Organizational Development
Chapter Exam Questions
Course Introduction
Organizational Development explores the theories, strategies, and practices used to enhance an organizations effectiveness and capacity for change. This course examines the processes of diagnosing organizational problems, designing and implementing interventions, and evaluating outcomes. Students will gain practical knowledge in topics such as organizational culture, change management, team dynamics, leadership, and communication. Through case studies and real-world examples, the course emphasizes the role of organizational development professionals in facilitating growth, improving performance, and fostering innovation within various types of organizations.
Recommended Textbook
Organization Theory and Design 10th Edition by Richard L. Daft
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Page 2
Chapter 1: Organizations and Organization Theory
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Sample Questions
Q1) The administrative support function is a distinct function, responsible for directing and coordinating other parts of the organization.
A)True
B)False
Answer: False
Q2) Describe three different stakeholder groups and what they expect.
Answer: 1. Customers: Customers expect high-quality products or services, excellent customer service, and fair pricing. They want to feel valued and appreciated by the company they are purchasing from.
2. Employees: Employees expect fair compensation, a safe and respectful work environment, opportunities for career growth and development, and clear communication from company leadership. They want to feel like their contributions are recognized and valued.
3. Shareholders/Investors: Shareholders and investors expect a return on their investment, transparency and accountability from company management, and a clear strategy for long-term growth and profitability. They want to see their investment in the company result in financial success.
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3
Chapter 2: Strategy, Organization Design, and Effectiveness
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Sample Questions
Q1) ____ measure such things as how customers view the organization, as well as customer retention and satisfaction.
A) Business process indicators
B) Financial indicators
C) Customer service indicators
D) Learning and growth indicators
Answer: C
Q2) Which of the following is true regarding the goal approach:
A) Full assessment of effectiveness should consider several goals simultaneously because high achievement on one goal may mean low achievement on another.
B) Priority setting requires that only one goal at a time can be achieved.
C) There is no place for subjective assessment of goal achievement in organizations today.
D) The most common goal stated by U.S. corporations today deals with management development.
Answer: A
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4
Chapter 3: Fundamentals of Organization Structure
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Q1) Riya is the vice president of marketing for her company. Other officers in the company include the vice presidents of engineering, production, finance, and human resource management. The structure of this small company is likely to be:
A) product.
B) matrix.
C) functional.
D) hybrid.
Answer: C
Q2) A horizontal structure is characterized by coordination around geographical areas.
A)True
B)False
Answer: False
Q3) All of the following, except ____, are symptoms of structural deficiency.
A) decision making is delayed or lacking quality
B) the organization does not respond innovatively to a changing environment
C) too much conflict is evident
D) employees lack motivation
Answer: D
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Chapter 4: The External Environment
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Sample Questions
Q1) Which of the following is a cross-functional group of managers and employees, led by a competitive intelligence professional, who work together to gain a deep understanding of a specific business issue?
A) Intelligence team
B) Business team
C) Boundary team
D) Task force
Q2) Sectors of the environment which have direct impact on the organization are called the:
A) task environment.
B) general environment.
C) organizational buffers.
D) environmental boundary-spanners.
Q3) Resource dependence means that organizations depend on the environment but strive to acquire control over resources to minimize their dependence.
A)True
B)False
Q4) List and describe each of the task environment sectors.
Q5) Discuss differentiation. How is integration connected to differentiation?
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Chapter 5: Interorganizational Relationships
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Sample Questions
Q1) A system formed by the interactions of a community of organizations and their environment is referred to as a(n):
A) interorganizational relationships.
B) organizational ecosystem.
C) collaboration network.
D) institutional environment.
Q2) With coercive forces, the reason for adaptation is:
A) dependence.
B) duty.
C) uncertainty.
D) professionalism.
Q3) Mimetic forces would include the perspective that:
A) because of heavy interorganizational linkages, organizations are forced to behave similarly in order to maintain productive relationships.
B) political and governmental processes, to which organizations are subjected, force organizations to become similar.
C) in the face of uncertainty, organizations copy or model each other.
D) diversity is maintained in order for organizations to find and maintain a marketing niche.
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Page 7
Chapter 6: Designing Organizations for the International Environment
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Sample Questions
Q1) ____ are groups of independent companies that join together to share skills, resources, costs, and access to one another's markets.
A) Joint ventures
B) Franchising
C) Licensing
D) Consortia
Q2) A ____ strategy would encourage production design, assembly, and marketing tailored to the specific needs of each country.
A) focused
B) multidomestic
C) globalization
D) joint venture
Q3) If the forces for national responsiveness and the forces for global integration are high, then a multidomestic strategy with a global geographic structure would be the best fit.
A)True
B)False
Q4) Discuss the three primary approaches to coordination and control as represented by Japanese, American, and European companies.
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Chapter 7: Manufacturing and Service Technologies
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Q1) List the differences between manufacturing and service technologies. Provide three examples of service technologies, product and service technologies, and product technologies.
Q2) Engineering technologies tend to be low in analyzability and high in variety.
A)True
B)False
Q3) A baseball team is an example of pooled interdependence.
A)True
B)False
Q4) Reference Case 7.0. Place Toyz' manufacturing, marketing, and design departments in Perrow's framework for departmental technology. Then, based on your analysis, make recommendations to management on any differences in how each of those departments should be managed.
Q5) Using an organization you are familiar with (from your readings or personal experience), place its departments in the quadrants of Perrow's framework. What two factors are used to determine placement of a department in a quadrant? Explain how you applied these two factors in placing your organization's departments in the framework.
Q6) Discuss the impact technology has on job design.
Q7) Discuss the three basic technology groups of Woodward's Study.
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Chapter 8: Using It for Coordination and Control
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Q1) Transaction processing systems facilitates decision making at the highest levels of management.
A)True
B)False
Q2) The use of huge databases that combine all of a company's data and allow users to access the data directly, create reports, and obtain responses to what-if questions is referred to as:
A) data mining.
B) data processing.
C) transaction processing systems.
D) data warehousing.
Q3) The systems that automate the organization's routine, day-to-day business transactions such as data from sales or purchases from suppliers are called:
A) transaction processing systems.
B) automated analysis systems.
C) inventory control systems.
D) decision support systems.
Q4) What is "knowledge" and "knowledge management?"
Q5) Compare executive information systems and decision support system.
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Chapter 9: Organization Size, Life Cycle, and Decline
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Q1) Identify an organization in which you have worked. Analyze its management as related to size of the organization.
Q2) The elaboration stage involves the installation and use of rules, procedures, and control systems.
A)True
B)False
Q3) Increased training can substitute for bureaucratic rules and procedures.
A)True
B)False
Q4) Apple was in the ____ stage when it was created by Steve Jobs and Stephen Wozniak in Wozniak's parents' garage.
A) collectivity
B) entrepreneurial
C) formalization
D) elaboration
Q5) Describe Weber's dimensions of bureaucracy and bases of organizational authority.
Q6) How should personnel ratios be managed in a small firm?
Q7) Compare and contrast the three types of organizational control strategies.
Page 11
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Chapter 10: Organizational Culture and Ethical Values
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Q1) Identify a specific organization that has a culture you know enough about to discuss. Then describe that organization's culture at both of its levels. In your answer, let it be clear what makes up each of the two levels.
Q2) Companies that put ethics on the back burner in favor of fast growth and short-term profits succeed in the long-run.
A)True
B)False
Q3) The culture encouraging risk taking, change, and improvement is a value of a learning organization with a strong adaptive culture.
A)True
B)False
Q4) A relationship between a leader and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader is referred to as:
A) mission culture.
B) values-based leadership.
C) clan culture.
D) servant leadership.
Q5) What is values-based leadership? Give an example.
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Chapter 11: Innovation and Change
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Q1) Compare and contrast the dual core approach and the ambidextrous approach.
Q2) ____ are changes in an organization's production process that enable distinctive competence.
A) Technology changes
B) Structural changes
C) Incremental changes
D) Environmental changes
Q3) What is organization development? Discuss three techniques of O.D.
Q4) Discuss the forces for culture change.
Q5) Product and service changes pertain to the administrative domain in an organization.
A)True
B)False
Q6) Implementation of change is often the easiest part of the change process.
A)True
B)False
Q7) What are the two cores in the dual-core approach? How does the implementation of change differ in those two cores?
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Q8) Give two examples of organizations that have switched structures to maintain an ambidextrous approach.
Chapter 12: Decision Making Processes
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Q1) Based on the fact that the management science approach uses quantitative data, which are not rich, discuss limitations of the approach for organizational decision making.
Q2) ____ means organizations accept a satisfactory rather than a maximum level of performance, enabling them to achieve several goals simultaneously.
A) Satisficing
B) Bounded rationality
C) Problem consensus
D) Escalating commitment
Q3) If organized anarchy existed in the decision environment of a company in the high tech industry, would your goal as a decision maker be to remove that organized anarchy, or to work with it? Explain. How could decisions at that company best be analyzed? How would managers go about using the model to improve decision processes?
Q4) Explain what is meant by the bounded rationality perspective of decision making. Provide an example of decision making in your own life in which you can observe the effects of bounded rationality.
Q5) What special considerations should a manager take who finds himself in a high-velocity environment?
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Chapter 13: Conflict, Power, and Politics
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Q1) Goal incompatibility can be a kind of "built-in" conflict between departments--especially marketing and manufacturing--that are faithfully attempting to accomplish their own missions.
A)True
B)False
Q2) Why is it that some employees may obtain power that is disproportionate to the level of their formal position?
Q3) Explain what is meant by strategic contingencies that influence horizontal power among departments, and provide examples.
Q4) Limited resources refer to the dependence of one unit on another for materials, resources, or information.
A)True
B)False
Q5) Which of the following means that a department's function cannot be performed by other readily available resources?
A) Coping with uncertainty
B) Financial resources
C) Dependency
D) Nonsubstitutability
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