Organizational Development Exam Practice Tests
Course Introduction
Organizational Development explores the theories, principles, and practices involved in managing and facilitating change within organizations to improve their effectiveness and health. The course covers topics such as organizational culture, change management, team development, leadership, communication, and diagnostic methodologies. Students will learn how to assess organizational needs, design and implement intervention strategies, and evaluate outcomes while considering both human and structural aspects. Real-world case studies and practical tools are integrated to equip students with skills essential for leading successful development initiatives and adapting to evolving business environments.
Recommended Textbook
Contemporary Organizational Behavior 1st Edition by Kimberly D. Elsbach
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14 Chapters
357 Verified Questions
357 Flashcards
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Page 2
Chapter 1: Introduction to Organizational Behavior
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Sample Questions
Q1) We are interested in improving the functioning of organizations because of the positive impact on employees' ________.
A) Physical and mental well-being
B) Productivity
C) Creativity
D) All of the above
Answer: D
Q2) Which of the following approaches would be used by a manager who takes time to determine what each specific problem involves before creating a plan to address the issue?
A) The situational approach
B) The technical approach
C) The universal approach
D) The industrial approach
Answer: A
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Chapter 2: Individual Characteristics
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Sample Questions
Q1) Someone who often makes rash and hasty decisions would likely score high on the ________ dimension of personality.
A) Feeling
B) Sensing
C) Intuiting
D) Judging
Answer: C
Q2) Manager E has just learned that emotional intelligence is a great predictor of workplace performance. Which of the following would be the best choice for Manager E to measure the emotional intelligence of subordinates?
A) Ask their manager if they have high or low emotional intelligence
B) Ask the person to role play how they would respond in different customer interactions and measure their responses
C) Ask the person to rate their own level of emotional intelligence
D) Use their score on emotional labor because the two concepts are so closely related
Answer: B
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Chapter 3: Learning
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Sample Questions
Q1) Studying behavioral changes and mental processes are the key aspects of ________.
A) Behavioral learning
B) Cognitive learning
C) Social learning
D) Experiential learning
Answer: B
Q2) Provide an example that illustrates each phase of the learning cycle for a single task.
Answer: Students should trace a single learning experience through the four stages of the learning cycle. Example below:
Example learning experience: Face-to-face job interview
Concrete experience: Interview with a potential employer
Reflective observation: I didn't come up with strong answers and I was fidgety
Abstract conceptualization: I didn't practice for this interview and that's why I think I was nervous and ill-prepared
Active experimentation: I am going to practice for my next job interview prior to going
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Chapter 4: Perception
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Sample Questions
Q1) One of your coworkers is chronically late arriving at work, returning from lunch, and coming to meetings, but interestingly they are never late to leave at the end of the workday. What attribution will you make?
A) Internal
B) External
C) Consistency
D) Consensus
Q2) As a manager, could you use the self-fulfilling prophecy to improve your subordinate's performance? Why or why not?
Q3) How long has research found first impressions last?
A) Less than an hour of interaction
B) Until new perceptions conflict with the initial judgments
C) Until the person joins your in-group
D) Initial judgments persist for months
Q4) What is a benefit of not perceiving all stimuli in your environment?
A) You can think about other things while listening to your manager speak
B) You can interpret relevant things and only perceive them
C) You would be overwhelmed by perceiving everything
D) You can always focus your attention on the most important things
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Chapter 5: Leadership
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Sample Questions
Q1) In what way is charisma unique?
A) It is considered a trait and a behavior
B) It evokes strong social feelings in followers
C) It requires risk to achieve goals
D) It conveys their vision to their followers
Q2) Situational leaders deliver the support and direction an employee needs to accomplish a given task. How does the leader determine what support and direction the employee will require for the specific task?
A) Whether the employee is intrinsically or extrinsically motivated for the task
B) The employee's motivation and competence for the specific task
C) How the task relates to the employee's development plan
D) Preferences on leadership factors such as need for control and autonomy
Q3) Leaders ________ and managers ________.
A) Create the vision; accomplish goals in plans
B) Inspire people; force people
C) Use intrinsic motivation to lead; use extrinsic motivation to manage
D) Are intrinsically motivated; are extrinsically motivated
Q4) What are the four critical leadership issues and challenges facing contemporary organizations? Provide at least one reason why each of these issues are important to address.
7
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Chapter 6: Motivation
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Sample Questions
Q1) Which researcher's theory included the concept of concurrent motivational drivers?
A) Alderfer
B) McClelland
C) Maslow
D) All of these researchers included this component in their respective theories
Q2) Which of the following is not one of the three primary factors organizations should consider when motivating employees?
A) Factors related to the job
B) Factors related to the environment
C) Factors related to employee social interactions
D) Factors internal to the individual
Q3) When motivation changes from intrinsic to extrinsic, performance ________.
A) Increases
B) Decreases
C) Remains constant
D) Becomes inconsistent
Q4) Can a manager increase an employee's intrinsic motivation? Why or why not? Explain.
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Chapter 7: Persuasion, Influence, and Impression Management
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Sample Questions
Q1) According to the halo effect, which of the following will you assume about someone if they are attractive and likable?
A) Neurotic
B) Conceited
C) Intelligent
D) Introverted
Q2) Why is the social norm of reciprocity such a powerful persuasion tactic?
A) Reciprocity is based on equity theory, and thus it's a goal that everyone strives for in the workplace
B) Reciprocity is found in many different societies making it a universal and cross cultural persuasion tactic
C) Reciprocity reduces uncertainty that people have, and we are motivated to feel secure in our environments
D) Reciprocity is based on the simple theory of give and take which is easy for people to understand
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Chapter 8: Decision Making
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Sample Questions
Q1) As HR manager, you have received e-mails from nearly every member of a team asking for transfers off the team or demanding one (or more)teammates be terminated. You weren't aware of any issue with this team before, and you don't have a clear idea of what's going on, but this is clearly an issue you have to address. What type of decision making should you use?
A) Behavioral economic-based decision making
B) Rational decision making
C) Naturalistic decision making
D) Organizational psychology-based decision making
Q2) Which decision making approach should you use if you need to make a decision using last quarter's sales data?
A) Behavioral economics
B) Organizational psychology
C) Rational model
D) All of the above
Q3) Which type of decision do you make most frequently during a typical day?
A) Naturalistic
B) Rational
C) Programmed
D) Non-programmed
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Chapter 9: Groups and Teams
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Sample Questions
Q1) A demolition crew's job is to bring down old buildings. The employees work together in a coordinated effort to clear the site of the building within the time specified in their contract. This demolition crew is an example of what type of team?
A) Executive
B) Deconstruction
C) Project
D) Production
Q2) What are the three major types of coaching?
A) Initial, ongoing, turnover
B) Process, behavioral, developmental
C) Storming, norming, performing
D) Positive, neutral, negative
Q3) Which of the following is not a factor that relates to group effectiveness?
A) Purpose and type
B) Context and composition
C) Internal factors
D) Experience and leadership
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11
Chapter 10: Conflict and Negotiation
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Sample Questions
Q1) Removing the absolute need to resolve the focal conflict improves the negotiation ability for that party. This is known as the ________.
A) Prepared negotiation strategy
B) Best alternative to a negotiated agreement
C) Strategic planning
D) Outcome identification
Q2) Which type of conflict do mediators work to resolve?
A) Interpersonal
B) Process
C) Very few conflicts with specific issues identified
D) A broad range of conflicts
Q3) Organizations experience ________ conflict.
A) No
B) Functional
C) Dysfunctional
D) Functional and dysfunctional
Q4) Process conflict by definition affects the work process and results negatively. Does that mean that this type of conflict should be limited as much as possible in organizations? Explain and justify your answer.
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Chapter 11: Diversity and Communication
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Sample Questions
Q1) Why might a group of employees interpret the same message from management differently?
A) They are from different generations
B) They range in age
C) They are different genders
D) All of the above
Q2) Why is the component of storytelling particularly useful when communicating a core message to large, diverse audiences? Explain your answer.
Q3) Which of the following best describes big data?
A) Proliferation of data in daily life
B) A database of quantitative information
C) Complex problem solving in real world settings
D) Expanding number of data sources readily available
Q4) Which of the following is not a model of communication one can use in organizations?
A) Co-orienting
B) Sender-receiver
C) Conversational learning
D) Parochialism
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Chapter 12: Culture
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Sample Questions
Q1) Which of Hofstede's cultural dimensions has the biggest impact on values and beliefs?
A) Power distance
B) Individualism vs. collectivism
C) Uncertainty avoidance
D) None of the above
Q2) As an expatriate getting ready for your first assignment, understanding as much as possible about the host country's culture is essential. Why? Provide at least two examples based on different cultural dimensions.
Q3) You are considering applying to the Delphi Corp., but you want to be a good cultural fit with the organization. You scour their website and conclude they are a formal professional organization with high expectations. You don't want to work in such a high pressure uptight organization, so you decide to continue your job hunt. How were you able to draw conclusions about Delphi's culture?
A) Studying their espoused values
B) Skyping with the HR manager
C) Examining artifacts on their website
D) Applying the iceberg metaphor for studying their culture
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Chapter 13: Change, Innovation, and Stress
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Sample Questions
Q1) Strategic changes in organizations can fail for all of the following reasons except
A) Employees don't have the skills or ability to perform after the change
B) Employees try to change on their own
C) Employees may not believe in the change or where the company is headed
D) Employees can't tolerate the uncertainty and stress when anticipating and during a change
Q2) Provide an example that applies the steps of appreciative inquiry to yourself. First, explain what you seek to change and provide your rationale. For each of the four steps, explain what you will do and why.
Q3) When implementing Lewin's three-step model, when do you tell employees the purpose and goal of the change?
A) Step 1
B) Step 2
C) Step 3
D) Step 4
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Chapter 14: Corporate Social Responsibility, Ethics, and Sustainability
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Sample Questions
Q1) Organization Z consistently displays an organizational culture of integrity and high ethical standards. What aspect will not necessarily be present in Organization Z's culture?
A) Employees have internalized Organization Z's ethics
B) Rationales of consequences, including ethical implications, are examined in the decision making process
C) Subordinates (respectfully) disagree and offer their opinions and ideas to superiors when they feel the action would not be congruent with the organization's values
D) Well organized teams that share leadership to develop members' skills
Q2) Which of the following is not a primary cultural value?
A) Human
B) Pragmatism
C) Intellectual
D) Ethicality
Q3) What lesson from the "tragedy of the commons" can you apply personally?
A) One person can have an impact on environmental sustainability
B) Actions of the many outweigh the actions of a few
C) Small exploits by many lead to system failure
D) It is not applicable to individuals
Page 16
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