Early stage theories of career development (entry, basic training, early career,
midcareer, late career, retirement) probably no longer fit the experience of many of
today’s workers.
a. True
b. False
Answer:
Social construction approaches to change assume that change happens when:
a. The environmental factors promoting change are greater than the organization can
resist.
b. There is a change in meaning, interpretation, and language use in the organization.
c. The organization has a change in vision or mission.
d. Systems, policies, and procedures also change.
Answer:
It is unethical to decline an engagement that you think will not be successful because
the client is not motivated to change.
a. True
b. False
Answer:
Surveys tend to be:
a. Inflexible
b. The easiest of all the data gathering methods to analyze
c. Best for getting buy-in from the client
d. Good for exploring a small range of issues in depth
Answer:
What is the purpose of a Workout session?
a. To clarify team roles.
b. To brainstorm solutions to problems and get rapid agreement on the solution.
c. To redesign work tasks so that jobs have the maximum amount of autonomy and skill
variety.
d. To clarify confusion about the team’s goals, mission, or future.
Answer:
Why is “Compliance” the hardest form of resistance to see?
a. Because compliant clients work harder at hiding their resistance.
b. Because the consultant is getting the desired agreement and respect.
c. Because it reflects more serious concerns over the consultant’s competence than other
forms of resistance.
d. Because consultants do not experience it that often and are not skilled in noticing it.
Answer:
Which of the following is true about the functional structure?
a. It can create barriers that slow down interdepartmental coordination.
b. Departments like human resources and marketing are decentralized throughout the
structure.
c. It is especially good for multiple product lines and customer segments.
d. Its units are structured by products or geographies.
Answer:
Many authors argue that OD is at a crossroads, and could contribute more in which of
the following areas? (mark all that apply)
a. Individual assessments such as the Myers-Briggs
b. Systemic, large-scale change activities
c. Formulating strategy
d. Mergers and acquisitions
e. Facilitating meetings
Answer:
According to the text, which of the following stages of a merger/acquisition is most
neglected?
a. Pre-contract, “due diligence” phase
b. Postcontract, “combination” phase
c. Postcombination, “integration” phase
Answer:
“Group members, if they were confronted more or less objectively with data concerning
their own behaviormight achieve highly meaningful learnings about themselves” is the
lesson from which of the following historical OD practices?
a. Organizational learning theory
b. Employee engagement studies
c. Quality circles
d. T-groups
Answer:
When selecting interventions, a consultant should select easier activities that minimize
psychological strain on the organization before choosing activities that are more risky
or high anxiety.
a. True
b. False
Answer:
Which of the following is an INACCURATE statement of OD values?
a. Encouraging participation in organizational decisions.
b. Seeing people as “in process.”
c. Suppressing negativity, anger, and conflict.
d. Seeking authenticity and openness.
Answer:
One reason we might use an inductive approach to analysis instead of a deductive
approach is:
a. It can make coding the data easier.
b. It uses the participants’ own categories and language.
c. It uses models that can help to communicate with clients.
d. It can make data interpretation easier.
Answer:
Which of the following is NOT a benefit of a 360 feedback process?
a. It can result in a greater self-awareness on the part of the person receiving feedback.
b. It is not likely to result in resistance or defensive behaviors.
c. Individuals get feedback from a wide range of people with whom they work.
d. It can make explicit the implicit expectations we often have of one another.
Answer:
What was the significance of the survey feedback project at Detroit Edison that affects
OD practice today?
a. It showed that when employees are surveyed multiple times, fewer employees
complete the survey each time.
b. It resulted in the implementation of the first quality circles.
c. It was the first time that an online survey had been implemented.
d. It showed that groups that took action based on survey results saw a positive change
in later feedback from employees.
Answer:
Force field analysis assumes that change will happen when:
a. Leaders exert influence (or “force”) over followers.
b. The organization is congruent with environmental forces.
c. The boxes are held in balance by the six different forces described in the model.
d. Forces promoting change are greater than forces promoting the status quo.
Answer:
Brent has hired an OD consultant to understand why the company’s process for paying
invoices is so slow. He wants the consultant to manage the project from start to finish,
and does not have any time for data gathering or participating in diagnosis himself.
According to the different models of consulting we discussed, Brent is operating with
which inaccurate model of OD in mind?
a. Expert model of consulting
b. Doctor-Patient model of consulting
c. Mechanic model of consulting
d. Process model of consulting
Answer:
Which of the following is a challenge in transorganizational systems?
a. Trust and collaboration among members
b. Hierarchy and structure of the collaborative
c. Membership relationships which complicate gaining agreement
d. All of the above
Answer:
Which of the following is a good tip for successful administration of surveys as a data
gathering technique?
a. The survey should use as many open ended questions as possible to gather the most
detail.
b. Surveys need to clarify ambiguous terms such as “head office” or “work group.”
c. Survey analysis should use detailed statistical techniques to show the client the
interesting things that can be done with the data.
d. Surveys should require respondent names in order to follow up with them afterwards.
Answer:
A commitment to OD values means that practitioners direct attention toward humanistic
values that respect people and as a result, do not focus on business goals of efficiency
and effectiveness.
a. True
b. False
Answer:
Which of the following is a concern or caution about using individual instruments or
assessments?
a. Participants may reject the instrument or its interpretation.
b. Participants may answer questions trying to seek a right answer.
c. They may encourage stereotyping or labeling.
d. All of the above.
Answer:
In which intervention(s) would participants develop alternative visions or story-lines to
describe a long-term future state, then develop action plans to help move in that
direction? (mark all that apply)
a. Future search
b. Strategic planning
c. Scenario planning
d. Real-time strategic change
Answer:
Today, the widespread use of employee surveys can be traced back to work in the 1940s
and 1950s at Detroit Edison.
a. True
b. False
Answer:
What are the five elements of the STAR model of organization design?
a. Strategy, structure, environment, leadership, culture
b. Strategy, structure, processes, rewards, people
c. Relationships, environment, technology, processes, people
d. Structure, skills, systems, culture, leadership
Answer:
It is considered ethically acceptable to disclose who made a comment in an interview if
the client asks for it, and only if the comment was not sensitive.
a. True
b. False
Answer:
A team development program, as a specific kind of team building intervention, usually
addresses which of the following?
a. Team development programs are more likely to involve fun, after-work events.
b. Team development programs are more likely to be proactive events to improve a
team than problem solving interventions.
c. Team development programs address sources of conflict, such as team roles.
Answer:
Which of the following are barriers to conducting an evaluation following an OD
engagement?
a. Many practitioners are not formally trained in evaluation methods.
b. The client and practitioner may lack energy to evaluate the project.
c. Unclear goals in the contracting phase may make it difficult to determine what to
evaluate.
d. All of the above.
Answer:
A confrontation meeting is a specific intervention to address team conflict.
a. True
b. False
Answer:
One benefit of using observations as a data gathering strategy is:
a. Observation data are unambiguous and easy to interpret.
b. The practitioner can remain hidden from organizational members.
c. They are useful when the practitioner is short on time.
d. The practitioner can see examples of a problem first hand.
Answer:
In restrained cultures, moral discipline is important and there is less importance placed
on time with friends or leisure activities.
a. True
b. False
Answer:
In a feedback meeting, clients who have a difficult time receiving feedback should be
comforted by the OD consultant’s calming statements such as “These are very common
issues,” and “In my experience, you won’t have any trouble addressing this problem.”
a. True
b. False
Answer:
OD is still coming to terms with its impact in a global environment. Hofstede developed
a set of dimensions of culture to help us locate how cultures differ. Which of the
following describes a cultural difference among organizations where some will tolerate
ambiguity and unpredictability, where others prefer formal rules and procedures?
a. Power distance (high/low)
b. Uncertainty avoidance (high/low)
c. Individualism-Collectivism
d. Indulgent-Restrained
Answer:
During the ending/exit stage, it is important to remember that it is possible for OD
practitioners to leave too early, and it is possible for the practitioner to stay too long.
a. True
b. False
Answer: