Organizational Development
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Course Introduction
Organizational Development is a course designed to provide students with a comprehensive understanding of the theories, practices, and strategies used to improve organizational effectiveness and enhance workforce capabilities. The course explores the dynamics of change management, organizational culture, leadership, team development, and intervention methodologies. Students will analyze case studies, engage in group projects, and learn to apply diagnostic tools to assess organizational needs and implement transformation initiatives. By examining both traditional and contemporary approaches, the course equips learners with the skills needed to facilitate positive change, promote innovation, and foster a culture of continuous improvement within diverse organizational settings.
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Organization Development The Process of Leading Organizational Change 4th Edition by Donald
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Page 2
Chapter 1: What Is Organization Development
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Q1) Why is OD considered to address long-term change?
Answer: Change is intended to be long-term and/or permanent. Systemic changes are development that are likely long lasting.
Q2) What data indicated positive feelings from employees regarding the changes that occurred at ABA?
A) surveys
B) observations
C) interviews
D) a and c
Answer: D
Q3) At ABA, what was the purpose of external consultants coaching managers after employee survey results were collected?
A) to demonstrate commitment to the organization
B) it was part of the consultants' contract
C) managers did not understand the survey data
D) to guide self-exploration and personal development
Answer: D
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Chapter 2: History of Organization Development
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Q1) Which process of learning refers to correcting mistakes as they occur?
A) single-loop learning
B) double-loop learning
C) deutero-learning
D) triple-loop learning
Answer: A
Q2) Chris Argyris is noted as being a major contributor to the field of ______.
A) organizational change
B) organizational learning
C) organizational leading
D) organizational behavior
Answer: B
Q3) The practice of OD is just in its second decade.
A)True
B)False
Answer: False
Q4) Distinguish between Theory X and Theory Y.
Answer: Responses should include characteristics of each Theory, specifically regarding Theory X having more negative assumptions of people and their work, whereas Theory Y articulates a more optimistic view of people and their work.
Page 4
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Chapter 3: Core Values and Ethics of Organization Development
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Q1) Why are values important to OD practitioners?
Answer: Responses may vary. Students should include some detail regarding (1) They guide choices about how to proceed; (2) They provide a larger vision that extends beyond any individual intervention; (3) They distinguish OD from other methods of consulting and change; (4) They help prompt dialogue and clarify positions; and (5) They can help us evaluate how we did.
Q2) Which of the following challenges in holding to the OD values relates to academia viewing OD as a set of techniques that resulted in certain outcomes rather than if techniques appropriately applied to core values of the field ?
A) Financial and economic tensions
B) The push to see OD as technology
C) Management culture and expectations
D) Research
Answer: D
Q3) How do you see ethics guiding OD practitioners?
Answer: Responses may vary. Students may have personal examples they choose to share. Some information may be pulled from the Appendix of the textbook.
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Page 5
Chapter 4: Foundations of Organizational Change
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Q1) Which of the following components within the Nadler-Tushman Congruence Model includes task, individual, and formal and informal organizational arrangements?
A) inputs
B) transformation processes
C) outputs
D) feedback
Q2) Kegan and Lahey wrote about a language shift, for example, from the language of complaint to the language of ______.
A) commitment
B) personal responsibility
C) competing commitments
D) ongoing regard
Q3) When placed in the same system, people, however different, produce very different results.
A)True
B)False
Q4) Discuss four distinct benefits that the social construction perspective offers OD practitioners.
Q5) Discuss the various ways in which organizational changes differ.
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Chapter 5: The Organization Development Practitioner and the OD Process
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Q1) Which of the following is NOT an area that Varney describes as necessary for practitoners to be skilled:
A) information technology skills
B) self and impact awareness
C) conceptual, analytical, and research skills
D) organizational change and influence skills
Q2) When using the ______ approach to consulting, the client has typically framed the problem already as a gap in knowledge that the consultant can fulfill.
A) expert
B) doctor-patient
C) mechanic
D) organization development
Q3) Earning a regular salary is an example of which of the following?
A) advantage of internal consulting
B) advantage of external consulting
C) disadvantage of internal consulting
D) disadvantage of external consulting
Q4) Discuss a variety of skills and competencies that OD consultants should possess to be considered fully competent in their profession. To
Chapter 6: Entry and Contracting
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Q1) Which of the following purposes of contracting is described as an opportunity for a practitioner to validate that a project is able to be accepted, and often the practitioner should do more listening than talking?
A) To clarify the client's goals and objectives for the request
B) To allow the client to get to know the consultant, the consultant to get to know the client and the organization, and for both parties to validate that the project is one that the consultant has the knowledge and skills to accept
C) To understand the organization's commitment to change
D) To create an environment in which consultation can success by agreeing on mutual roles and needs
Q2) In the contracting process, the practitioner and client explore both the formal and______ contractual elements of their relationship.
A) psychological
B) biological
C) social
D) fiscal
Q3) Discuss why it is critical to invest time early during the first three phases.
Q4) What are ethical issues in contracting? Discuss.
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Page 8
Chapter 7: Data Gathering
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Q1) Which of the following criteria when selecting a data gathering method relates to potential cost in terms of money and time?
A) investment required
B) access
C) relevance to problem
D) accuracy
Q2) According to Argyris, ______ information is necessary for the client to learn and for the interventionist to help.
A) Useful
B) Specific
C) Valid
D) Detailed
Q3) ______ are described as the root cause or core, fundamental issues that are producing symptoms within the organization.
A) Presenting problems
B) Underlying problems
C) Interventions
D) Data gathering methods
Q4) Discuss data gathering methods, including pros and cons of each.
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Chapter 8: Diagnosis and Feedback
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Q1) If categories appear "saturated" during the inductive coding process, ______.
A) add more comments to the category
B) determine if the category should be broken down further
C) the themes were not set up appropriately
D) combine some categories together
Q2) Fear of the unknown, cynicism regarding change, and lack of trust are all common issues related to resistance to change.
A)True
B)False
Q3) Most OD practitioners should be familiar with all the following statistical tools except ______.
A) frequency distribution tables
B) descriptive statistics
C) ANOVA
D) histograms
Q4) Disconfirmation is a process when feedback directs attention to a set of actions.
A)True
B)False
Q5) Discuss the three commonly viewed phases within the diagnostic process.
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Chapter 9: An Introduction to Interventions
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Q1) While there are guidelines in selecting the right intervention, the best practice is to work closely with the client to determine what engagement is most appropriate for the problem and the client organization.
A)True
B)False
Q2) Which of the following considerations in selecting the right intervention strategy begins with asking systematic questions to come up with improved judgements and choices?
A) Considering client readiness for change
B) Deciding where to intervene first
C) Considering depth of intervention
D) Considering sequence of activities
Q3) Which role of the change agent is defined as a boundary-spanner between groups or between a supervisor and team, negotiating between them and giving feedback?
A) Facilitative
B) Gatekeeping
C) Diagnostic
D) Mobilizing
Q4) What are some ethical issues with interventions? Provide examples of each.
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Chapter 10: Individual Interventions
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Q1) Which stage in Schein's career life cycle is known as then individuals search out, interview, and experience the first job?
A) Growth, fantasy, exploration
B) Entry into world of work
C) Basic training
D) Full membership in early career
Q2) It has been argued that personality types correspond with vocational interests and satisfaction. Which dimension of vocational preference is for exploring and understanding natural and social phenomena?
A) Realistic
B) Investigative
C) Artistic
D) Social
Q3) If neither the old nor the new ways are working properly, this stage of transition is present:
A) Endings
B) Neutral zone
C) New beginnings
D) Future
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Page 12
Chapter 11: Team Interventions
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Q1) An example of cross-functional teams is when all marketing individuals get together to meet a common goal.
A)True
B)False
Q2) A distinguishing feature among ______ is the use of electronic tools to communicate and share information.
A) self-directed work teams
B) virtual teams
C) cross-functional teams
D) functional teams
Q3) Which phase of a confrontation meeting is when the session begins with the leader setting expectations to encourage an open and honest discussion?
A) Phase 1-Climate setting
B) Phase 2-Information collecting
C) Phase 3-Information sharing
D) Phase 4-Priority setting and action planning
Q4) What principles can help change agents work with teams to design tasks more effectively?
Q5) Outline the seven phases of a confrontation meeting.
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Chapter 12: Whole Organization and Multiple Organization
Interventions: Part 1
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Q1) Real-time strategic change events are generally constructed over a ______ period.
A) 1-day
B) 3-day
C) 5-day
D) 7-day
Q2) Which type of lateral capability helps facilitate information sharing across department boundaries by exposing members of one group to those in another?
A) Networks
B) Lateral processes
C) Teams
D) Integrative roles
Q3) Whether a leader sends an e-mail to all persons within an organization or if face-to-face communication is preferred, these are examples of which element of organizational culture?
A) Language, metaphor, and jargon
B) Communication
C) Artifacts
D) Stories, myths, and legends
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Chapter 13:
Whole Organization and Multiple Organization
Interventions: Part 2
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Q1) Which level often sees problems of confusion regarding which team performs which tasks during the postcombination phase of the merger and acquisition interventions?
A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide
Q2) Which of the following is NOT one of the steps involved in implementing and sustaining a Six Sigma program?
A) An honest assessment of the organization's readiness to implement Six Sigma
B) Gathering qualitative data from participants
C) Willingness to expend the needed resources
D) Reflection on the objectives, scope, and timeframe of the program
Q3) TQM and Six Sigma are examples of which of the following?
A) Quality and productivity interventions
B) Interventions in mergers and acquisitions
C) Transorganization or interorganization development
D) Dialogic OD interventions
Q4) Differentiate the role of the practitioner in dialogic OD and diagnostic OD.
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Q5) Provide details of the three phases within the merger and acquisition process.
Chapter 14: Sustaining Change, Evaluating, and Ending an Engagement
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Q1) Evaluation does not always need to be viewed as an ending of an engagement but rather as a transition to a new beginning.
A)True
B)False
Q2) ______ could include employee selection, performance appraisals, and training and development activities.
A) HRM practices
B) Diffusion practices
C) Management practices
D) Formalization practices
Q3) Which reason to evaluate describes prompting the client and change agent to return to the original objectives of the engagement, to be specific about what outcomes were desired, and to document whether those objectives were achieved?
A) Evaluation provides focus
B) Evaluation results may facilitate support
C) Results provide feedback for change
D) Client and change agent growth
Q4) How is the OD engagement itself a topic for evaluation?
Q5) Discuss ethical issues in the ending phase.
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Chapter 15: Global Issues in Organization Development
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Q1) What most seem to agree is that the success of an OD intervention in any cultural environment requires a degree of cultural « ______ » between the intervention and the country's values.
A) match
B) fit
C) leadership
D) organization
Q2) Which country is known to have a very low uncertain avoidance index?
A) Russia
B) Japan
C) South Korea
D) Jamaica
Q3) The degree of fit relates to which piece of helpful advice to those choosing to proceed with global OD?
A) Conduct a « cultural diagnosis »
B) Adapt as necessary
C) Consider what interventions might work
D) Consider the match between culture and intervention
Q4) What happens when multiple national cultures are involved when OD programs are to be implemented?
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Chapter 16: The Future of Organization Development
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Q1) Which demographic was born roughly between 1980 and the late 1990s/2000?
A) Baby Boomer
B) Millennial
C) Gen 2020
D) Gen X
Q2) There is not a distinction between OD and ODC.
A)True
B)False
Q3) Redefining work can be seen in many ways; which of the following relates to individuals working from home, or telecommute?
A) Increased self-employment
B) Choosing flexible work/alternative work arrangements
C) Obsolete fixed job descriptions
D) Virtual/global work
Q4) Not having a single certification path relates to which weakness of how OD is practiced today?
A) Not utilizing systemic change activities
B) Rapid adoption of latest techniques or technologies
C) Challenges with HR colleagues
D) Lack of consistency in set of skills and competencies
Page 18
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