Business Management Exam Review
Course Introduction
Business Management is a comprehensive course designed to introduce students to the principles, functions, and practices that underpin the effective operation of organizations. Through topics such as planning, organizing, leading, and controlling, students will explore essential managerial roles, decision-making processes, organizational structures, and strategies for motivating teams and managing resources. The course also addresses contemporary issues like innovation, ethics, and globalization, providing learners with a solid foundation to understand and navigate the complex world of modern business.
Recommended Textbook
Organization Development and Change 10th Edition by Thomas G. Cummings
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23 Chapters
473 Verified Questions
473 Flashcards
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Chapter 1: General Introduction to Organization Development
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23 Verified Questions
23 Flashcards
Source URL: https://quizplus.com/quiz/22112
Sample Questions
Q1) Which of the following areas do OD practitioners need to be familiar with to carry out strategic change?
A) competitive strategy
B) organizational structure
C) culture
D) All of the above
Answer: D
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) The assumption underlying the use of survey feedback in OD is
A) surveys are the best way to collect data
B) surveys allow one to collect a great deal of data
C) surveys can provide feedback to the organization and be used to initiate change
D) responses and surveys are easily interpreted
Answer: C
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Chapter 2: The Nature of Planned Change
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24 Verified Questions
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Sample Questions
Q1) In action research, data is only gathered after action has been taken to monitor the results.
A)True
B)False
Answer: False
Q2) Two adaptations of action research are increased participant involvement and a greater appreciative approach to OD.
A)True
B)False Answer: True
Q3) Change strategies are often modified on the basis of continued diagnosis.
A)True
B)False Answer: True
Q4) The relationship between planned change and organizational performance and effectiveness is well understood.
A)True
B)False
Answer: False
Page 4
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Chapter 3: The Organization Development Practitioner
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17 Verified Questions
17 Flashcards
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Sample Questions
Q1) 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.
A)True
B)False
Answer: True
Q2) Despite the flexibility of the OD profession, most OD professionals have had specific training in OD.
A)True
B)False Answer: True
Q3) Following entry and contracting, an OD practitioner starts diagnosing an organization or department.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Entering and Contracting
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Sample Questions
Q1) How would you explain the contracting process to someone who had never heard of OD?
Q2) Contracting is typically a very formal, written process when internal OD practitioners are involved.
A)True
B)False
Q3) When developing an OD contract, a fundamental decision is whether or not to proceed.
A)True
B)False
Q4) The practitioner's desire to be seen as competent may lead to the agreement to consult on a project that is beyond the practitioner's skills.
A)True
B)False
Q5) 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
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Chapter 5: Diagnosing
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Sample Questions
Q1) Outline the Open Systems model and describe the inputs, transformations, and outputs.
Q2) The organization's general environment consists of
A) employee satisfaction
B) organizational structure
C) external forces that can directly affect the organization
D) business portfolios in the company
Q3) To diagnose an organization, the OD practitioner carefully examines the management team to discover the cause its problems.
A)True
B)False
Q4) Which of the following is not one of Porter's five forces that define the task environment?
A) supplier and buyer power
B) organization member perceptions
C) rivalry among competitors
D) threats of substitutes
Q5) Scanning units help organizations gather information from the environment.
A)True
B)False
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Chapter 6: Collecting, Analyzing, and Feeding Back Diagnostic Information
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20 Verified Questions
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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) A correlation coefficient clearly establishes cause and effect between two variables.
A)True
B)False
Q3) Questionnaires are often used because
A) they can collect data from many people
B) data can be analyzed quickly
C) they are inexpensive on a per-person basis
D) all of the above
Q4) Force field analysis is a quantitative technique for analyzing data.
A)True B)False
Q5) Quantitative measures of one group's behavior can be useful even without a comparison group.
A)True B)False
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Chapter 7: Designing Interventions
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Sample Questions
Q1) Describe how OD interventions need to be adapted to fit different cultural contexts.
Q2) The extent to which members of a society value and accept status differences refers to:
A) uncertainty avoidance
B) individualism
C) power distance
D) achievement orientation
Q3) Human resources management practitioners mainly focus on
A) structure
B) strategy only
C) people
D) information systems
Q4) Work design gets at the issue of job enrichment via greater task variety, autonomy, and feedback results.
A)True
B)False
Q5) Explain what an "intervention" is and how it fits into the organizational development process. What are the key considerations when deciding on an intervention?
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Chapter 8: Managing Change
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Sample Questions
Q1) What political activities might be engaged in to successfully implement change?
Q2) Individual motivation and commitment are relatively unimportant when managing change.
A)True
B)False
Q3) Activity planning and commitment planning are key activities in
A) managing a transition
B) creating a vision
C) entry and contracting
D) diagnosis
Q4) Which of the following is not considered a strategy for dealing with resistance to change?
A) make change information available and salient
B) include members directly in planning and implementing change
C) practice active listening
D) avoid conflict
Q5) Describe the key elements of an effective change management program.
Q6) A vision is driven by people's values and preferences.
A)True
B)False
Page 10
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Chapter 9: Evaluating and Institutionalizing Organization
Development Interventions
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20 Verified Questions
20 Flashcards
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Sample Questions
Q1) External validity is irrelevant without internal validity.
A)True
B)False
Q2) Evaluating OD interventions always involves measuring their impact on employee satisfaction, productivity, and the bottom line.
A)True
B)False
Q3) Discuss setting up valid research designs.
Q4) Which data collection method accurately measures all the variables important to OD?
A) questionnaires
B) interviews
C) observations
D) none of the above
Q5) Socialization is the most important institutionalization process.
A)True
B)False
Q6) What are the two kinds of feedback involved in evaluation and what do they tell us?
Q7) Define institutionalization and discuss specific institutionalization processes.
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Chapter 10: Interpersonal and Group Process Approaches
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Sample Questions
Q1) The research on team building's effectiveness is inconsistent.
A)True
B)False
Q2) Process consultants offer expert help in the form of solutions to problems.
A)True
B)False
Q3) It is difficult to isolate the impact of process consultations from other interventions.
A)True
B)False
Q4) The results of team building can be classified into three main areas. Which of the following is not one of these areas?
A) the results specific to only one individual
B) the results specific to the group's operation and behavior
C) the results affecting the group's relationships
D) the results specific to one or more individuals
Q5) Discuss the role of the OD consultant in a third-party intervention. Include the factors and tactical choices that will support conflict resolution.
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Page 12
Chapter 11: Organization Process Approaches
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21 Verified Questions
21 Flashcards
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Sample Questions
Q1) Open-space methods for large-group interventions are not characterized by
A) the "law of two feet"
B) the "Four Principles"
C) a formal agenda and structure
D) regular summaries of information for all members to review
Q2) Behavioral interventions help groups change their attitudes about one another.
A)True
B)False
Q3) 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
Q4) System wide process interventions include which of the following:
A) change programs directed at improving processes
B) task accomplishment between groups
C) subsystems
D) all of the above
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Chapter 12: Restructuring Organizations
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26 Verified Questions
26 Flashcards
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Sample Questions
Q1) Customer centric organizations work best under which of the following conditions?
A) stable and predictable markets
B) uncertain and complex markets
C) small organizations
D) highly focused on innovation
Q2) Which of the following is a key step in the downsizing intervention?
A) working without a clear strategy
B) announcing the layoffs early in the process
C) addressing the needs of survivors and those who leave
D) clarifying the strategy after the layoffs
Q3) Reengineering begins with and of an organization's context and objectives:
A) strategic planning/implementation
B) process planning/implementation
C) clarification/assessment
D) all of the above
Q4) It is possible to have the self-contained unit and matrix organization structure in the same organization at the same time.
A)True
B)False
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Chapter 13: Employee Involvement
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19 Verified Questions
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Sample Questions
Q1) Tying rewards to accomplishments is the final stage of TQM implementation.
A)True
B)False
Q2) Discuss parallel structures and the type of organization that would benefit most from this approach.
Q3) The effectiveness of a union-management cooperative project is fairly easy to assess.
A)True
B)False
Q4) Statistical process control techniques are usually an integral part of training in total quality management.
A)True
B)False
Q5) Innovative reward systems are not relevant to employee involvement applications.
A)True B)False
Q6) Quality circle applications usually involve group problem solving training but no group facilitators.
A)True B)False
Page 15
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Chapter 14: Work Design
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Sample Questions
Q1) Which is not a characteristic of traditional jobs?
A) high technical uncertainty
B) little need for employee discretion
C) relatively high amount of employee interaction
D) routine and repetitive
Q2) Describe the motivational approach to job design. What are the key dimensions that lead to high work quality and internal motivation?
Q3) There is little evidence to support job enrichment programs.
A)True
B)False
Q4) Discuss sociotechnical systems theory and contrast it with the open systems theories of organization development?
Q5) Which is not a principle of sociotechnical systems design?
A) compatibility
B) joint optimization
C) minimum critical specification
D) integration
Q6) Discuss the technical and personal-need factors that affect work design success?
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Chapter 15: Performance Management
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20 Verified Questions
20 Flashcards
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Sample Questions
Q1) Contrast the effects of various reward systems. Which are most effective?
Q2) Performance appraisal is an important link between and .
A) structure and employee involvement systems
B) evaluation systems and productivity
C) feedback systems and reward systems
D) none of the above
Q3) Timeliness is a criteria for effective reward systems but not for performance appraisal designs.
A)True
B)False
Q4) Goal setting interventions involve managers and employees in jointly setting subordinate's goals, monitoring them, and providing counseling and support where necessary.
A)True
B)False
Q5) What can be done to improve performance appraisal systems?
Q6) Studies indicate that the frequency of rewards is of no consequence to satisfaction. A)True
B)False
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Chapter 16: Talent Management
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Sample Questions
Q1) Which of the following is true of coaching and mentoring interventions?
A) they involve setting instructional objectives
B) they involve evaluation
C) they involve assessments of the training
D) all of the above
Q2) 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
Q3) Which of the following skills are built through management and leadership development programs?
A) problem diagnosis
B) employee recruitment
C) strategic thinking
D) career planning
Q4) Compare and contrast leadership development interventions with career development interventions? In what areas and activities might they overlap?
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Chapter 17: Workforce Diversity and Wellness
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18 Verified Questions
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Sample Questions
Q1) There is decreasing evidence that work-related stress can contribute to a variety of ailments, such as tension headaches, backaches, and high blood pressure.
A)True
B)False
Q2) Which is/are true of stress?
A) it involves physiological responses
B) it can be positive
C) it can ultimately lead to withdrawal behaviors
D) all of the above
Q3) Stress has been linked to hypertension, heart disease, and depression.
A)True
B)False
Q4) Which OD intervention is aimed at helping dual-career households?
A) performance feedback
B) coaching
C) work-life balance
D) realistic job previews
Q5) Stress is an illness covered by employee health insurance.
A)True
B)False
19
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Chapter 18: Transformational Change
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21 Verified Questions
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Sample Questions
Q1) How would an OD practitioner attempt to change an organization's culture?
Q2) Transformational changes are often driven by key senior executives.
A)True
B)False
Q3) Transformations in organizations are often generated by significant environmental shocks.
A)True
B)False
Q4) An organization culture that values inquiry and discovery is better suited to implement organization learning interventions.
A)True
B)False
Q5) Which of the following is not a step in integrated strategic change?
A) analyzing the current strategy and organization
B) designing and implementing the strategic change plan
C) mapping the demand system
D) choosing a desired strategy and organization
Q6) Transformational change is always developmental in nature.
A)True
B)False
Page 20
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Chapter 19: Continuous Change
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Sample Questions
Q1) Knowledge management is more concerned with developing organizational capabilities while organization learning is more concerned with technical issues, such as how to store organization experience.
A)True
B)False
Q2) Self designing organizations are well suited for stable, predictable markets and environments.
A)True
B)False
Q3) Organization learning is an active process based on interpretive models of change where members interact and learn from their actions.
A)True
B)False
Q4) The most prevalent form of learning in organizations is single-loop learning which is focused on improving the status quo.
A)True
B)False
Q5) Explain the four interrelated activities involved in organization learning processes.
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Chapter 20: Transorganizational Change
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Sample Questions
Q1) A good alliance partnership will leverage both similarities and differences to create competitive advantage.
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) Explain the three activities with which GSCOs enact planned change.
Q3) Which of the following is an example of a sustainability initiative?
A) using web-conferencing more than travel
B) printing on two-sides of the paper
C) encouraging recycling
D) all of the above
Q4) Because GSCOs have such an honorable mission, it is rare for their stakeholders to be in conflict.
A)True
B)False
Q5) SMOs deliberately integrate economic, social, and ecological objectives. Explain this statement.
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Chapter 22: Organization Development in Nonindustrial
Settings: Health Care, and School Systems
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Sample Questions
Q1) One of the principal advantages of a family business is
A) increased potential for unity of purpose and action between owners and management
B) the succession plan for family members
C) a core set of values
D) the products and services the business provides
Q2) Discuss the initial meetings with the family business client. Include key questions and strategies for the OD consultant to prepare for a successful intervention.
Q3) Which of the following is not one of the dimensions along which public and private sector organizations differ?
A) values
B) multiplicity of decision makers
C) desire for innovation
D) stakeholder diversity
Q4) OD efforts can help public schools build sustainable leadership capacity.
A)True
B)False
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Q5) How would OD interventions need to be adapted to fit the public-sector organization?
Chapter 23: Future Directions in Organization Development
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Sample Questions
Q1) Why do the pragmatists in OD wish to require certification of OD practitioners?
A) certification would establish the requirements OD practitioners must meet
B) certification would provide a stream of revenue for the OD Assocation
C) certification would enable certified OD practitioners to charge a higher hourly rate
D) all of the above
Q2) 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
Q3) Most sustainability models go beyond ecological concerns to promote a multidimensional view called the triple bottom line.
A)True
B)False
Q4) A single minded pursuit of economic progress can undermine local culture.
A)True
B)False
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