Business Administration
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Course Introduction
Business Administration provides an overview of the essential principles and practices involved in managing organizations and leading teams. The course covers foundational topics such as management theory, organizational behavior, marketing, finance, human resources, and operations management. Students will develop critical thinking and decision-making skills through case studies, group projects, and real-world business scenarios, preparing them for leadership roles and effective problem-solving in various professional settings.
Recommended Textbook
Organization Development and Change 10th Edition by Thomas G. Cummings
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473 Verified Questions
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Chapter 1: General Introduction to Organization Development
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Sample Questions
Q1) According to the Managerial Grid, an individual's style can best be described as which of the following:
A) the way he or she dresses
B) his or her concern for production and people
C) how he or she interacts with management
D) the way he or she deals with problems
Answer: B
Q2) Which of the following is included in the definition of OD?
A) OD applies to an entire system
B) OD is concerned with planned change
C) OD encompasses strategy, structure, and process changes
D) all of the above
Answer: D
Q3) OD helps members of an organization solve their own problems.
A)True
B)False
Answer: True
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Page 3
Chapter 2: The Nature of Planned Change
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Sample Questions
Q1) Contemporary applications of action research emphasize
A) data gathering and analysis
B) consultation with a behavioral scientist
C) an increased degree of member involvement
D) problem(s) identification
Answer: C
Q2) The three sequential steps in Lewin's change model are
A) freezing, movement, changing
B) unfreezing, movement, refreezing
C) unfreezing, refraining, refreezing
D) changing, movement, freezing
Answer: B
Q3) The relationship between planned change and organizational performance and effectiveness is well understood.
A)True
B)False
Answer: False
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Chapter 3: The Organization Development Practitioner
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Sample Questions
Q1) Which of the following is not a "core" skill of an OD practitioner?
A) intrapersonal skills
B) interpersonal skills
C) general consultation skills
D) financial management skills
Answer: D
Q2) Which is true of external OD consultants?
A) they are younger than internal OD consultants
B) they have less experience than internal OD consultants
C) they spend less time in OD than do internal OD practitioners
D) none of the above
Answer: D
Q3) Despite the flexibility of the OD profession, most OD professionals have had specific training in OD.
A)True
B)False
Answer: True
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Chapter 4: Entering and Contracting
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Sample Questions
Q1) If you are the OD practitioner entering into a contract relationship, who is your 'relevant' client?
A) everyone in the organization
B) individuals who are included in a survey
C) everyone who contributes to the problem
D) generally those who can directly impact change issues
Q2) The goal of the contracting process is
A) to help the organization change
B) to make a good decision about how to proceed with the OD process
C) create a positive situation for the OD practitioner
D) makes the organization dependent on the OD practitioner
Q3) When entering into an OD relationship, the presenting problem is
A) always the most important problem facing the organization
B) never the "real" problem
C) usually very specific
D) often a symptom of an underlying problem
Q4) When developing an OD contract, a fundamental decision is whether or not to proceed.
A)True
B)False
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Chapter 5: Diagnosing
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Sample Questions
Q1) Diagnosis helps OD practitioners
A) understand how the organization is functioning
B) evaluate effective interventions
C) gather information necessary to design change interventions
D) create operations manuals for group processes
Q2) Uncertain and changing industry structures demand rigid structural, measurement, and human resource systems.
A)True
B)False
Q3) By nature of the "open systems" model, organizations are largely unaffected by external forces.
A)True
B)False
Q4) Diagnostic models incorporate
A) scientific models of how organizations function
B) conceptual frameworks of how organizations function
C) intuitive "hunches" of how organizations function
D) all of the above
Q5) Outline the Open Systems model and describe the inputs, transformations, and outputs.
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Chapter 6: Collecting, Analyzing, and Feeding Back Diagnostic Information
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Sample Questions
Q1) The OD practitioner should not share the entire purpose of data gathering with members of the organization.
A)True
B)False
Q2) Questionnaires allow the consultant flexibility in data gathering since they typically do not have fixed response categories.
A)True
B)False
Q3) Unobtrusive measures include archives and other company records.
A)True
B)False
Q4) Unobtrusive measures provide a highly subjective view of how the organization functions.
A)True
B)False
Q5) Describe the advantages and disadvantages of the various methods of data collection.
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Q6) Under what conditions are quantitative tools useful in analyzing data? Qualitative tools?
Chapter 7: Designing Interventions
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Sample Questions
Q1) When designing OD interventions, the term "Human Resources Issues" refers to
A) the personnel practices of the organization
B) the number of organization members in conflict
C) the chain of command
D) none of the above
Q2) The key intervention implementation issue underlying all OD interventions is the need to tailor them to fit the organization.
A)True
B)False
Q3) Relevant interventions do not need acceptance or ownership from organization members.
A)True
B)False
Q4) Human resources management practitioners mainly focus on
A) structure
B) strategy only
C) people
D) information systems
Q5) Describe how OD interventions need to be adapted to fit different cultural contexts.
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Chapter 8: Managing Change
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Sample Questions
Q1) People resist change because:
A) they can't see the benefits
B) they don't see the need
C) they don't expect success
D) all of the above
Q2) To sustain momentum a change agent must:
A) provide resources for change
B) builds support systems
C) develop new competencies and skills in the organization
D) all of the above
Q3) If you were developing a change program, how would you create readiness for change?
Q4) Activity planning and commitment planning are key activities in A) managing a transition
B) creating a vision
C) entry and contracting
D) diagnosis
Q5) Why do most change efforts fail?
Q6) Describe the key elements of an effective change management program.
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Q7) What political activities might be engaged in to successfully implement change?
Chapter 9: Evaluating and Institutionalizing Organization
Development Interventions
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Sample Questions
Q1) Socialization is the most important institutionalization process.
A)True
B)False
Q2) What are the two kinds of feedback involved in evaluation and what do they tell us?
Q3) Reliability refers to whether a particular measure actually measures what it is supposed to measure.
A)True
B)False
Q4) Evaluating OD interventions always involves measuring their impact on employee satisfaction, productivity, and the bottom line.
A)True
B)False
Q5) Define institutionalization and discuss specific institutionalization processes.
Q6) In most cases, the chosen intervention provides only general guidelines for organizational change.
A)True
B)False
Q7) Discuss setting up valid research designs.
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Chapter 10: Interpersonal and Group Process Approaches
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Sample Questions
Q1) Which is not a process consultation intervention?
A) agenda setting
B) feedback of observations
C) group norms and growth
D) training
Q2) The episodic model of conflict identifies strategies for conflict resolution that are focused on avoiding situations that introduce conflict and emphasizing accommodation.
A)True
B)False
Q3) The research on team building's effectiveness is inconsistent.
A)True
B)False
Q4) Which of the following are team building interventions?
A) role clarification
B) mission and goal development
C) goal setting
D) all of the above
Q5) Discuss the role of the OD consultant in a third-party intervention. Include the factors and tactical choices that will support conflict resolution.
Page 12
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Chapter 11: Organization Process Approaches
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Sample Questions
Q1) Which of the following is not a dilemma associated with large group interventions that help determine the best method to use in conducting the large group intervention?
A) dilemma of voice
B) self organizing dilemma
C) dilemma of emotional contagion
D) egocentric dilemma
Q2) Successful large-group interventions require:
A) a compelling conference theme
B) appropriate participants
C) relevant tasks
D) all of the above
Q3) Compare and contrast the open-systems and open-space methods for large-group interventions.
Q4) Discuss the similarities and differences between an organization confrontation meeting and an intergroup conflict resolution intervention.
Q5) Describe the organizational situations that support each of the three types of systemwide process interventions, the organization confrontation meeting, the intergroup relations intervention, and the large-group intervention.
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Chapter 12: Restructuring Organizations
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Sample Questions
Q1) Interventions aimed at structural design include
A) traditional ways of dividing the organization's overall work
B) integrative and flexible ways of dividing work
C) structural changes like downsizing
D) all of the above
Q2) Process structures eliminate ______________ and _____________:
A) process stagnation/autonomy
B) hierarchical/departmental boundaries
C) technology/help work design
D) process stagnation/help job satisfaction
Q3) Under what conditions are customer-centric structures appropriate? What challenges does this type of organization structure face and why?
Q4) Process-based structures generally appear in small to medium sized organizations having several products or projects.
A)True
B)False
Q5) Describe the short term, medium and longer term approaches to downsizing. What are the key differences between them?
Q6) Discuss the difference between process-based and network-based structures.
Page 14
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Chapter 13: Employee Involvement
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Sample Questions
Q1) A distinguishing feature of the total quality management approach is
A) attention to rewards
B) development of problem solving skills
C) the improvement of processes
D) training
Q2) Some ways that EI may improve productivity are
A) by improving communication among employees
B) by improving employee motivation
C) by improving employee capabilities
D) all of the above
Q3) Discuss parallel structures and the type of organization that would benefit most from this approach.
Q4) Innovative reward systems are not relevant to employee involvement applications.
A)True
B)False
Q5) The effectiveness of a union-management cooperative project is fairly easy to assess.
A)True
B)False
Q6) Describe the four elements associated with employee involvement interventions.
Page 15
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Chapter 14: Work Design
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Sample Questions
Q1) Discuss the technical and personal-need factors that affect work design success?
Q2) Employees with low social and personal growth needs are not very good employees, and should be regarded as "expendable."
A)True
B)False
Q3) Which quality (ies) are common for people with high growth needs?
A) desire complex jobs/challenging tasks
B) desire for group or task force membership
C) desire for individualized jobs
D) all of the above
Q4) There is little evidence to support job enrichment programs.
A)True
B)False
Q5) Counselor, or facilitator, would be a more appropriate title than self-managed work group leader.
A)True B)False
Q6) Discuss sociotechnical systems theory and contrast it with the open systems theories of organization development?
Page 16
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Chapter 15: Performance Management
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Sample Questions
Q1) Contrast the effects of various reward systems. Which are most effective?
Q2) Which of the following is not a design criterion for performance appraisal?
A) acceptance by organizational members
B) must be available to top performing employees
C) focuses on critical control points
D) meets a cost/benefit test
Q3) When rewarding employees for the skills they possess, skill-based pay systems are highly effective.
A)True
B)False
Q4) Various departments within an organization initiate performance management.
A)True
B)False
Q5) Which is not a design element of developing a gain-sharing plan?
A) process of design
B) determining the bonus
C) frequency of bonus
D) vacation pay
Q6) Discuss the performance management model. How does performance management relate to employee involvement and work design?
Page 17
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Chapter 16: Talent Management
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Sample Questions
Q1) Coaching is a skill that any manager can develop.
A)True
B)False
Q2) Career planning is generally considered the responsibility of the employer.
A)True
B)False
Q3) Job workshops, self-development materials, and counseling are basic methods used to aid individual
A) communication
B) career planning
C) goal setting
D) conflict management
Q4) Many organizations have discovered that organizational growth and effectiveness require career development programs.
A)True
B)False
Q5) How do coaching and mentoring contribute to leadership development?
Q6) Describe the four career stages discussed in this chapter. Discuss how various individual employee development interventions might apply to each stage.
Page 18
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Chapter 17: Workforce Diversity and Wellness
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Sample Questions
Q1) Workforce diversity refers primarily to the increasing number of ethnic backgrounds entering the workforce.
A)True
B)False
Q2) Role clarification methods follow a strategy that includes
A) rewriting the job description
B) giving the role holder an opportunity to discuss his/her job duties and responsibilities
C) enhancing employees' self image
D) none of the above
Q3) Which of the following is not a trend indicative of increasing workforce diversity?
A) negative attitudes toward authority
B) gender
C) physically challenged workers
D) age
Q4) Describe the major diversity trends facing organizations and how organizations might use various OD interventions to respond to these trends.
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Page 19
Chapter 18: Transformational Change
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Sample Questions
Q1) Organizations undertake transformational change when
A) there are sharp changes in economic conditions that change competition within an industry
B) there are changes in executive leadership
C) the organization faces a threat to survival
D) all of the above
Q2) Cultural change is usually a short term process implemented by top management.
A)True
B)False
Q3) Research supports the idea that organization designs with "alignment" between strategy and design are more effective.
A)True
B)False
Q4) Transformations in organizations are often generated by significant environmental shocks.
A)True
B)False
Q5) Under what conditions are transformational changes necessary?
Q6) How would an OD practitioner attempt to change an organization's culture?
Page 20
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Chapter 19: Continuous Change
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Sample Questions
Q1) Organization learning is similar to individual learning.
A)True
B)False
Q2) Codification and personalization are techniques used on organization learning interventions.
A)True
B)False
Q3) Self designing organizations are well suited for stable, predictable markets and environments.
A)True
B)False
Q4) Built-to-change interventions are best suited for organizations that are .
A) experiencing a change in ownership
B) facing a rapidly changing environment
C) performing poorly compared to last year's profits
D) operate in a stable market
Q5) Explain the four interrelated activities involved in organization learning processes.
Q6) How can an OD practitioner help an organization become self designing?
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Chapter 20: Transorganizational Change
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Sample Questions
Q1) The relational quality of alliances benefits from OD interventions aimed at increasing trust.
A)True
B)False
Q2) OD practitioners can have the greatest impact in what phases of merger and acquisition activity?
A) precombination and legal combination phases
B) precombination and operational combination phases
C) legal combination and operational combination phases
D) OD practitioners can greatly impact all phases of M&A activity
Q3) Describe the major phases of merger and acquisition activity and discuss how OD practitioners can contribute to successful integration.
Q4) Operational combination activities should proceed slowly and carefully following the announcement of the merger or acquisition.
A)True
B)False
Q5) How can OD practitioners help two organizations build trust between them?
Q6) Explain the four phases of network development. When should network development be applied?
Page 22
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Chapter 21: Organization Development for Economic, Ecological, and Social Outcomes
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Sample Questions
Q1) In which of the following areas do SMOs (sustainable management organizations) perform in order to achieve sustainable effectiveness?
A) people
B) planet
C) profit
D) all of the above
Q2) GSCOs create horizontal linkages that include channels of communication and influence upward to governmental and policy-level decision-making processes.
A)True
B)False
Q3) GSCOs are part of a social innovation movement to foster the emergence of a global civilization.
A)True
B)False
Q4) Organizations should generate sustainable outcomes across economic, social, and ecological objectives.
A)True
B)False
Page 23
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Chapter 22: Organization Development in Nonindustrial
Settings: Health Care, and School Systems
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Sample Questions
Q1) Risk and equity are valued by family businesses while non-family-run businesses value security above all else.
A)True
B)False
Q2) When OD practitioners work with the public-sector organization, it may be difficult to get various stakeholders to agree on a common goal.
A)True
B)False
Q3) As outlined in the text, which of the following does not describe a "family first" value system?
A) security and equality
B) unity and support
C) competitive
D) relationship based
Q4) The main purpose of the public-sector organization is
A) to be profitable
B) to govern toward the greater public good
C) to carry out the random ideas of the elected officials
D) to create competitive advantage
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Chapter 23: Future Directions in Organization Development
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Sample Questions
Q1) Most sustainability models go beyond ecological concerns to promote a multidimensional view called the triple bottom line.
A)True
B)False
Q2) How can OD support ecological sustainability in the future?
Q3) Ecological sustainability may be constrained by .
A) innovation
B) diversity
C) culture
D) government intervention
Q4) Which trend within Organization Development emphasize the need for OD to be relevant in practice and professionalism?
A) pragmatic trend
B) traditional trend
C) scholarly trend
D) practitioner trend
Q5) How might globalization of the economy impact OD efforts across the world?
Q6) Discuss how technological changes might change OD processes.
Q7) Compare and contrast the traditional, pragmatic, and scholarly trends within OD.
Page 25
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