Corporate Training and Development
Test Bank
Course Introduction
Corporate Training and Development examines the strategic role of employee learning and growth within organizations. The course explores methods for assessing training needs, designing instructional materials, implementing corporate training programs, and evaluating their effectiveness. Topics include adult learning theories, on-the-job and off-the-job training techniques, leadership development, e-learning solutions, and organizational change management. Students will gain practical skills in creating training initiatives that align with business objectives and foster both employee performance and organizational competitiveness.
Recommended Textbook Organization Development and Change 9th Edition by Thomas G. Cummings
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504 Verified Questions
504 Flashcards
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Page 2
Chapter 1: General Introduction to Organization Development
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Sample Questions
Q1) Strategic change interventions involve improving
A) the alignment among an organization's environment, strategy, and organization design
B) the organization's relationship to its environment
C) the fit between the organization's technical, political and cultural systems
D) all of the above
Answer: D
Q2) Three major trends are shaping change in organizations: globalization, information technology, and managerial innovation.
A)True
B)False
Answer: True
Q3) Compare and contrast the five "stems" of OD - laboratory training, action research/survey feedback, normative background, quality of work life, and strategic change.
Answer: Not ANS
Q4) Productivity and QWL ideas were originated by Kurt Lewin.
A)True
B)False
Answer: False
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Chapter 2: The Nature of Planned Change
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Sample Questions
Q1) The Action Research Model focuses on
A) planned change as a cyclical process
B) heavy diagnosis prior to acting, planning, and implementation
C) reporting new data from previous research
D) A and B
E) A and C
Answer: D
Q2) In under-organized organizations, the consultant attempts to "tighten up" the governance system.
A)True
B)False
Answer: True
Q3) The general model of planned change describes the way OD efforts always proceed.
A)True
B)False
Answer: False
Q4) OD efforts are focused to deal with both planned and employee retention.
A)True
B)False
Answer: False
Page 4
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Chapter 3: The Organization Development Practitioner
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Sample Questions
Q1) Which is generally correct concerning OD practitioners?
A) they are people utilizing OD principles in their profession
B) they may share a common set of humanistic values
C) they have similar training, skills, and knowledge
D) all of the above
E) none of the above.
Answer: D
Q2) All OD practitioners fully prescribe to traditional OD values, and have extensive training and experience in the social and political aspects of interventions.
A)True
B)False
Answer: False
Q3) To be able to design and execute an intervention is a minor requirement for the OD practitioner.
A)True
B)False
Answer: False
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Chapter 4: Entering and Contracting
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Sample Questions
Q1) Which answer below best describes the "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
E) none of the above.
Q2) 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
Q3) 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
E) all of the above
Q4) Describe the process of entering an organizational system from an internal OD practitioner's perspective.
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Chapter 5: Diagnosing Organizations
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Sample Questions
Q1) To diagnose an organization, the OD practitioner carefully examines the management team to discover the cause its problems.
A)True
B)False
Q2) Compare and contrast the key dimensions of the general environment, the task environment and the enacted environment of an organization.
Q3) Diagnostic models derive from conceptual frameworks about how organizations function.
A)True
B)False
Q4) Collaborating with management is essential for a successful diagnosis.
A)True
B)False
Q5) 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) A and B
E) A, B and C
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Chapter 6: Multiple Choice Questions
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Sample Questions
Q1) Discuss the similarities and differences among the organization, group, and job levels in open systems theory.
Q2) What are the key components of group level diagnosis? Discuss how the absence of any one of these components can impact outputs.
Q3) Compare and contrast the "fits" for group and job level inputs and job design dimensions.
Q4) Analysis of inputs at the group level includes
A) evaluating personal characteristics of job holders
B) examining the job design
C) looking at design components
D) determining what larger organization the group is embedded in
E) none of the above
Q5) Which of the following design components are appropriate for job-level diagnosis?
A) group composition
B) norms
C) skill variety
D) strategy
E) A and C
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Chapter 7: Collecting and Analyzing Diagnostic Information
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Sample Questions
Q1) Establishing a "diagnostic relationship" refers to
A) getting to know the client one-on-one
B) meeting organizational members regularly
C) clarifying expectations between relevant organizational members and the consultant
D) gathering data with organizational members.
Q2) Interview data can be collected and analyzed quickly.
A)True
B)False
Q3) Questionnaires allow the consultant flexibility in data gathering since they typically do not have fixed response categories.
A)True
B)False
Q4) Data analysis is usually guided by A) the client system
B) the organization
C) the conceptual model underlying diagnosis
D) the type of data collected
E) none of the above
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Chapter 8: Feeding Back Diagnostic Information
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Sample Questions
Q1) Which of the following is/are most important in designing a data feedback meeting?
A) the content of the feedback
B) the purpose of the feedback
C) the time of day
D) A and B
E) all are important considerations
Q2) Questionnaires primarily are used
A) for diagnosis
B) as interventions
C) to provide feedback
D) A and B
E) A and C
Q3) What are the major diagnostic activities of the OD practitioner?
Q4) A key objective of feeding back data is to ensure that the client feels ownership of the data.
A)True
B)False
Q5) What are the key issues/problems the OD practitioner has to be aware of while feeding back data?
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Chapter 9: Designing Interventions
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Sample Questions
Q1) Discuss the four major types of interventions including descriptions of specific interventions within each main category.
Q2) 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
Q3) Interventions mainly strive to change ___________ an organization
A) the cultural context of
B) specific features of
C) the external environment of
D) the numbers of people in
E) none of the above
Q4) "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
Q5) Contrast employee involvement and quality of work life with organization development.
11
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Chapter 10: Leading and Managing Change
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Sample Questions
Q1) Individual motivation and commitment are relatively unimportant when managing change.
A)True
B)False
Q2) 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) A and B
E) all of the above
Q3) What political activities might be engaged in to successfully implement change?
Q4) Which of the following is not one of the five activities of change management?
A) motivating change
B) creating a vision
C) developing political support
D) diagnosis
E) managing the transition
Q5) A vision is driven by people's values and preferences.
A)True
B)False
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Chapter 11: Evaluating and Institutionalizing Organizational Development Interventions
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Sample Questions
Q1) 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) A and B
E) A and C
Q2) Standardized surveys are reliable, valid and provide accurate information on specific situations occurring in organizations.
A)True
B)False
Q3) Understanding how an intervention is progressing is an example of
feedback.
A) intervention
B) implementation
C) evaluation
D) personal
E) all of the above
Q4) External validity is irrelevant without internal validity.
A)True
B)False
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Chapter 12: Interpersonal and Group Process Approaches
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Sample Questions
Q1) The evidence for the positive effects of team building is clear and consistent.
A)True
B)False
Q2) Which is not a process consultation intervention?
A) agenda setting
B) feedback of observations
C) group norms and growth
D) training
Q3) Which of the following are team building interventions?
A) role clarification
B) mission and goal development
C) goal setting
D) all of the above
E) none of the above
Q4) The most common focus of team-building activities is:
A) behavior related to leadership skills
B) behavior related to organization structure
C) behavior related to task performance and group process
D) behavior related to individual performance
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Chapter 13: Organization Process Approaches
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Sample Questions
Q1) Discuss the similarities and differences between an organization confrontation meeting and an intergroup conflict resolution intervention.
Q2) When the interdependence between conflicting groups is low and predictable, behavioral interventions work best.
A)True
B)False
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
E) conflict
Q5) Compare and contrast the open-systems and open-space methods for large-group interventions.
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Chapter 14: Restructuring Organizations
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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) larger, mature organizations
D).. A and C
E) B and C
Q2) Discuss the difference between process-based and network-based structures.
Q3) Compare the two primary technostructural interventions (downsizing and reengineering) discussed in this chapter and note their general differences and similarities.
Q4) Describe either a functional, self-contained, or matrix structure and discuss its advantages and disadvantages.
Q5) Network forms of organizations are quite efficient but not very flexible and adaptive.
A)True
B)False
Q6) The matrix structure is the best and most flexible organization structure.
A)True
B)False
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Chapter 15: Employee Involvement
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Sample Questions
Q1) The effectiveness of a union-management cooperative project is fairly easy to assess.
A)True
B)False
Q2) High involvement plants can impact all four elements of EI to a large extent.
A)True
B)False
Q3) Describe the four elements associated with employee involvement interventions.
Q4) Compare and contrast the Quality Circle and High Involvement applications of employee involvement.
Q5) 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) B and C only
Q6) Employee involvement generally refers to the amount of power, rewards, information, and knowledge and skills associated with employee's work.
A)True
B)False
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Chapter 16: Multiple Choice Questions
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Sample Questions
Q1) 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) A and B
E) all of the above
Q2) 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
E) none of the above
Q3) The degree of autonomy affects the employee performance and satisfaction. A)True
B)False
Q4) Describe self-managed work groups and the situations for which they are best suited. Why are self-managed work groups more likely to be found in high involvement plants?
Q5) Describe the motivational approach to job design. What are the key dimensions that lead to high work quality and internal motivation?
Page 18
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Chapter 17: Performance Management
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Sample Questions
Q1) Participative goal setting works because it
A) affects what people think about
B) energizes and motivates behavior
C) leads to commitment
D) all of the above
E) A and B
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) Reward inequities can be a major source of job dissatisfaction.
A)True
B)False
Q4) What can be done to improve performance appraisal systems?
Q5) Discuss the performance management model. How does performance management relate to employee involvement and work design?
Q6) Contrast the effects of various reward systems. Which are most effective?
Q7) What is the rationale for goal setting? Do you agree or disagree and why?
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Chapter 18: Developing Talent
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Sample Questions
Q1) People at the "advancement stage" are concerned with helping newer employees get established and grow in their career.
A)True
B)False
Q2) How do coaching and mentoring contribute to leadership development?
Q3) Coaching is a skill that any manager can develop.
A)True
B)False
Q4) Coaching focuses on which of the following?
A) working with large groups to teach new skills
B) using behavioral science to help individuals
C) solving an executive's past problems
D) all of the above
E) none of the above
Q5) Which of the following is not a distinct career stage?
A) the growth stage
B) the establishment stage
C) the maintenance stage
D) the withdrawal stage
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Chapter 19: Managing 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
E) job rotation
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
E) single parent families
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 21
Chapter 20: 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) there are changes in products that require new strategies
D) the organization faces a threat to survival
E) all of the above
Q2) Which of the three approaches to diagnosing culture is the most difficult to interpret?
A) the competing values approach
B) the deep assumptions approach
C) the behavioral approach
D) none of the above
E) A and C
Q3) Organization culture does not include which of the following?
A) basic assumptions on how organizational problems should be solved
B) norms guiding how members behave
C) values that identify what is important in the organization
D) products and services supplied to customers
E) visible symbols or artifacts
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Chapter 21: Continuous Change
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Sample Questions
Q1) Self-designing organizations focus on
A) strategy
B) structure
C) technology
D) A and B
E) all of the above
Q2) Knowledge management interventions usually begin by __________________.
A) identifying the types of knowledge that create the most value for the organization
B) bringing together members and experts to generate new knowledge
C) putting knowledge into forms that the organization can use readily
D) developing ways for organization members to gain access to necessary knowledge
E) A and B
Q3) Codification and personalization are techniques used on organization learning interventions.
ANS; F
A)True
B)False
Q4) How can an OD practitioner help an organization become self designing?
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Page 23
Chapter 22: Transorganizational Change
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Sample Questions
Q1) Because transorganization systems are composed of multiple organizations, the change agent needs to treat each organization differently.
A)True
B)False
Q2) Which is not a stage in the initial formation and development of a network?
A) identification
B) action
C) convention
D) organization
E) evaluation
Q3) The relational quality of alliances benefits from OD interventions aimed at increasing trust.
A)True
B)False
Q4) How can OD practitioners assist network organizations to rely on self-organization?
Q5) How can OD practitioners help two organizations build trust between them?
Q6) What is the role of the change agent in transorganizational development?
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Page 24
Chapter 23: Organization Development in Global Settings
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Sample Questions
Q1) Which of the following activities are associated with OD in global social change organizations?
A) changing the values of the local organization
B) developing vertical linkages
C) building horizontal linkages
D) B and C
E) all of the above
Q2) OD interventions implemented under traditional OD assumptions are most likely to work well in industrialized economies with values that fit with traditional OD assumptions.
A)True
B)False
Q3) OD interventions that improve local subsidiary effectiveness are more likely to support a global strategic orientation.
A)True
B)False
Q4) How do global social change organizations differ from traditional organizations?
Q5) Pick one of the worldwide strategic orientations and describe how OD can improve the implementation of that strategy.
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Chapter 24: Organization in Nonindustrial Settings: Health
Care, School Systems, the Public Sector, and
Family-Owned Businesses
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Sample Questions
Q1) How would OD interventions need to be adapted to fit the public-sector organization?
Q2) Describe how OD interventions could facilitate integration among the various stakeholders (physicians, pharmacies, hospitals, insurance companies) within the health care system.
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
E) inward orientation
Q4) One of the keys to the success of the family business consultant is to establish a trusting relationship.
A)True
B)False
Page 26
Q5) Describe an OD intervention in the public school setting. Include practices that set a strategy, encourage collaboration, foster community engagement, and develop leadership.
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Chapter 25: Future Directions in Organization Development
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Q1) How might globalization of the economy impact OD efforts across the world?
Q2) Discuss how technological changes might change OD processes.
Q3) How can OD support ecological sustainability in the future?
Q4) Compare and contrast the traditional, pragmatic, and scholarly trends within OD.
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