Course Introduction
Organizational Behavior Exam Materials
Organizational Behavior explores the theories, processes, and dynamics that influence how individuals and groups act within organizations. This course examines key topics such as motivation, leadership, communication, team dynamics, organizational culture, power and politics, conflict resolution, and decision-making. Students will develop an understanding of how personal behavior, group interactions, and organizational structures contribute to overall organizational effectiveness. Emphasis is placed on applying theoretical concepts to real-world situations, equipping students with valuable skills for managing people and leading organizations in diverse settings.
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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Page 2
Chapter 1: General Introduction to Organization Development
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Sample Questions
Q1) According to the Managerial Grid, an individual's style can best be described as which of the following:
A) the way he or she dresses
B) his or her concern for production and people
C) how he or she interacts with management
D) the way he or she deals with problems
Answer: B
Q2) 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
Q3) An effective organization has both high productivity and rapid growth.
A)True
B)False
Answer: False
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Page 3
Chapter 2: The Nature of Planned Change
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Sample Questions
Q1) To be a successful in international settings, the OD practitioner must
A) educate client on their own cultural biases
B) follow the same general model of planned change as in domestic settings
C) adapt the action research process to fit the cultural context
D) provide feedback once process is complete
Answer: C
Q2) The general model of planned change describes the way OD efforts always proceed.
A)True
B)False
Answer: False
Q3) 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
Q4) Change strategies are often modified on the basis of continued diagnosis.
A)True
B)False
Answer: True
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Chapter 3: The Organization Development Practitioner
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Sample Questions
Q1) Following entry and contracting, an OD practitioner starts diagnosing an organization or department.
A)True
B)False
Answer: True
Q2) 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
Q3) refers to the ability to recognize and express emotions appropriately, to use emotions in decisions, and to regulate emotions.
A) ethics
B) emotional intelligence
C) intervention
D) evaluation
Answer: B
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Chapter 4: Entering and Contracting
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Sample Questions
Q1) The process of entering a client system consists of
A) clarifying the issue, determining the relevant client, and selecting a practitioner
B) agreeing the client has a problem and determining the appropriate action plan
C) walking around and getting a sense of the culture
D) clarifying the issue, mapping political processes, negotiating with the client
Q2) How would you explain the contracting process to someone who had never heard of OD?
Q3) Contracting is typically a very formal, written process when internal OD practitioners are involved.
A)True
B)False
Q4) The initial activities of the OD process involve .
A) evaluating OD interventions
B) implementing change
C) diagnosing
D) entering and contracting activities
Q5) Describe how an organization might select an OD practitioner, noting what criteria are important to evaluate.
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Chapter 5: Diagnosing
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Sample Questions
Q1) Uncertain and changing industry structures demand rigid structural, measurement, and human resource systems.
A)True
B)False
Q2) An organization's strategic competitive advantage is aided when its strategies are difficult to imitate.
A)True
B)False
Q3) Which general diagnostic model most underlies OD?
A) general systems model
B) closed systems model
C) open systems model
D) variable systems model
Q4) 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
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Chapter 6: Collecting, Analyzing, and Feeding Back Diagnostic Information
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Q1) Questionnaires allow the consultant flexibility in data gathering since they typically do not have fixed response categories.
A)True
B)False
Q2) Observations can be particularly helpful in diagnosing
A) organization structure
B) organizational control structures
C) interpersonal relations
D) performance appraisal systems
Q3) 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
Q4) 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
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Chapter 7: Designing Interventions
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Sample Questions
Q1) Which economic and cultural context tends to be most difficult for traditional OD processes?
A) Industrial/Low power distance
B) Industrial/Low individualism
C) Industrializing/High power distance
D) Industrial/ High fit
E) Industrializing/Low individualism
Q2) Quality of work life encompasses more than just the work environment.
A)True
B)False
Q3) Human resources management practitioners mainly focus on A) structure
B) strategy only
C) people
D) information systems
Q4) Organization learning is a strategic intervention for transforming organizations. A)True
B)False
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Page 9
Chapter 8: Managing Change
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Sample Questions
Q1) Understanding how people experience change requires the change agent to have great capacity for empathy and support.
A)True
B)False
Q2) If you were developing a change program, how would you create readiness for change?
Q3) Activity planning involves:
A) making a road map of key activities
B) identifying key people
C) creating special structures
D) creating new change strategies
Q4) Which of the following is a source of power?
A) formal position
B) knowledge
C) personality
D) all of the above
Q5) A vision is driven by people's values and preferences.
A)True
B)False
Q6) Why do most change efforts fail?
Page 10
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Chapter 9: Evaluating and Institutionalizing Organization
Development Interventions
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Sample Questions
Q1) Typically, OD interventions offer specific prescriptions to change interpersonal behaviors and ways of thinking about organizations.
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) Reliability refers to whether a particular measure actually measures what it is supposed to measure.
A)True
B)False
Q4) Socialization is the most important institutionalization process.
A)True
B)False
Q5) Define institutionalization and discuss specific institutionalization processes.
Q6) Discuss setting up valid research designs.
Q7) What are the issues involved in measurement? Page 11
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Chapter 10: Interpersonal and Group Process Approaches
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Sample Questions
Q1) Which of the following are team building interventions?
A) role clarification
B) mission and goal development
C) goal setting
D) all of the above
Q2) An issue with performance measurement is that most research is based on hard facts rather than considering people's perceptions.
A)True
B)False
Q3) The evidence for the positive effects of team building is clear and consistent.
A)True
B)False
Q4) The basic difference between process consultation and third-party interventions is that the latter focuses on interpersonal dysfunctions in social relationships.
A)True
B)False
Q5) Describe process consultation. Discuss when is should be used and how it applies to organization development.
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Chapter 11: Organization Process Approaches
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Sample Questions
Q1) Compare and contrast the open-systems and open-space methods for large-group interventions.
Q2) Which of the following best describes how a microcosm group intervention succeeds?
A) parallel processes
B) energized people
C) concern for production
D) group interdependency
Q3) Open-space methods for large-group interventions are highly structured processes.
A)True
B)False
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.
Q5) Discuss the similarities and differences between an organization confrontation meeting and an intergroup conflict resolution intervention.
Q6) Describe the key success requirements for a microcosm group intervention.
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Page 14
Chapter 12: Restructuring Organizations
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Sample Questions
Q1) Process-based structures generally appear in small to medium sized organizations having several products or projects.
A)True
B)False
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) Network structures typically have the following characteristics
A) vertical disaggregation
B) brokers
C) coordinating mechanisms
D) all of the above
Q4) Describe either a functional, self-contained, or matrix structure and discuss its advantages and disadvantages.
Q5) Under what conditions are customer-centric structures appropriate? What challenges does this type of organization structure face and why?
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Chapter 13: Employee Involvement
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Sample Questions
Q1) Parallel structures are most similar to what other EI approach?
A) re-engineering
B) union-management cooperative projects
C) downsizing
D) work design
Q2) A working definition of EI encompasses which of the following criteria?
A) power
B) rewards
C) information
D) all of the above
Q3) Employee involvement generally refers to the amount of power, rewards, information, and knowledge and skills associated with employee's work.
A)True
B)False
Q4) Tying rewards to accomplishments is the final stage of TQM implementation.
A)True
B)False
Q5) Discuss parallel structures and the type of organization that would benefit most from this approach.
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Chapter 14: Work Design
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Sample Questions
Q1) Professional work that requires high levels of employee self-control usually involves low degrees of technical uncertainty.
A)True
B)False
Q2) Which is not a characteristic of traditional jobs?
A) high technical uncertainty
B) little need for employee discretion
C) relatively high amount of employee interaction
D) routine and repetitive
Q3) 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?
Q4) 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
Q5) 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) Studies indicate that the frequency of rewards is of no consequence to satisfaction.
A)True
B)False
Q2) 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
Q3) 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
Q4) The goal setting process involves
A) establishing challenging goals
B) setting of goals
C) clarifying goal measurement
D) all of the above
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Chapter 16: Talent Management
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Q1) 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
Q2) Integrating "career planning" with human resource planning can help merge employees' needs with those of the organization.
A)True
B)False
Q3) People at the "advancement stage" are concerned with helping newer employees get established and grow in their career.
A)True
B)False
Q4) Coaching focuses on which of the following?
A) working with large groups to teach new skills
B) using behavioral science to help individuals
C) solving an executive's past problems
D) all of the above
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) 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
Q2) Organizations may encourage employees to participate in stress charting to identify stress symptoms.
A)True
B)False
Q3) Workforce diversity refers primarily to the increasing number of ethnic backgrounds entering the workforce.
A)True
B)False
Q4) Which of the following is not a trend indicative of increasing workforce diversity?
A) negative attitudes toward authority
B) gender
C) physically challenged workers
D) age
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Page 20
Chapter 18: Transformational Change
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Q1) 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
Q2) 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.
Q3) 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
Q4) Transformational changes are often driven by key senior executives.
A)True
B)False
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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) The most prevalent form of learning in organizations is single-loop learning which is focused on improving the status quo.
A)True
B)False
Q3) Self-designing organizations focus on
A) strategy
B) structure
C) technology
D) all of the above
Q4) Organization learning is an active process based on interpretive models of change where members interact and learn from their actions.
A)True
B)False
Q5) How can an OD practitioner help an organization become self designing?
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Chapter 20: Transorganizational Change
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Q1) In the identification stage of creating a network, which of the following activities do OD practitioners participate?
A) take an activist role in choosing potential members
B) survey the political realities of the new network
C) clarify the goals, products & technology exchanges of the network organizations
D) all of the above
Q2) Team building and other human process interventions can play important roles in merger and acquisition integration.
A)True
B)False
Q3) When a message is relevant to network members, it is said to .
A) fit the law of the few
B) have stickiness
C) have the power of context
D) be actionable
Q4) Explain the four phases of network development. When should network development be applied?
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 create horizontal linkages that include channels of communication and influence upward to governmental and policy-level decision-making processes.
A)True
B)False
Q2) 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
Q3) Upon which of the following does an SMO derive its long-term success?
A) a powerful board of directors
B) its code of ethics
C) its organizational identity
D) its mission
Q4) Which of the following is false about GSCOs?
A) they advocate a mission of economic prosperity
B) their missions are supported by a network structure
C) they may interact with constituencies which are in conflict
D) they have strong values that guide their work
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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Q1) Which of the following is not one of the dimensions along which public and private sector organizations differ?
A) values
B) multiplicity of decision makers
C) desire for innovation
D) stakeholder diversity
Q2) As outlined in the text, which of the following does not describe a "family first" value system?
A) security and equality
B) unity and support
C) competitive
D) relationship based
Q3) All of the following are reasons suggested for why education reform has failed except .
A) lack of collaborative vision
B) misplaced focus
C) lack of clarity on desired results
D) failure to manage change process
Q4) How would OD interventions need to be adapted to fit the public-sector organization?
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Chapter 23: Future Directions in Organization Development
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Q1) All of the following except are included in the proposed research agenda for the future of OD.
A) the comparative analysis of international and cross-cultural OD interventions
B) the certification of OD practitioners
C) the link between change processes and organizational performance
D) the applications of complexity theory concepts to OD
Q2) Most sustainability models go beyond ecological concerns to promote a multidimensional view called the triple bottom line.
A)True
B)False
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) How can OD support ecological sustainability in the future?
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?
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