Organizational Development Practice Questions
Course Introduction
Organizational Development is a multidisciplinary course that explores the theories, processes, and practices involved in driving positive change within organizations. Students will examine strategies for assessing organizational needs, designing interventions, and facilitating transitions to enhance effectiveness, productivity, and employee well-being. Through case studies and practical applications, the course emphasizes the role of leadership, culture, and communication in sustainable organizational growth, preparing students to lead and manage change initiatives in a dynamic business environment.
Recommended Textbook
Canadian Organizational Behaviour 10th Canadian Edition by Steven Mcshane
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15 Chapters
3025 Verified Questions
3025 Flashcards
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Chapter 1: Introduction to the Field of Organizational Behaviour
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165 Verified Questions
165 Flashcards
Source URL: https://quizplus.com/quiz/2934
Sample Questions
Q1) Information technology has created challenges, such as tethering people to their jobs for longer hours, reducing their attention spans at work, and increasing techno-stress.
A)True
B)False
Answer: True
Q2) Which of the following is NOT a benefit of telecommuting according to research?
A)It makes employees feel more empowered.
B)It reduces stress.
C)It reduces costs for the employer.
D)It reduces pollution.
E)It improves job satisfaction.
Answer: C
Q3) One of the fastest ways to acquire knowledge is to hire individuals or purchase entire companies that have valued knowledge.
A)True
B)False
Answer: True
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Chapter 2: Individual Behaviour
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213 Verified Questions
213 Flashcards
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Sample Questions
Q1) While there may be many varieties of individual behaviours, most can be organized into five categories:
A)True
B)False
Answer: True
Q2) Sick leave policies affect the employee's motivation to attend work.
A)True
B)False
Answer: True
Q3) Customer orientation, social skills, and need for achievement are examples of
A)situational factors
B)role perceptions
C)competencies
D)aptitudes
E)internal dilemmas
Answer: C
Q4) Values indirectly motivate behaviour by framing our perceptions of reality.
A)True
B)False
Answer: True
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Chapter 3: Perceiving Ourselves and Others in Organizations
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212 Verified Questions
212 Flashcards
Source URL: https://quizplus.com/quiz/2936
Sample Questions
Q1) The Johari Window is a training program that teaches employees how to change their personality.
A)True
B)False
Answer: False
Q2) Which of the following is an example of selective attention?
A)You conclude that the person near the cash register is a sales clerk.
B)You dislike the manager because they have authority.
C)You prefer autonomy in your work due to frequent disagreements with colleagues.
D)You notice that two employees are arguing in the company's quiet library.
E)You assume that an employee is lazy because she works in a department with lazy people.
Answer: D
Q3) According to the Johari Window, the hidden area is reduced through disclosure. A)True
B)False
Answer: True
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Page 5
Chapter 4: Workplace Emotions
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260 Verified Questions
260 Flashcards
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Sample Questions
Q1) The first stage of job burnout is
A)feelings of reduced efficacy.
B)role ambiguity.
C)increased cynicism.
D)alarm reaction.
E)None of these statements describe the first stage of job burnout.
Q2) When employees have higher job satisfaction they tend to
A)get angry at customers more often than when they were dissatisfied with their jobs.
B)provide friendlier service to customers.
C)provide more consistent service to customers because of their longer employment in the job.
D)stay on the job longer, so they have better knowledge and skills to serve clients.
E)provide the same quality of customer service as when they were dissatisfied with their jobs.
Q3) Employees experience less stress from emotional labour when they practice surface acting rather than deep acting.
A)True
B)False
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6
Chapter 5: Foundations of Employee Motivation
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255 Verified Questions
255 Flashcards
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Sample Questions
Q1) Jane and Connie are neighbours who both work as purchasing managers in different companies in the petrochemical industry. During one neighbourly discussion, Jane learned that Connie's salary was nearly 15 per cent higher than hers even though their job duties were similar. Other than this difference, both received similar benefits and seemed to enjoy their jobs and colleagues. Jane was upset about Connie's higher salary, although she did her best to hide her emotions from Connie. After all, it wasn't Connie's fault that they received different salary levels. Jane was frustrated not only because Connie received a significantly higher salary, but also because she was certain that she worked longer hours and was more productive than Connie. According to equity theory research, what will Jane probably do to reduce her upset feelings?
Q2) According to four-drive theory, social norms, past experience, and personal values translate emotional signals into goal-directed effort.
A)True
B)False
Q3) Goal setting tends to be more effective when the goals are specific rather than general.
A)True
B)False
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Chapter 6: Applied Performance Practices
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196 Verified Questions
196 Flashcards
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Sample Questions
Q1) Employee share ownership plans (ESOP)
A)calculate pay by the number of units produced by the employee.
B)pay employees a bonus based on the amount of labour or materials costs they save the company.
C)include any arrangements where a share of company profits is put aside and distributed to a designated group of employees.
D)All of the answers are correct.
E)None of the answers apply.
Q2) How do growth needs relate to the job characteristics model?
A)Growth needs increase with the level of autonomy offered in the job.
B)High growth needs are one of the psychological states in the job characteristics model.
C)Job enrichment might motivate those with high growth needs more than those with low growth needs, but recent studies suggest this relationship is weak, at best.
D)Growth needs are the critical psychological state resulting from skill variety and task identity.
E)Growth needs are not mentioned in the job characteristics model.
Q3) How might job specialization adversely affect employee attitudes and motivation?
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Chapter 7: Decision Making and Creativity
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184 Verified Questions
184 Flashcards
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Sample Questions
Q1) Post-decisional justification gives people an excessively optimistic evaluation of their decisions, until they receive very clear and undeniable information to the contrary.
A)True
B)False
Q2) Intuition allows us to draw on our tacit knowledge to guide our decision preferences.
A)True
B)False
Q3) Which of these statements about information processing in decision making is FALSE?
A)Decision makers don't think through all of the possible alternatives and their outcomes.
B)Decision makers typically look at alternatives at the same time rather than sequentially.
C)Decision makers engage in a limited search for and evaluation of alternatives.
D)Decision makers compare each alternative against an implicit favourite.
E)Perceptual biases distort the selection and interpretation of information.
Q4) Describe the rational choice paradigm of decision making.
Q5) Comment on the accuracy of the following statement:
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Chapter 8: Team Dynamics
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281 Verified Questions
281 Flashcards
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Sample Questions
Q1) Brooks's law states that, "whatever can go wrong in groups will, so one should be prepared for it."
A)True
B)False
Q2) Which of the following is usually an informal group?
A)Production team
B)Task force
C)People you regularly meet for lunch
D)Management team
E)Team-oriented department
Q3) Taskwork represents the technical performance of the team's task.
A)True
B)False
Q4) Calculus-based trust is the best form of trust to have in virtual teams.
A)True
B)False
Q5) Our desire for informal groups is mostly influenced by our drive to defend.
A)True
B)False
Q6) Outline the three foundations of trust in teams.
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Chapter 9: Communicating in Organizations
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175 Verified Questions
175 Flashcards
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Sample Questions
Q1) The responding stage of active listening includes showing interest and clarifying the message.
A)True
B)False
Q2) What effect do public websites dedicated to company gossip have on the corporate grapevine?
A)These websites have almost completely replaced the corporate grapevine.
B)These websites allow corporate leaders to control the corporate grapevine.
C)These websites extend grapevine information to anyone, not just employees connected to social networks.
D)These websites do all of these things.
E)These websites have no effect on the corporate grapevine.
Q3) The social presence effect occurs when the sender and receiver are sensitized to their relative status during the communication process.
A)True
B)False
Q4) Emotional contagion represents nonconscious behaviour.
A)True
B)False
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Chapter 10: Power and Influence in the Workplace
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186 Verified Questions
186 Flashcards
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Sample Questions
Q1) Exaggerating one's resumé is categorized within the influence strategy of persuasion.
A)True
B)False
Q2) Even though you should be visiting clients most of the time, you make a point of stopping by the office each day so your boss sees that you are working. This increases your power by increasing your centrality.
A)True
B)False
Q3) People with an internal locus of control and strong Machiavellian values are more likely to engage in organizational politics.
A)True
B)False
Q4) Which types of people are more likely to engage in organizational politics?
Q5) Legitimate power is an agreement between people that one person has the right to request specific behaviours from the other person.
A)True
B)False
Q6) Why do people with diverse networks tend to be more successful job seekers?
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Chapter 11: Conflict and Negotiation in the Workplace
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189 Verified Questions
189 Flashcards
Source URL: https://quizplus.com/quiz/2944
Sample Questions
Q1) Two team members who disagree over their work schedule approach their team leader to help resolve the conflict. Based on your knowledge of third-party conflict resolution, to avoid feelings of unfairness by the team member, the team leader should:
A)help the employees resolve their own conflict, with the team leader serving as a mediator to help them clarify their differences and common interests in the dispute.
B)tell each employee to present a solution, then the team leader would randomly choose one of them.
C)ask the employees to avoid the conflict and move on.
D)refuse to allow the conflict and ignore both employees.
E)tell the employees that their personal leave has been cancelled this year because they couldn't agree on such a trivial issue.
Q2) The bargaining zone model of negotiations describes the best physical zone in which negotiations should occur.
A)True
B)False
Q3) Briefly describe the five interpersonal conflict handling styles.
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Chapter 12: Leadership in Organizational Settings
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187 Verified Questions
187 Flashcards
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Sample Questions
Q1) The path-goal leadership theory is a(n)
A)transformational leadership theory.
B)contingency approach to managerial leadership.
C)leadership competencies type of theory.
D)behavioural leadership theory.
E)implicit leadership theory.
Q2) Servant leadership is an extension or variation of the people-oriented leadership style.
A)True
B)False
Q3) The personal attributes perspective takes the view that
A)introducing specific environmental conditions can replace the need for leaders.
B)people tend to inflate the importance of leadership in explaining organizational events.
C)the best leadership style depends on the situation.
D)effective leadership involves being both task-oriented and people-oriented.
E)leadership is based on the characteristics of the person.
Q4) Explain the concept of shared leadership.
Q5) Are transformational leaders charismatic leaders?
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Chapter 13: Designing Organizational Structures
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177 Verified Questions
177 Flashcards
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Sample Questions
Q1) Team-based organizational structures are usually found
A)in government departments and agencies.
B)in Asia rather than North America.
C)in the manufacturing operations of larger divisionalized structures.
D)in the professional support (e.g. accounting) units of larger functional structures.
E)as stand-alone organizations that apply no other organizational structures.
Q2) An organic structure has
A)functional departmentalization and a high degree of formalization.
B)a narrow span of control and low formalization.
C)a high degree of formalization and a wide span of control.
D)decentralized decision making and low formalization.
E)centralized decision making and a wide span of control.
Q3) As organizations grow, which of the following does NOT typically occur?
A)There is increasing job specialization.
B)The organization becomes more formalized.
C)More coordination through standardization occurs.
D)There is increasing division of labour.
E)Informal communication becomes more prevalent as a coordinating mechanism.
Q4) What role does organizational strategy play in designing organizations?
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Chapter 14: Organizational Culture
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184 Verified Questions
184 Flashcards
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Sample Questions
Q1) Artifacts of organizational culture may include the building's design, the way people are greeted, and the food served in the company's cafeteria.
A)True
B)False
Q2) The observable symbols and signs of an organization's culture
A)are called artifacts.
B)are used to communicate culture only when more direct means are unavailable.
C)are found only in companies with very strong cultures.
D)are very easy to interpret.
E)are all of these.
Q3) A strong culture depends on a stable workforce.
A)True
B)False
Q4) The psychological contract continues to develop and evolve even after a job applicant becomes an employee.
A)True
B)False
Q5) Using attraction-selection-attrition (ASA) theory, explain how organizations tend to maintain and perpetuate their cultures.
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Chapter 15: Organizational Change
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) What change management strategy should be a priority when employees need to break old routines and adopt new role patterns?
A)Employee involvement
B)Coercion
C)Negotiation
D)Stress management
E)Learning
Q2) Refreezing requires the establishment of organizational systems that are compatible with the desired changes.
A)True
B)False
Q3) Action research is a highly participative process.
A)True
B)False
Q4) A leader's strategic vision minimizes employee fear of the unknown.
A)True
B)False
Q5) Coercion should never be used to manage change in organizations
A)True
B)False
Page 17
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