Applied Psychology in Organizations
Final Exam
Course Introduction
Applied Psychology in Organizations explores the practical application of psychological principles and research within workplace settings. This course examines topics such as motivation, leadership, team dynamics, decision-making, organizational culture, and employee well-being, providing students with an understanding of how individual and group behavior affects organizational effectiveness. Emphasis is placed on evidence-based strategies to enhance productivity, foster positive work environments, and address challenges such as stress, conflict, and diversity in the workplace. Through case studies and real-world examples, students learn to apply psychological concepts to improve both individual performance and overall organizational health.
Recommended Textbook
Organization Development The Process of Leading Organizational Change 4th Edition by Donald
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Chapter 1: What Is Organization Development
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Q1) What was the purpose of Vodaphone's leadership coaching program?
A) to train new managers in their positions
B) to encourage a new, collaborative management style
C) to exchange information among those that previously did not share their work
D) to provide employees with the belief they were looking to improve
Answer: B
Q2) Change carried out through OD is intended to be ______ and ______ .
A) short-term; permanent
B) long-term; permanent
C) short-term; immediate
D) long-term; immediate
Answer: B
Q3) What did survey results at ABA indicate was a common area of improvement across the management team?
A) communication and technology skills
B) personal leadership and communication skills
C) communication and time management skills
D) technology and personal leadership skills
Answer: B
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Page 3
Chapter 2: History of Organization Development
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Q1) Senge indicated organizations needed to build capacity in several areas, one of which relates to the choice to engage in and commit to a personal vision, goals, and development:
A) systems thinking
B) personal mastery
C) building shared vision
D) mental models
Answer: B
Q2) What is referred to now as a commonly used form of scale for measurement?
A) Rensis Scale
B) Likert Scale
C) Survey Scale
D) Research Scale
Answer: B
Q3) Which of the following strands of OD influenced programs such as Six Sigma?
A) Laboratory training and T-groups
B) Management practices
C) Quality and employee involvement
D) Organizational effectiveness and employee engagement
Answer: C
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Chapter 3: Core Values and Ethics of Organization Development
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Sample Questions
Q1) "Improving organizational life for all members" is part of the humanistic orientation.
A)True
B)False
Answer: True
Q2) Why are values important to OD practitioners?
Answer: Responses may vary. Students should include some detail regarding (1) They guide choices about how to proceed; (2) They provide a larger vision that extends beyond any individual intervention; (3) They distinguish OD from other methods of consulting and change; (4) They help prompt dialogue and clarify positions; and (5) They can help us evaluate how we did.
Q3) Which current value in OD relates to ensuring conflicts are brought to light in an effort to address them in a healthy manner with appropriate communication?
A) Dialogue and Collaboration
B) Growth, Development, and Learning
C) Valuing the Whole Person
D) Authenticity, Openness, and Trust
Answer: A
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Page 5
Chapter 4: Foundations of Organizational Change
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Sample Questions
Q1) Achieving change is a simple task.
A)True
B)False
Q2) Which systems theory model explains that to embrace something new, something else must be left behind?
A) Lewin's three-phase model
B) Nadler-Tushman congruence model
C) Burke-Litwin model
D) Wiesbord Six-Box Model
Q3) Which systems theory model of organizational behavior and change discusses six common problem areas: purposes, structure, rewards, relationships, helpful mechanisms, and leadership?
A) Lewin's three-phase model
B) Nadler-Tushman congruence model
C) Burke-Litwin model
D) Weisbord Six-Box Model
Q4) As OD has evolved, it is now focused on larger scale and strategic change.
A)True
B)False
Q5) Discuss the various ways in which organizational changes differ.
Page 6
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Chapter 5: The Organization Development Practitioner and the OD Process
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Sample Questions
Q1) Organizational members being reluctant to share sensitive information for fear that it may leak internally to colleagues 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) Within the ______ approach to consulting, the underlying notion is that clients do not have time or patience to deal with problems.
A) expert
B) doctor-patient
C) mechanic
D) organization development
Q3) Not being able to follow through beyond interventions to see long-term results is potentially 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
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Chapter 6: Entry and Contracting
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Sample Questions
Q1) Which type of client consists of the larger system or organization?
A) primary client
B) indirect client
C) ultimate client
D) contact client
Q2) In the contracting process, the practitioner and client explore both the formal and______ contractual elements of their relationship.
A) psychological
B) biological
C) social
D) fiscal
Q3) Weisbord is known for indicating that
A) a consultant can turn down an engagement if it is unlikely to succeed.
B) a consultant does not need to rely on the contracting phase.
C) a consultant is never finished with contracting.
D) a consultant must find an ending with contracting.
Q4) Contracting requires a written legal form.
A)True
B)False
Q5) What are ethical issues in contracting? Discuss.
Page 8
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Chapter 7: Data Gathering
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Q1) ______ are described as the root cause or core, fundamental issues that are producing symptoms within the organization.
A) Presenting problems
B) Underlying problems
C) Interventions
D) Data gathering methods
Q2) Most OD interviews are ______.
A) formal
B) structured
C) semistructured
D) unstructured
Q3) What are three reasons that data gathering should be taken seriously?
Q4) In data gathering, despite various warnings, unfortunately, ______ often trumps accurate data and careful diagnosis.
A) speed
B) consistency
C) bias
D) diligence
Q5) Discuss the criteria to be considered when choosing a data gathering strategy.
Page 9
Q6) Discuss data gathering methods, including pros and cons of each.
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Chapter 8: Diagnosis and Feedback
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Sample Questions
Q1) Fear of the unknown, cynicism regarding change, and lack of trust are all common issues related to resistance to change.
A)True
B)False
Q2) Which benefit of resistance is described as prompting leaders to more clearly articulate the rationale for the change?
A) Resistance can clarify purpose.
B) Resistance can keep the change active in the organization's conversations.
C) Resistance can enhance the quality of the change and its implementation.
D) Resistance can reflect, and potentially build, involvement in and commitment to the organization.
Q3) For surveys, statistical analysis would not be an appropriate tool for data analysis.
A)True B)False
Q4) Diagnosis is typically viewed as a one-time occurrence.
A)True B)False
Q5) Discuss the three commonly viewed phases within the diagnostic process.
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Chapter 9: An Introduction to Interventions
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Q1) Discuss the three important principles on which OD interventions are structured.
Q2) Which of the following OD prinicples stresses that interventions not only solve the immediate problem but also provides organizational members the opportunity to examine how the problem-solving process occurs to carry it out in the future?
A) Creating opportunities for learning
B) Giving free choice
C) Providing clear and explicit outcomes
D) Focus on total culture and cultural processes
Q3) While there are guidelines in selecting the right intervention, the best practice is to work closely with the client to determine what engagement is most appropriate for the problem and the client organization.
A)True
B)False
Q4) The deeper the intervention, the more personal risk and uncertainty is involved.
A)True
B)False
Q5) What are some ethical issues with interventions? Provide examples of each.
Q6) When considering the sequence of activities, what considerations should be addressed?
11
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Chapter 10: Individual Interventions
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Sample Questions
Q1) Career paths have remained relatively stable in the environment of organizational restructuring, mergers and acquisitions, and outsourcing.
A)True
B)False
Q2) 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
Q3) Within a company, the concept of a boundaryless career implies that upward mobility is the only option for growth and development.
A)True
B)False
Q4) In early years of OD, the T-group and individual change were considered to be the foundation of organizational change: Organizations would not change until the individuals that composed them changed.
A)True
B)False
Q5) What are ethical implications in the use of instruments?
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Chapter 11: Team Interventions
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Sample Questions
Q1) Discuss the ways in which intergroup conflict can be reduced.
Q2) Which of the following team interventions is best for new teams versus existing teams?
A) Confrontation meetings
B) Role negotiation and role analysis
C) Workout
D) Work redesign
Q3) ______ are a response to the increasing complexity of operations in many organizations and the demand for rapid pace, focus, and problem solving.
A) Self-directed work teams
B) Virtual teams
C) Cross-functional teams
D) Functional teams
Q4) Egocentrism, a common cause of intergroup conflict, is essentially when all groups feel equally among each other.
A)True
B)False
Q5) What makes a team successful?
Q6) Discuss the five dysfunctions of a team.
Page 13
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Chapter 12: Whole Organization and Multiple Organization
Interventions: Part 1
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Q1) What type of situations are best for real-time strategic change?
Q2) Which test of whether an organization is well designed relates to assessing if the design will require a major cultural shift?
A) Market advantage test
B) Parenting advantage test
C) People test
D) Feasibility test
Q3) Which component within the star model of an organization's design is related to performance reviews and training and development, for example?
A) Structure
B) Processes and lateral capability
C) Rewards systems
D) People practices
Q4) Which of the following is NOT identified as a « silent killer » of strategy development?
A) Ineffective senior management team
B) Clear strategy and priorities
C) Poor vertical communication
D) Top-down management style
Page 14
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Chapter 13: Whole Organization and Multiple Organization
Interventions: Part 2
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Sample Questions
Q1) Differentiate the role of the practitioner in dialogic OD and diagnostic OD.
Q2) In ______, processes are systematically measured using statistical techniques.
A) total quality management
B) reengineering
C) Six Sigma
D) transorganization development
Q3) Targeting ______ during M&A, specific interventions to clarify changes in membership, goals, purpose, roles, and expectations can help start them off quickly and can increased acquired employees' identification within their new roles.
A) individual integration
B) team integration
C) cross-team/department integration
D) organizationwide integration
Q4) Which of the following is NOT a key principles of Open Space Technology?
A) Whoever comes is the right people.
B) Whenever it starts is the right time.
C) Whatever happens is not the only thing that could have happened.
D) When it's over, it's over.
Page 15
Q5) Provide details of the three phases within the merger and acquisition process.
Q6) Discuss the basic activities of TQM.
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Page 16
Chapter 14: Sustaining Change, Evaluating, and Ending an Engagement
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Q1) What are ethical challenges of evaluation?
Q2) The word ______ can bring up negative connotation because of it being rooted in poor experiences of getting feedback.
A) separation
B) evaluation
C) endings
D) development
Q3) Which practice, used by a change agent to institutionalize change, could include survey data, benchmarking metrics, and other sources of data?
A) Active participation
B) Persuasive communication
C) Management of internal/external information
D) HRM practices
Q4) Consulting engagements are by definition temporary relationships.
A)True
B)False
Q5) What can clients and change agents discuss when they choose to explicitly end the process with an ending feedback meeting?
Q6) How is the OD engagement itself a topic for evaluation?
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Chapter 15: Global Issues in Organization Development
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Q1) OD practice has grown tremendously in ______, which is known for cultural values that are largely supportive of organizational renewal and change; the culture is one of high context where work relationships are personalized rather than contractual.
A) India
B) Hong Kong
C) Taiwan
D) Latin America
Q2) Which assumption or generalization about how OD interventions are practiced in global environments sees OD values as universal and unchanging?
A) unity of practice
B) inherent value
C) unity of values
D) universal values
Q3) Which country is known to place more value on masculinity?
A) Denmark
B) Iran
C) Japan
D) Great Britain
Q4) What is some useful advice on how to proceed with a global OD intervention?
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Chapter 16: The Future of Organization Development
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Q1) Practitioners facilitating meetings, conducting Myers-Briggs sessions, and coaching individuals relates to which weakness of how OD is practiced today?
A) Not utilizing systemic change activities
B) Rapid adoption of latest techniques or technologies
C) Challenges with HR colleagues
D) Lack of consistency in set of skills and competencies
Q2) Most people have one career.
A)True
B)False
Q3) Which demographic was born roughly before 1946?
A) Baby Boomer
B) Traditionalist
C) Gen 2020
D) Gen X
Q4) Which demographic was born roughly between 1980 and the late 1990s/2000?
A) Baby Boomer
B) Millennial
C) Gen 2020
D) Gen X
Q5) Discuss the relationship between OD and Sustainability.
Page 19
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