Organization Development
Textbook Exam Questions
Course Introduction
Organization Development explores the theories, strategies, and practices involved in facilitating planned change within organizations to improve their effectiveness and health. The course covers foundational concepts such as organizational culture, change management models, and diagnostic techniques. Students learn to assess organizational needs, design and implement interventions, and evaluate their impact, with a focus on collaboration, communication, and ethical considerations. Through case studies, simulations, and real-world examples, students gain practical skills in guiding organizations through processes of transformation, innovation, and continuous improvement.
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Organization Development The Process of Leading Organizational Change 4th Edition by Donald
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Page 2
Chapter 1: What Is Organization Development
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Q1) One benefit of the program at Vodaphone included which of the following?
A) managers continued their traditional way of running their organization
B) coaching goals were established
C) teams were more confident in their decisions as managers empowered them
D) competition decreased over time
Answer: C
Q2) OD can be distinguished from ______ in specific functional areas such as finance, marketing, corporate strategy, IT, or supply chain management.
A) training and development
B) management consulting
C) human resource development
D) none of the above
Answer: B
Q3) Reading published OD case studies allows one to ______ .
A) implement the same set of interventions to solve an organizational issue
B) develop a deeper understanding of OD and learn from successes and struggles
C) appreciate the ease that OD interventions can be implemented
D) design training programs that mirror those within the given case
Answer: B
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Page 3
Chapter 2: History of Organization Development
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Q1) Cultures perpetuate themselves through ______, particularly when new members to the culture are reprimanded for violating cultural norms or rewarded for assimilation.
A) socialization
B) employee involvement
C) supervision
D) experimentation
Answer: A
Q2) Quality circles do not involve employees in improving the work environment and the quality of the output by making suggestions to upper management for areas of improvement.
A)True
B)False
Answer: False
Q3) What is referred to now as a commonly used form of scale for measurement?
A) Rensis Scale
B) Likert Scale
C) Survey Scale
D) Research Scale
Answer: B
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Page 4
Chapter 3: Core Values and Ethics of Organization Development
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Q1) Which of the following challenges in holding to the OD values relates to a practitioner finding it easier to describe approaches to solving a problem rather than to engage in a philosophical statement about values to a potential client?
A) Financial and economic tensions
B) The push to see OD as technology
C) Management culture and expectations
D) Research
Answer: A
Q2) One's skills, beliefs, and attitudes are likely to be ______ as time (5-10 years) has passed.
A) different
B) the same
C) stagnant
D) identical
Answer: A
Q3) Successful team functioning is essential to larger systemwide success.
A)True
B)False
Answer: True
Page 5
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Chapter 4: Foundations of Organizational Change
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Q1) Which systems theory model of organizational behavior and change discusses the concepts of unfreezing, moving, and refreezing?
A) Lewin's three-phase model
B) Nadler-Tushman congruence model
C) Burke-Litwin model
D) Weisbord Six-Box Model
Q2) Discuss three benefits that systems theory offers OD practitioners.
Q3) According to Burke and Litwin, the factors most influential in transactional change are due to environmental causes.
A)True
B)False
Q4) Which of the following components within the Nadler-Tushman Congruence Model includes environment, resources, market demands, human resources, and prior patterns?
A) inputs
B) transformation processes
C) outputs
D) feedback
Q5) Discuss the various ways in which organizational changes differ.
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Chapter 5: The Organization Development Practitioner and the OD Process
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Q1) Not being able to follow through beyond interventions to see long-term results is potentially an example of which of the following?
A) advantage of internal consulting
B) advantage of external consulting
C) disadvantage of internal consulting
D) disadvantage of external consulting
Q2) Finance and accounting, HRM, and legal issues are examples of which of the following OD consultant competencies?
A) Organizational Behavior
B) Training and Development
C) Business and Management Knowledge Areas
D) General Professional Skills
Q3) Organizational members feeling more comfortable sharing confidential information without fear of leaks is an example of which of the following?
A) advantage of internal consulting
B) advantage of external consulting
C) disadvatnage of internal consulting
D) disadvantage of external consulting
Q4) Outline the stages of the consulting process.
7
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Chapter 6: Entry and Contracting
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Q1) Which type of client is identified as those that are included in meetings or from whom data are gathered during the course of the engagement?
A) contact clients
B) intermediate clients
C) primary clients
D) indirect clients
Q2) If a consultant does not appropriately follow the OD consulting process, this is an example of which of the following ethical dilemmas?
A) misrepresentation and collusion
B) misuse of data
C) value and goal conflict
D) technical ineptness
Q3) Which type of client is often affected by the engagement or intervention but may not know of the activity or that it will concern them?
A) intermediate client
B) primary client
C) unwitting client
D) indirect client
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8
Chapter 7: Data Gathering
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Q1) Which step in the data gathering process discusses the client or another representative explaining to organizational members what data are being gathered, by whom, using what methods, and for what purposes?
A) Determine approach to be used
B) Announce project
C) Prepare for data collection
D) Collect data
Q2) OD practitioners should treat their own research practices and research practices with an organization differently with regard to informed consent.
A)True
B)False
Q3) Typically takes a short amount of time and allows a broad range of topics to be addressed are two advantages of which of the following data gathering methods?
A) interviews
B) focus groups
C) surveys/questionnaires
D) unobtrusive measures
Q4) Discuss data gathering methods, including pros and cons of each.
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Chapter 8: Diagnosis and Feedback
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Q1) Which of the following ethical dilemmas relates to to a consultant being tempted to highlight or omit particular points of the data?
A) anonymity
B) biased interpretation
C) lost objectivity
D) collusion
Q2) Which criteria of energizing the client toward action relates to ensuring the data describes current facts?
A) Relevant
B) Influenceable or manageable
C) Descriptive
D) Selective
Q3) Resistance, in fact, can be a useful resource in change efforts.
A)True
B)False
Q4) How can practitioners avoid the problem of slipping from facts to inferences in the data interpretation phase?
Q5) Discuss items to take into consideration when structuring the feedback meeting.
Q6) What are some ethical issues with diagnosis and giving feedback?
Page 10
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Chapter 9: An Introduction to Interventions
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Q1) Which of the following OD prinicples stresses that interventions not only solve the immediate problem but also provides organizational members the opportunity to examine how the problem-solving process occurs to carry it out in the future?
A) Creating opportunities for learning
B) Giving free choice
C) Providing clear and explicit outcomes
D) Focus on total culture and cultural processes
Q2) Which of the following is NOT an individual intervention?
A) coaching
B) 360-degree feedback
C) culture assessment and change
D) career planning
Q3) If organizational members cannot focus or are unable to engage in the emotional aspects of change, this reason for why interventions fail is likely the cause:
A) Not enough time devoted
B) Poorly designed intervention
C) Resistance to change
D) Lack of readiness for change
Q4) What are some effects of failed interventions on change agents?
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Chapter 10: Individual Interventions
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Q1) Present-day, the argument stands that individual move sequentially through career stages from start to finish.
A)True
B)False
Q2) If neither the old nor the new ways are working properly, this stage of transition is present:
A) Endings
B) Neutral zone
C) New beginnings
D) Future
Q3) Coaching, mentoring, and 360-degree feedback are all examples of ______.
A) group interventions
B) organization interventions
C) individual interventions
D) team interventions
Q4) The 5-year resume activity encourages individuals to proactively manage their own career changes.
A)True
B)False
Q5) Review the contemporary review of a career and discuss the boundaryless concept.
Page 12
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Chapter 11: Team Interventions
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Q1) The use of ______ begins with the team's strengths and reveals what is working well and where the team has found success, thus releasing positive energy and the team begins to gain a better understanding of its own valuable contributions.
A) organizational psychology
B) positive organizational scholarship
C) action research
D) appreciative inquiry
Q2) Which stage of team development is characterized by team members beginning to express diagreements with one another and with the leader because members feel more comfortable and safe with the team?
A) Forming
B) Storming
C) Norming
D) Performing
Q3) Discuss the ways in which intergroup conflict can be reduced.
Q4) Self-directed work teams often result in low productivity because of laziness.
A)True
B)False
Q5) Discuss the five dysfunctions of a team.
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Chapter 12: Whole Organization and Multiple Organization
Interventions: Part 1
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Q1) Of the four major activities in scenario planning, which involves the scenario planning group and the leadership team discussing implications of each scenario, including opportunities and threats to the organization for each alternative?
A) Getting started
B) Laying the environmental-analysis foundation
C) Creating the scenarios
D) Moving from scenarios to a decision
Q2) Which test of whether an organization is well designed relates to assessing if the design will require a major cultural shift?
A) Market advantage test
B) Parenting advantage test
C) People test
D) Feasibility test
Q3) Whole organization interventions are designed to address issues that affect almost every member, for example, organization strategy, structure, and culture.
A)True
B)False
Q4) Discuss the five-phase process for an organizational design change.
Page 14
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Chapter 13: Whole Organization and Multiple Organization
Interventions: Part 2
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Q1) Which activity within TQM relates to flowchart techniques being utilized?
A) Identify customers and what they value at all levels
B) Identify products and services provided
C) Define processes
D) Simplify the process
Q2) 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
Q3) TQM is known for its high success rate.
A)True
B)False
Q4) One principles of Open Space Technology is that "when it's over, it's over."
A)True
B)False
Q5) Differentiate the role of the practitioner in dialogic OD and diagnostic OD.
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Q6) Provide details of the three phases within the merger and acquisition process.
Chapter 14: Sustaining Change, Evaluating, and Ending an Engagement
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Q1) Which practice, used by a change agent to institutionalize change, relates to regular updates about the status of the change and motivation to continue it?
A) Active participation
B) Persuasive communication
C) Management of internal/external information
D) HRM practices
Q2) Consulting engagements are by definition temporary relationships.
A)True
B)False
Q3) Which reason for a relapse after a change has occurred relates to the fact that energy levels are difficult to maintain?
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
Q4) Separation may be necessary to reduce dependency on the change agent.
A)True
B)False
Q5) What are ethical challenges of evaluation?
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Chapter 15: Global Issues in Organization Development
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Q1) 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
Q2) Which assumption or generalization about how OD interventions are practiced in global environments sees both OD and national culture as having shared values?
A) unity of practice
B) inherent value
C) unity of values
D) universal values
Q3) In countries with a low power distance, there will be more hierarchy in organizations.
A)True
B)False
Q4) Compare and contrast OD and U.S. values on Hofstede's Dimensions.
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Chapter 16: The Future of Organization Development
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Q1) There is not a distinction between OD and ODC.
A)True
B)False
Q2) Which theme related to Gen Xers relates to access to information?
A) Belonging
B) Learning
C) Entrepreneurship
D) Security
Q3) Which theme related to Gen Xers relates to the notion of making a contribution to a team?
A) Belonging
B) Learning
C) Entrepreneurship
D) Security
Q4) Which demographic was born roughly after 1997?
A) Baby Boomer
B) Traditionalist
C) Gen 2020
D) Gen X
Q5) Discuss the relationship between OD and Sustainability.
Page 18
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