Organizational Change and Development
Textbook Exam Questions
Course Introduction
This course explores the theories, processes, and practices involved in organizational change and development. Students examine models of change, the role of leadership, strategic planning, intervention strategies, and the challenges of managing resistance within organizations. Emphasis is placed on diagnosing organizational issues, designing effective change initiatives, and evaluating outcomes. Through case studies, practical exercises, and current research, students gain skills necessary to facilitate successful transformation and development in various organizational settings.
Recommended Textbook
Organization Theory and Design 11th Edition by Richard L. Daft
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13 Chapters
1255 Verified Questions
1255 Flashcards
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Chapter 1: Organizations and Organization Theory
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108 Flashcards
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Sample Questions
Q1) The study of organizational behavior is:
A) different from the study of organization theory because of a different focus.
B) the same thing as the study of organization theory.
C) an "umbrella" that encompasses the study of organization theory.
D) a subset of organization theory.
Answer: A
Q2) The new mindset has spurred many organizations to shift from strict horizontal hierarchies to centralized structures.
A)True
B)False
Answer: False
Q3) Organizations are static.
A)True
B)False Answer: False
Q4) Contingency factors can be confusing because they represent both the organization and the environment.
A)True
B)False
Answer: True
Page 3
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Chapter 2: Strategy, Organization Design, and Effectiveness
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) The slogan, "We're a no-frills business! When we save, you save!" exemplifies the strategy of:
A) low-cost leadership.
B) differentiation.
C) focus.
D) legitimacy.
Answer: A
Q2) Core competence refers to what sets the organization apart from others and provides it with a distinctive edge for meeting customer or client needs in the marketplace.
A)True
B)False
Answer: False
Q3) The internal process approach looks at the input side of the transformation process.
A)True
B)False
Answer: False
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Chapter 3: Fundamentals of Organization Structure
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) _____ refers to frequent, timely, problem-solving communication carried out through relationships of shared goals, shared knowledge, and mutual respect.
A) Horizontal linkage
B) Reengineering
C) Relational coordination
D) Functional grouping
Answer: C
Q2) Vertical control is appropriate when the organization has a high need for coordination among functions to achieve innovation and promote learning.
A)True
B)False
Answer: False
Q3) A hybrid structure is rarely preferred over the pure functional, divisional, horizontal, and virtual network structure.
A)True
B)False
Answer: False
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Page 5
Chapter 4: The External Environment
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Sample Questions
Q1) Organizations in rapidly changing environments tend to have ____ management processes.
A) differentiated
B) mechanistic
C) organic
D) dependent
Q2) When Johnson & Johnson had to cope with the unpredictable Tylenol poisoning issue, their experience best exemplified the____ dimension of the environment.
A) simple
B) complex
C) stable
D) unstable
Q3) List and give examples of each of the general environment sectors.
Q4) Compare and contrast the four quadrants in the framework for environmental uncertainty.
Q5) Draw and label the contingency framework for environmental uncertainty and organizational responses.
Q6) Discuss differentiation. How is integration connected to differentiation?
Q7) Explain the pro and con arguments to creation of buffering roles.
Page 6
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Chapter 5: Interorganizational Relationships
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Sample Questions
Q1) Given their flexibility, specialists are able to reallocate resources internally to adapt to a changing environment whereas generalists are not.
A)True
B)False
Q2) List the characteristics of the traditional theory of organizational relationships.
Q3) Most collaborative managers are skilled in handling operations roles, which have traditional vertical authority and are accountable for business results primarily through direct control over people and resources.
A)True
B)False
Q4) All of the following except ____ are elements of the population ecology model of organizations.
A) retention
B) variation
C) legitimacy
D) selection
Q5) How have managers' viewpoints and focuses changed in this new world?
Q6) Compare and contrast coercive forces and normative forces.
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Chapter 6: Designing Organizations for the International Environment
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101 Flashcards
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Sample Questions
Q1) Functional managers coordinate across functions whereas country managers coordinate among countries.
A)True
B)False
Q2) All of the following except ____ are typical alliances used for global expansion.
A) wholly-owned subsidiaries
B) joint ventures
C) consortia
D) licensing
Q3) Under what conditions should an organization consider a global geographic structure as opposed to a global product structure?
Q4) Functional structures are found more frequently in a worldwide business than in a domestic business.
A)True
B)False
Q5) Discuss the national value systems.
Q6) Discuss the global matrix structure. Give an example.
Q7) Discuss each of the motivations for global expansion.
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Chapter 7: Manufacturing and Service Technologies
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Sample Questions
Q1) Boundary roles are used extensively in manufacturing firms, but rarely used in service organizations.
A)True
B)False
Q2) The goal of the sociotechnical systems approach is to design the organization for pooled interdependence.
A)True
B)False
Q3) The management systems in both unit-production and continuous-process technology are characterized as
A) standardized.
B) mechanistic.
C) organic.
D) formalized.
Q4) A retail store such as Macy's would be an example of a ____ organization.
A) service
B) product and service
C) product
D) consuming
Q5) Discuss the three basic technology groups of Woodward's Study.
Page 9
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Chapter 8: Using Information Technology for Control and Coordination
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Sample Questions
Q1) The purpose of data warehousing is to combine all of a company's data and allows users to access the data directly, create reports, and obtain responses to what-if questions.
A)True
B)False
Q2) ____ measure such things as how customers view the organization, as well as customer retention and satisfaction.
A) Customer service indicators
B) Business process indicators
C) Financial indicators
D) Retention indicators
Q3) What is a network structure? What are its characteristics?
Q4) The systems that automate the organization's routine, day-to-day business transactions such as data from sales or purchases from suppliers are called:
A) transaction processing systems.
B) automated analysis systems.
C) inventory control systems.
D) decision support systems.
Page 10
Q5) Draw and explain the feedback control model.
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Chapter 9: Organization Size, Life Cycle, and Decline
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Sample Questions
Q1) When downsizing, all of the following can help smooth the downsizing process and ease tensions for employees who leave and remain except:
A) help the survivors thrive.
B) communicate more, not less.
C) provide assistance to displaced workers.
D) let workers deal with the situation on their own and in their own ways.
Q2) In which stage the organization faces serious problems, and indicators of poor performance cannot be ignored?
A) Faulty action
B) Dissolution stage
C) Blinded
D) Crisis stage
Q3) In the collectivity stage, departments are established along with a hierarchy of authority, job assignments, and a beginning division of labor.
A)True
B)False
Q4) Discuss the causes for organizational decline. List and define the stages of organizational decline.
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Chapter 10: Organizational Culture and Ethical Values
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Sample Questions
Q1) The relationship of environment and strategy to corporate culture is plotted in our text on a matrix that has the following two dimensions:
A) (1) strategic focus: internal vs. external; (2) needs of the environment: flexible vs. stable
B) (1) strategic focus: prospector vs. defender; (2) needs of the environment: simple vs. complex
C) (1) human focus: flexible vs. stable; (2) task focus: internal vs. environmental
D) (1) human focus: open vs. closed; (2) task focus: strategic vs. operative
Q2) ____ develop to reflect the common problems, goals, and experiences that members of a team, department, or other unit share.
A) Learning organization
B) Ethical committees
C) Subcultures
D) Ethics hotlines
Q3) Discuss and draw a diagram of the relationship between ethical standards and legal requirements.
Q4) What is values-based leadership? Give an example.
Q5) Discuss culture strength and organizational subcultures.
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Chapter 11: Innovation and Change
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Sample Questions
Q1) A(n) ____ provides a safe harbor where ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics.
A) switching structure
B) idea incubator
C) idea champion
D) technical core
Q2) Key components of organization design contributing to successful new product innovation are:
A) specialization, boundary spanning, and horizontal coordination.
B) formalization, hierarchy, and organic structure.
C) specialization, formalization, and standardization.
D) dual-core processes, top management support, and incremental change.
Q3) Describe the operations of venture teams or action teams. Why are they particularly important to large organizations? Give an example.
Q4) What is organization development? Discuss three techniques of O.D.
Q5) Corporate downsizing is an example of top-down structure change.
A)True
B)False
Q6) Discuss what companies can do to achieve competitive advantage.
Page 13
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Chapter 12: Decision Making Processes
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Sample Questions
Q1) The management science model for decision making is best to use when:
A) problems are unanalyzable, and problem consensus is high.
B) problems are analyzable and measurable, and parties involved agree on goals.
C) solution knowledge is low, and problem consensus is low.
D) solution knowledge is low, and problems can't be structured logically.
Q2) Many nonprogrammed decisions involve strategic planning because uncertainty is great and decisions are complex.
A)True
B)False
Q3) A company that uses a computerized system extensively in their production process from the design stage through the automatic ordering of raw materials through preparation for delivery would be using which type of organizational decision making?
A) Garbage can
B) Incremental process
C) Carnegie
D) Management science
Q4) Compare the individual decision making approach of bounded rationality to any one of the organizational decision making approaches or models.
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14
Chapter 13: Conflict, Power, and Politics
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Sample Questions
Q1) Do you agree with the manager who made the following statements: "As a proponent of cooperative relationships within the organization, I believe that there is no place for the application of power and politics. They are dirty processes that set conflict in motion." Explain your position.
Q2) Strategic contingencies are succession plans that are made within the corporation. A)True B)False
Q3) For lower level employees, network centrality:
A) is out of reach because they cannot have access to critical information.
B) can be gained by becoming knowledgeable about certain activities or taking on difficult tasks and acquiring specialized knowledge.
C) makes no difference because they cannot increase power.
D) takes on different meaning than it does for top managers; it means nothing more than being physically located next to those with power.
Q4) Explain what is meant by strategic contingencies that influence horizontal power among departments, and provide examples.
Q5) Describe when political activity is used.
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Page 15