Management Consulting
Midterm Exam
Course Introduction
This course introduces students to the field of management consulting, focusing on the roles, responsibilities, and methodologies utilized by consultants to solve organizational challenges. Through case studies, practical exercises, and team projects, students learn how to analyze complex business problems, design effective strategies, and present actionable recommendations to clients. The course covers the entire consulting process from defining client objectives and conducting diagnostic assessments to implementing solutions and managing client relationships while emphasizing ethical considerations and professional communication skills essential for successful consulting engagements.
Recommended Textbook
Organization Development and Change 9th Edition by Thomas G. Cummings
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25 Chapters
504 Verified Questions
504 Flashcards
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Page 2
Chapter 1: General Introduction to Organization Development
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22 Verified Questions
22 Flashcards
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Sample Questions
Q1) Which of the following is included in the definition of OD?
A) OD applies to an entire system
B) OD is based on behavioral science knowledge
C) OD is concerned with planned change
D) OD encompasses strategy, structure, and process changes
E) all of the above.
Answer: E
Q2) Compare and contrast the five "stems" of OD - laboratory training, action research/survey feedback, normative background, quality of work life, and strategic change.
Answer: Not ANS
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
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Page 3
Chapter 2: The Nature of Planned Change
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24 Verified Questions
24 Flashcards
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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 under-organized organizations, the consultant attempts to "tighten up" the governance system.
A)True
B)False
Answer: True
Q3) The Action Research Model focuses on
A) planned change as a cyclical process
B) heavy diagnosis prior to acting, planning, and implementation
C) reporting new data from previous research
D) A and B
E) A and C
Answer: D
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Page 4
Chapter 3: The Organization Development Practitioner
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20 Verified Questions
20 Flashcards
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Sample Questions
Q1) All OD practitioners fully prescribe to traditional OD values, and have extensive training and experience in the social and political aspects of interventions.
A)True
B)False
Answer: False
Q2) Ethical dilemmas of the OD practitioner concern
A) misrepresentation
B) misuse of data
C) coercion
D) value and goal conflict
E) all of the above
Answer: E
Q3) The evidence suggests that OD careers are
A) "cake" jobs
B) stressful
C) 5 day weeks-8 hour days
D) 6 or 7 day weeks-14 hour days frequently
E) B and D
Answer: E
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Page 5
Chapter 4: Entering and Contracting
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12 Verified Questions
12 Flashcards
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Sample Questions
Q1) Describe how an organization might select and OD practitioner, noting what criteria are important to evaluate.
Q2) The presenting problem is
A) always the most important problem facing the organization
B) never the "real" problem
C) usually very specific
D) often a symptom of an underlying problem
E) all of the above
Q3) The burden of responsibility for selecting an OD consultant lies entirely with
A) the client organization
B) the consultant
C) both the client organization and the consultant
D) the manager of the client organization
Q4) Which of the following is not a step in the contracting process?
A) determining what each party wants from the OD process
B) estimating the time and resources that will be devoted to the OD process
C) determining the change project
D) determining the ground rules for working together
Q5) How would you explain the contracting process to someone who had never heard of OD? Why is this important?
6
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Chapter 5: Diagnosing Organizations
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25 Verified Questions
25 Flashcards
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Sample Questions
Q1) Diagnostic models incorporate
A) scientific models of how organizations function
B) conceptual frameworks of how organizations function
C) intuitive "hunches" of how organizations function
D) A and B
E) A, B and C
Q2) Collaborating with management is essential for a successful diagnosis.
A)True
B)False
Q3) In making a good diagnostic model, "hands on" knowledge and practical information are more important than organization theory.
A)True
B)False
Q4) By nature of the "open systems" model, organizations are largely unaffected by external forces.
A)True
B)False
Q5) Describe an effective diagnostic model at the organization-level. Discuss its major inputs, outputs and strategic orientation.
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Chapter 6: Multiple Choice Questions
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22 Verified Questions
22 Flashcards
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Sample Questions
Q1) The major inputs at group level diagnosis consists of
A) organization design
B) task structure
C) performance norms
D) none of the above
Q2) What are the key components of group level diagnosis? Discuss how the absence of any one of these components can impact outputs.
Q3) Compare and contrast the "fits" for group and job level inputs and job design dimensions.
Q4) Analysis of inputs at the group level includes
A) evaluating personal characteristics of job holders
B) examining the job design
C) looking at design components
D) determining what larger organization the group is embedded in
E) none of the above
Q5) Discuss team effectiveness as an output at the group level.
Q6) Job design should be congruent with the larger organization.
A)True
B)False
Page 8
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Chapter 7: Collecting and Analyzing Diagnostic Information
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20 Verified Questions
20 Flashcards
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Sample Questions
Q1) Unobtrusive measures include archives and other company records.
A)True
B)False
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
E) none of the above
Q3) 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.
Q4) The relationship between consultant and organization is often neglected in planning and executing diagnosis.
A)True
B)False
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Chapter 8: Feeding Back Diagnostic Information
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14 Flashcards
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Sample Questions
Q1) What are the key issues/problems the OD practitioner has to be aware of while feeding back data?
Q2) Questionnaires primarily are used
A) for diagnosis
B) as interventions
C) to provide feedback
D) A and B
E) A and C
Q3) Discuss the usefulness and limitations of survey feedback.
Q4) Which of the following is most likely to produce change after feedback of diagnostic data?
A) the feedback process creates resistance and anxiety in organization members
B) the feedback creates no energy to change among members
C) organizational processes support turning energy into action
D) formal organizational structures exist
E) C and D
Q5) A key objective of feeding back data is to ensure that the client feels ownership of the data.
A)True
B)False
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Chapter 9: Designing Interventions
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21 Verified Questions
21 Flashcards
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Sample Questions
Q1) Contrast employee involvement and quality of work life with organization development.
Q2) Explain what an "intervention" is and how it fits into the organizational development process. What are the key considerations when deciding on an intervention?
Q3) Reward systems are best described as
A) ways to improve employee satisfaction
B) innovative approaches to pay, promotions, and fringe benefits
C) none of the above
D) both A and B
Q4) Which of the following is a "strategic" issue that might affect an intervention?
A) an impending acquisition
B) an antiquated performance management system
C) a workgroup's decision making process
D) none of the above
Q5) Which of the following are true about interventions?
A) They are derived from strong "causal" relationships.
B) Only a few interventions have been subject to evaluative research.
C) They always have great impact of some sort on organizational functioning.
D) none of the above
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Chapter 10: Leading and Managing Change
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21 Verified Questions
21 Flashcards
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Sample Questions
Q1) OD consultants can use power constructively in organizations.
A)True
B)False
Q2) Which of the following is a source of power?
A) formal position
B) knowledge
C) personality
D) A and C
E) A, B, and C
Q3) Describe the key elements of an effective change management program.
Q4) 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
Q5) Why do most change efforts fail?
Q6) Politics has no place in a change process.
A)True
B)False
Page 12
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Chapter 11: Evaluating and Institutionalizing Organizational Development Interventions
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23 Verified Questions
23 Flashcards
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Sample Questions
Q1) Testing the internal consistency of the questions in a survey is a measure of its
A) instrument bias
B) validity
C) reliability
D) sufficiency
E) none of the above
Q2) Assessment intended to discover intervention outcomes is called implementation feedback.
A)True
B)False
Q3) Socialization is the most important institutionalization process.
A)True
B)False
Q4) Which is not an intervention characteristic that affects institutionalization?
A) goal specificity
B) internal support
C) programmability
D) sponsorship
E) worker satisfaction
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Chapter 12: Interpersonal and Group Process Approaches
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16 Verified Questions
16 Flashcards
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Sample Questions
Q1) Which is true of process consultation?
A) it helps the group increase competence and maturity
B) the group learns to do its own diagnosis
C) problem solving skills diminish
D) A and B
E) none of the above
Q2) Which of the following are team building interventions?
A) role clarification
B) mission and goal development
C) goal setting
D) all of the above
E) none of the above
Q3) Describe process consultation. Discuss when is should be used and how it applies to organization development.
Q4) Group communications, roles and functions, and group norms are the focus of
A) survey feedback
B) diagnostic activities
C) process consultation
D) training
E) coaching
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Chapter 13: Organization Process Approaches
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20 Verified Questions
20 Flashcards
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Sample Questions
Q1) Behavioral interventions help groups change their attitudes about one another.
A)True
B)False
Q2) The confrontation meeting intervention is a promising approach for mobilizing organization problem solving, particularly during highly effective organization performance.
A)True
B)False
Q3) 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
E) parallel process methods
Q4) Describe the organizational situations that support each of the three types of systemwide process interventions, the organization confrontation meeting, the intergroup relations intervention, and the large-group intervention
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Chapter 14: Restructuring Organizations
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28 Verified Questions
28 Flashcards
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Sample Questions
Q1) Process-based structures are essential for eliminating many of the hierarchical and departmental boundaries that can impede task coordination.
A)True B)False
Q2) 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
Q3) Network forms of organizations are quite efficient but not very flexible and adaptive. A)True B)False
Q4) Process-based structures generally appear in small to medium sized organizations having several products or projects.
A)True B)False
Q5) Describe either a functional, self-contained, or matrix structure and discuss its advantages and disadvantages.
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Chapter 15: Employee Involvement
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21 Verified Questions
21 Flashcards
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Sample Questions
Q1) Quality circle applications usually involve group problem solving training but no group facilitators.
A)True
B)False
Q2) Employee involvement generally refers to the amount of power, rewards, information, and knowledge and skills associated with employee's work.
A)True
B)False
Q3) Which of the following is true of high involvement plants?
A) rewards are tied closely to promotion
B) employees have considerable influence over decisions
C) limited information is shared and easily obtained by employees
D) all of the above
Q4) Statistical process control techniques are usually an integral part of training in total quality management.
A)True
B)False
Q5) Describe the four elements associated with employee involvement interventions.
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Chapter 16: Multiple Choice Questions
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26 Verified Questions
26 Flashcards
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Sample Questions
Q1) Successful work designs reward seniority and "company loyalty."
A)True
B)False
Q2) Describe the motivational approach to job design. What are the key dimensions that lead to high work quality and internal motivation?
Q3) Which is not a core dimension of jobs?
A) skill variety
B) task identity
C) work participation
D) autonomy
E) feedback from the work itself
Q4) Self-managed work group supervisors may feel
A) ambiguity about responsibilities and authority
B) a lack of personal and technical skills to deal with the group
C) a lack of organizational support
D) a lack of attention from higher management
E) all of the above
Q5) Discuss sociotechnical systems theory and contrast it with the open systems theories of organization development?
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Chapter 17: Performance Management
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26 Verified Questions
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Sample Questions
Q1) What is the rationale for goal setting? Do you agree or disagree and why?
Q2) Most decisions about promotions in organizations are made in a top-down, open manner.
A)True
B)False
Q3) Which is not a design element of developing a gain-sharing plan?
A) process of design
B) determining the bonus
C) frequency of bonus
D) vacation pay
Q4) Participative goal setting works because it
A) affects what people think about
B) energizes and motivates behavior
C) leads to commitment
D) all of the above
E) A and B
Q5) Contrast the effects of various reward systems. Which are most effective?
Q6) Organizations generally do a good job of appraising employees.
A)True
B)False
Page 19
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Chapter 18: Developing Talent
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Sample Questions
Q1) In contrast to other career stages, organizations have been effective in helping employees cope with the "withdrawal" stage.
A)True
B)False
Q2) People at the "advancement stage" are concerned with helping newer employees get established and grow in their career.
A)True
B)False
Q3) Many organizations have discovered that organizational growth and effectiveness require career development programs.
A)True
B)False
Q4) Career planning is generally considered the responsibility of the employer.
A)True
B)False
Q5) Describe the four career stages discussed in this chapter. Discuss how various individual employee development interventions might apply to each stage.
Q6) How do coaching and mentoring contribute to leadership development?
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Chapter 19: Managing Workforce Diversity and Wellness
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Sample Questions
Q1) Workforce diversity refers primarily to the increasing number of ethnic backgrounds entering the workforce.
A)True
B)False
Q2) EAP's typically adopt a philosophy that
A) organizations should not interfere in the private lives of their employees
B) organizations have the right to expect certain standards of performance
C) organizations have no rights concerning employee behavior
D) A and B
E) A and C
Q3) Employee stress and wellness interventions acknowledge the connection between A) worker productivity and training programs
B) organization effectiveness and role clarification
C) worker health and organization productivity
D) A and B
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
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Chapter 20: Transformational Change
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21 Flashcards
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Sample Questions
Q1) Which of the three approaches to diagnosing culture is the most difficult to interpret?
A) the competing values approach
B) the deep assumptions approach
C) the behavioral approach
D) none of the above
E) A and C
Q2) The competing values approach views culture as
A) a resolution of value dilemmas
B) a search for the right set of values
C) a fight among functional groups for the best culture
D) a simple clarification of what's most important
Q3) Which of the following is not a characteristic of organization design interventions?
A) deliberate and sequential
B) highly interactive
C) continually revised
D) highly participative
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 21: Continuous Change
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26 Verified Questions
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Sample Questions
Q1) Compare and contrast the organization learning interventions with knowledge management interventions. Discuss the benefits of each.
Q2) Which of the following are techniques of OD interventions that identify organization member theories-in-use and reveal assumptions?
A) left-hand, right-hand column
B) ladder of inference
C) action map
D) dialogue
E) all of the above
Q3) 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
E) A and B
Q4) Describe how an organization can use "double-loop learning" to improve performance.
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Chapter 22: Transorganizational Change
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Sample Questions
Q1) How can OD practitioners help two organizations build trust between them?
Q2) Which is not a stage in the initial formation and development of a network?
A) identification
B) action
C) convention
D) organization
E) evaluation
Q3) Describe the major phases of merger and acquisition activity and discuss how OD practitioners can contribute to successful integration.
Q4) During the convention stage of network formation, OD practitioners should remain neutral, treating all members alike.
A)True
B)False
Q5) Team building and other human process interventions can play important roles in merger and acquisition integration.
A)True
B)False
Q6) What is the role of the change agent in transorganizational development?
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Chapter 23: Organization Development in Global Settings
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Sample Questions
Q1) Global social change organizations tend to be dominated by a strong set of normative values and beliefs.
A)True
B)False
Q2) Pick one of the worldwide strategic orientations and describe how OD can improve the implementation of that strategy.
Q3) A regiocentric personnel selection and recruitment policy is most likely to be associated with what type of strategic orientation?
A) Global
B) Multinational
C) International
D) Transnational
E) Worldwide
Q4) Unlike more traditional organizations, global social change organizations tend to:
A) be more focused on profit
B) more concerned with environmental change
C) less politically oriented
D) more concerned with internal efficiencies
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Page 25
Chapter 24: Organization in Nonindustrial Settings: Health
Care, School Systems, the Public Sector, and
Family-Owned Businesses
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Sample Questions
Q1) OD practitioners working in the public-sector need to recognize which of the following features of the public-sector organization
A) the political and administrative functions don't always share the same values
B) the organization has multiple authoritative decision makers
C) business is conducted in open public meetings
D) the organization shares responsibility and power with other governmental agencies
E) all of the above
Q2) One of the keys to the success of the family business consultant is to establish a trusting relationship.
A)True
B)False
Q3) One of the principal advantages of a family business is
A) increased potential for unity of purpose and action between owners and management
B) the succession plan for family members
C) a core set of values
D) the products and services the business provides
E) none of the above
Page 26
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Chapter 25: Future Directions in Organization Development
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Sample Questions
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) How can OD support ecological sustainability in the future?
Q4) Discuss how technological changes might change OD processes.
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