Educational Leadership Practice Exam
Course Introduction
Educational Leadership explores the principles, theories, and practices involved in leading and managing educational institutions. This course examines the roles and responsibilities of educational leaders, including principals, administrators, and policy makers, with a focus on effective leadership styles, strategic decision-making, team building, and fostering positive school cultures. Students will analyze real-world challenges in education, including issues of equity, ethics, and organizational change, while developing skills in communication, problem-solving, and visionary planning to lead schools and educational organizations toward improved student outcomes and institutional success.
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) OD helps members of an organization solve their own problems.
A)True
B)False
Answer: True
Q2) Productivity and QWL ideas were originated by Kurt Lewin.
A)True
B)False
Answer: False
Q3) The assumption underlying the use of survey feedback in OD is
A) surveys are the best way to collect data
B) surveys allow one to collect a great deal of data
C) surveys can provide feedback to the organization and be used to initiate change
D) responses and surveys are easily interpreted
Answer: C
Q4) The normative background in OD represents a human relations approach represented as the "one-best-way" to manage organizations.
A)True
B)False
Answer: True
Page 3
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Chapter 2: The Nature of Planned Change
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Sample Questions
Q1) When an action researcher is dealing with an organization that is under organized, the steps in the change process are
A) identification, feedback, action, evaluation
B) definition, convention, action, evaluation
C) identification, convention, organization, evaluation
D) identification, action, convention, evaluation
Answer: C
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 Action Research Model focuses on
A) planned change as a cyclical process
B) heavy diagnosis after acting, planning, and implementation
C) reporting new data from previous research
D) reducing the process of psychological disconfirmation
Answer: A
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4
Chapter 3: The Organization Development Practitioner
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Q1) 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
Q2) With the development of new and varied intervention approaches, the role of the OD professional needs to be seen as being along the entire continuum from client-centered to consultant-centered.
A)True
B)False
Answer: True
Q3) Following entry and contracting, an OD practitioner starts diagnosing an organization or department.
A)True
B)False
Answer: True
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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) How might entering into an OD relationship differ for an internal OD practitioner compared to an external OD practitioner?
Q3) 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
Q4) 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
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Chapter 5: Diagnosing
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Sample Questions
Q1) Outline the Open Systems model and describe the inputs, transformations, and outputs.
Q2) Describe an effective diagnostic model at the individual level. Discuss its major inputs, outputs and design components.
Q3) Diagnosis helps OD practitioners
A) understand how the organization is functioning
B) evaluate effective interventions
C) gather information necessary to design change interventions
D) create operations manuals for group processes
Q4) 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
Q5) In making a good diagnostic model, "hands on" knowledge and practical information are more important than organization theory.
A)True
B)False
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Chapter 6: Collecting, Analyzing, and Feeding Back Diagnostic Information
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Q1) Which method of gathering data is the most "objective"?
A) questionnaires
B) interviews
C) unobtrusive measures
D) observation
Q2) 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
Q3) Unobtrusive measures provide a highly subjective view of how the organization functions.
A)True
B)False
Q4) Interview data can be collected and analyzed quickly.
A)True
B)False
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) 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
Q2) Work design gets at the issue of job enrichment via greater task variety, autonomy, and feedback results.
A)True
B)False
Q3) Organization learning is a strategic intervention for transforming organizations.
A)True
B)False
Q4) 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
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9
Chapter 8: Managing Change
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Sample Questions
Q1) 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
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) The vision process involves:
A) describing the organization's core ideology
B) looking at desired performance and human outcomes
C) a vivid description of the future state
D) all of the above
Q4) OD consultants can use power constructively in organizations.
A)True
B)False
Q5) Describe the key elements of an effective change management program.
Q6) What political activities might be engaged in to successfully implement change?
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Chapter 9: Evaluating and Institutionalizing Organization
Development Interventions
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Sample Questions
Q1) Reliability refers to whether a particular measure actually measures what it is supposed to measure.
A)True
B)False
Q2) Which data collection method accurately measures all the variables important to OD?
A) questionnaires
B) interviews
C) observations
D) none of the above
Q3) Which is not an intervention characteristic that affects institutionalization?
A) goal specificity
B) internal support
C) programmability
D) worker satisfaction
Q4) External validity is irrelevant without internal validity.
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) 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
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) Discuss how team building interventions help an organization. Describe activities that are relevant to individuals, the group and organization relationships.
Q4) 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
Q5) Process consultants offer expert help in the form of solutions to problems.
A)True
B)False
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Page 12
Chapter 11: Organization Process Approaches
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Sample Questions
Q1) Behavioral interventions help groups change their attitudes about one another.
A)True
B)False
Q2) Identifying the core mission of an organization and assessing the organization's responses to environmental expectations are two important aspects of what type of large group intervention:
A) open space methods
B) open system methods
C) diagnostic methods
D) conference methods
Q3) 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
Q4) Describe the key success requirements for a microcosm group intervention.
Q5) The activity "appreciating the past" is a characteristic of the open-space method for a large-group meeting.
A)True
B)False
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Chapter 12: Restructuring Organizations
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Sample Questions
Q1) Which of the following is <u>not</u> one of the four basic network-based structures?
A) internal market network
B) opportunity network
C) strategic market network
D) aftermarket network
Q2) 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
Q3) 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
Q4) Discuss the difference between process-based and network-based structures.
Q5) Describe the short term, medium and longer term approaches to downsizing. What are the key differences between them?
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Chapter 13: Employee Involvement
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Q1) Statistical process control techniques are usually an integral part of training in total quality management.
A)True
B)False
Q2) Describe the four elements associated with employee involvement interventions.
Q3) 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
Q4) What is the TQM approach to EI and how does it differ from other approaches? Discuss Deming's influence on this approach.
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
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Chapter 14: Work Design
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Sample Questions
Q1) 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
Q2) There is little evidence to support job enrichment programs.
A)True
B)False
Q3) Counselor, or facilitator, would be a more appropriate title than self-managed work group leader.
A)True
B)False
Q4) Job enrichment always increases employee satisfaction.
A)True
B)False
Q5) Discuss the technical and personal-need factors that affect work design success?
Q6) Describe the motivational approach to job design. What are the key dimensions that lead to high work quality and internal motivation?
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Chapter 15: Performance Management
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Sample Questions
Q1) 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
Q2) When rewarding employees for the skills they possess, skill-based pay systems are highly effective.
A)True
B)False
Q3) Which of the following is not part of the performance management model?
A) goal setting
B) reward systems
C) organization structure
D) performance appraisal
Q4) Management by objectives is characterized by systematic and periodic .
A) top management meetings to plan work, review progress and solve problems
B) subordinate meetings to plan work, review progress and solve problems
C) measurements of progress toward goals
D) joint meetings of management and subordinates to plan work, review progress, and solve problems
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Chapter 16: Talent Management
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Q1) 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
Q2) In contrast to other career stages, organizations have been effective in helping employees cope with the "withdrawal" stage.
A)True
B)False
Q3) Implementing a career planning program does not include
A) defining needs
B) developing necessary resources
C) developing job descriptions
D) developing a career planning strategy
Q4) How do coaching and mentoring contribute to leadership development?
Q5) Integrating "career planning" with human resource planning can help merge employees' needs with those of the organization.
A)True
B)False
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Chapter 17: Workforce Diversity and Wellness
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Q1) 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
Q2) Discuss methods to diagnose employee stress and the specific OD interventions aimed at alleviating it in the workplace.
Q3) Describe the major diversity trends facing organizations and how organizations might use various OD interventions to respond to these trends.
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) Workforce diversity refers primarily to the increasing number of ethnic backgrounds entering the workforce.
A)True
B)False
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Chapter 18: Transformational Change
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Q1) All of the following are phases in the Integrated Strategic Change (ISC) Process except .
A) performing a strategic analysis
B) clarifying the design focus
C) exercising strategic choice
D) designing a strategic change plan.
Q2) How would an OD practitioner attempt to change an organization's culture?
Q3) How does integrated strategic change differ from traditional strategic planning and traditional planned organization change?
Q4) 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
Q5) Transformational changes are often driven by key senior executives. A)True
B)False
Q6) Under what conditions are transformational changes necessary?
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Chapter 19: Continuous Change
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Q1) Organization learning is an iterative process of
A) understanding, integration, and application
B) discovery, innovation, application, and generalization
C) curiosity, understanding, production, and generalization
D) discovery, invention, production, and generalization
Q2) An effective strategic change process should focus on .
A) flexibility over rigidity
B) complexity over simplicity
C) fragmentation over unity
D) patience over speed
Q3) Which intervention combines OD's traditional human process focus on relationships with an emphasis on strategy and organization design?
A) integrated strategic change
B) dynamic strategy making
C) action research
D) intervention management
Q4) Self designing organizations are well suited for stable, predictable markets and environments.
A)True
B)False
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Chapter 20: Transorganizational Change
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Q1) Explain the four phases of network development. When should network development be applied?
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) Operational combination activities should proceed slowly and carefully following the announcement of the merger or acquisition.
A)True
B)False
Q4) 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
Q5) 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) GSCOs have as their primary task to serve as an agent of change in creating environmentally and socially sustainable world futures.
A)True
B)False
Q2) GSCOs are part of a social innovation movement to foster the emergence of a global civilization.
A)True
B)False
Q3) Explain the three activities with which GSCOs enact planned change.
Q4) 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
Q5) Which of the following characteristics are typical of GSCOs?
A) they are cross-sectorial
B) they are functionally organized
C) they value task-orientation first and foremost
D) all of the above
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Chapter 22: Organization Development in Nonindustrial
Settings: Health Care, and School Systems
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Q1) OD interventions in health care must be seen as relevant and necessary to the life-and-death matters in operating in a health care organization.
A)True
B)False
Q2) 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
Q3) Describe how OD interventions could facilitate integration among the various stakeholders (physicians, pharmacies, hospitals, insurance companies) within the health care system.
Q4) Risk and equity are valued by family businesses while non-family-run businesses value security above all else.
A)True
B)False
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Chapter 23: Future Directions in Organization Development
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Q1) 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
Q2) Which trend in OD emphasizes the values of understanding, prediction, and control?
A) pragmatic trend
B) traditional trend
C) scholarly trend
D) scientific trend
Q3) 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
Q4) Discuss how technological changes might change OD processes.
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