Course Introduction
Corporate Transformation
Chapter Exam Questions
Corporate Transformation explores the strategies, processes, and leadership practices necessary to drive significant change within organizations. The course examines why and how companies reinvent themselves in response to market shifts, technological innovation, competition, and evolving stakeholder expectations. Students analyze real-world cases of successful and failed transformations, assess frameworks for organizational change, and develop practical skills in strategic planning, change management, and stakeholder engagement. Emphasis is placed on understanding the human and cultural challenges of transformation, aligning business models with long-term goals, and measuring progress to ensure sustainable growth.
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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Q1) Which of the following is not one of the "stems" of OD?
A) laboratory training
B) environmental analysis
C) action research/survey feedback
D) participative management and quality of work life
Answer: B
Q2) 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
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
Page 3
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Chapter 2: The Nature of Planned Change
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Q1) The same steps in the action research model should be applied regardless of whether the organization is under- organized or over-organized.
A)True
B)False
Answer: False
Q2) In action research, data is only gathered after action has been taken to monitor the results.
A)True
B)False
Answer: False
Q3) The relationship between planned change and organizational performance and effectiveness is well understood.
A)True
B)False
Answer: False
Q4) Change strategies are often modified on the basis of continued diagnosis.
A)True
B)False
Answer: True
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Chapter 3: The Organization Development Practitioner
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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) Which of the following is a foundation competency required of organization development practitioners?
A) organization design
B) systems dynamics
C) individual psychology
D) organizational development history
Answer: C
Q3) Which is true of external OD consultants?
A) they are younger than internal OD consultants
B) they have less experience than internal OD consultants
C) they spend less time in OD than do internal OD practitioners
D) none of the above
Answer: D
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Chapter 4: Entering and Contracting
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Q1) When developing a contract, what are the two types of resources that must be defined.
A) money and time
B) essential and desirable requirements
C) power and authority
D) services and outcomes
Q2) Failure to identify the relevant client can lead to a lack of support for the OD effort.
A)True
B)False
Q3) The process of entering a client system consists of
A) clarifying the issue, determining the relevant client, and selecting a practitioner
B) agreeing the client has a problem and determining the appropriate action plan
C) walking around and getting a sense of the culture
D) clarifying the issue, mapping political processes, negotiating with the client
Q4) What are some of the factors which could affect the dynamics of the relationship between client and practitioner?
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Chapter 5: Diagnosing
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Q1) In making a good diagnostic model, "hands on" knowledge and practical information are more important than organization theory.
A)True
B)False
Q2) The task environment consists of individuals and organizations that interact directly with the organization.
A)True
B)False
Q3) 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
Q4) Which of the following is a design component relevant for group level systems?
A) human resource systems
B) technology and structural systems
C) strategy and organizational culture
D) all of the above
Q5) Outline the Open Systems model and describe the inputs, transformations, and outputs.
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Chapter 6: Collecting, Analyzing, and Feeding Back Diagnostic Information
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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) Under what conditions are quantitative tools useful in analyzing data? Qualitative tools?
Q3) Which question does the OD practitioner ask when developing a diagnostic relationship?
A) Who are you?
B) Why am I here?
C) How much am I paid?
D) Who has political clout?
Q4) Describe the advantages and disadvantages of the various methods of data collection.
Q5) Unobtrusive measures include archives and other company records.
A)True
B)False
8
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Chapter 7: Designing Interventions
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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) 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
Q3) Organization learning is a strategic intervention for transforming organizations.
A)True
B)False
Q4) Global social change organizations tend to be dominated by a strong set of normative values and beliefs.
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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Q1) 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
Q2) 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
Q3) Understanding how people experience change requires the change agent to have great capacity for empathy and support.
A)True
B)False
Q4) A vision is driven by people's values and preferences.
A)True
B)False
Q5) Why do most change efforts fail?
Q6) Describe the key elements of an effective change management program.
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Chapter 9: Evaluating and Institutionalizing Organization Development Interventions
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Q1) In assessing the internal validity of an intervention, we
A) consider its reliability
B) test a hypothesis
C) consider alternative hypotheses
D) try to determine if certain changes cause certain outcomes
Q2) Socialization is the most important institutionalization process.
A)True
B)False
Q3) Define institutionalization and discuss specific institutionalization processes.
Q4) External validity is irrelevant without internal validity.
A)True
B)False
Q5) Understanding how an intervention is progressing is an example of feedback.
A) intervention
B) implementation
C) evaluation
D) personal
Q6) What are the issues involved in measurement?
11
Q7) What are the two kinds of feedback involved in evaluation and what do they tell us?
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Chapter 10: Interpersonal and Group Process Approaches
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Q1) Discuss how team building interventions help an organization. Describe activities that are relevant to individuals, the group and organization relationships.
Q2) 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
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
Q4) Team building can help groups deal with productivity and motivation issues within the group.
A)True
B)False
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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Chapter 11: Organization Process Approaches
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Q1) Microcosm groups are small, representative groups who can solve problems in the group and recommend actions to address the problem in the larger system.
A)True
B)False
Q2) Discuss the similarities and differences between an organization confrontation meeting and an intergroup conflict resolution intervention.
Q3) What kind of group uses members from several other groups to help solve organization wide problems?
A) intergroup
B) microcosm
C) matrix
D) hybrid
Q4) Which of the following should be avoided in a confrontation meeting?
A) working on relevant problems
B) members from different departments in same group
C) top management separated from other groups
D) superiors and subordinates in the same group
Q5) Describe the key success requirements for a microcosm group intervention.
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Chapter 12: Restructuring Organizations
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Q1) 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
Q2) Diagnostic guidelines are extremely important for determining the appropriate structure for a particular organization.
A)True
B)False
Q3) 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
Q4) Which requirements are necessary for the success of a matrix structure?
A) dual focus, high information processing capacity, low intra-organizational conflict
B) shared scarce resources, dual focus, and high information processing capacity
C) dual focus, low intra-organizational conflict, shared scarce resources
D) shared scarce resources, dual focus, and low intra-organizational conflict
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Chapter 13: Employee Involvement
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Q1) Describe the four elements associated with employee involvement interventions.
Q2) Quality circle applications usually involve group problem solving training but no group facilitators.
A)True
B)False
Q3) Discuss parallel structures and the type of organization that would benefit most from this approach.
Q4) 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
Q5) Which of the following is not a design element characteristic of High Involvement organizations?
A) tall complex organizational structure
B) use of realistic job preview during employee selection
C) use of team structures
D) highly enriched jobs, including task variety
Q6) Compare and contrast the TQM and High Involvement applications of employee involvement.
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Chapter 14: Work Design
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Q1) 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
Q2) "Vertical loading" of a job results in combined tasks and increased autonomy.
A)True
B)False
Q3) Discuss sociotechnical systems theory and contrast it with the open systems theories of organization development?
Q4) 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
Q5) Discuss the technical and personal-need factors that affect work design success?
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Chapter 15: Performance Management
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Q1) Studies indicate that the frequency of rewards is of no consequence to satisfaction.
A)True
B)False
Q2) Various departments within an organization initiate performance management.
A)True
B)False
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 can be done to improve performance appraisal systems?
Q5) The goal setting process involves
A) establishing challenging goals
B) setting of goals
C) clarifying goal measurement
D) all of the above
Q6) Contrast the effects of various reward systems. Which are most effective?
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Chapter 16: Talent Management
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Q1) 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
Q2) Coaching is a skill that any manager can develop.
A)True
B)False
Q3) Which of the following criteria are important when assessing the outcome of management and leadership development interventions?
A) participants initial reactions
B) participant behaviors during job activities
C) improvements in the participant's or organization's effectiveness
D) all of the above
Q4) For coaching and mentoring to be considered an OD intervention it must
A) teach group members about characteristics of the organization
B) teach group members a new skill
C) teach group members new skills that improve their effectiveness
D) reframe a person's goals
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Chapter 17: Workforce Diversity and Wellness
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Q1) Workforce diversity refers primarily to the increasing number of ethnic backgrounds entering the workforce.
A)True
B)False
Q2) Which of the following OD interventions can be best adapted to address employees with disabilities?
A) career planning and development
B) performance management
C) work design
D) all of the above
Q3) Discuss methods to diagnose employee stress and the specific OD interventions aimed at alleviating it in the workplace.
Q4) 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
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Chapter 18: Transformational Change
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Q1) Cultural change is usually a short term process implemented by top management.
A)True
B)False
Q2) Mechanistic designs support efficiency and control while organic designs promote innovation and change.
A)True
B)False
Q3) What assumption(s) underlie(s) the integrated strategic change process?
A) external and internal analyses should be carried out independently
B) a competitor analysis is part of the process
C) senior management is in the best position to plan and implement strategic change
D) organizational issues should be treated separately from strategic issues
Q4) Research supports the idea that organization designs with "alignment" between strategy and design are more effective.
A)True
B)False
Q5) Transformational changes are often driven by key senior executives.
A)True
B)False
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Chapter 19: Continuous Change
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Q1) 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
Q2) Self-designing organizations focus on
A) strategy
B) structure
C) technology
D) all of the above
Q3) 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
Q4) Codification and personalization are techniques used on organization learning interventions.
A)True
B)False
Q5) 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) 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) Which is not a stage in the initial formation and development of a network?
A) identification
B) action
C) convention
D) organization
Q4) The Law of the Few relies on all of the following types of people except .
A) leaders
B) mavens
C) salespeople
D) connectors
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Chapter 21: Organization Development for Economic, Ecological, and Social Outcomes
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Q1) Upon which of the following does an SMO derive its long-term success?
A) a powerful board of directors
B) its code of ethics
C) its organizational identity
D) its mission
Q2) Describe the dimensions that support sustainable effectiveness as SMOs assign resource allocations.
Q3) Because GSCOs have such an honorable mission, it is rare for their stakeholders to be in conflict.
A)True
B)False
Q4) 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
Q5) Explain the three activities with which GSCOs enact planned change.
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Q6) SMOs deliberately integrate economic, social, and ecological objectives. Explain this statement.
Chapter 22: Organization Development in Nonindustrial
Settings: Health Care, and School Systems
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Q1) According to the text, which of the following is not a trend in health care?
A) erosion of comprehensive health insurance and access to care
B) a surplus of healthcare workers
C) a growing reliance on philanthropy
D) employer support of consumer-directed healthcare
Q2) Describe an OD intervention in the public school setting. Include practices that set a strategy, encourage collaboration, foster community engagement, and develop leadership.
Q3) According to the text, OD practitioners can make a significant contribution in effective job and work designs in health care settings.
A)True
B)False
Q4) When OD practitioners work with the public-sector organization, it may be difficult to get various stakeholders to agree on a common goal.
A)True
B)False
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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Q1) How might globalization of the economy impact OD efforts across the world?
Q2) Compare and contrast the traditional, pragmatic, and scholarly trends within OD.
Q3) Most sustainability models go beyond ecological concerns to promote a multidimensional view called the triple bottom line.
A)True
B)False
Q4) 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
Q5) What term is used to refer to the idea that organization change and globalization should be guided by the economic, social, and ecological value that is added or destroyed?
A) sustainable advantage
B) cause strategy
C) triple bottom line
D) process improvement
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