Corporate Training and Development
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Course Introduction
Corporate Training and Development explores the strategies, processes, and best practices organizations use to enhance employee skills, knowledge, and performance. This course examines the role of training in achieving organizational goals, the assessment of training needs, the design and delivery of effective programs, and methods for evaluating training outcomes. Key topics include adult learning theories, blended learning, technology-assisted training, talent development, succession planning, and legal considerations in corporate education. Students will analyze case studies, create training modules, and develop evaluation tools to ensure impactful and sustainable workplace learning initiatives.
Recommended Textbook
Organization Development and Change 10th Edition by Thomas G. Cummings
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473 Verified Questions
473 Flashcards
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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) The first "T-groups" were formed
A) to facilitate decision making
B) to work on group projects
C) to make the group more cohesive
D) to provide feedback about group interactions
Answer: D
Q3) As the QWL movement evolved, it fostered a new phase of activities known as
A) large group interventions
B) reward system changes
C) employee involvement
D) team building
Answer: C
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Chapter 2: The Nature of Planned Change
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Sample Questions
Q1) In Lewin's model of change, change is brought about by:
A) ensuring equilibrium
B) increasing forces for change
C) providing laboratory training
D) Reinforcing organizational culture
Answer: B
Q2) 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
Q3) The identification phase of action research is designed to identify people who should assist in setting the direction of the organization.
A)True
B)False
Answer: False
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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) refers to the ability to recognize and express emotions appropriately, to use emotions in decisions, and to regulate emotions.
A) ethics
B) emotional intelligence
C) intervention
D) evaluation
Answer: B
Q3) The term Organizational Development Practitioners refers specifically to external consultants on large scale projects.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Entering and Contracting
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Q1) 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
Q2) How would you explain the contracting process to someone who had never heard of OD?
Q3) 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
Q4) Describe how an organization might select an OD practitioner, noting what criteria are important to evaluate.
Q5) When it comes to entering into an OD relationship, what is meant by the phrase, "the problem is never the problem"?
A) new problems arise during the OD process
B) the presenting problem may just be a symptom rather than the real problem
C) the client may not reveal the problem
D) OD interventions only address symptoms, not problems
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Chapter 5: Diagnosing
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Sample Questions
Q1) Describe an effective diagnostic model at the individual level. Discuss its major inputs, outputs and design components.
Q2) By nature of the "open systems" model, organizations are largely unaffected by external forces.
A)True
B)False
Q3) One indicator of effectiveness is that all levels of the organization "fit" and support each other.
A)True
B)False
Q4) Which of the following statements does not describe diagnosis?
A) the process of discovering specific problems or assessing overall functioning of the organization
B) the process whereby groups are confronted with their problems and deal with them
C) a road map of how organizations function
D) concerned with identifying specific organizational problems
Q5) Compare and contrast the key dimensions of the general environment, the task environment and the enacted environment of an organization.
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Chapter 6: Collecting, Analyzing, and Feeding Back Diagnostic Information
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Sample Questions
Q1) A correlation coefficient clearly establishes cause and effect between two variables. A)True
B)False
Q2) Under what conditions are quantitative tools useful in analyzing data? Qualitative tools?
Q3) Which is not a goal of data collection?
A) to justify the presenting problem's importance
B) obtain valid information about organizational functioning
C) create and direct energy for change
D) help develop a collaborative, longer-term relationship
Q4) Observations can be particularly helpful in diagnosing
A) organization structure
B) organizational control structures
C) interpersonal relations
D) performance appraisal systems
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) Human resources management practitioners mainly focus on
A) structure
B) strategy only
C) people
D) information systems
Q2) Organization learning is a strategic intervention for transforming organizations.
A)True
B)False
Q3) 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
Q4) Work design gets at the issue of job enrichment via greater task variety, autonomy, and feedback results.
A)True
B)False
Q5) Discuss the four major types of interventions including descriptions of specific interventions within each main category.
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Chapter 8: Managing Change
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Sample Questions
Q1) Activity planning and commitment planning are key activities in
A) managing a transition
B) creating a vision
C) entry and contracting
D) diagnosis
Q2) OD consultants can use power constructively in organizations.
A)True
B)False
Q3) 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
Q4) Understanding how people experience change requires the change agent to have great capacity for empathy and support.
A)True
B)False
Q5) Politics has no place in a change process.
A)True
B)False
Page 10
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Chapter 9: Evaluating and Institutionalizing Organization
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) improve task preparation
Q2) Discuss setting up valid research designs.
Q3) External validity is irrelevant without internal validity.
A)True
B)False
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) What are the issues involved in measurement?
Q6) Evaluating OD interventions always involves measuring their impact on employee satisfaction, productivity, and the bottom line.
A)True
B)False Page 11
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Chapter 10: Interpersonal and Group Process Approaches
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Q1) Process consultants offer expert help in the form of solutions to problems.
A)True
B)False
Q2) Discuss the role of the OD consultant in a third-party intervention. Include the factors and tactical choices that will support conflict resolution.
Q3) The issue of who should lead a team building session is partially a function of the capabilities of the manager.
A)True
B)False
Q4) Which is not a process consultation intervention?
A) agenda setting
B) feedback of observations
C) group norms and growth
D) training
Q5) Group "process" interventions help groups
A) increase the individual's awareness of their behavior
B) generate interest in analyzing relationships within the group
C) increase the skills and knowledge of group members
D) all of the above
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Chapter 11: Organization Process Approaches
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Sample Questions
Q1) The confrontation meeting intervention is a promising approach for mobilizing organization problem solving, particularly during highly effective organization performance.
A)True
B)False
Q2) Compare and contrast the open-systems and open-space methods for large-group interventions.
Q3) Behavioral interventions help groups change their attitudes about one another.
A)True
B)False
Q4) When the interdependence between conflicting groups is low and predictable, behavioral interventions work best.
A)True
B)False
Q5) 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
Q6) Describe the key success requirements for a microcosm group intervention.
Page 14
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Chapter 12: Restructuring Organizations
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Sample Questions
Q1) Global competition, rapid technological and environmental changes are forcing organizations to become more hierarchical and immutable.
A)True
B)False
Q2) Process-based structures remove layers of management, and consequently information flows more quickly and accurately throughout the organization.
A)True
B)False
Q3) 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
Q4) Downsizing is generally a response to at least two major conditions: organization decline due to implementation of a new structure or opposition to growth and expansion issues.
A)True
B)False
Q5) Discuss the difference between process-based and network-based structures.
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Chapter 13: Employee Involvement
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Q1) What is the TQM approach to EI and how does it differ from other approaches? Discuss Deming's influence on this approach.
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) Describe the four elements associated with employee involvement interventions.
Q4) The effectiveness of a union-management cooperative project is fairly easy to assess.
A)True
B)False
Q5) Tying rewards to accomplishments is the final stage of TQM implementation.
A)True
B)False
Q6) Discuss parallel structures and the type of organization that would benefit most from this approach.
Q7) Compare and contrast the TQM and High Involvement applications of employee involvement.
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Chapter 14: Work Design
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Sample Questions
Q1) The degree of autonomy affects the employee performance and satisfaction.
A)True
B)False
Q2) Successful work designs reward seniority and "company loyalty."
A)True
B)False
Q3) Traditional jobs that show little need for worker cooperation are characterized as
A) having a high degree of technical uncertainty
B) having a low degree of technical uncertainty
C) having a high degree of technical interdependence
D) having a low degree of technical interdependence
Q4) Discuss sociotechnical systems theory and contrast it with the open systems theories of organization development?
Q5) Which statement is not characteristic of self-managed work groups?
A) team members learn a variety of skills
B) team members are paid on the basis of their degree of effort and individual accomplishment
C) team members set their own production goals
D) the team can control member's task behaviors
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Chapter 15: Performance Management
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Sample Questions
Q1) What is the rationale for goal setting? Do you agree or disagree and why?
Q2) Studies indicate that the frequency of rewards is of no consequence to satisfaction.
A)True
B)False
Q3) Reward system process issues are concerned with
A) who designs the reward systems
B) who administers the reward systems
C) what kind of communication should exist about rewards
D) all of the above
Q4) Timeliness is a criteria for effective reward systems but not for performance appraisal designs.
A)True
B)False
Q5) 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
Q6) Contrast the effects of various reward systems. Which are most effective?
Page 18
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Chapter 16: Talent Management
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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) 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
Q3) People at the "advancement stage" are concerned with helping newer employees get established and grow in their career.
A)True
B)False
Q4) During which career stage do people focus on mentoring others?
A) withdrawal
B) maintenance
C) establishment
D) advancement
Q5) How do coaching and mentoring contribute to leadership development?
Page 19
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Chapter 17: Workforce Diversity and Wellness
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Sample Questions
Q1) Discuss methods to diagnose employee stress and the specific OD interventions aimed at alleviating it in the workplace.
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) Cultural diversity in the workplace affects which organizational areas?
A) rewards systems
B) employee involvement
C) values, work ethics and norms
D) all of the above
Q4) 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
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Chapter 18: Transformational Change
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Sample Questions
Q1) An organization culture that values inquiry and discovery is better suited to implement organization learning interventions.
A)True
B)False
Q2) The key roles of leadership in transformational change are
A) envisioning, energizing, and enabling
B) diagnosis, change, and enabling C) envisioning, change, and refreezing D) enabling, creating, and energizing
Q3) Transformational changes are often driven by key senior executives.
A)True
B)False
Q4) 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
Q5) Cultural change is usually a short term process implemented by top management.
A)True
B)False
21
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Chapter 19: Continuous Change
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Q1) Organizations can apply the OL processes to all of the following types of learning except .
A) single-loop learning
B) double-loop learning
C) deutero learning
D) turbo learning
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
Q3) 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
Q4) How can an OD practitioner help an organization become self designing?
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Chapter 20: Transorganizational Change
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Q1) 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
Q2) Which of the following is the stage of the merger and acquisition process that ensures the alliance is approved by the appropriate regulatory agencies?
A) partner selection
B) legal combination phase
C) operational combination phase
D) cultural integration phase
Q3) Which is not a stage in the initial formation and development of a network?
A) identification
B) action
C) convention
D) organization
Q4) How can OD practitioners help two organizations build trust between them?
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Chapter 21: Organization Development for Economic, Ecological, and Social Outcomes
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Q1) 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
Q2) Based on the United Nations World Commission on Environment and Development's description of sustainability, SMOs should be able to .
A) generate sustainable outcomes across economic, social, and ecological goals
B) improve employee commitment to recycling
C) identify ways to promote their commitment to the environment
D) educate consumers about the importance of sustainability initiatives
Q3) GSCOs build themselves into viable organizations by .
A) building local organization effectiveness
B) creating bridges with other relevant organizations
C) developing vertical linkages with policymakers
D) all of the above
Q4) Explain the three activities with which GSCOs enact planned change.
Q5) SMOs deliberately integrate economic, social, and ecological objectives. Explain this statement.
24
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Chapter 22: Organization Development in Nonindustrial
Settings: Health Care, and School Systems
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Q1) Describe how OD interventions could facilitate integration among the various stakeholders (physicians, pharmacies, hospitals, insurance companies) within the health care system.
Q2) What does the text recommend for linking OD interventions to issues of strategic importance in health care?
A) health care administrators recognize the value of OD interventions
B) use of lobbyists to support OD views of healthcare
C) the ability of the OD practitioner to speak professionally about health care organization performance and issues selected for action
D) the OD practitioner's expertise in quality of work life issues for health care workers
Q3) Opportunities for OD practitioners in the public school system include
A) developing values-based principles of practice (respect, inclusion, collaboration, authenticity, self-awareness, empowerment)
B) developing mission and vision statements, clarify values and goals
C) designing a systems approach to learning
D) all of the above
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Chapter 23: Future Directions in Organization Development
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Q1) How might globalization of the economy impact OD efforts across the world?
Q2) Ecological sustainability may be constrained by .
A) innovation
B) diversity
C) culture
D) government intervention
Q3) 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
Q4) The academic trend in OD searches for variables that explain change and effectiveness.
A)True
B)False
Q5) How can OD support ecological sustainability in the future?
Q6) Discuss how technological changes might change OD processes.
Q7) Compare and contrast the traditional, pragmatic, and scholarly trends within OD.
Page 26
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