Human Resource Development
Exam Solutions
Course Introduction
Human Resource Development (HRD) explores the strategies, processes, and practices that organizations use to enhance employee skills, knowledge, and performance. The course covers key concepts such as training and development, organizational learning, talent management, career planning, and employee engagement. Students will examine different methodologies for assessing learning needs, designing effective training programs, and evaluating outcomes. By understanding HRDs role in fostering a culture of continuous improvement and adaptability, learners will gain insights into how organizations sustain competitive advantage through their human capital.
Recommended Textbook Organization Development The Process of Leading Organizational Change 4th Edition by Donald
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Chapter 1: What Is Organization Development
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Sample Questions
Q1) When speaking of organization development, what is being referred to?
A) specifically addressing employee participation in the public sector
B) emphasizing team development
C) coaching senior management
D) the management of certain kinds of changes, especially how people implement and are affected by them
Answer: D
Q2) Which of the following is a not a way in which OD differs from training and development?
A) learning is the sole objective, such as a new skill, system or procedure
B) systemic organizational change efforts
C) central aspects, such as needs assessment, course development, technology usage, and on-the-job training
D) programs developed for large audiences
Answer: B
Q3) OD is the same as management consulting.
A)True
B)False
Answer: False
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Page 3
Chapter 2: History of Organization Development
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Q1) In STS, which two systems are focused heavily on?
A) social and technological
B) social and environmental
C) technological and environmental
D) environmental and cultural
Answer: A
Q2) Which of the following strands of OD is presently utilized, specifically in mergers and acquisitions?
A) Action research
B) Quality and employee involvement
C) Organizational culture
D) Organizational learning
Answer: C
Q3) What is considered as one of the earliest fads in the field of management occurred as a result of ______ .
A) lab groups
B) leadership groups
C) sociotechnical groups
D) T-groups
Answer: D
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Chapter 3: Core Values and Ethics of Organization Development
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Q1) Which of the following reasons identifies that values are important to OD practitioners as consultants learn to work with the client to develop programs that meet the client's needs and maintain the objectives and underlying values ?
A) Values provide a larger vision that extends beyond any individual intervention.
B) Values distinguish OD from other methods of consulting and change.
C) Values can help prompt dialogue and clarify positions.
D) Values help evaluate how well something went.
Answer: C
Q2) Many organizational practices have historically resulted in ignoring or silencing alternative voices, and this has been especially true for ______.
A) members whose identities were identical to those of management
B) members who preferred to speak up in organizational meetings
C) members whose identities were not identical to those of management
D) members who preferred to remain silent in organizational meetings
Answer: C
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Chapter 4: Foundations of Organizational Change
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Q1) When organizational members are consious and intentional about the changes to be made, this is considered _____ change.
A) planned
B) unplanned
C) first-order
D) second-order
Q2) Which of the following components within the Nadler-Tushman Congruence Model includes task, individual, and formal and informal organizational arrangements?
A) inputs
B) transformation processes
C) outputs
D) feedback
Q3) It is important for OD practitioners to be conscious and intentional about the choices they make and to avoid adopting an intervention or model simply because it is fashionable.
A)True
B)False
Q4) Discuss the various ways in which organizational changes differ.
Q5) Discuss three benefits that systems theory offers OD practitioners.
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Chapter 5: The Organization Development Practitioner and the OD Process
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Q1) Internal OD consultants work independently.
A)True
B)False
Q2) Which stage of the consulting process is when the client and consultant jointly analyze and interpret the data?
A) Data gathering
B) Diagnosis and feedback
C) Intervention
D) Evaluation and exit
Q3) When using the ______ approach to consulting, the client has typically framed the problem already as a gap in knowledge that the consultant can fulfill.
A) expert
B) doctor-patient
C) mechanic
D) organization development
Q4) Discuss the ethical implications of a OD consultant seeing perpetuation of a client's ignorance as advantageous.
Q5) Outline the stages of the consulting process.
Q6) What are some ethical issues for internal and external consultants?
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Chapter 6: Entry and Contracting
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Q1) ______ are more likely to use strategies such as networking, direct mail, or websites to gain entry.
A) Internal consultants
B) External consultants
C) Practical consultants
D) Dialogic consultants
Q2) A consultant leading a client to believe they have extensive experience with related problems or overstating certifications is an example of which ethical dilemma?
A) misrepresentation and collusion
B) misuse of data
C) value and goal conflict
D) technical ineptness
Q3) Given that the client can change depending on the target of the intervention, ______ can be seen as the client when interpersonal issues are involved.
A) relationships
B) group process
C) society at large
D) organizations
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8
Chapter 7: Data Gathering
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Q1) Which of the following criteria when selecting a data gathering method relates to potential cost in terms of money and time?
A) investment required
B) access
C) relevance to problem
D) accuracy
Q2) For example, a survey cannot be altered in design once it has been administered, which relates to which criteria when selecting data gathering methods?
A) access
B) flexibility
C) investment required
D) relevance to the problem
Q3) Data gathering through ______ relies heavily on cooperation form organizational members who will only open up to discuss serious issues if they trust the individual asking questions.
A) interviews
B) focus groups
C) surveys
D) unobtrusive measures
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Chapter 8: Diagnosis and Feedback
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Q1) If "single-instance" items are noted during the inductive coding process, ______.
A) add more comments to the category
B) determine if the category should be broken down further
C) the themes were not set up appropriately
D) combine some categories together
Q2) Client resistance can be expressed in a variety of ways; which of the following ways is detailed as the client philosophizing about the organization and its theoretical patterns?
A) Attack.
B) Moralizing.
C) Methodology.
D) Intellectualizing.
Q3) Which criteria of energizing the client toward action relates to the practitioner not sharing all themes from the data, in order to not overwhelm the client?
A) Relevant
B) Influenceable or manageable
C) Sufficient and specific
D) Selective
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Chapter 9: An Introduction to Interventions
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Q1) What are some effects of failed interventions on change agents?
Q2) Which role of the change agent is defined as helping a client attain its desired outcomes by clarifying alternatives, processes, and decisions?
A) Facilitative
B) Gatekeeping
C) Diagnostic
D) Architectural
Q3) If an intervention is structured to exclude certain organizational members, this is an example of which ethical issue?
A) misrepresentation of the intervention
B) misrepresentation of the consultant's skill level
C) collusion with the client
D) coercion and manipulation of the client or organizational members
Q4) Which stages within the OD process represent arguably the highest susceptibility for ethical conflict?
A) entry and contracting
B) action planning and intervention
C) data gathering and analysis
D) evaluation and feedback
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Chapter 10: Individual Interventions
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Q1) Coaching and mentoring differ primarily in the degree of expertise on the facilitator's part and content knowledge to be shared with the performer.
A)True
B)False
Q2) Which generation in the workforce has a higher expectation for career development?
A) Veterans
B) Baby Boomers
C) Generation X
D) Millennials
Q3) ______ are the familiar cognitive concepts and beliefs that govern how we approach our lives and work environments.
A) Values
B) Views
C) Schemas
D) Perceptions
Q4) What are ethical implications in the use of instruments?
Q5) Review the contemporary review of a career and discuss the boundaryless concept.
Q6) What are trends that can be seen in the field of organizational coaching?
Page 12
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Chapter 11: Team Interventions
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Q1) Workout is a problem-solving methodology that was originally developed at General Motors but has now been adapted for use by teams in many organizations.
A)True
B)False
Q2) Which of the following is NOT a common problem within teams?
A) confusion regarding objectives
B) high standards with a need to achieve
C) ambiguity about goals
D) unclear expectations from the leader
Q3) Discuss the five dysfunctions of a team.
Q4) Which problem regarding virtual teams notes that leading a virtual team can require a significant investment of time?
A) Lack of trust and mutual understanding
B) Violated expectations
C) Lack of training and effective use of communication technologies
D) Lack of effective team leadership
Q5) Teams are becoming increasingly diverse and geographically distributed. A)True B)False
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Chapter 12: Whole Organization and Multiple Organization
Interventions: Part 1
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Q1) Which test of whether an organization is well designed relates to streamlining control for a single unit, assessing whether authority is diffused among different units?
A) Specialist cultures test
B) Difficult-links test
C) Redundant hierarchy test
D) Accountability test
Q2) Which step in the integrated strategic change process involves an assessment of the organization's readiness for strategic change, an understanding of the organization's values and priorities in creating a strategic plan, and a diagnosis of the organizations SWOT?
A) Strategic analysis
B) Strategy making
C) Strategic change plan design
D) Strategic change plan implementation
Q3) Laissex-faire management could be a "silent killer" of strategy implementation.
A)True
B)False
Q4) What type of situations are best for real-time strategic change?
Q5) Discuss the five-phase process for an organizational design change.
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Chapter 13: Whole Organization and Multiple Organization
Interventions: Part 2
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Q1) At which level is the goal of M&A interventions to support employees?
A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide
Q2) Targeting ______ during M&A, leaders may ask themselves "What untapped potential remains?", allowing future benefits of participative, large-group interventions that can engage employees from both the acquiring and acquired organizations.
A) individual integration
B) team integration
C) cross-team/department integration
D) organizationwide integration
Q3) Targeting ______ during M&A, leaders of groups can demonstrate their agreement on combined strategies, allowing opportunties for increased networking and contact.
A) individual integration
B) team integration
C) cross-team/department integration
D) organizationwide integration
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Chapter 14: Sustaining Change, Evaluating, and Ending an Engagement
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Q1) Which reason for a relapse after a change has occurred relates to the fact that without the patience to push through the natural and awkward phases of trial and error and the inevitable initial mistakes, many organizational members claim that the change has failed?
A) motivation to maintain change while change agent is present
B) new state is often more difficult
C) organizational members may be unskilled initially
D) systemic organizational forces may be too powerful to overcome
Q2) The final stage in the OD model is concerned with ending engagements, or the process of separating from and exiting the client's environment.
A)True
B)False
Q3) ______ could include employee selection, performance appraisals, and training and development activities.
A) HRM practices
B) Diffusion practices
C) Management practices
D) Formalization practices
Q4) How is the OD engagement itself a topic for evaluation?
Page 16
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Chapter 15: Global Issues in Organization Development
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Q1) Strong uncertainty-avoiding countries appreciate laws, policies, and regulations that dictate standards of behavior and control employee rights.
A)True
B)False
Q2) Questions such as « How is organization development perceived in the host nation? How am I to be percevied, by the client, as an OD consultant? » are questions to be asked based on which piece of helpful advice to those choosing to proceed with global OD?
A) Conduct a « cultural diagnosis »
B) Consider stability
C) Consider what interventions might work
D) Consider the match between culture and intervention
Q3) It is easy to conclusively say which interventions are universally applicable across cultures.
A)True
B)False
Q4) Discuss the challenges of understanding the applicability of OD and practicing OD are especially challenging in a global environment.
Q5) What is some useful advice on how to proceed with a global OD intervention?
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Chapter 16: The Future of Organization Development
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Q1) Almost half of all American scan be described as ______ in their work, not willing to put in discretionary effort to go above and beyond to perform at a high level.
A) engaged
B) disengaged
C) involved
D) included
Q2) Because of elimination of mandatory retirement and economic uncertainty, the workforce is ______.
A) slowing in population
B) getting older
C) more diverse
D) more skilled
Q3) Redefining work can be seen in many ways; which of the following relates to individuals designing a career that meets their own needs?
A) Increased self-employment
B) Choosing flexible work/alternative work arrangements
C) Obsolete fixed job descriptions
D) Virtual/global work
Q4) Discuss the relationship between OD and Sustainability.
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