplied a wide range of information
C) ownership of the data
D) no time to resist the information
E) none of the above
Q2) Which answer(s) below describe(s) the "bottom-up" approach to data feedback?
A) group members address problems within their control
B) group members note issues beyond their authority
C) group members provide data for specific work groups
D) all the above
E) A and B only
Q3) Which item is not one of the features of a successful feedback meeting?
A) people are motivated to work with the data
B) the meeting should be unstructured
C) the power of the feedback group is clarified
D) people with common problems are included in the meeting
E) some form of assistance in using the data is present
Q4) What are the key issues/problems the OD practitioner has to be aware of while feeding back data?
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Chapter 9: Designing Interventions
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Q1) Relevant interventions do not need acceptance or ownership from organization members.
A)True
B)False
Q2) Which of the following is not a type of OD intervention outlined in this text?
A) human process interventions
B) human resources management
C) strategic
D) technostructural
E) management style
Q3) The key intervention implementation issue underlying all OD interventions is the need to tailor them to fit the organization.
A)True
B)False
Q4) Quality of work life encompasses more than just the work environment.
A)True
B)False
Q5) Discuss the four major types of interventions including descriptions of specific interventions within each main category.
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Chapter 10: Leading and Managing Change
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Q1) What political activities might be engaged in to successfully implement change?
Q2) Activity planning involves:
A) making a road map of key activities
B) identifying key people
C) creating special structures
D) creating new change strategies
E) all of the above
Q3) Describe the key elements of an effective change management program.
Q4) Understanding how people experience change requires the change agent to have great capacity for empathy and support.
A)True
B)False
Q5) The organization's identity can best be described as _________________.
A) its core values and purpose
B) beliefs that have been relatively stable over time
C) a strategic guideline
D) A and B
Q6) Why do most change efforts fail?
Q7) If you were developing a change program, how would you create readiness for change?
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Chapter 11: Evaluating and Institutionalizing Organizational Development Interventions
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Q1) Evaluating OD interventions always involves measuring their impact on employee satisfaction, productivity, and the bottom line.
A)True
B)False
Q2) Assessment intended to discover intervention outcomes is called implementation feedback.
A)True
B)False
Q3) Typically, OD interventions offer specific prescriptions to change interpersonal behaviors and ways of thinking about organizations.
A)True
B)False
Q4) Which is not an intervention characteristic that affects institutionalization?
A) goal specificity
B) internal support
C) programmability
D) sponsorship
E) worker satisfaction
Q5) What are the issues involved in measurement?
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Chapter 12: Interpersonal and Group Process Approaches
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Q1) Team building involves helping work groups improve the way they accomplish tasks as well as improving interpersonal and problem-solving skills.
A)True
B)False
Q2) The most common focus of team-building activities is:
A) behavior related to leadership skills
B) behavior related to organization structure
C) behavior related to task performance and group process
D) behavior related to individual performance
Q3) Group communications, roles and functions, and group norms are the focus of A) survey feedback
B) diagnostic activities
C) process consultation
D) training
E) coaching
Q4) Group "process" interventions help groups
A) increase the individual's awareness of their behavior
B) generate interest in analyzing relationships within the group
C) increase the skills and knowledge of group members
D) all of the above
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Chapter 13: Organization Process Approaches
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Q1) System wide process interventions include which of the following:
A) change programs directed at improving processes
B) visioning
C) task accomplishment between groups
D) subsystems
E) all of the above
Q2) Behavioral interventions help groups change their attitudes about one another.
A)True
B)False
Q3) The activity "appreciating the past" is a characteristic of the open-space method for a large-group meeting.
A)True
B)False
Q4) Open-space methods for large-group interventions are not characterized by
A) the "law of two feet"
B) the "Four Principles"
C) a formal agenda and structure
D) regular summaries of information for all members to review
Q5) Describe the key success requirements for a microcosm group intervention.
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Chapter 14: Restructuring Organizations
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Q1) Describe the short term, medium and longer term approaches to downsizing. What are the key differences between them?
Q2) The matrix structure is the best and most flexible organization structure.
A)True
B)False
Q3) Process-based structures remove layers of management, and consequently information flows more quickly and accurately throughout the organization.
A)True
B)False
Q4) Which is not a characteristic of a process-based structure?
A) management defines performance metric standards
B) structures organized around 3-5 key processes that define the work of the organization
C) work is simplified by removing non-essential tasks and reducing layers of management
D) teams are fundamental
Q5) Compare the two primary technostructural interventions (downsizing and reengineering) discussed in this chapter and note their general differences and similarities.
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Chapter 15: Employee Involvement
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Q1) Employee involvement generally refers to the amount of power, rewards, information, and knowledge and skills associated with employee's work.
A)True
B)False
Q2) Parallel structures are most similar to what other EI approach?
A) re-engineering
B) union-management cooperative projects
C) downsizing
D) work design
E) none of the above
Q3) What is the TQM approach to EI and how does it differ from other approaches? Discuss Deming's influence on this approach.
Q4) Which of the following is true of high involvement plants?
A) rewards are tied closely to promotion
B) employees have considerable influence over decisions
C) limited information is shared and easily obtained by employees
D) all of the above
Q5) Discuss parallel structures and the type of organization that would benefit most from this approach.
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Chapter 16: Multiple Choice Questions
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Q1) Professional work that requires high levels of employee self-control usually involves low degrees of technical uncertainty.
A)True
B)False
Q2) Employees with low social and personal growth needs are not very good employees, and should be regarded as "expendable."
A)True
B)False
Q3) Counselor, or facilitator, would be a more appropriate title than self-managed work group leader.
A)True
B)False
Q4) When technical interdependence is low and uncertainty is high, and where people have low social needs yet high growth needs, which work design would you recommend?
A) traditional jobs
B) traditional work groups
C) enriched jobs
D) self-managed work groups
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Chapter 17: Performance Management
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Q1) Which is not a design element of developing a gain-sharing plan?
A) process of design
B) determining the bonus
C) frequency of bonus
D) vacation pay
Q2) What can be done to improve performance appraisal systems?
Q3) Which is true of group and organization-wide pay plans?
A) they are never used
B) they discourage cooperation among workers
C) they encourage cooperation among workers
D) none of the above
Q4) Contrast the effects of various reward systems. Which are most effective?
Q5) Most decisions about promotions in organizations are made in a top-down, open manner.
A)True
B)False
Q6) When rewarding employees for the skills they possess, skill-based pay systems are highly effective.
A)True
B)False
Page 19
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Chapter 18: Developing Talent
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Q1) Career planning includes
A) assessing one's interests, values, and goals
B) making decisions that will not impact the current job
C) planning how to progress in the desired direction
D) A and B
E) A and C
Q2) Integrating "career planning" with human resource planning can help merge employees' needs with those of the organization.
A)True
B)False
Q3) How do coaching and mentoring contribute to leadership development?
Q4) For coaching and mentoring to be considered an OD intervention it must
A) teach group members about characteristics of the organization
B) teach group members a new skill
C) teach group members new skills that improve their effectiveness
D) A and B
E) A and C
Q5) Compare and contrast leadership development interventions with career development interventions? In what areas and activities might they overlap?
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Chapter 19: Managing Workforce Diversity and Wellness
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Q1) Employee stress and wellness interventions acknowledge the connection between A) worker productivity and training programs
B) organization effectiveness and role clarification
C) worker health and organization productivity
D) A and B
Q2) Stress management is concerned with
A) preventing negative stress outcomes
B) changing organizational conditions to find the right levels of stress
C) ignoring employees' to stress the right behaviors
D) all of the above
Q3) EAP's typically adopt a philosophy that
A) organizations should not interfere in the private lives of their employees
B) organizations have the right to expect certain standards of performance
C) organizations have no rights concerning employee behavior
D) A and B
E) A and C
Q4) Describe the major diversity trends facing organizations and how organizations might use various OD interventions to respond to these trends.
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Chapter 20: Transformational Change
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Q1) Organization design interventions aimed at transformational change are focused on A) work design
B) management and information systems
C) human resources practices
D) organization structure
E) all of the above
Q2) How would an OD practitioner attempt to change an organization's culture?
Q3) Integrated strategic change attempts to balance organization change and human resource issues with strategic and marketplace issues.
A)True
B)False
Q4) Transformational change is always developmental in nature.
A)True
B)False
Q5) Transformations in organizations are often generated by significant environmental shocks.
A)True
B)False
Q6) Under what conditions are transformational changes necessary?
Page 22
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Chapter 21: Continuous Change
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Q1) How is the Built-to-Change intervention designed to promote a sustained competitive advantage?
Q2) Which of the following is not a key to making strategic adjustment a standard practice?
A) sharing relevant information widely
B) pushing decision making downward
C) having standardized, stable reward systems
D) giving members relevant skills and knowledge.
Q3) Self-designing organizations focus on
A) strategy
B) structure
C) technology
D) A and B
E) all of the above
Q4) The ladder of inference can help organization members understand why their actions may be ineffective.
A)True
B)False
Q5) Describe how an organization can use "double-loop learning" to improve performance.
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Chapter 22: Transorganizational Change
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Q1) Which is not a stage in the initial formation and development of a network?
A) identification
B) action
C) convention
D) organization
E) evaluation
Q2) Instability within a network organization is most influenced by ____________.
A) Network members performing their agreed-upon roles.
B) Regular communication between network members.
C) Network members who display "agency"
D) OD practitioners interventions.
E) C and D
Q3) OD practitioners can have the greatest impact in what phases of merger and acquisition activity?
A) precombination and legal combination phases
B) precombination and operational combination phases
C) legal combination and operational combination phases
D) OD practitioners can greatly impact all phases of M&A activity
E) OD practitioners have little impact on phases of M&A activity
Q4) What is the role of the change agent in transorganizational development?
Page 24
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Chapter 23: Organization Development in Global Settings
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Q1) OD interventions that improve local subsidiary effectiveness are more likely to support a global strategic orientation.
A)True
B)False
Q2) OD interventions in organizations implementing a global strategic orientation will most likely focus on:
A) efficiency
B) interpersonal relationships between the parent country and the subsidiary officer
C) decentralizing decision making policies
D) clarifying geocentric personnel policies
Q3) Unlike more traditional organizations, global social change organizations tend to:
A) be more focused on profit
B) more concerned with environmental change
C) less politically oriented
D) more concerned with internal efficiencies
Q4) Pick one of the worldwide strategic orientations and describe how OD can improve the implementation of that strategy.
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25
Chapter 24: Organization in Nonindustrial Settings: Health
Care, School Systems, the Public Sector, and
Family-Owned Businesses
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Q1) Describe how OD interventions could facilitate integration among the various stakeholders (physicians, pharmacies, hospitals, insurance companies) within the health care system.
Q2) OD efforts can help public schools build sustainable leadership capacity.
A)True
B)False
Q3) One of the keys to the success of the family business consultant is to establish a trusting relationship.
A)True
B)False
Q4) As outlined in the text, which of the following does not describe a "family first" value system?
A) security and equality
B) unity and support
C) competitive
D) relationship based
E) inward orientation
Page 26
Q5) Discuss the initial meetings with the family business client. Include key questions and strategies for the OD consultant to prepare for a successful intervention.
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Chapter 25: Future Directions in Organization Development
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Q1) Discuss how technological changes might change OD processes.
Q2) How might globalization of the economy impact OD efforts across the world?
Q3) How can OD support ecological sustainability in the future?
Q4) Compare and contrast the traditional, pragmatic, and scholarly trends within OD.
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