Industrial and Organizational Psychology
Test Preparation
Course Introduction
Industrial and Organizational Psychology explores the application of psychological principles and research methods to the workplace in order to improve employee well-being and organizational performance. The course covers topics such as personnel selection, training and development, performance appraisal, motivation, leadership, job satisfaction, work stress, and organizational culture. Students will learn to analyze human behavior in organizational settings, understand how to foster effective teamwork, and evaluate strategies for maintaining healthy work environments. Through case studies and practical examples, the course equips students with tools to address contemporary issues in human resource management and workplace productivity.
Recommended Textbook
Organization Development and Change 10th Edition by Thomas G. Cummings
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23 Chapters
473 Verified Questions
473 Flashcards
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Chapter 1: General Introduction to Organization Development
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Sample Questions
Q1) 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
Q2) OD was developed for use primarily in business and industrial organizations.
A)True
B)False
Answer: False
Q3) All OD involves change management, but change management may not involve OD.
A)True
B)False
Answer: True
Q4) 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
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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) 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
Q3) OD efforts are limited because of limited information available to guide change. A)True
B)False
Answer: True
Q4) The general model of planned change describes the way OD efforts always proceed. 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) Despite the flexibility of the OD profession, most OD professionals have had specific training in OD.
A)True
B)False
Answer: True
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) Ethical dilemmas of the OD practitioner concern
A) misrepresentation
B) misuse of data
C) value and goal conflict
D) all of the above
Answer: D
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Page 5
Chapter 4: Entering and Contracting
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Sample Questions
Q1) How might entering into an OD relationship differ for an internal OD practitioner compared to an external OD practitioner?
Q2) What are some of the factors which could affect the dynamics of the relationship between client and practitioner?
Q3) Why is it important to identify the relevant client in the organization when entering into an OD relationship?
A) there should be a good fit between the organizational decision-maker and the OD consultant
B) the client will be the one to explain the problem
C) OD efforts could fail if there are political struggles going on among the key decision makers
D) the relevant client has access to the right data
Q4) Contracting is typically a very formal, written process when internal OD practitioners are involved.
A)True
B)False
Q5) How would you explain the contracting process to someone who had never heard of OD?
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Chapter 5: Diagnosing
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Sample Questions
Q1) Which of the following is not one of Porter's five forces that define the task environment?
A) supplier and buyer power
B) organization member perceptions
C) rivalry among competitors
D) threats of substitutes
Q2) To diagnose an organization, the OD practitioner carefully examines the management team to discover the cause its problems.
A)True
B)False
Q3) 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
Q4) 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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Sample Questions
Q1) The question, "how satisfied are you with your work group?" was asked of five groups using a five-point scale where 1= very dissatisfied and 5 = very satisfied. Which group is most satisfied?
A) Mean = 4.0; standard deviation = .60
B) Mean = 4.2; standard deviation = .65
C) Mean = 4.1; standard deviation = .65
D) Mean = 4.2; standard deviation = .90
Q2) 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
Q3) Which method of gathering data is the most "objective"?
A) questionnaires
B) interviews
C) unobtrusive measures
D) observation
Q4) Under what conditions are quantitative tools useful in analyzing data? Qualitative tools?
8
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Chapter 7: Designing Interventions
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Sample Questions
Q1) Quality of work life encompasses more than just the work environment.
A)True
B)False
Q2) Which of the following is not a type of OD intervention outlined in this text?
A) human process interventions
B) human resources management
C) strategic
D) financial
Q3) The key intervention implementation issue underlying all OD interventions is the need to tailor them to fit the organization.
A)True
B)False
Q4) 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
Q5) Explain what an "intervention" is and how it fits into the organizational development process. What are the key considerations when deciding on an intervention?
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Chapter 8: Managing Change
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Sample Questions
Q1) A vision is driven by people's values and preferences.
A)True
B)False
Q2) OD consultants can use power constructively in organizations.
A)True
B)False
Q3) What political activities might be engaged in to successfully implement change?
Q4) 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
Q5) Individual motivation and commitment are relatively unimportant when managing change.
A)True
B)False
Q6) Understanding how people experience change requires the change agent to have great capacity for empathy and support.
A)True
B)False
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Chapter 9: Evaluating and Institutionalizing Organization
Development Interventions
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Sample Questions
Q1) In most cases, the chosen intervention provides only general guidelines for organizational change.
A)True
B)False
Q2) Socialization is the most important institutionalization process.
A)True
B)False
Q3) Standardized surveys are reliable, valid and provide accurate information on specific situations occurring in organizations.
A)True
B)False
Q4) External validity is irrelevant without internal validity.
A)True
B)False
Q5) Discuss setting up valid research designs.
Q6) What are the issues involved in measurement?
Q7) Assessment intended to discover intervention outcomes is called implementation feedback.
A)True
B)False Page 11
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Chapter 10: Interpersonal and Group Process Approaches
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Sample Questions
Q1) It is difficult to isolate the impact of process consultations from other interventions.
A)True
B)False
Q2) Describe process consultation. Discuss when is should be used and how it applies to organization development.
Q3) The results of team building can be classified into three main areas. Which of the following is not one of these areas?
A) the results specific to only one individual
B) the results specific to the group's operation and behavior
C) the results affecting the group's relationships
D) the results specific to one or more individuals
Q4) Discuss how team building interventions help an organization. Describe activities that are relevant to individuals, the group and organization relationships.
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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Sample Questions
Q1) When the interdependence between conflicting groups is low and predictable, behavioral interventions work best.
A)True
B)False
Q2) What kind of group uses members from several other groups to help solve organization wide problems?
A) intergroup
B) microcosm
C) matrix
D) hybrid
Q3) The confrontation meeting intervention is a promising approach for mobilizing organization problem solving, particularly during highly effective organization performance.
A)True
B)False
Q4) 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) Process-based structures generally appear in small to medium sized organizations having several products or projects.
A)True
B)False
Q3) Reengineering begins with and of an organization's context and objectives:
A) strategic planning/implementation
B) process planning/implementation
C) clarification/assessment
D) all of the above
Q4) Process-based structures are essential for eliminating many of the hierarchical and departmental boundaries that can impede task coordination.
A)True
B)False
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Page 15
Chapter 13: Employee Involvement
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Sample Questions
Q1) Discuss parallel structures and the type of organization that would benefit most from this approach.
Q2) Quality circle applications usually involve group problem solving training but no group facilitators.
A)True
B)False
Q3) Employee involvement affects productivity indirectly by influencing .
A) organizational structure
B) employee satisfaction
C) power struggles
D) the organization's values
Q4) 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
Q5) Describe the four elements associated with employee involvement interventions.
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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Sample Questions
Q1) There is little evidence to support job enrichment programs.
A)True
B)False
Q2) 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) all of the above
Q3) Job enrichment always increases employee satisfaction.
A)True
B)False
Q4) Employees with low social and personal growth needs are not very good employees, and should be regarded as "expendable."
A)True
B)False
Q5) 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?
Page 17
Q6) Discuss the technical and personal-need factors that affect work design success?
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Chapter 15: Performance Management
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Sample Questions
Q1) The goal setting process involves
A) establishing challenging goals
B) setting of goals
C) clarifying goal measurement
D) all of the above
Q2) Reward systems have little if any impact on employee absenteeism and tardiness.
A)True
B)False
Q3) 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
Q4) 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
Q5) What can be done to improve performance appraisal systems?
Page 18
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Chapter 16: Talent Management
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Sample Questions
Q1) All of the following are career development processes except .
A) realistic job preview
B) management by objective
C) assessment centers
D) phased retirement
Q2) Describe the four career stages discussed in this chapter. Discuss how various individual employee development interventions might apply to each stage.
Q3) Which of the following is <u>not</u> a distinct career stage?
A) the growth stage
B) the establishment stage
C) the maintenance stage
D) the withdrawal stage
Q4) 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
Q5) How do coaching and mentoring contribute to leadership development?
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Chapter 17: Workforce Diversity and Wellness
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Sample Questions
Q1) 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
Q2) 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
Q3) Which is/are true of stress?
A) it involves physiological responses
B) it can be positive
C) it can ultimately lead to withdrawal behaviors
D) all of the above
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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20
Chapter 18: Transformational Change
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Sample Questions
Q1) According to the text, which of the following is not an effective guideline for changing corporate culture?
A) formulate a clear strategic vision
B) model culture change at the highest levels
C) change organizational membership by socializing newcomers and terminating deviants
D) keep top management from being part of the process
Q2) Transformations in organizations are often generated by significant environmental shocks.
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) How would an OD practitioner attempt to change an organization's culture?
Q5) Under what conditions are transformational changes necessary?
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Chapter 19: Continuous Change
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Sample Questions
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) The learning organization is not characterized by _____________.
A) culture that supports openness, creativity among members
B) acquisition and sharing of new skills and knowledge among members
C) structures that emphasize individual unit performance
D) leaders that exhibit openness and risk taking required for learning
Q3) Organization learning (OL) interventions are typically associated with A) management and leadership teams
B) information systems and technology departments
C) human resources and social processes
D) none of the above
Q4) 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
22
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Chapter 20: Transorganizational Change
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Sample Questions
Q1) A good alliance partnership will leverage both similarities and differences to create competitive advantage.
A)True
B)False
Q2) In the initial establishment of a network, potential members are identified in the convention stage.
A)True
B)False
Q3) During the convention stage of network formation, OD practitioners should remain neutral, treating all members alike.
A)True
B)False
Q4) The relational quality of alliances benefits from OD interventions aimed at increasing trust.
A)True
B)False
Q5) Explain the four phases of network development. When should network development be applied?
Q6) How can OD practitioners help two organizations build trust between them?
Page 23
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Chapter 21: Organization Development for Economic, Ecological, and Social Outcomes
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Sample Questions
Q1) Describe the dimensions that support sustainable effectiveness as SMOs assign resource allocations.
Q2) 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
Q3) The United Nations World Commission on Environment and Development's description of sustainability is "meeting the needs of the present without compromising the ability of future generations to meet their own needs."
A)True
B)False
Q4) In which of the following areas do SMOs (sustainable management organizations) perform in order to achieve sustainable effectiveness?
A) people
B) planet
C) profit
D) all of the above
Page 24
Q5) Explain the three activities with which GSCOs enact planned change.
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Chapter 22: Organization Development in Nonindustrial Settings:
Health Care, and School Systems
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Sample Questions
Q1) 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
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) Discuss the initial meetings with the family business client. Include key questions and strategies for the OD consultant to prepare for a successful intervention.
Q4) 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
Q5) OD efforts can help public schools build sustainable leadership capacity.
A)True
B)False
25
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Chapter 23: Future Directions in Organization Development
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Sample Questions
Q1) Which trend within Organization Development calls for a return to traditional values and practices with a focus on process interventions?
A) pragmatic trend
B) traditional trend
C) scholarly trend
D) global trend
Q2) 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
Q3) A single minded pursuit of economic progress can undermine local culture.
A)True
B)False
Q4) Discuss how technological changes might change OD processes.
Q5) Compare and contrast the traditional, pragmatic, and scholarly trends within OD.
Q6) How might globalization of the economy impact OD efforts across the world?
Q7) How can OD support ecological sustainability in the future?
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