Organizationl Development and Change

Which of the following is not one of the “stems” of OD? Environmental analysis 2. All OD involves change management, but change management may not involve OD True 3. OD was developed for use primarily in business and industrial organizations. False 4. Conclusions about the first T-group experiments were (1) feedback from the group was a rich learning experience and (2) the process could be transferred to “back home situations. ” True 5. OD helps members of an organization solve their own problems. True 6.

As the QWL movement evolved, it fostered a new phase of activities known as Employee involvement 7. An effective organization has both high productivity and rapid growth. False 8. Three major trends are shaping change in organizations: globalization, information technology, and managerial innovation. True 9. According to the Managerial Grid, an individual’s style can best be described which of the following his or her concern for production and people 10. The assumption underlying the use of survey feedback in OD is surveys can provide feedback to the organization and be used to initiate change 11.

Productivity and QWL ideas were originated by Kurt Lewin False 12.

Strategic change interventions involve improving all of the above 13. The first “T-group” was formed as people related to data about their own behavior 14. The normative background in OD represents a human relations approach represented as the “one-best-way” to manage organizations. True 15. One of the original strategic change interventions was Open Systems Planning developed by Richard Beckhard. True 16. When an action researcher is dealing with an organization that is under organized, the steps in the change process are identification, convention, organization, Assessment 7.

According to Lewin, the best way to manage change is to increase the forces for change False 18. The relationship between planned change and organizational performance and effectiveness is well understood. False 19. Which activity is not part of the general model of planned change? interviews and action planning 20. The general model of planned change describes the way OD efforts always proceed. False 21. Quantum changes may drastically alters an organization’s strategic direction and but not develops its capacity to solve problems, achieve high performance, or improve QWL

True 22. The identification phase of action research is designed to identify people who should Help in setting the direction of the organization. False 23. The same steps in the action research model should be applied regardless of whether the organization is under-organized or over-organized False 24. In action research, data is only gathered after action has been taken to monitor the results. False 25. Contemporary applications of action research emphasize an increased degree of member involvement 26. The three sequential steps in Lewin’s change model are nfreezing, movement, refreezing 27.

Which theory of planned change serves as the foundation for appreciative inquiry (AI)? The Positive Model 28. Change strategies are often modified on the basis of continued diagnosis. True 29. The Action Research Model focuses on A and B 30. OD efforts are focused to deal with both planned and employee retention False 31. Two adaptations of action research are increased participant involvement and a greater appreciative approach to OD True 32. In under-organized organizations, the consultant attempts to “tighten up” the governance system. True 33.

All OD practitioners fully prescribe to traditional OD values, and have extensive training and experience in the social and political aspects of interventions False 34. Following entry and contracting, an OD practitioner starts with diagnosing an organization or department. True 35. Which of the following is not a “core” skill of an OD practitioner? Financial Management Skills 36. OD practitioners have recently given greater focus to organizational effectiveness and bottom line results. True 37. Despite the flexibility of the OD profession, most OD professionals have had specific training in OD.

True 38. Ethical dilemmas of the OD practitioner concern. All of the above 39. The consultant-centered OD practitioner may have to Take on a modified role of “expert” 40. The evidence suggests that OD careers are B and D 41. All managers are OD practitioners False 42. To be able to design and execute an intervention is a minor requirement for the OD practitioner. False 43. A great deal of research is available about the skills/knowledge of an effective OD practitioner. False 44. One of the major limitations of the internal consultant is Their potential loss of objectivity 5. Which is generally correct concerning OD practitioners?

All of the above 46. With the development of new and varied intervention approaches, the role of the OD professional needs to be seen as being along the entire continuum from client-centered to consultant-centered. True 47. The relationship between planned change and organizational performance and effectiveness is well understood. False 48. Contracting is typically a very formal, written process when internal OD practitioners are involved. False 49. Which answer below best describes the “relevant” client?

Generally those who can directly impact change issues 50. As OD practitioners enter into contracts, it is important to consider the emotional and psychological issues of the client. True 51. The presenting problem is Often a symptom of an underlying problem 52. The burden of responsibility for selecting an OD consultant lies entirely with Both the client organization and the consultant 53. Which of the following is not a step in the contracting process? Determining the change project 54. Three major trends are shaping change in organizations: globalization, information technology, and managerial innovation.

True 55. The goal of the contracting process is To make a good decision about how to proceed with the OD process 56. Following entry and contracting, an OD practitioner starts with diagnosing an organization or department. True 57. Failure to identify the relevant client can lead to a lack of support for the OD effort. True 58. The process of entering a client system consists of Clarifying the issue, determining the relevant client, and selecting a practitioner 59. Work groups are prevalent in all sizes and types of organizations. False 60.. An output at the job level is Job satisfaction 61..

Job design should be congruent with the larger organization. True 62. Analysis of inputs at the group level includes Determining what larger organization the group is embedded in 63. Group functioning involves task-related activities such as giving and seeking information and group-maintenance function. True 64. Which of the following design components are appropriate for job-level diagnosis? Skill variety 65. Group effectiveness has two components: quality of work life and performance. True 66. An individual job is constructed to perform functions that will indirectly impact group functioning. False 67.

Failure to identify the relevant client can lead to a lack of support for the OD effort. True 68. Human resources at the organization-level is a design component, but an input at the group and job levels. False 69. Quality of work life is a result of team effectiveness. False 70. To diagnose a group, the OD practitioner carefully examines the environment of the organization. False 71. One of the objectives for diagnostic models is All of the above 72. Fit at the individual job level represents the alignment between Job design and personal characteristics 73. Goal clarity is a job design component. False 4.

The major inputs at group level diagnosis consists of Organization design 75. Group-level diagnosis examines Goal clarity, task structure, group composition, group functioning, and performance norms 76. Group effectiveness is An output at the group level 77. Quality of work life at the group level is an Output 78. To diagnose an organization, the OD practitioner carefully examines the management team to discover the cause its problems False 79. Unobtrusive measures include archives and other company records True 80. Group effectiveness has two components: quality of work and performance. True 81.

Data analysis is usually guided by The type of data collected 82. Which is not a goal of data collection? To justify the presenting problem’s importance 83. Observations can be particularly helpful in diagnosing Interpersonal relations 84. Questionnaires allow the consultant flexibility in data gathering since they typically do not have fixed response categories. False 85. Which of the following is not important for OD practitioners to address before collecting data from members of an organization? Plans on how to adopt the strategic plan 86. Force field analysis is a quantitative technique for analyzing data.

False 87. Questionnaires are often used because A and B 88. Unobtrusive measures provide a highly subjective view of how the organization functions. True 89. Which question does the OD practitioner ask when developing a diagnostic relationship? Why am I here? 90. The question, “how satisfied are you with your work group? ” was asked of five groups using a five-point scale where 1= very dissatisfied and 5= very satisfied. Which group is most satisfied? Mean = 4. 2; standard deviation =. 65 91. Human resourced at the organization-level is a design component, but an input at the group and job levels. True 92.

Establishing a “diagnostic relationship” refers to Clarifying expectations between relevant organization members and the consultant 93. Which method of gathering data is the most “objective”? Unobtrusive measures 94. Quantitative measures of one group’s behavior can be useful even without a comparison group. False 95. Interview data can be collected and analyzed quickly. False 96. The relationship between consultant and organization is often neglected in planning and executing diagnosis. True 97. The OD practitioner should not share the entire purpose of data gathering with members of the organization.

False 98. A correlation coefficient clearly establishes cause and effect between two variables/ False 99. The organization’s general environment consists of B and C 100. An organization level diagnosis is appropriate when A and B 101. An organization’s strategic competitive advantage is when its strategies are difficult to initiate. True 102. One indicator of effectiveness is that all levels of the organization “fit” and support each other True 103. Diagnosis helps OD practitioners A and C 104. Competitive response to the environment should meet what criteria Valuable unique & difficult to imitate 105.

In making a good diagnostic model hands on knowledge and practical information are more important than organization theory. False 106. Which two key inputs listed below affect the way an organization designs its strategic orientation General environment and Industry structure 107. The task environment consists of individual and organizations that interact directly with the organization. True 108. Which general diagnostic model most underlies OD Open systems model 109. Collaborating with management is essential for a successful diagnosis True 110. Scanning units help organizations gather information from the environment.

True 11. Which of the following are design components of a strategic orientation? A, B & D 112. Which of the following is not one of Porter’s five forces that define the task environment? Organization member perceptions 113. Diagnostic models derive from conceptual frameworks about how organizations function. True 114. Diagnostic models incorporate A, B & C 115. What are the key properties of a system? All of the above 116. Which of the following are output of an organization’s strategic orientation? All of the above 117. Uncertain and changing industries structure demand rigid structural measurement and human resource system

False 118. To diagnose an organization the OD practitioner carefully examines the management team to discover the cause of it problems False 119. By nature of the open system model organization are largely unaffected by external forces False 120. Which of the following statement do not describe diagnosis? The process whereby groups are confronted with their problem and deal with them 121. Which of the following is not one of the five activities of change management? Diagnosis 122. Which of the following statements does not describe diagnosis? The process whereby groups are confronted with their problems and deal with them 123.

Which of the following is a “strategic” issue that might affect an intervention? An impending acquisition 124. Evaluating OD interventions always involves measuring their impact on employee satisfaction, productivity, and the bottom line. False 125. What is/are the most important activity (ies) for providing useful implementation and Assessment feedback? Selecting the appropriate variables AND Designing good measures 126. Assessment intended to discover intervention outcomes is called implementation feedback. False 127. When should you identify the measurement variables to be used for valuation and feedback?

Diagnosis stage 128. Standardized surveys are reliable, valid and provide accurate information on specific situations occurring in organizations. False 129. Reliability refers to whether a particular measure actually measures what it is supposed to measure. False 130. Assessment in OD provides information to Assess the long-term results of OD interventions 131. The primary impact of survey feedback appears to be on the attitudes and perceptions of the situation. False 132. Which is not an intervention characteristic that affects institutionalization? Worker satisfaction 133.

In most cases, the chosen intervention provides only general guidelines for organizational change. True 134. In assessing the internal validity of an intervention, we Try to determine if certain changes cause certain outcomes 135. Individual motivation and commitment is relatively unimportant when managing change. False 136. Socialization is the most important institutionalization process. False 137. External validity is irrelevant without internal validity. True 138. Typically, OD interventions offer specific prescriptions to change interpersonal behaviors and ways of thinking about organizations. 139.

Which data collection method accurately measures all the variables important to OD? None of the above 140. According to the Managerial Grid, an individual’s style can best be described as which of the following: His or her concern for production and people 141. Testing the internal consistency of the questions in a survey is a measure of its Reliability 142. As institutionalization follows a developmental order, which indicator represents the highest degree of institutionalization? Values consensus 143. Job enrichment calls for adding discretion, variety, and meaningful feedback to people’s jobs. True 144.

Work groups are prevalent in all sizes and types of organizations. False 145. An output at the job level is Job satisfaction 146. Job design should be congruent with the larger organization. True 147. Analysis of inputs at the group level includes Determining what larger organization the group is embedded in 148. Group functioning involves task-related activities such as giving and seeking information and group-maintenance function. True 149. Which of the following design components are appropriate for job-level diagnosis? Skill variety 150. Group effectiveness has two components: quality of work life and performance.

True 151. An individual job is constructed to perform functions that will indirectly impact group functioning. False 152. Failure to identify the relevant client can lead to a lack of support for the OD effort. True 153. Human resources at the organization-level is a design component, but an input at the group and job levels. False 154. Quality of work life is a result of team effectiveness. False 155. To diagnose a group, the OD practitioner carefully examines the environment of the organization. False 156. One of the objectives for diagnostic models is All of the above 157.

Fit at the individual job level represents the alignment between A & D 158. Goal clarity is a job design component. False 159. The major inputs at group level diagnosis consists of Organization design 160. Group-level diagnosis examines Goal clarity, task structure, group composition, group functioning, and performance norms 161. Group effectiveness is An output at the group level 162. Quality of work life at the group level is an Output 163. To diagnose an organization, the OD practitioner carefully examines the management team to discover the cause its problems False 164. Unobtrusive measures include archives and other company records True 65.

Group effectiveness has two components: quality of work and performance. True 166. Data analysis is usually guided by The type of data collected 167. Which is not a goal of data collection? To justify the presenting problem’s importance 168. Observations can be particularly helpful in diagnosing Interpersonal relations 169. Questionnaires allow the consultant flexibility in data gathering since they typically do not have fixed response categories. False 170. Which of the following is not important for OD practitioners to address before collecting data from members of an organization?

Plans on how to adopt the strategic plan 171. Force field analysis is a quantitative technique for analyzing data. False 172. Questionnaires are often used because A and B 173. Unobtrusive measures provide a highly subjective view of how the organization functions. True 174. Which question does the OD practitioner ask when developing a diagnostic relationship? Why am I here? 175. The question, “how satisfied are you with your work group? ” was asked of five groups using a five-point scale where 1= very dissatisfied and 5= very satisfied. Which group is most satisfied? Mean = 4. 2; standard deviation =. 65 176.

Human resourced at the organization-level is a design component, but an input at the group and job levels. True 177. Establishing a “diagnostic relationship” refers to Clarifying expectations between relevant organization members and the consultant 178. Which method of gathering data is the most “objective”? Unobtrusive measures 179. Quantitative measures of one group’s behavior can be useful even without a comparison group. False 180. Interview data can be collected and analyzed quickly. False 181. The relationship between consultant and organization is often neglected in planning and executing diagnosis.

True 182 . The OD practitioner should not share the entire purpose of data gathering with members of the organization. False 183. A correlation coefficient clearly establishes cause and effect between two variables/ False 184. Group effectiveness has two components: quality of work life and performance. True 185. Which answer(s) below describe(s) the “bottom-up” approach to data feedback? All the above 186. The primary impact of survey feedback appears to be on the attitudes and perceptions of the situation. False 187. Establishing a “diagnostic relationship” refers to

Clarifying expectations between relevant organization members and the consultant 188. Which of the following is most likely to produce a change after feedback if diagnostic data? Organizational processes support turning energy into action 189. Questionnaires are often used because A and B 190. Successful use of data feedback includes which of the following? Relevant and understandable data 191. Which item is not one of the features of a successful feedback meeting? The meeting should be unstructured 192. Interventions combined with survey feedback is a trend in OD. True 193.

Which of the following is/are most important is designing a data feedback meeting? A and B 194. Feedback sessions usually don’t arouse anxiety on the part of the organizational members. False 195. A key objective of the feedback process is to be sure the client has____________. Ownership of the data 196. Questionnaires primarily are used: For diagnosis and to provide feedback 197. Analysis of the inputs at the group level includes Determining what larger organization the group is embedded in 198. A key objective of feeding back data is to ensure that the client feels ownership of the data.

True 199. Which of the is not a type of OD intervention outlined in this text? Management Style 200. Reward systems are best described as Ways to improve employee satisfaction AND innovation approaches to pay, promotions, and fringe benefits. 201. The key intervention implementation issue underlying all OD intervention is the need to tailor them to fit the organization. True 202. A key objective of feeding back data is to ensure that the client feels ownership of the data. True 203. A work design gets at the issue of job enrichment via greater task variety, autonomy, and feedback results.

True 204. Human resources management practitioners mainly focus on

People 205. Interventions can impact which of the following dimensions? Organizational issues AND Organization levels 206. Intervention means: Planned actions or events intended to increase effectiveness 207. Which of the following best describes technostructural interventions? Changing job design and division of labor 208. Key questions to ask when deciding the appropriate intervention method are Have the issues been accurately diagnosed? Are change methods appropriate to the organizational issues identified in? and Can skills to implement the intervention to be transferred to the organizational members? 209.

“Human Resources Issuess” refers to The personnel practices of the organization 210. Which of the following are true about interventions? Only a few interventions have been subject to evaluate research. 211. Which of the following is/are true about strategic interventions? Focus on strategic choices to gain competitive advantage 212. Relevant interventions do not need acceptance or ownership from organization members. False 213. Which of the following is a “strategic” issue that might affect an intervention?

An impending acquisition 214. The need to tailor interventions suggests that applications of the same intervention are often identical. False 215. Interventions mainly strive to change___________an organization Specific features of 216. Quality of work life encompasses more than just the work environment. True 217. Organization learning is a strategic intervention for transforming organizations True 218. Which of the following is most likely to produce change after feedback diagnostic data? Organizational processes support turning energy into action 219. Which of the following is a source of power?

Formal position, Knowledge and Personality (A, B, and C) 220. A vision is driven by people’s values and preferences. True 221. To sustain momentum a change agent must: All of the above 222. Developing political support_______________. Is the same as addressing power issues and involves identifying key stakeholders. (A and C) 223. The organization’s identity can best be described as_____________. Its core values and purpose and Beliefs that have been relatively stable over time (A and B) 224. Activity planning involves: Making a road map of key activities 225. The vision process involves: All of the above 226.

OD consultants can use power constructively in organizations. True 227. Which of the following is not considered a strategy for dealing with resistance to change? Avoid Conflict 228. Understanding how people experience change requires the change agent to have great capacity for empathy and support. True 229. Research supports that leaders accelerate transitions with which of the following practices? All of the above 230. Human resources at the organization-level is a design component, but an input at the group and job levels. True 231. Which theory of planned change serves as the foundation for appreciative inquiry (AI)?

The Positive Model 232. Individual motivation and commitment are relatively unimportant when managing change. False 233. Which power strategy is most closely aligned with OD’s traditional humanistic values? Playing It Straight 234. The relationship between consultant and organization is often neglected in planning and executing diagnosis. True 235. Activity planning and commitment planning are key activities in Managing a Transition 236. Politics has no place in a change process. False 237. A correlation coefficient clearly establishes cause and effect between two variables. False 238.

People resist change because: All of the above 39. The results of team building can be classified into three main areas. Which of the following is not one of these areas? The results specific to only one individual 240. Group communications, roles and functions, and group norms are the focus of Process consultation 241. Which is not a process consultation intervention? Group norms and growth 242. The issue of who should lead a team building session is a partially a function of the capabilities of the manager. True 243. Which is true of process consultation? It helps the group increase competence and maturity AND the group learns to do its own diagnosis (A and B) 244.

Understanding how people experience change requires the change agent to have great capacity for empathy and support. True 245. Which of the following are team building interventions? All of the above 246. In most cases, the chosen intervention provides only general guidelines for organizational change. True 247. Human resource management practitioners mainly focus on People 248. Group “process” interventions help groups All of the above 249. The task environment consists of individuals and organizations that interact directly with the organization. True 250.

Force field analysis is a quantitative technique for analyzing data. False 251. Team building involves helping work groups improve the way they accomplish task as well as improving interpersonal and problem-solving skills. True 252. Quality of work life is a result of team effectiveness. False 253. The basic difference between process consultation and third-party interventions is that the latter focuses on dysfunctions in social relationships. True 254. The evidence for the positive effects of team building is clear and consistent. False 255. The most common focus of team-building activities is:

Behavior related to task performance and group process 256. It is difficult to isolate the impact of process consultations from other interventions. True 257. Which answer(s) below describe(s) the “bottom-up” approach to data feedback? All of the above 258. Process consultants offer expert help in the form of solutions to problems. False 259. External validity is irrelevant without internal validity. True 260. Typically, OD interventions offer specific prescriptions to change interpersonal behaviors and ways of thinking about organizations. False