Consulting in Organizations Test Questions
Course Introduction
This course offers a comprehensive introduction to the field of management consulting within organizations, covering the essential tools, methodologies, and frameworks consultants use to analyze business problems and recommend strategic solutions. Students explore the consulting process from initial client engagement to project delivery, emphasizing skills in needs assessment, data collection, problem-solving, and communication. Through case studies, role-plays, and real-world projects, participants learn to navigate organizational dynamics, manage client relationships, and deliver impactful recommendations. The course prepares students for careers in consulting or for leveraging consulting approaches to drive change and improvement within their own organizations.
Recommended Textbook
Organization Development The Process of Leading Organizational
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Change 4th Edition by Donald
Chapter 1: What Is Organization Development
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Q1) When speaking of organization development, what is being referred to?
A) specifically addressing employee participation in the public sector
B) emphasizing team development
C) coaching senior management
D) the management of certain kinds of changes, especially how people implement and are affected by them
Answer: D
Q2) At ABA, what was the purpose of external consultants coaching managers after employee survey results were collected?
A) to demonstrate commitment to the organization
B) it was part of the consultants' contract
C) managers did not understand the survey data
D) to guide self-exploration and personal development
Answer: D
Q3) How does OD differ from Management Consulting?
Answer: Truehere is differentiation between the two in specific functional areas. Consulting where the practitioner offers content advice falls under the heading of management consulting, whereas OD offers consultation on the process used to reach a desired goal.
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Chapter 2: History of Organization Development
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Q1) 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
Q2) The ability to effectively adopt change became the difference between successful and mediocre organizations.
A)True
B)False
Answer: True
Q3) OD practice continued to grow in the 1980s and 1990s. Which of the following labels was utilized?
A) strategic change
B) change management
C) reengineering
D) all the above
Answer: D
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Chapter 3: Core Values and Ethics of Organization Development
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Q1) "Improving organizational life for all members" is part of the humanistic orientation.
A)True
B)False Answer: True
Q2) Having an optimistic view of people and groups implies that engagements and interventions should be constructed as opportunities for learning so that the organization can learn not only to solve the problem but also ______.
A) think about your own beliefs, skills, and attitudes
B) learn from mistakes based on experience
C) acknowledge and recognize the value a consultant can provide and ensure they are contacted when needed
D) learn how problems or situations such as this one can be addressed next time without the reliance on a consultant
Answer: D
Q3) Values are simple and never seem complex.
A)True
B)False Answer: False
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Chapter 4: Foundations of Organizational Change
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Q1) 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
Q2) Discuss the various ways in which organizational changes differ.
Q3) Legislative or regulatory changes, for example, can cause organizations to adapt to new rules.
A)True
B)False
Q4) Discuss four distinct benefits that the social construction perspective offers OD practitioners.
Q5) After Cole Campbell was hired at the St. Louis Post-Dispatch, which of the following did NOT result?
A) many journalists left the paper
B) circulation declined
C) newly formed teams thrived in the new structure
D) positions were eliminated or restructured
6
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Chapter 5: The Organization Development Practitioner and the OD Process
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Q1) 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
Q2) In a ______, practitioners work with leaders or sponsors to design events that are conducive to open dialogues about the future.
A) diagnostic consulting approach
B) action research appraoch
C) structured dialogic approach
D) dialogic process consultation
Q3) Which of the following is one of the best ways to become skilled in the area of OD consulting?
A) reading textbooks
B) studying past scenarios
C) shadowing a skilled mentor
D) starting right in with personal experience
Q4) Outline the stages of the consulting process.
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Chapter 6: Entry and Contracting
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Q1) According to Schein, contracting has both formal and psychological components.
A)True
B)False
Q2) Which of the following purposes of contracting outlines the appropriate time to elucidate what the client expects to see when the engagement is finished, as well as how the engagement will be evaluated?
A) To further explore the problem
B) To clarify the client's goals and objectives for the request
C) To allow the client to get to know the consultant, the consultant to get to know the client and the organization, and for both parties to validate that the project is one that the consultant has the knowledge and skills to accept
D) To understand the organization's commitment to change
Q3) The entry stage should be seen as:
A) the first stage in a relationship and trust-building process.
B) the first opportunity to discuss contractual obligations.
C) the first chance for a client to officially meet the consultant.
D) the first stage in scheduling all future meetings.
Q4) Discuss ethical issues that are present during the entry stage.
Q5) What type of instances constitute recontracting?
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Chapter 7: Data Gathering
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Q1) Potential for little preparation and the opportunity to be "in the moment" are advantages to which data gathering method?
A) interviews
B) focus groups
C) surveys/questionnaires
D) observations
Q2) A practitioner can be more confident that enough people have been chosen when interviews begin to gather ______.
A) new information
B) relevant information
C) repetitive information
D) impractical information
Q3) Focus groups are typically deemed appropriate for very sensitive issues.
A)True
B)False
Q4) Interviews are probably the most common method of data collection in OD.
A)True
B)False
Q5) Identify ethical issues that are present with data gathering.
Q6) What are three reasons that data gathering should be taken seriously?
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Chapter 8: Diagnosis and Feedback
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Q1) Client resistance can be expressed in a variety of ways; which of the following ways is detailed as the client expressing their concern that the solutions are not feasible?
A) Give me more detail.
B) Time.
C) Impracticality.
D) Attack.
Q2) Once data is sorted into categories, the following step occurs:
A) evaluation
B) intervention
C) interpretation
D) collection
Q3) Client resistance can be expressed in a variety of ways; which of the following ways is detailed as the client philosophizing about the organization and its theoretical patterns?
A) Attack.
B) Moralizing.
C) Methodology.
D) Intellectualizing.
Q4) Discuss items to take into consideration when structuring the feedback meeting.
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Chapter 9: An Introduction to Interventions
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Q1) Which of the following is NOT an individual intervention?
A) coaching
B) 360-degree feedback
C) culture assessment and change
D) career planning
Q2) Offering a single workshop on a specific topic is unlikely to provide a long-term change; this is an example of which reason why interventions fail?
A) not enough time devoted
B) wrong problem
C) poorly designed intervention
D) implementing an event rather than a program
Q3) Which reason why interventions fail is often as a result of a poor (or nonexistent) data gathering and diagnostic process?
A) wrong problem
B) wrong intervention
C) unclear or overambitious goals
D) implementing an event rather than a program
Q4) When considering the sequence of activities, what considerations should be addressed?
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Chapter 10: Individual Interventions
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Q1) 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
Q2) Coaching, mentoring, and 360-degree feedback are all examples of ______.
A) group interventions
B) organization interventions
C) individual interventions
D) team interventions
Q3) Which of the following is NOT a disadvantage of the MBTI?
A) often used because it is fun and nonthreatening
B) individuals may place too much emphasis on MBTI
C) explanation and point of discussion are provided
D) individuals are typcasted based on prescribed letter preferences
Q4) Which of the following is NOT a stage of transition from Bridges work?
A) Endings
B) Neutral zone
C) New beginnings
D) Future
Page 12
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Chapter 11: Team Interventions
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Q1) Which phase of a confrontation meeting is when the session begins with the leader setting expectations to encourage an open and honest discussion?
A) Phase 1-Climate setting
B) Phase 2-Information collecting
C) Phase 3-Information sharing
D) Phase 4-Priority setting and action planning
Q2) Well-designed tasks have ______, meaning the work matters to others internal and external to the team.
A) skill variety
B) task identity
C) task significance
D) autonomy
Q3) Which characteristic of successful teams relates to having trust in one another?
A) A results-driven structure.
B) Unified commitment.
C) A collaborative climate.
D) External support and recognition.
Q4) Discuss the five dysfunctions of a team.
Q5) What makes a team successful?
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Chapter 12: Whole Organization and Multiple Organization
Interventions: Part 1
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Q1) ______ encourages organizations to consider several likely possible future states, to consider which of those is most likely, and then to develop plans and actions that could account for a number of possible future situations.
A) Strategic mapping
B) Scenario planning
C) Strategic planning
D) Search conferences
Q2) Of the four idealized culture types, which one asserts organizational members are competitive, hardworking, and demanding?
A) Clan
B) Adhocracy
C) Hierarchy
D) Market
Q3) Few to no presentations, training, or speeches by top executives is related to which feature of future search conferences?
A) Attendance
B) Data gathering and interpretation
C) Exploring the wider context
D) Structure
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Chapter 13: Whole Organization and Multiple Organization
Interventions: Part 2
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Q1) Targeting ______ during M&A, collective socialization tactics have been shown to increase embeddedness and reduce turnover among newcomers.
A) individual integration
B) team integration
C) cross-team/department integration
D) organizationwide integration
Q2) Targeting ______ during M&A, leaders may ask themselves "What untapped potential remains?", allowing future benefits of participative, large-group interventions that can engage employees from both the acquiring and acquired organizations.
A) individual integration
B) team integration
C) cross-team/department integration
D) organizationwide integration
Q3) At which level is the goal of M&A interventions to support employees?
A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide
Q4) Discuss the basic activities of TQM.
Page 15
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Chapter 14: Sustaining Change, Evaluating, and Ending an Engagement
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Q1) ______ consist of how the intervention may have changed behavioral, people, and task items.
A) Dialogic variables
B) Diagnostic variables
C) Process variables
D) Outcome variables
Q2) ______ contribute to ______.
A) Process variables; outcome variables
B) Outcome variables; process variables
C) Diagnostic variables; dialogic variables
D) Dialogic variables; diagnostic variables
Q3) Which practice, used by a change agent to institutionalize change, relates to regular updates about the status of the change and motivation to continue it?
A) Active participation
B) Persuasive communication
C) Management of internal/external information
D) HRM practices
Q4) What can clients and change agents discuss when they choose to explicitly end the process with an ending feedback meeting?
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Chapter 15: Global Issues in Organization Development
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Q1) In indulgent cultures, moral discipline is important and there is less importance placed on time with friends or leisure activities.
A)True
B)False
Q2) ______ societies are those in which people from birth onward are integrated into strong, cohesive in-groups, which throughout people's lifetime continue to protect them in exchange for unquestioning loyalty.
A) Powerful
B) Uncertain
C) Individualist
D) Collectivist
Q3) ______ defines emotional gender roles.
A) Short-term-Long-term
B) Uncertainty avoidance
C) Individualism-Collectivism
D) Masculinity-Femininity
Q4) What is your opinion on whether increasing globalization is creating a single global monoculture?
Q5) 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) Which demographic was born roughly between 1980 and the late 1990s/2000?
A) Baby Boomer
B) Millennial
C) Gen 2020
D) Gen X
Q2) Several thoughts point to the notion that OD has become complacent as a field of study.
A)True
B)False
Q3) Which theme related to Gen Xers relates to the notion of making a contribution to a team?
A) Belonging
B) Learning
C) Entrepreneurship
D) Security
Q4) Which theme related to Millennials relates to being multitaskers?
A) Recognize me
B) Include me
C) Challenge me
D) Work with me
Page 18
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