Organizational Development
Chapter Exam Questions
Course Introduction
Organizational Development explores the strategies, theories, and methodologies used to improve organizational effectiveness and facilitate change within businesses and institutions. The course examines key concepts such as organizational culture, leadership, team dynamics, and change management processes. Students learn how to assess development needs, design and implement interventions, and evaluate outcomes to foster a culture of continuous improvement. Emphasis is placed on real-world case studies, ethical considerations, and the role of communication in driving positive organizational change.
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Organizations Behavior Structure Processes 14th Edition by James L Gibson
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Page 2
Chapter 1: Managing Effective Organizations
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Q1) Chris interacts daily with the members of the group she supervises.What function of management is Chris fulfilling?
A)Planning
B)Organization
C)Leading
D)Controlling
Answer: C
Q2) Organizational effectives is a(n)_____________.
A)result solely of individual effectiveness
B)increasingly important topic
C)product of both individual and group effectiveness
D)not a primary concern of the study of OB
Answer: C
Q3) The essence of power is control over others.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Organizational Culture
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Q1) How did Schein define organizational culture? Apply his organizational model to this school.
Answer: Edgar Schein defined culture as "A pattern of basic assumptions-invented,discovered,or developed by a given group as it learns to cope with the problems of external adaptation and internal integration-that has worked well enough to be considered valid and,therefore,to be taught to new members as the correct way to perceive,think,and feel in relation to those problems." The Schein definition points out that culture involves assumptions,adaptations,perceptions,and learning.He further contends that an organization's culture has three layers.Layer I includes artifacts and creations that are visible but often not interpretable.At layer II are values,or the things that are important to people.Values are conscious,affective desires or wants. Students should apply elements of the school to these layers.
Q2) Behavioral compliance typically indicates cultural commitment.
A)True
B)False
Answer: False
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Chapter 3: Managing Globally
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Q1) Culture shock __________________.
A)refers to the frustration and confusion that result from being constantly subjected to strange and unfamiliar cues about what to do and how to get it done
B)typically sets in after an initial positive period
C)is a period in which the manager may miss the familiar surroundings of the home office
D)All of the above
Answer: D
Q2) Cross-cultural communication often results in misunderstanding caused by
A)misperception
B)misinterpretation
C)misevaluation
D)All of the above
Answer: D
Q3) Islam forbids "excessive" profit,which is considered exploitive.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Individual Behavior and Differences
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Q1) Most people tend to make positive evaluations of others.This is referred to as a general positivity or the Pygmalion effect.
A)True
B)False
Q2) Pat sees a new student on campus that is 6'11".Pat assumes that this student must be on the basketball team.Pat has just applied a ___________.
A)self-serving bias
B)stereotype
C)realistic perception
D)self-selection bias
Q3) Responses to psychological contract violations typically follow a sequential pattern.The sequence of response is: _______________________.
A)voice,retreat,destruction,exit
B)voice,silence,retreat,destruction,exit
C)voice,silence,retreat,organizing,destruction,exit
D)silence,voice,retreat,organizing,destruction,exit
Q4) Goleman suggested there are five components of EQ.Identify and describe these components.
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Page 6
Chapter 5: Motivation: Background and Theories
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Q1) Procedural justice is the perceived fairness of how resources and rewards are distributed throughout an organization.
A)True
B)False
Q2) A student received a paper back from a instructor with no notations other than "F." He complained.The instructor told him to stop complaining and walked away.Use the dimensions of organizational justice to describe this situation.
Q3) Pat has decreased her work output because she believes that others are getting paid the same amount for doing less.This may be an example of the ________ theory of motivation.
A)expectancy
B)equity
C)justice
D)ERG
Q4) Needs may be physiological,psychological or sociological.
A)True
B)False
Q5) Describe atleast five benefits of Organizational justice.
Q6) Describe referent cognitions theory.
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Chapter 6: Motivation: Organizational Applications
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Q1) Banking time off refers to the practice of ___________.
A)"cashing in" or exchanging allocated time off for additional pay while working
B)allowing employees to build up time off credits for such behaviors as good performance or attendance
C)the general practice of carrying unused vacation time from one year to another D)a budget process used to determine pay outs under a Scanlon Plan
Q2) Locke described the attributes of the mental (cognitive)processes of goal setting.The attributes he highlighted are goal specificity,goal difficulty,and goal intensity.
A)True
B)False
Q3) BSM is a variant of OBM.
A)True
B)False
Q4) Self-efficacy has three dimensions: magnitude,strength,and ability.
A)True
B)False
Q5) What are the three main objectives of a reward system?
Q6) Discuss the criticisms of behavior modification.
Q7) Support or refute the statement BSM is simply a variant of OBM.
Page 8
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Chapter 7: Managing Workplace Stress
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Q1) Stress can be defined as either a stimulus or a response.
A)True
B)False
Q2) Burnout is a psychological process.
A)True
B)False
Q3) While there may be no one best approach to managing stress and burnout,there is a general step by step approach that will call attention to and encourage wellness.Describe these steps.
Q4) The relationship between stress and outcomes is by definition direct.
A)True
B)False
Q5) Among the individual outcomes of stress,those classified as psychological are perhaps the most dysfunctional because they can in turn contribute to physical illness. A)True
B)False
Q6) Three key factors determine whether an experience is likely to result in stress.Describe these factors.
Q7) What are the organizational consequences of stress?
Page 9
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Chapter 8: Group and Team Behavior
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Q1) All teams exist to solve problems.
A)True
B)False
Q2) Describe the difference between groups and teams.
Q3) Teams typically increase productivity because they bring together complementary skills that fall into the following categories: ___________.
A)technical,problem-solving and interpersonal
B)technical,functional expertise,and problem-solving
C)problem-solving,decision-making skills,and interpersonal skills
D)technical and interpersonal
Q4) Assigned status within a group may have nothing to do with the formal status hierarchy.
A)True
B)False
Q5) Cohesiveness can have positive or negative impact.
A)True
B)False
Q6) As a group characteristic,"structure" applies only to formal groups.
A)True
B)False
Page 10
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Chapter 9: Conflict and Negotiation
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Q1) In negotiation,when the one group ___________ too early,it may mean that they have already gotten more than it thinks they deserve.
A)offers to split the difference
B)"nibbles"
C)"freezes"
D)A and B
Q2) Describe five conflict resolution techniques.Which one is the best?
Q3) Changing the structure of the organization ___________.
A)helps resolve intergroup conflict
B)creates conflict
C)Both A and B
D)typically has no impact on conflict
Q4) How are "distorted perceptions" and "negative stereotypes" similar and different?
Q5) What types of changes can be expected between groups in conflict?
Q6) If differences between groups are serious,smoothing ___________.
A)is a means for a long term solution
B)provides both long and short term benefits
C)is at best a short-run solution
D)may be best when the conflict is of a line-staff nature
Page 11
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Chapter 10: Power and Politics
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Q1) Describe five of the political games Mintzberg described.
Q2) How could you attempt to influence the ways in which others perceive you?
Q3) Political behavior is by definition constrained to members of management.
A)True
B)False
Q4) The literature uses the terms power and authority interchangeably.
A)True
B)False
Q5) Manipulative persuasion refers to the form of influence in which both the objective and the attempt are concealed.
A)True
B)False
Q6) Power based upon a person's ability to influence because of position is called ___________ power.
A)legitimate
B)reward
C)coercive
D)referent
Q7) How can the ability to cope with uncertainty influence power?
Q8) Describe the Milgram experiments and its conclusions.
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Chapter 11: Leadership: Fundamentals
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Q1) The foundation of LMX is the expectancy motivation theory.
A)True
B)False
Q2) Within the SLM,a high level of personal support and a high level of direction corresponds to the ___________ form of leader behavior.
A)participative
B)selling
C)team
D)delegating
Q3) What are the criticisms of trait theory? Given the criticism,should trait theory be dismissed?
Q4) Describe the major findings of the Likert-inspired research at the University of Michigan.
Q5) For her senior project Erin is analyzing what leaders do in relation to accomplishing the task and to maintaining the effort of people doing the task.This research resembles the perspective of the behavioral approach to leadership.
A)True
B)False
Q6) Describe the concept of "readiness" as it is used in SLM.
Page 13
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Chapter 12: Leadership: Emerging Perspectives
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Q1) Dominant leadership approaches fail to discuss substitutes for leadership.
A)True
B)False
Q2) Bass identified charisma as one of the factors that describe transformational leaders.
A)True
B)False
Q3) In attribution theory,"consensus" refers to ___________.
A)the similarity of an individual's behavior on one task as compared to other tasks
B)the similarity of an individual's behavior on a task as compared to previous attempts on that same task
C)the similarity of an individual's behavior as compared to the group
D)multiple managers assigning the same attribution to an employee
Q4) Unlike the original model,the Vroom-Jago model evaluates the effects of participation on decision quality,decision acceptance,subordinate development,and time.
A)True
B)False
Q5) The text presents two types of charismatic leaders.Briefly describe these types.
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Chapter 13: Work Design
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Q1) A trend is emerging in which some organizations are trying to accommodate diverse employees' needs by offering flexible work arrangements.Discuss and provide examples for three such flexible work arrangements.
Q2) In her job,Jane is expected to complete a relatively limited number of tasks but has a high degree of discretion on how these tasks are completed.Jane has ___________ job range and ___________ job depth.
A)high,high
B)high,low
C)low,high
D)low,low
Q3) Wigitech routinely moves its assembly workers between assignments daily.This movement is commonly termed _________.
A)job replacement
B)job rotation
C)rotating responsibilities
D)None of the above
Q4) WigiTech is considering implementing "flexible work arrangements" for portions of its staff.What if any cautions would you would give management?
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15
Chapter 14: Organization Structure
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Q1) Would a mechanistic or organic organization be better suited for a dynamic environment?
Q2) Wigitech has a high degree of differences between organizational units.This would,using the term of Lawrence and Lorsch,indicate _________.
A)low integration
B)high differentiation
C)high environmental response
D)None of the above
Q3) The individual who can clearly and concisely communicate with subordinates is able to effectively manage more people than one who can't.
A)True
B)False
Q4) Organization structure results from managerial decisions about four important attributes of all organizations.These attributes include: _________.
A)division of labor
B)bases for departmentalization
C)ownership structure
D)A and B
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Chapter 15: Managing Communication
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Q1) One-way communication does not allow _________.
A)for face-to-face communication
B)feedback
C)effectiveness as an outcome
D)noise to enter the communication process
Q2) A manager that uses neither exposure or feedback is likely to have a ___________ style.
A)Type A
B)Type B
C)Type C
D)Type D
Q3) Sympathy is the ability to put oneself in the other person's role and to assume that individual's viewpoints and emotions.
A)True
B)False
Q4) What advice would you give an organization regarding grapevines and rumors?
Q5) The communication process contains three elements the communicator,the message and the receiver.
A)True
B)False
17
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Chapter 16: Decision Making
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Q1) "Consensus" is the process of joint decision making among key stakeholders of a problem.
A)True
B)False
Q2) Both the Delphi process and the nominal group technique do not require face-to-face communication.
A)True
B)False
Q3) The only way to ensure excellent results from a decision is to ___________.
A)faithfully follow the decision steps
B)involve all stakeholders in the process
C)involve objective outsiders to critique the process
D)there is no way to guarantee an excellent result
Q4) Middle managers are typically focused equally on programmed and non-programmed decisions.
A)True
B)False
Q5) The text provided a number of issues that can hinder the identification of the problem.Describe these issues and provide examples.
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Chapter 17: Managing Organizational Change and Learning
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Q1) The nature of the work environment that results from the leadership style and administrative practices of managers is termed the _________.
A)leadership climate
B)organizational culture
C)leadership culture
D)organizational climate
Q2) Resistance to change comes from a number of sources.Describe why people resist change.
Q3) Environmental forces of change include: _______.
A)social and political change
B)technology
C)employee strikes
D)A and B
Q4) An "intervention" may be one of many formal or informal activities undertaken to focus the change process.
A)True
B)False
Q5) Organizations can take several approaches to introduce change.List and briefly discuss these approaches.
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