Public Administration
Test Preparation
Course Introduction
Public Administration explores the principles, structures, and processes of governmental organizations and their role in implementing public policy. The course examines the complexities of managing public sector agencies, balancing efficiency with accountability, and serving diverse communities. Topics include organizational theory, leadership, ethics, budgeting, human resource management, and the challenges of intergovernmental relations. Students will analyze real-world case studies and current issues to develop a deep understanding of effective public service and the evolving nature of governance in a modern society.
Recommended Textbook
Organization Development The Process of Leading Organizational Change 4th Edition by Donald
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16 Chapters
879 Verified Questions
879 Flashcards
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Page 2
Chapter 1: What Is Organization Development
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53 Verified Questions
53 Flashcards
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Sample Questions
Q1) Reading published OD case studies allows one to ______ .
A) implement the same set of interventions to solve an organizational issue
B) develop a deeper understanding of OD and learn from successes and struggles
C) appreciate the ease that OD interventions can be implemented
D) design training programs that mirror those within the given case
Answer: B
Q2) Change is required by which of the following?
A) individuals
B) team members
C) organizations
D) all the above
Answer: D
Q3) What was meant by having a « vertical slice » of citizen groups being represented in the Northern California Community?
A) groups represented a mirror image of the community
B) a top-down approach was utilized
C) a bottom-up approach was utilized
D) citizens were randomly selected
Answer: A
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Page 3
Chapter 2: History of Organization Development
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Sample Questions
Q1) MacGregor, Likert, Blake and Mouton, and Herzberg sought to persuade the practitioner community that there was a more optimistic and humanistic alternative to management.
A)True
B)False
Answer: True
Q2) Which of the following was not reported by the employees in the experimental accounting departments at Detroit Edison?
A) How well the supervisors in their department got along together
B) How often their supervisors held meetings and how effective the meetings were
C) How much their supervisor understood the way employees look at and felt about things
D) How well supervisors linked pay for performance with employees
Answer: D
Q3) To illustrate why organizations often succeed at learning, Argyris developed two models of managerial thinking: Model I and Model II.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Core Values and Ethics of Organization Development
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Sample Questions
Q1) For example, values can be a point for personal reflection and self-evaluation as a consultant. Which of the following reasons of why values are important to OD practitioners relates to this?
A) Values guide choices about how to proceed.
B) Values provide a larger vision that extends beyond any individual intervention.
C) Values distinguish OD from other methods of consulting and change.
D) Values help evaluate how well something went.
Answer: D
Q2) OD values have transitioned over time and have, for exaxmple, moved away from «use of status for maintaining power and personal prestige » toward a view of ______.
A) confirming them as human beings
B) making appropriate confrontation
C) use of status for organizationally relevant purposes
D) greater emphasis on collaboration
Answer: C
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Chapter 4: Foundations of Organizational Change
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Sample Questions
Q1) Which systems theory model was developed as a causal model that could be empirically tested, that would specify the variables that would be affected by a given change, and that would take into account transactional and transformational change?
A) Lewin's three-phrase model
B) Nadler-Tushman congruence model
C) Burke-Litwin model
D) Weisbord's Six-Box Model
Q2) Systems thinking is about analyzing the organization on certain levels. Which of the following levels is described as single occurrences of an episode?
A) events
B) patterns
C) structure
D) theory
Q3) Discuss some of the new paradigms emerging in OD that were introduced in this chapter.
Q4) Discuss the various ways in which organizational changes differ.
Q5) Discuss three benefits that systems theory offers OD practitioners.
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Chapter 5: The Organization Development Practitioner and the OD Process
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Sample Questions
Q1) Being perceived as short-term 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
Q2) An "expert" consultant should be hired when the subject area is quite broad.
A)True
B)False
Q3) Discuss the ethical implications of a OD consultant seeing perpetuation of a client's ignorance as advantageous.
Q4) One negative aspect of OD being an internal function within an organization is that it gets buried within HR.
A)True B)False
Q5) The consultant's role generally exists as an outsider to the client's system. A)True
B)False
Q6) What are some ethical issues for internal and external consultants?
7
Q7) Outline the stages of the consulting process.
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Chapter 6: Entry and Contracting
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Sample Questions
Q1) Given that the client can change depending on the target of the intervention, ______ can be seen as the client when interpersonal issues are involved.
A) relationships
B) group process
C) society at large
D) organizations
Q2) Which of the following purposes of contracting discusses the need for the client and consultant both to explore checkpoints and deadlines for the project and various stages along the way?
A) To undertsand the organization's commitment to change
B) To create an environment in which consultation can succeed by agreeing on mutual roles and needs
C) To clarify time pressures and expectations
D) To clarify how the client and consultant will interact
Q3) OD consultants do not ever lead clients to believe that they have specific expertise or overstate their certifications or other specialized skills.
A)True
B)False
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8
Chapter 7: Data Gathering
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Sample Questions
Q1) Outline the five-step approach to the data gathering process.
Q2) Secure locations, using pseudonyms, and destroying audio/video after transcription are examples of items to consider under which ethical issue?
A) collusion
B) misuse of data
C) informed consent
D) data protection
Q3) Which of the following methods of data gathering allows the consultant to collect data on actual behavior rather than reports of people's behavior?
A) interviews
B) focus groups
C) surveys/questionnaires
D) observations
Q4) Social media sites, wikis, and review sites are examples of which of the following unobtrusive measures?
A) historical data
B) official documents
C) online environment
D) physical environment
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Chapter 8: Diagnosis and Feedback
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Sample Questions
Q1) Feedback ______ action when it is inconsistent with what is already believed so that it produces a level of discomfort and the recipient is prompted to take different actions to reach different results.
A) directs
B) supports
C) prohibits
D) motivates
Q2) Using the ______ process for analyzing data, the analyst reasons from the observations or the data to elicit general principles or a theory.
A) inductive
B) deductive
C) academic
D) practitioner
Q3) 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
Q4) Discuss items to take into consideration when structuring the feedback meeting.
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Chapter 9: An Introduction to Interventions
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Sample Questions
Q1) Which of the following is NOT a team intervention?
A) mentoring
B) confrontation meetings
C) work redesign
D) appreciative inquiry
Q2) Which role of the change agent is defined as designing situations, events, and conversations so that awareness, learning, and change can occur?
A) Facilitative
B) Diagnostic
C) Mobilizing
D) Architectural
Q3) If a change agent agrees to implement an intervention even in the absence of data to support it, this is an example of which ethical issue?
A) misrepresentation of the intervention
B) misrepresentation of the consultant's skill level
C) collusion with the client
D) coercion and manipulation of the client or organizational members
Q4) What are some ethical issues with interventions? Provide examples of each.
Q5) Discuss the three important principles on which OD interventions are structured.
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Chapter 10: Individual Interventions
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Sample Questions
Q1) Individual interventions do not likely need to be supplemented by team or organizational interventions as part of a comprehensive intervention strategy.
A)True
B)False
Q2) 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
Q3) What are trends that can be seen in the field of organizational coaching?
Q4) Coaching, mentoring, and 360-degree feedback are all examples of ______.
A) group interventions
B) organization interventions
C) individual interventions
D) team interventions
Q5) What are ethical implications in the use of instruments?
Q6) Discuss the skills and qualities that good coaches typically possess.
Q7) Review the contemporary review of a career and discuss the boundaryless concept.
Page 12
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Chapter 11: Team Interventions
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Sample Questions
Q1) In work redesign, appropriate compensation and rewards, a training and education system, and clear communication are necessary.
A)True
B)False
Q2) The chief advantage of the team diagnostic meeting is that the group itself owns and chooses its own categories of analysis without relying on the predefined categories of a survey.
A)True
B)False
Q3) If it is continually stressed that all members are part of the same organization, this is an example of which method to reduce intergroup conflict?
A) Increasing intergroup contact
B) Recategorizing
C) Finding a common enemy
D) Exchanging team members
Q4) Outline the seven phases of a confrontation meeting.
Q5) What makes a team successful?
Q6) Discuss the five dysfunctions of a team.
Q7) Discuss the ways in which intergroup conflict can be reduced.
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Chapter 12: Whole Organization and Multiple Organization
Interventions: Part 1
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Sample Questions
Q1) ______ encourages organizations to consider several likely possible future states, to consider which of those is most likely, and then to develop plans and actions that could account for a number of possible future situations.
A) Strategic mapping
B) Scenario planning
C) Strategic planning
D) Search conferences
Q2) What should a change agent consider when evaluating a proposed new design?
Q3) Of the four idealized culture types, which one discusses tradition and formality as dominant values?
A) Clan
B) Adhocracy
C) Hierarchy
D) Market
Q4) The purpose of an OD intervention in a large system is to make lasting change in the character and performance of an organization.
A)True
B)False
Q5) What type of situations are best for real-time strategic change?
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Chapter 13: Whole Organization and Multiple Organization
Interventions: Part 2
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Sample Questions
Q1) Some view diagnostic and dialogic OD as more of a continuum rather than a choice of two practices.
A)True
B)False
Q2) Rather than small incremental changes to existing process, ______ could save more time and money by rethinking and restructuring entire operations.
A) TQM
B) reengineering
C) Six Sigma
D) transorganization development
Q3) 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
Q4) Provide details of the three phases within the merger and acquisition process.
Q5) Discuss the basic activities of TQM.
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Chapter 14: Sustaining Change, Evaluating, and Ending an Engagement
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Sample Questions
Q1) What are ethical challenges of evaluation?
Q2) Which reason to evaluate describes uncovering barriers to change and the results pointing to future possibilities for improvement?
A) Evaluation provides focus
B) Evaluation results may facilitate support
C) Results provide feedback for change
D) Client and change agent growth
Q3) ______ plans should be discussed at the ending meeting so it is clear whether and how the change agent may be further involved with the client's organization.
A) Contract extension
B) Subsequent consultation
C) Postconsultation transition
D) Ending maintenance
Q4) What can clients and change agents discuss when they choose to explicitly end the process with an ending feedback meeting?
Q5) Misinterpretation of the data only occurs by the change agent.
A)True
B)False
16
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Chapter 15: Global Issues in Organization Development
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Sample Questions
Q1) ______ is defined as the extent to which the members of a culture feel threatened by ambiguous or unknown situations.
A) Power distance
B) Uncertainty avoidance
C) Individualism-Collectivism
D) Masculinity-Femininity
Q2) Which assumption or generalization about how OD interventions are practiced in global environments assumes that underlying values of different OD interventions all reflect equivalent core values?
A) unity of practice
B) inherent value
C) unity of values
D) universal values
Q3) Organization development is less compatible in high ______ environments because of less collaboration, less acceptance of Theory Y, and less gender equity.
A) power distance
B) uncertainty avoidance
C) masculinity
D) femininity
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Page 17
Chapter 16: The Future of Organization Development
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Sample Questions
Q1) Which weakness of how OD is practiced today relates to inconsistent typologies between OD and other fields such as organizational behavior and psychology?
A) Different definitions
B) Rapid adoption of latest techniques or technologies
C) Challenge of business-oriented values
D) Lack of consistency in set of skills and competencies
Q2) Which theme related to Gen Xers relates to working to define problems, developing solutions at one's own pace, and produce results?
A) Belonging
B) Learning
C) Entrepreneurship
D) Security
Q3) When the economy improves, anger and dissatisfaction remain among employees still on the job, called simmering malaise.
A)True
B)False
Q4) Discuss the relationship between OD and Sustainability.
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