Type:
Test Bank
Resource:
Experiential Approach to Organization Development
Edition:
8th Edition
Author(s):
Donald R. Brown
Chapter 1
Organization Development and Reinventing the Organization
TEST QUESTIONS True/False Questions 1. The increasing rate of change in a company’s external environment is one reason for the utilization of organization development. (T, easy, p. 3) 2. Organizations are considered static systems. (F, easy, p. 3) 3. Since planned change can not take into consideration unfolding and unknown events, OD is change based upon current conditions so that an organization can react to the latest market conditions. (F, moderate, p.3-5) 4. The objective of OD techniques is to focus on a small segment of an organization so that it will not impact the rest of the system. (F, easy, p. 4) 5. Both planned changes and the systems approach are used in organization development. (T, easy, p. 4-5) 6. Characteristics of OD include a collaborative approach to change and an emphasis on performance. (T, easy, p. 5) 7. A humanistic concern for personal growth is a characteristic of organization development. (T, easy, p. 5) 8. Once a successful organization such as Google has defined a business model, the reason and importance of developing plans for change diminish. (F, easy, p. 6) .
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9. OD practitioner Warren Bennis suggests that the three underlying factors in the emergence of OD are the need for new forms, an increase in social awareness, and a focus on cultural change. (T, moderate, p.6) 10. Successful firms in the 21st century will share common traits, including being faster, more customer oriented, and larger. (F, easy, p. 7) 11. In attempting to manage today’s organizations, many executives find that their past failures to give enough attention to the changing environment are now creating problems for them. (T, easy, p. 7) 12. Environmental analysis was an early OD approach to change. (F, easy, p. 8-9) 13. A country such as China likely will not have OD programs, as OD is primarily limited to developed countries with democratic governments. (F, moderate, p. 9) 14. OD specialists may be either internal or external OD practitioners. (T, easy, p. 9) 15. OD specialists who are internal practitioners typically come from areas of the organization such as finance and manufacturing. (F, easy, p. 9-10) 16. The OD practitioner is always a member of the organization so that the issue of trust is satisfied. (F, easy, p. 9-10) 17. Some OD practitioners consist of organization members, such as managers, who apply OD to their work. (T, easy, p. 10) 18. Organization culture refers to the general characteristics of an organization such as the size of the organization, where it is physically located, and the layout of the buildings. (F, easy, p. 10) 19. Norms are the rules and regulations of an organization regarding the conduct of employees. (F, easy, p. 10-11) 20. Peripheral norms are those norms that are essential to an organization’s objectives. (F, easy, p. 11) 21. Pivotal norms are not critical to the success of an organization and they allow the members the freedom to express their individualism. (F, easy, p. 11) 272
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22. Socialization is the process that adapts employees to the organization’s culture. (T, easy, p.11-12) 23. It is important for new employees to read carefully the organization’s employee handbook and policy manual so that they may learn the peripheral norms of the organization. (F, moderate, p. 12) 24. An employee who utilizes creative individualism accepts peripheral norms and questions the peripheral norms. (T, moderate, p. 12-13) 25. A pivotal norm in the sales department could be a peripheral norm in the finance department, even within the same organization. (T, moderate, p. 12-13) 26. A good psychological contract will focus on cultural values and avoid addressing job expectations. (F, easy, p. 14) 27. A psychological contract is a written agreement, typically part of the employment contract, documenting the expectations of both the individual and the organization. (F, easy, p. 14) 28. Research into the effectiveness of psychological contracts has shown that the obligations of the employee are the most critical determinants of organizational commitment. (F, moderate, p. 14) 29. A primary difference between OD and other behavioral science techniques is an emphasis on viewing the organization as a total system. (T, easy, p. 15) 30. The action research model does not call for feeding back information to the organization in order to prevent confusing the members. (F, moderate, p.15-16) 31. OD is considered a political and power type of intervention within an organization. (F, p. 17)
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Multiple-Choice Questions 32. Which of the following is (are) one of the major sets of forces in organization environment over the years? a. customers b. competitors c. government d. unions e. all of the above (e, moderate, p. 3) 33. The reason OD has emerged is because the external environment for most organizations is becoming more _____. a. simple and predictable b. complex and dynamic c. bureaucratic and rigid d. subject to manipulation by the firm e. static and predictable (b, moderate, p. 2-6) 34. In organization development, a practitioner must consider not only the external environment of the organization, but also _____. a. customers b. suppliers of production inputs c. the needs of society d. the needs of employees e. answers c and d (d, moderate, p. 4) 35. OD is oriented to improving organizational _____. a. growth b. effectiveness c. profitability d. goals e. none of the above (b, moderate, p. 4) 36. The field of OD is the discipline that _____. a. is rich in abstract theory b. is almost entirely intuitive c. is almost a pure science d. applies behavioral science to management problems e. all of the above (d, easy, p. 4)
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37. Which of the following statements relative to OD and the management of change are true? a. Theory has little application in the real world of business. b. Theory is, by definition, very abstract and quite difficult to understand. c. The value of OD is that it provides a systematic approach for the management of change. d. It is better to apply no theory at all than to apply a theory that has not been proven successful. e. Management and theories tend to be mutually exclusive. (c, moderate, p. 4) 38. Integrating organizational goals and individuals’ motivation for goal attainment is called _____. a. organization development b. organization integration c. organization planning d. organization control e. none of the above (a, easy, p. 4) 39. Which of the following is included as one of the important ideas in the definition of OD? a. planning b. providing direction and leadership from top levels of the organization c. attaining organizational effectiveness d. organization wide e. all of the above (e, moderate, p. 4) 40. The discipline that studies planned changes or the relationship between organizations and their environment is called _____. a. management science b. management development c. psychology d. organizational development e. none of the above (d, easy, p. 4) 41. OD is essential because it is a _____. a. source of careers b. means to preserve knowledge c. means to accomplish change d. vital part of small groups e. way employees get to know one another (c, easy, p. 4-5)
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42. Which of the following is included in the definition of OD? a. OD applies to the organization system. b. OD is based on behavioral science knowledge. c. OD is concerned with planned change. d. OD encompasses strategy, culture, and process changes. e. all of the above (e, moderate, p. 4-5) 43. Which of the following is NOT a reason for the use of OD? a. OD is a practical way for robots to weld auto body parts. b. OD can improve productivity. c. OD in some cases will improve employee involvement. d. OD can assist in improving organizational effectiveness. e. OD can change the direction of the organization. (a, easy, p. 4-6) 44. The OD program strives for _____. a. a planned strategy of product enhancement b. controlling behavior in the organization c. the organization’s systems d. changing organization behavior toward more effective performance e. none of the above (d, moderate, p. 5) 45. Which of the following is NOT one of the characteristics of OD? a. collaborative approach b. decision making c. systems approach d. planned change e. none of the above (b, moderate, p. 5-6) 46. Which of the following is NOT a characteristic of OD theory? a. classical organizational theory b. change that is planned c. involvement and collaboration d. scientific approaches combined with practical experience e. systems approach (a, moderate, p. 5-6) 47. Which one of the following is NOT a vital function of OD? a. accomplish things collaboratively b. improve performance c. provide a systems approach d. provide people with career opportunities e. provide improved effectiveness for the organization (d, moderate, p. 5-6)
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48. Which of the following is a characteristic of OD? a. depends upon power and political strategies b. imposed by management c. uses a micro approach to change d. seeks improved happiness of employees e. relies on humanistic values about people (e, moderate, p. 5-6) 49. Organizational development characteristics include all of the following concepts EXCEPT _____. a. predicting individual behavior b. use of the scientific method c. a concern for personal growth d. performance improvement e. discovering relationships among elements of the organization and excellence (a, moderate, p. 5-6) 50. What factors did Warren Bennis, a leading pioneer of OD, believe led to the emergence of OD? a. increased social awareness b. focus on cultural change within the organization c. the need for new organizational forms d. a desire to implement an interdisciplinary approach to management e. all of the above (e, easy, p.6) 51. Warren Bennis suggests three factors underlie the emergence of OD, including the _____. a. need for organizational decision making, policy making, and training b. need for new forms, focus on cultural change, and increase in social awareness c. need for management development d. need for new goals, new values, and new ideas e. answers a and d (b, moderate, p. 6) 52. Change is often difficult to implement within an organization because _____. a. change may be perceived as conflicting with the organization’s mission b. change may threaten the organization’s culture and norms c. all organizations operate in an environment d. answers a and b e. none of the above (d, moderate, p. 6-7, 12)
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53. Which of the following statements with respect to the early practice of OD is correct? a. The practice of management dates back about 100 years. b. The scientific study of OD as a field of inquiry dates back about 50 to 60 years. c. By 1950, most organizations were using OD. d. Survival was not an issue in most organizations before 1950. e. Early managers were not concerned with managerial efficiency and effectiveness. (b, moderate, p. 8-9) 54. Which of the following is NOT one of the early approaches to OD? a. laboratory training b. economic and environmental analysis c. survey feedback d. applied behavioral science interventions e. survey research (b, moderate, p. 8-9) 55. Organization development has emerged from _____. a. applied behavioral science b. laboratory training c. survey feedback d. all of the above e. none of the above (d, easy, p.8- 9) 56. When Rensis Likert and Floyd Mann used survey research and feedback at Detroit Edison in the 1950s, they were applying the _____ model developed earlier by Kurt Lewin. a. action research b. systems theory c. organization culture d. socialization e. culture-normative index (a, moderate, p. 9) 57. Which of the following terms does not describe an OD practitioner? a. change agent b. union organizer or advocate c. consultant d. OD specialist e. manager (b, p. 9-10) 58. OD specialists _____. a. are members of the organization b. come from outside the organization c. may be part of the human resource department d. are team leaders and managers who apply OD to their work e. all of the above (e, moderate, p. 9-10) 278
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59. The set of values that helps members of an organization know what the organization stands for and how it does business defines the organization _____. a. design b. culture c. structure d. responsibility e. normalization (b, moderate, p. 10-11) 60. Organization culture refers to a system of shared meanings, which include _____. a. value system b. language c. interactions d. all of the above e. answers a and c (d, easy, p. 10-11) 61. In the socialization process, new employees usually enter the organization with some anxiety over expectations. Which stage of socialization follows an employee’s expectations upon first entering an organization? a. adjustment to cultural norms b. encounters organization’s culture c. rebellion d. results e. none of the above (b, moderate, p.11-12) 62. For a new employee, the socialization process evolves through four stages. Which one of the following is not one of those stages? a. entering an organization with initial expectations b. encountering the organization’s culture c. being promoted to a higher position d. adjusting to the culture and norms e. receiving feedback. (c, moderate, p.11-12) 63. An important aspect of socialization when joining an organization is _____. a. the technical aspects of the job b. making sure to greet people you don’t know c. filing out forms correctly d. adjusting to the culture e. all of the above (d, moderate, p. 11-12)
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64. The ideal behavior for a healthy and effective organization would be to encourage employees to _____, which can be termed creative individualism. a. reject both peripheral and pivotal norms of the organization b. accept pivotal norms and question peripheral norms c. accept peripheral norms and reject pivotal norms d. accept both peripheral and pivotal norms e. question pivotal norms and reject peripheral norms (b, moderate, p. 13) 65. Which of the following is an example of a psychological contract? a. application form b. legal contract c. job description d. purchase order e. unwritten agreement (e, moderate, p.14) 66. What is NOT a characteristic of the psychological contract? a. It is open-ended. b. It describes expectations. c. Salary is written in the contract. d. Periodic renegotiation is necessary. e. It is unwritten. (c, moderate, p. 14) 67. The action research model contains the following element(s): a. collecting information about the organization b. withholding feedback to prevent confusion c. developing action programs d. all of the above e. answers a and c (e, moderate, p. 14-15)
Essay Questions 68. Define OD and differentiate OD from other change programs. OD is a process designed to increase organization effectiveness by integrating the desires of the individual for growth and development with organization goals. OD differs from other change programs because of the use of: (1) a planned strategy to achieve organizational change; (2) a practitioner, either internal or external; (3) an emphasis on collaboration in change; and (4) a belief in humanistic values about people and organizations. (p. 3-5)
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69. What are the characteristics of OD? Each answer should contain the following six items or ideas: a. Planned change b. Collaborative approach c. Performance orientation d. Humanistic orientation e. Systems approach f. Scientific method (p. 5-6) 70. OD practitioners come from primarily what two areas. Explain. The first area is the OD specialists who are professionals that have specialized and trained in organization development and related areas, such as organization behavior and applied social sciences. If they come from outside the organization, they are external practitioners and if they come from within the organization, they are internal practitioners. The second area is the people within an organization who are in management or leadership positions and they apply OD to their work. Examples of the positions of these people are team leaders and managers of all levels. (p. 9-10) 71. Define and discuss importance of organization culture. Each answer should contain the following items: a. Culture is the shared language, dress, patterns, etc., of an organization. b. Pivotal norms are essential to the corporate objectives. c. Peripheral norms are supportive, but nonessential items to an organization’s objectives. d. Socialization is the process of an individual adjusting to an organization’s culture and norms. There are three different responses to this process: rebellion, creative individualism, and conformity. e. Psychological contract is an unwritten agreement of the expectations between an individual and an organization. (p. 10-11) 72. List and describe the three basic socialization responses and tell under what conditions each may be appropriate. Rebellion occurs when the person rejects both pivotal and peripheral norms and values of the organization. It is an appropriate response when the individual is diametrically opposed to the organization. Conformity occurs when the person accepts both the peripheral and pivotal norms and values within the organization. This may be appropriate when acceptance within the organization is valued highly or when it is difficult to ascertain what the pivotal norms are and what the peripheral norms are. Creative individualism occurs when the person accepts the pivotal values and norms and rejects some or all of the others. In an ideal situation, this is the preferred response, and it facilitates healthy and effective organizations while encouraging individuals to question or examine the norms. (p. 11-13) .
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Chapter 2
Organization Renewal: The Challenge of Change
TEST QUESTIONS True/False Questions 1. Organization renewal requires that top managers make adaptive changes to the environment. (T, easy, p. 32) 2. Stability is both a necessity and an obstruction to change. (T, moderate, p. 34) 3. In a hyperturbulent environment, management decisions can usually be based on the extrapolation of historical experience. (F, moderate, p. 34-36) 4. Entropy is the use of supplies or assets in the transformation of resource inputs to outputs in an open system. (F, moderate, p. 34, 38-39) 5. Sluggish management refers to a management style based on a stable environment and being able to be highly adaptive. (F, moderate, p. 36-39) 6. Satisficing management and renewing management are management styles that include a hyperturbulent environment. (F, moderate, p. 37-38) 7. A system, which is a set of parts that are connected, is designed to achieve a goal. (T, easy, p. 38) 8. The elements of a system must have an established arrangement. (T, easy, p. 38) 9. The systems approach views the organization as a system of highly developed and a constant set of relationships among the individual components. (F, moderate, p. 38-39) Chapter 2 Organization Renewal: The Challenge of Change .
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10. Outputs are the products and services produced by the organization. (T, easy, p. 39) 11. One of an open system’s basic qualities includes the requirement that the interrelationships of the individual system elements must be static. (F, easy, p. 39) 12. A closed system is in continual interaction with its environment. (F, easy, p. 39) 13. A sociotechnical system is not organized around tasks but instead it is organized around processes. (T, easy, p. 40) 14. The sociotechnical systems OD approach is considered an excellent technique because it is relatively easy for the change agent to implement. (F, moderate, p. 41) 15. The contingency approach states that there are many methods of accomplishing a change objective but there is one best way to change. (F, easy, p.41-42) 16. Future shock can be avoided by developing a sophisticated model of a closed system. (F, easy, p. 42) 17. The differences between organization transformation and organization development can also be referred to as the differences between revolution and evolution. (T, moderate, p. 43-44) 18. OD or planned organizational change is an attempt to improve the effectiveness of groups of the organization and not other entities. (F, easy, p. 44) 19. Content and process are two dimensions of observing and analyzing work groups. (T, easy, p. 45)
Multiple-Choice Questions 20. The ongoing process of building innovation and adaptation into an organization is known as _____. a. entropy b. static equilibrium c. feedback d. future shock e. renewal (e, easy, p. 32-33)
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21. Some ideas in systems theory have had substantial impact on management thinking. Which of the following refers to a system’s tendency to break down unless it is maintained? a. feedback b. entropy c. dynamic equilibrium d. process observation e. future shock (b, moderate, p. 34) 22. A hyperturbulent environment is characterized by _____. a. rapidly changing product lines b. continual technological innovation c. stable market growth d. all of the above e. answers a and b (e, moderate, p. 35-6) 23. A sluggish management system is usually found _____. a. when job placement is based on performance objectives b. when development is the key strategy c. in a hyperturbulent environment d. in a stable environment e. none of the above (d, moderate, p. 36) 24. Organizations with a low level of adaptation existing in a rapidly changing environment deal with problems _____. a. on a short-run basis b. through formal committees and centralized decision making c. using a long-term plan based on stable goals d. proactively, taking advantage of new opportunities e. answers b and c (a, difficult, p. 37) 25. A renewing/transformational management system is characterized by _____. a. a stable environment b. a formal structure that is clearly defined for all members to see c. an ability to deal with future shock d. centralized decision making e. all of the above (c, difficult, p. 37-38) 26. Rapid technological change in the environment forces an organization to develop a _____ orientation. a. satisficing b. conservative c. renewing d. monitoring e. progressive (c, moderate, p. 37-38) Chapter 2 Organization Renewal: The Challenge of Change .
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27. The innovations of corporations such as Google and 3M best typify what adaptation orientation? a. satisficing b. renewing transformational c. reactive d. sluggish thermostat e. none of the above (b, easy, p. 37-38) 28. The main idea underlying the systems approach is that _____. a. all parts are interrelated b. critical parts are related c. it allows us to look at the internal organization d. some parts belong to the external environment e. none of the above (a, easy, p. 38) 29. What type of phenomena can be analyzed from a systems viewpoint? a. biological system b. organization system c. economic system d. all of the above e. none of the above (d, easy, p. 38) 30. The idea that organization change may have substantial effects extending far beyond the area in which the change actually takes place relates to _____. a. interdependency b. contingency theory c. process observation d. information overload e. a hyperturbulent environment (a, moderate, p. 38-39) 31. Examine the following sets of terms and select the set that contains the three basic elements of a system. a. inputs, throughputs, and transportation b. entropy, synergy, and interdependence c. environment, feedback, and outputs d. inputs, transformation, and outputs e. none of the above (d, moderate, p. 38-39)
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32. If an organization is viewed as a system by its managers, which of the following is (are) characteristic(s) of the organization? a. It consists of discrete, isolated parts. b. It relies on rules and procedures to standardize its activities into a systematic effort. c. It acquires inputs, transforms them, and exports outputs to the environment. d. answers a and c e. all of the above (c, moderate, p. 38-39) 33. The best reason for using a systems approach in OD is _____. a. it provides a dynamic model of change and interrelationships b. it implicitly recognizes organizational purpose or mission c. it provides a static model of change and intervention d. the model is functional irrespective of inputs from the environment e. none of the above (a, moderate, p. 38-39) 34. All of the following are principles of systems theory EXCEPT _____. a. team spirit b. open system c. dynamic equilibrium d. feedback e. transformation process (a, moderate, p. 38-39) 35. A continual flow of information between an open system and its environment is known as _____. a. entropy b. dynamic equilibrium c. feedback d. future shock e. renewal (c, moderate, p. 39) 36. The primary factor that differentiates an open system from a closed system is _____. a. a closed system is self-contained and isolated from interactions with its environment b. open systems sustain dynamic equilibrium whereas a closed system disintegrates into entropy c. open systems have a feedback loop and closed systems do not d. all of the above e. none of the above (d, moderate, p. 39)
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37. A business organization using the process of reciprocity is an example of _____. a. synergy b. boundary c. a closed system d. an open system e. information overload (d, easy, p. 39) 38. An entity that is in continual interaction with its environment and achieves a relatively steady state is said to be in _____. a. entropy b. dynamic equilibrium c. a feedback stage d. future shock e. renewal (b, moderate, p. 39) 39. Managers can no longer function within the traditional organization chart, but must learn to _____. a. change government regulations for organizational gain b. integrate a department with the whole organization c. control workers to complete production goals d. cope with demographics e. none of the above (b, moderate, p. 39-41) 40. Which of the following is NOT an element of the technological environment of organizations? a. process of innovation b. policies c. patents d. techniques e. equipment (b, easy, p. 40-41) 41. When an organization is viewed as a sociotechnical system, which is the LEAST common subsystem? a. culture b. technological c. values d. transportation e. managerial (d, moderate, p. 40-41)
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42. In attempting to create more adaptive organizations, the change leader focuses change efforts on the _____. a. managerial subsystem b. technical subsystem c. psychosocial subsystem d. structural subsystem e. all of the above (e, easy, p. 40-42) 43. Which of the following is NOT an element of the psychosocial environment of organizations? a. norms b. mission c. social relationships d. behavioral patterns e. roles (b, moderate, p. 41) 44. A contingency approach to management means developing _____. a. a programmed system b. workable control procedures c. strong leadership skills d. actions appropriate for a situation e. a mission and vision (d, easy, p. 41-42) 45. The contingency approach to management is concerned with _____. a. the relationship between the organization and its environment b. applying mathematical models to management problems c. studying the psychological forces that affect managers d. studying the sociological forces that affect workers e. none of the above (a, moderate, p. 41-42) 46. Which theory of management stresses that the effectiveness of management practices varies according to the particular conditions of the situation? a. classical b. behavioral c. management science d. contingency e. none of the above (d, easy, p. 41-42) 47. The contingency view of management suggests that _____. a. managerial effectiveness depends on a set of conditions b. managerial efficiency depends on mathematical modeling c. managerial effectiveness depends on applying universal principles d. managerial efficiency depends on good human relations e. managerial effectiveness depends on its efficiencies (a, moderate, p. 41-42) Chapter 2 Organization Renewal: The Challenge of Change .
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48. The contingency approach is best defined by the phrase _____. a. “It is in the future” b. “It is interlocking” c. “It is unknown” d. “It all depends” e. “Time will tell” (d, moderate, p. 41-42) 49. The statement “that there is no one best way of managing all situations” best describes what type of system for managing change? a. process approach b. organization transformation c. socio approach d. contingency approach e. none of the above (d, easy, p. 41-42) 50. In the contingency approach, managers must identify the best technique in terms of _____. a. the situation b. the circumstances c. the time d. all of the above e. none of the above (d, easy, p. 41-42) 51. When change occurs too rapidly, individuals and organizations may enter a stage of _____ in trying to cope with the superimposition of a new culture on an old one. a. entropy b. dynamic equilibrium c. feedback d. future shock e. renewal (d, easy, p. 42-43) 52. The ability to adapt to change is critical to an organization because _____. a. reliance on one management style may not be appropriate as circumstances change b. society is placing new demands for social responsibility on business c. technological and environmental change is increasing d. all of the above e. none of the above (d, moderate, p. 42-43)
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53. An effort to rapidly alter the framework and assumptions of an organization is termed _____. a. organization change b. organization efficiency c. organization development d. organization implementation e. organization transformation (e, easy, p. 43-44) 54. The phrase best representing the OD approach to the management of change is _____. a. “planned change” b. “overcome resistance” c. “reverse conflict” d. “soft sell” e. “process observation” (a, easy, p. 43-44) 55. While change using the methods of organization transformation may be described as being _____, change using organization development may be described as being _____. a. methodical, rapid b. critical, low priority c. rapid, critical d. adequate, superior e. revolutionary, evolutionary (e, moderate, p. 43-44 56. An organization experiencing future shock to such an extent that it is threatening the survival of the organization is more likely to resort to what method of change? a. organization development b. organization transformation c. sociotechnical systems approach d. open system analysis e. all of the above (b, difficult, p. 42-44) 57. Process observation is the technique used to _____ work groups as systems. a. renew and revitalize b. train and develop c. identify and categorize d. compare and contrast e. observe and analyze (e, moderate, p. 45)
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58. An OD practitioner may focus on the processes of a team, that is the _____, and not the content of the team’s activities. a. product’s quality of the team b. degree of future shock that is motivating team behavior c. labor cost of making efficient and effective decisions d. way the team members work with one another e. resource inputs, transformation processes, and outputs (d, difficult, p. 42-43, 45)
Essay Questions 59. Contrast the following system concepts: entropy and dynamic equilibrium. Entropy is a movement towards disorder and eventual system breakdown. This is the end result of all systems that do not exchange energy and resources with their environment. In an adaptive organization, the process of exchanging energy and resources with the environment leads to dynamic equilibrium via planned change. (p. 34, 39) 60. Define “satisficing” management and explain what impact Alvin Toffler’s concept of future shock has on this adaptation orientation. Satisficing management is characterized by a stable environment and high adaptation. Emphasis is on centralized decision making with problems referred to the top and clearly defined procedures and roles. Change is accomplished at a “good enough” rate, but primary concern is not with pacesetting. This response is acceptable when pressure for change is low, but as change is “avalanching on our heads” a firm that settles for a satisficing orientation is in jeopardy of losing its competitive edge. Toffler’s concept of greatly accelerating rate of change means that satisficing management is inadequate to deal with today’s organizations. (p. 37, 42-43) 61. Think of an organization and apply the systems perspective to describe its functioning. Use all components. Each students’ answer should be evaluated and should include the following: a. Inputs b. Transformation process c. Output d. Feedback e. Environment (p. 39-41)
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