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CHAPTER 14—ORGANIZATION DEVELOPMENT AND CHANGE
TRUE/FALSE
1. Techno-structural intervention theory focuses on job competencies..
2. The change agent needs a knowledge of OD theories.
3. Research has shown that organizational learning is very effective.
4. OD generally uses spontaneous (non-planned) interventions to accomplish its goals.
5. OD enhances the well-being of the members of the organization.
6. OD enhances the effectiveness of the organization.
7. To change an organization and its people can be very difficult. According to the Schein 3-stage model, the first step in this
process is to restructure them.
8. An HPWS is a high performing work system.
9. A high performing work system is based on eight core principles.
10. HRD generally has little impact on OD changes.
11. Job enlargement moves people into different jobs.
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12. Two types of alternative work schedules are flextime and compressed work week.
13. TQM stands for Total Quality Maintenance.
14. An SMT is a self-managed team
15. The model of planned changed (by Porras and Silvers) distinguishes two sets of target variables: vision variables and work
setting variables.
16. Survey feedback is simply interviewing a lot of people about their jobs.
17. Strategic interventions may be needed when an organization is faced with internal pressures to change and adapt.
18. The culture of an organization has no impact on organization learning.
19. Organization development appears to be currently in a state of flux.
MULTIPLE CHOICE
1. An Intervention strategy is
a.
the primary means for organizational change and improvement
b.
an unplanned corporate event
c.
a new government regulation
d.
a major problem encountered for the first time by an organization
2. Organizational development is designed to enhance
a.
Individual employees only
b.
Only the organization
c.
Both the individual employee and the organization
d.
Neither the individual employee nor the organization
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3. To change an organization and its people can be very difficult. According to the Schein 3-stage model, the first step in this
process is to:
a.
unfreeze them – motivate them to look at something new
b.
restructure them – give them a mentor for change
c.
take them to the woods (threaten punishment) to get their attention
d.
have management issue a new operating manual
4. An organizations paradigm is:
a.
Its generally accepted view or belief based on unexamined assumptions
b.
Its corporate rule book
c.
Its accounting method
d.
None of the above
5. The change agent:
a.
oversees the evaluation of the process
b.
determines the need for the change
c.
needs a broad range of knowledge of OD theories
d.
can never be an internal HRD person
6. What are the two primary roles an HRD practitioner can play in the design of OD interventions?
a.
Assessor and critic
c.
Change agent and implementer
b.
Change agent and evaluator
d.
Trainer and planner
7. The role of the change agent is all of the following except:
a.
Fact finder
c.
Production Manager
b.
Alternative identifier
d.
Technical specialist
8. In OD the action plan specifies:
a.
Who will be the manager
c.
The evaluation strategy
b.
The intervention strategy
d.
How to do the needs assessment
9. Job enrichment involves changing:
a.
The jobs title
c.
One or more of the job’s characteristics
b.
The jobs pay structure
d.
The scope of responsibility of the job
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10. In organizational development, a cooperative agreement between unions and management:
a.
takes the place of the labor contract
b.
give the unions what they what with nothing given back on the part of the
unions
c.
is not needed – management runs the organization
d.
requires trust on both sides – but is essential for organizational change to take
place in a unionized organization
11. Job enrichment programs involve:
a.
paying people more money to make them happier
b.
giving employees more work to do – they like work
c.
varying the tasks to increase job satisfaction
d.
having employees produce more profits for the company
12. What role should senior management take in a TQM program?
a.
hands-off – it is the workers’ program
c.
they need to facilitate the TQM training
b.
they need to guide the implementation of the
program
d.
none
13. Which of the following is NOT a common characteristic of an effective self-managed team?
a.
team members are told what to do by their supervisor
b.
team members have the skills to perform several tasks
c.
the team receives feedback on performance
d.
members have discretion over work assignments, schedules and other work
issues
14. In a learning organization:
a.
HRD is responsible for all learning that takes place
b.
top management decides who gets training
c.
everyone works on solving problems and improving task performance
d.
most decisions are made only by management
15. Team building programs:
a.
are used to improve a work group’s problem-solving ability and effectiveness
b.
are up to management alone to implement
c.
have always been found to be legal by the U.S. Supreme Court
d.
always require a new union contract
16. All of the following are limitations of research supporting OD Theories EXCEPT:
a.
lack of true experimental designs
b.
lack of resources available to OD practitioners
c.
limitations of field research designs
d.
OD is a relatively new field, so there hasn’t been time to do research
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17. When individuals perceive a replacement of one paradigm with another that contains new variables, this is known as:
a.
alpha change
c.
gamma (a) change
b.
beta change
d.
gamma (b) change
18. The change manager:
a.
oversees the design process
c.
needs a broad range of HRD knowledge
b.
determines the need for change
d.
can never be an internal HRD person
19. Which of the following is NOT an example of an alternative work schedule?
a.
compressed work week
c.
flex time
b.
job narrowing
d.
flex schedule
20. The most prestigious award recognizing quality in an organization is known as:
a.
Department of Commerce Award
c.
Malcolm Baldrige Award
b.
Malcolm Forbes Award
d.
Harvard Business School Award
21. Which of the following is TRUE about self-managed teams (SMTs)?
a.
SMTs requires little organizational change
b.
SMTs have authority beyond TQM teams
c.
SMTs work only in small organizations
d.
SMTs are part of the larger organizational transformation
22. A cooperative agreement between Management and a union means that:
a.
Both must be willing to make changes in accountability and the ways employees perform their jobs
b.
Both must agree on wage issues
c.
The union ‘accepts’ the way management wants work performed
d.
Management gives in to the union on important issues
23. The change manager:
a.
Makes forced changes in the organization structure
b.
Oversees the design of the intervention strategy
c.
Changes the pay structure of the organization
d.
Is always an external consultant
24. A cooperative agreement is a strategy between:
a.
The organization and the labor union
b.
The organization and the IRS
c.
The union and the EEOC
d.
The organization and a third party consultant
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25. Group effectiveness depends on all of the following except:
a.
If the group likes each other
b.
If group output meets standard
c.
If the group members are learning to work independently
d.
If the groups efforts are adding to individual growth
26. Job enlargement:
a.
Provides greater variety in the job
c.
Moves people into different jobs
b.
Provides varying tasks to employees
d.
Increases the work load for the worker
27. Working 4 – 10 hours shifts in a week is an example of:
a.
Working overtime
c.
Compressed work week
b.
Flextime
d.
Working exempt time
28. A quality circles group consists of:
a.
A steering committee
b.
A facilitator
c.
The circle leaders
d.
All of these are members of a quality circles group
29. TQM and SMT interventions:
a.
Are basically the same thing
b.
Have some significant differences
c.
Quality is the only goal of both interventions
d.
Training of employees for both interventions is exactly the same
30. Organization culture is:
a.
A bunch of people from the same country
c.
A group of “good old boys”
b.
Everyone is related to each other
d.
A system with shared values and beliefs
31. A learning organization focuses on:
a.
Education
c.
Lots of training programs
b.
Continuous learning by everyone
d.
Having a good corporate library
32. According to Trahant and Burke the strongest predictor of the success of an Organizational Transformation intervention is:
a.
Union acceptance
b.
Employee commitment at the lowest levels of the organization
c.
Committed leadership in the earliest stages of change
d.
Supervisor support
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33. An external change agent’s role should be determined by the:
a.
President
c.
Union leader
b.
Change manager
d.
HR Manager
34. The first step in designing an intervention strategy is to:
a.
Diagnose the environment
c.
Design an evaluation plan
b.
Develop and action plan
d.
Develop a force field analysis
35. An organization may go through a strategic change due to all of the following except:
a.
Acquisition
c.
A new management team
b.
Merger
d.
The legal environment
36. Single loop learning is:
a.
The same as double loop learning
c.
Not often found in a complex world
b.
Commonplace in continuous improvement
programs
d.
Only used with a special computer package