Organizational Change and Development
Exam Answer Key
Course Introduction
Organizational Change and Development explores the theories, processes, and practical approaches involved in transforming organizations to improve effectiveness, adaptability, and employee well-being. The course examines key drivers of change, models for diagnosing organizational issues, strategies for planning and implementing change initiatives, and the role of leadership and communication in fostering sustainable development. Students will analyze real-world case studies, evaluate resistance to change, and gain skills in assessing organizational culture, leveraging human resources, and utilizing intervention techniques to facilitate successful organizational transformation.
Recommended Textbook
Organizations Behavior Structure Processes 14th Edition by James L Gibson
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17 Chapters
1363 Verified Questions
1363 Flashcards
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Page 2
Chapter 1: Managing Effective Organizations
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88 Verified Questions
88 Flashcards
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Sample Questions
Q1) This term has been defined as the blueprint that indicates how people and jobs are grouped together in an organization.
A)Configuration
B)Structure
C)Organization
D)None of the above
Answer: B
Q2) Leadership and quality concepts have been found to be inseparable.
A)True
B)False
Answer: True
Q3) As changes occur in workforce technology,the economy,competition,social trends and world politics it is inevitable the leaders will turn to _________.
A)organizational development interventions
B)organizational advancement interventions
C)organizational encroachment interventions
D)political behaviors
Answer: A
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Chapter 2: Organizational Culture
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) Pat is attempting to establish an organization that emphasizes rules,policies,procedures,chain of command,and centralized decision making.This organization is best described as having _________________.
A)a bureaucratic culture
B)a clan culture
C)a "classic" culture
D)None of the above
Answer: A
Q2) In a study on cross-gender mentoring found that male-female mentor matchings ________ female-female mentoring.
A)can be as successful as B)are more successful than C)are less successful as D)of unpredictable effectiveness in comparison with Answer: A
Q3) Behavioral compliance typically indicates cultural commitment.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Managing Globally
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90 Verified Questions
90 Flashcards
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Sample Questions
Q1) Regardless of national culture,being late for a meeting is typically considered disrespectful.
A)True
B)False
Answer: False
Q2) _______________ a set of values,attitudes,beliefs,and norms shared by a majority of the inhabitants of a country.
A)Ethics are
B)A principled culture consists of
C)A national culture is
D)None of the above
Answer: C
Q3) The highest form of organizational "corporate and cross-cultural evolution" is associated with a "multinational" competitive strategy.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Individual Behavior and Differences
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Sample Questions
Q1) Research has suggested a correlation between job satisfaction and ____________.
A)the quantity of work
B)the quality of performance
C)turnover
D)None of the above
Q2) Pat sees a new student on campus that is 6'11".Pat assumes that this student must be on the basketball team.Pat has just applied a ___________.
A)self-serving bias
B)stereotype
C)realistic perception
D)self-selection bias
Q3) When attempting to attribute behaviors to either the person or the surroundings,Kelley proposed which of the following as criteria for consideation?
A)Consensus
B)Distinctiveness
C)Consistency
D)All of the above
Q4) Responses to psychological contract violations typically follow a sequential pattern.Describe these steps.
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Chapter 5: Motivation: Background and Theories
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Sample Questions
Q1) _______________ refers to the degree to which individuals feel fairly treated at the workplace.
A)Organizational justice
B)Procedural justice
C)Distributive justice
D)Process justice
Q2) Equity theory proposes that when inequity exists,a person may be motivated to restore equity by _______________.
A)changing inputs
B)changing the reference person
C)changing the situation
D)All of the above
Q3) Within the context of equity theory,"inputs" may include all of the following except _______________.
A)experience
B)skills
C)race
D)None of the above
Q4) Describe referent cognitions theory.
Q5) Describe atleast five benefits of Organizational justice.
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Chapter 6: Motivation: Organizational Applications
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Sample Questions
Q1) ____________________ primarily addresses the relationship between attitudes toward inputs,outcomes,and practices.
A)Content theory
B)Equity theory
C)Process theory
D)Expectancy theory
Q2) Which of the following is not one of the main objectives of reward programs?
A)To attract qualified people to join the organization.
B)To keep employees coming to work.
C)To motivate employees to achieve high levels of performance.
D)None of the above.
Q3) In essence,behavioral self-management suggests that there are times when individuals will choose behaviors that they have not chosen consistently in the past,and this selection may be based on the expectation of positive outcomes in the future from this course of action.
A)True
B)False
Q4) Discuss the criticisms of behavior modification.
Q5) What are the three main objectives of a reward system?
Q6) Support or refute the statement BSM is simply a variant of OBM.
Page 8
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Chapter 7: Managing Workplace Stress
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Sample Questions
Q1) Wellness programs focus on ___________.
A)the employee's overall physical health
B)the employee's overall mental health
C)are designed to deal with a wide range of stress-related problems,both work and nonwork related,including behavioral and emotional difficulties,substance abuse,and family and marital discord,and other personal problems.
D)the employee's overall physical and mental health
Q2) Erin has just returned from a class where participants learned to gain more control over their reactions to stressors by modifying their thought processes.Erin most likely was learning ________ techniques.
A)biofeedback
B)relaxation
C)meditation
D)cognitive
Q3) What is burnout?
Q4) The relationship between self-efficacy and stress is not confined to one part of the stress process.
A)True
B)False
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Chapter 8: Group and Team Behavior
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Sample Questions
Q1) Teams have been classified in all of the following means except _________.
A)problem-solving
B)skunkworks
C)virtual
D)None of the above
Q2) Typically,the ___________ holds control over the determination and assignment of work to be performed,choice of operating procedures,and allocation of resources. A)"new team"
B)super team
C)self-directed work team
D)skunk-team
Q3) When can group cohesiveness be bad?
Q4) Describe four of the characteristics that can be used to describe groups.
Q5) What is groupthink and the organizational characteristics which may prompt its emergence?
Q6) The final stage in the five-stage model of group development is performing.
A)True
B)False
Q7) What is role conflict and what are its primary sources?
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Chapter 9: Conflict and Negotiation
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Sample Questions
Q1) The use of authority may be the single best means to resolve intergroup conflict.
A)True
B)False
Q2) Group conflict can arise from a number of sources.Describe three of these sources.
Q3) "Dysfunctional conflict" actually can have positive organizational outcomes and should be welcomed by management.
A)True
B)False
Q4) When combatants in a heated domestic conflict turn on the responding police officer,it is an example of ___________.
A)avoidance
B)a common enemy
C)superordinate goals
D)extrarole behavior
Q5) What is work interdependence and how has it been classified? Provide a brief description and an example for each of its types.
Q6) Why is conflict between line and staff groups common?
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Page 11
Chapter 10: Power and Politics
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Sample Questions
Q1) Charisma is the basis of ___________ power.
A)legitimate
B)reward
C)coercive
D)referent
Q2) Which of the following statements is true regarding centrality?
A)The higher the pervasiveness of the work flows of a subunit,the greater is its power within the organization.
B)The higher the immediacy of the work flows of a subunit,the greater is its power within the organization.
C)Both A and B
D)None of the above
Q3) Power based upon a person's ability to influence because of position is called ___________ power.
A)legitimate
B)reward
C)coercive
D)referent
Q4) How can the ability to cope with uncertainty influence power?
Q5) What is meant by political behavior? Is it bad to engage in political behavior?
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Chapter 11: Leadership: Fundamentals
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Sample Questions
Q1) Fiedler's studies led him to believe that leaders practice one or the other of two styles:
A)task-oriented leadership or relationship-oriented leadership
B)job centered leadership or relationship-oriented leadership
C)path clarification or path modification
D)initiating or consideration
Q2) While trait theory considers personality traits it generally does not consider abilities.
A)True
B)False
Q3) After thousands of studies,the experts have come to a consensus on exactly what leadership is and how it should be applied.
A)True
B)False
Q4) Jan believes that the one's ability to be an effective leader is largely derived from their alertness,energy level and self-confidence.This approach most closely follows the trait theory approach to leadership.
A)True
B)False
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Chapter 12: Leadership: Emerging Perspectives
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Sample Questions
Q1) Bass identified charisma as one of the factors that describe transformational leaders.
A)True
B)False
Q2) Transformational leadership may be viewed as a special case of transactional leadership with the employee's reward being internal.
A)True
B)False
Q3) Within attribution theory,consistency refers to the extent to which others behave in the same way.
A)True
B)False
Q4) The text presents two types of charismatic leaders.Briefly describe these types.
Q5) A transactional style depends on _________.
A)contingent rewards
B)management by exception
C)inspiration of the follower
D)A and B
Q6) How is a transformational leader different from a transactional one?
Q7) Is there a dark side to charisma?
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Chapter 13: Work Design
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Sample Questions
Q1) The consequences of error are considered as an element within "job context."
A)True
B)False
Q2) Job enlargement typically leads to _________.
A)decreased employee boredom
B)increased employee responsibility
C)higher payroll costs
D)Both A and B
Q3) According to sociotechnical theory,job design should take into account both the technology and the people who use the technology.
A)True
B)False
Q4) As management span of control ______,group cohesiveness typically
A)increases,increases
B)decreases,decreases
C)increases,decreases
D)Both A and B
Q5) Describe what is meant by job range and job depth providing examples of positions to justify your definitions.
Q6) What is the relevance of sociotechnical theory to job design?
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Chapter 14: Organization Structure
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Sample Questions
Q1) As an organizational design consultant,when would you recommend the use of the matrix form?
Q2) Organic design proponents believe that integration can be achieved through the creation of rules,procedures,plans,and a hierarchical chain of command that places managers in the position of integrators.
A)True
B)False
Q3) Michael describes his organization as characterized by highly specialized jobs,homogeneous departments,narrow spans of control,and relatively centralized authority.Michael's organization reflects a(n)__________ design.
A)mechanistic
B)organic
C)product
D)rigorous
Q4) Is there an "ideal" span of control? Justify your answer.
Q5) Manufacturing organizations are typically structured on a functional basis.
A)True
B)False
Q6) Do Fayol's principles support the matrix form of organization?
Page 16
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Chapter 15: Managing Communication
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Sample Questions
Q1) The major form of encoding is _________.
A)language
B)binary
C)alphanumeric
D)base 10
Q2) Ekman and Friesen have classified body language into five types of expressions:
A)symbols,illustrators,regulators,adaptors,and affect displays
B)emblems,illustrators,regulators,adaptors,and affect displays
C)emblems,illustrators,regulators,adaptors,and adopted displays
D)emblems,illustrators,moderators,adaptors,and affect displays
Q3) Adaptors and affect displays are often subconsciously communicated.
A)True
B)False
Q4) Communications barriers that are caused by the receiver include _________.
A)semantic problems
B)filtering
C)value judgments
D)Both A and B
Q5) Sketch and describe the Johari Window.
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Chapter 16: Decision Making
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Sample Questions
Q1) Research indicates a(an)__________ link between the number of alternatives considered and the speed at which decisions are reached.
A)negative
B)positive
C)curvilinear
D)inconsistent
Q2) Without knowing all of the possible alternatives or their outcomes,managers frequently approach the selection of alternatives as satisficers rather than optimizers.
A)True
B)False
Q3) Decision making is more than an act of choosing: it is ________.
A)multi-staged process which follows a fixed procedure
B)an end in itself
C)a means to ensure continued organizational success
D)a dynamic process
Q4) The first step in the decision-making process is identifying problems.
A)True
B)False
Q5) Define and provide an example of escalation of commitment.
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Chapter 17: Managing Organizational Change and Learning
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Sample Questions
Q1) The philosophy and policies of top management are typically considered separate from the formal organization.
A)True
B)False
Q2) James believes that a proposed curriculum change is not,as announced,an attempt to align classes with external expectations but a means to covertly reduce costs.James becomes a vocal opponent of the proposal.This form of resistance to change would be classified as _________.
A)parochial self-interest
B)misunderstanding and lack of trust
C)different assessments
D)low tolerance for change
Q3) The three major alternative approaches to change-structural,behavioral,and technological-are independent and rarely have direct impact on each other.
A)True
B)False
Q4) What is management's role in building a learning organization?
Q5) Icebergs have been used as an analogy to organization.Explain this analogy.
Q6) Describe when an attitude survey is and is not a useful diagnostic approach.
Page 19
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