Corporate Strategy
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Course Introduction
Corporate Strategy explores the frameworks and tools used by organizations to define their overarching direction, allocate resources, and achieve long-term objectives in complex and dynamic business environments. The course covers topics such as competitive advantage, diversification, mergers and acquisitions, international expansion, vertical integration, and the management of multi-business corporations. Through case studies and strategic analysis, students learn how executives make high-level decisions that shape the firms scope, governance, and ability to create value across different markets and industries.
Recommended Textbook
Organization Development and Change 10th Edition by Thomas G. Cummings
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Page 2
Chapter 1: General Introduction to Organization Development
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Sample Questions
Q1) Organization development distinguishes itself from organization change and change management by which of the following characteristics?
A) addressing the effective sequence of leadership issues that produce organization improvements
B) focusing narrowly on cost, quality, and schedule
C) focusing on the transfer of knowledge and skills to help the system manage future change
D) taking a broadly focused approach that can apply to any kind of change
Answer: C
Q2) Conclusions about the first T-group experiment were (1) feedback from the group was a rich learning experience and (2) the process could be transferred to "back home situations."
A)True
B)False
Answer: True
Q3) An effective organization has both high productivity and rapid growth.
A)True
B)False
Answer: False
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Chapter 2: The Nature of Planned Change
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Q1) To be a successful in international settings, the OD practitioner must
A) educate client on their own cultural biases
B) follow the same general model of planned change as in domestic settings
C) adapt the action research process to fit the cultural context
D) provide feedback once process is complete
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) Which theory of planned change serves as the foundation for appreciative inquiry (AI)?
A) Lewin's Change Model
B) Action Research Model
C) The Positive Model
D) all of the above
Answer: C
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Page 4
Chapter 3: The Organization Development Practitioner
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Sample Questions
Q1) The evidence suggests that OD careers are
A) "cake" jobs
B) stressful
C) 5 day weeks--8 hour days
D) informal
Answer: B
Q2) One of the major limitations of the internal consultant is
A) their lack of understanding of the organization
B) their access to information
C) their potential loss of objectivity
D) their lack of training
Answer: C
Q3) To be able to design and execute an intervention is not a requirement for the OD practitioner.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Entering and Contracting
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Q1) Which of the following is not a step in the contracting process?
A) determining what each party wants from the OD process
B) estimating the time and resources that will be devoted to the OD process
C) determining the change project
D) determining the ground rules for working together
Q2) The burden of responsibility for selecting an OD consultant lies entirely with
A) the client organization
B) the consultant
C) both the client organization and the consultant
D) the manager of the client organization
Q3) Contracting is typically a very formal, written process when internal OD practitioners are involved.
A)True
B)False
Q4) When developing a contract for an OD relationship, the OD practitioner will establish agreements about all of the following except .
A) clarification on the problem at hand
B) mutual expectations for the services provided and expected outcomes
C) time and resources available
D) confidentiality
Page 6
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Chapter 5: Diagnosing
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Sample Questions
Q1) 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
Q2) An organization's strategic competitive advantage is aided when its strategies are difficult to imitate.
A)True
B)False
Q3) 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
Q4) Which of the following are outputs of an organization's group level organization systems?
A) profits
B) team effectives
C) customer satisfaction
D) stakeholder satisfaction
Page 7
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Chapter 6: Collecting, Analyzing, and Feeding Back Diagnostic Information
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Q1) Observations can be particularly helpful in diagnosing
A) organization structure
B) organizational control structures
C) interpersonal relations
D) performance appraisal systems
Q2) Quantitative measures of one group's behavior can be useful even without a comparison group.
A)True
B)False
Q3) Interview data can be collected and analyzed quickly.
A)True
B)False
Q4) 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
Q5) Unobtrusive measures include archives and other company records.
A)True
B)False
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Chapter 7: Designing Interventions
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Sample Questions
Q1) Intervention means:
A) valid information only
B) unplanned management manipulations
C) planned actions or events intended to increase effectiveness
D) change activities outside the organization
Q2) Key questions to ask when deciding the appropriate intervention method are
A) Have the issues been accurately diagnosed?
B) Are change methods appropriate to the organizational issues identified in diagnosis?
C) Can skills to implement the intervention be transferred to organizational members?
D) all of the above
Q3) Describe how OD interventions need to be adapted to fit different cultural contexts.
Q4) Which of the following best describes technostructural interventions?
A) changing the high-tech areas within the organization
B) helping organizations decide on markets, products or services
C) changing job design and division of labor
D) none of the above
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Chapter 8: Managing Change
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Sample Questions
Q1) Understanding how people experience change requires the change agent to have great capacity for empathy and support.
A)True
B)False
Q2) Why do most change efforts fail?
Q3) 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
Q4) Which power strategy is most closely aligned with OD's traditional humanistic values?
A) playing it straight
B) avoiding confrontation
C) using social networks
D) going around the formal system
Q5) Politics has no place in a change process.
A)True
B)False
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Chapter 9: Evaluating and Institutionalizing Organization Development Interventions
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Sample Questions
Q1) As institutionalization follows a developmental order, which indicator represents the highest degree of institutionalization?
A) knowledge
B) values consensus
C) norms
D) performance
Q2) Evaluation in OD provides information to
A) assess the long-term results of OD interventions
B) implement change programs
C) assess a manager's style
D) improve task preparation
Q3) External validity is irrelevant without internal validity.
A)True
B)False
Q4) In most cases, the chosen intervention provides only general guidelines for organizational change.
A)True
B)False
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Q5) What are the two kinds of feedback involved in evaluation and what do they tell us?
Chapter 10: Interpersonal and Group Process Approaches
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Q1) An issue with performance measurement is that most research is based on hard facts rather than considering people's perceptions.
A)True
B)False
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) Group communications, roles and functions, and group norms are the focus of A) survey feedback
B) diagnostic activities
C) process consultation
D) training
Q4) Discuss the role of the OD consultant in a third-party intervention. Include the factors and tactical choices that will support conflict resolution.
Q5) Discuss how team building interventions help an organization. Describe activities that are relevant to individuals, the group and organization relationships.
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Chapter 11: Organization Process Approaches
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Sample Questions
Q1) Intergroup relations interventions are necessary whenever there is conflict between two or more groups.
A)True
B)False
Q2) Discuss the similarities and differences between an organization confrontation meeting and an intergroup conflict resolution intervention.
Q3) Open-space methods for large-group interventions are highly structured processes.
A)True
B)False
Q4) Which of the following best describes how a microcosm group intervention succeeds?
A) parallel processes
B) energized people
C) concern for production
D) group interdependency
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) Process structures eliminate ______________ and _____________:
A) process stagnation/autonomy
B) hierarchical/departmental boundaries
C) technology/help work design
D) process stagnation/help job satisfaction
Q2) Which is not a characteristic of reengineering?
A) involves a fundamental rethinking of work
B) vertical disaggregation of structure
C) radical redesign of business processes
D) associated with downsizing and work redesign
Q3) Under what conditions are customer-centric structures appropriate? What challenges does this type of organization structure face and why?
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
Q5) The matrix structure is the best and most flexible organization structure. A)True B)False
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Chapter 13: Employee Involvement
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Sample Questions
Q1) Statistical process control techniques are usually an integral part of training in total quality management.
A)True
B)False
Q2) Compare and contrast the TQM and High Involvement applications of employee involvement.
Q3) Discuss parallel structures and the type of organization that would benefit most from this approach.
Q4) Tying rewards to accomplishments is the final stage of TQM implementation.
A)True
B)False
Q5) Describe the four elements associated with employee involvement interventions.
Q6) The power dimension of EI refers to
A) the knowledge workers have about the organization
B) the ability to control rewards that are given
C) the authority employees have over decisions that affect them
D) timely access to information
Q7) Innovative reward systems are not relevant to employee involvement applications.
A)True
B)False
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Chapter 14: Work Design
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Sample Questions
Q1) Which of the following place constraints on job enrichment interventions?
A) the technical system
B) the environment
C) the control system
D) all of the above
Q2) When technical interdependence is low and uncertainty is high, and where people have low social needs yet high growth needs, which work design would you recommend?
A) traditional jobs
B) traditional work groups
C) enriched jobs
D) self-managed work groups
Q3) When implementing job enrichment, vertical loading increases
A) management involvement
B) costs
C) autonomy
D) technical interdependence
Q4) "Vertical loading" of a job results in combined tasks and increased autonomy.
A)True
B)False
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Chapter 15: Performance Management
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Q1) What can be done to improve performance appraisal systems?
Q2) Discuss the performance management model. How does performance management relate to employee involvement and work design?
Q3) Which of the following criteria suggests that rewards should be allocated based on the level of goal achievement?
A) timeliness
B) performance contingency
C) equitable
D) focus on critical control points
Q4) What is the rationale for goal setting? Do you agree or disagree and why?
Q5) When rewarding employees for the skills they possess, skill-based pay systems are highly effective.
A)True
B)False
Q6) 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
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Chapter 16: Talent Management
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Sample Questions
Q1) Integrating "career planning" with human resource planning can help merge employees' needs with those of the organization.
A)True
B)False
Q2) Many organizations have discovered that organizational growth and effectiveness require career development programs.
A)True
B)False
Q3) Which of the following is <u>not</u> part of a management and leadership development program?
A) build leadership skills
B) socialize managers and leadership in organization values
C) help execute strategic change agendas
D) develop an organization's strategic plan
Q4) Career planning is generally considered the responsibility of the employer.
A)True
B)False
Q5) How do coaching and mentoring contribute to leadership development?
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Chapter 17: Workforce Diversity and Wellness
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Sample Questions
Q1) Role clarification deals with helping employees better understand the demands of all their life's roles.
A)True
B)False
Q2) Which OD intervention is aimed at helping dual-career households?
A) performance feedback
B) coaching
C) work-life balance
D) realistic job previews
Q3) Role clarification helps to alleviate stress in employees who are overworked.
A)True
B)False
Q4) 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
Q5) Stress has been linked to hypertension, heart disease, and depression.
A)True
B)False
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Chapter 18: Transformational Change
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Sample Questions
Q1) Mechanistic designs support efficiency and control while organic designs promote innovation and change.
A)True
B)False
Q2) According to the text, which of the following is not an effective guideline for changing corporate culture?
A) formulate a clear strategic vision
B) model culture change at the highest levels
C) change organizational membership by socializing newcomers and terminating deviants
D) keep top management from being part of the process
Q3) Cultural change is usually a short term process implemented by top management.
A)True
B)False
Q4) 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
Q5) 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) Explain the four interrelated activities involved in organization learning processes.
Q2) Laying the foundation for self-designing organizations requires
A) diagnosis, knowledge, and valuing
B) diagnosis, change, and evaluation
C) design, assessment, and implementation
D) design, change, and evaluation
Q3) Compare and contrast the organization learning interventions with knowledge management interventions. Discuss the benefits of each.
Q4) Self-designing organizations focus on
A) strategy
B) structure
C) technology
D) all of the above
Q5) 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
Q6) How can an OD practitioner help an organization become self designing?
Page 21
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Chapter 20: Transorganizational Change
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Q1) 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
Q2) In the identification stage of creating a network, which of the following activities do OD practitioners participate?
A) take an activist role in choosing potential members
B) survey the political realities of the new network
C) clarify the goals, products & technology exchanges of the network organizations
D) all of the above
Q3) During the convention stage of network formation, OD practitioners should remain neutral, treating all members alike.
A)True
B)False
Q4) Explain the four phases of network development. When should network development be applied?
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Chapter 21: Organization Development for Economic, Ecological, and Social Outcomes
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Q1) SMOs deliberately integrate economic, social, and ecological objectives. Explain this statement.
Q2) GSCOs are part of a social innovation movement to foster the emergence of a global civilization.
A)True
B)False
Q3) The United Nations World Commission on Environment and Development's description of sustainability is "meeting the needs of the present without compromising the ability of future generations to meet their own needs."
A)True
B)False
Q4) Strategic intent to support sustainable effectiveness consists of allocating appropriate resources.
A)True
B)False
Q5) A recent global study found that most CEOs do not value sustainability as a critical component of the future success of their firms.
A)True
B)False
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Chapter 22: Organization Development in Nonindustrial
Settings: Health Care, and School Systems
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Q1) OD efforts can help public schools build sustainable leadership capacity.
A)True
B)False
Q2) 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
Q3) All of the following are reasons suggested for why education reform has failed except .
A) lack of collaborative vision
B) misplaced focus
C) lack of clarity on desired results
D) failure to manage change process
Q4) How would OD interventions need to be adapted to fit the public-sector organization?
Q5) Describe how OD interventions could facilitate integration among the various stakeholders (physicians, pharmacies, hospitals, insurance companies) within the health care system.
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Chapter 23: Future Directions in Organization Development
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Sample Questions
Q1) The academic trend in OD searches for variables that explain change and effectiveness.
A)True
B)False
Q2) Responsible progress, as an organization development policy, will define a policy that supports economic success and innovation, promotes efficiency and progress, but incorporates cultural diversity and ecological sustainability to produce a more balanced view of effectiveness.
A)True
B)False
Q3) Because of the diversity of trends facing Organization Development at this time, which of the following is likely to occur in the future?
A) the field of OD will face more conflicts
B) there will be fewer OD practitioners
C) there will be great competition for available OD contracts
D) none of the above
Q4) How might globalization of the economy impact OD efforts across the world?
Q5) How can OD support ecological sustainability in the future?
Q6) Compare and contrast the traditional, pragmatic, and scholarly trends within OD.
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