Organizational Development
Exam Materials
Course Introduction
Organizational Development is a field of study focused on improving organizations' effectiveness and efficiency through planned change processes. This course examines theories, models, and techniques used to diagnose organizational challenges and implement development interventions. Students will explore topics such as organizational culture, leadership, team dynamics, change management, and communication strategies. Through case studies and practical exercises, learners will gain skills in assessing organizational needs, facilitating group processes, and driving sustainable change to enhance overall organizational health and performance.
Recommended Textbook
Organizationl Behavior Emerging Knowledge Global Insights 4th Edition by Steven McShane
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15 Chapters
1451 Verified Questions
1451 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organisational Behaviour
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107 Verified Questions
107 Flashcards
Source URL: https://quizplus.com/quiz/62888
Sample Questions
Q1) Globalisation has brought increased benefits to individuals and organisations as well as increased the complexity in the workplace.
A)True
B)False
Answer: True
Q2) Which of these statements about the field of organisational behaviour is FALSE?
A) Organisational behaviour scholars study individual,team and structural characteristics that influence behaviour within organisations
B) Leadership,communication and other organisational behaviour topics were not discussed by scholars until the 1940s
C) Organisational behaviour emerged as a distinct field around the 1940s
D) The field of organisational behaviour has adopted concepts and theories from other fields of inquiry
Answer: B
Q3) Education is a primary category of surface-level diversity.
A)True
B)False
Answer: False
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Chapter 2: Individual Behaviour, Personality and Values
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) The ideal situation in organisations is to have employees whose values are perfectly congruent with the organisation's values.
A)True
B)False
Answer: False
Q2) Conscientiousness is one dimension of:
A) The MARS model
B) Schwartz's values model
C) Myers-Briggs Type Indicator
D) None of the options listed here is correct
Answer: D
Q3) Corporate leaders have a strong influence on the moral conduct of employees in that organisation.
A)True
B)False
Answer: True
Q4) How might organisations improve their ethical code of conduct?
Answer: Organisations can improve their ethical code of conduct by considering the three ethical principles-utilitarianism,individual rights and distributive justice.
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Chapter 3: Perceiving Ourselves and Others in Organisations
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90 Verified Questions
90 Flashcards
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Sample Questions
Q1) We are more likely to notice objects with features that are repetitive,intense and in motion.
A)True
B)False
Answer: True
Q2) The process of stereotyping includes:
A) Identifying with people who belong to the groups that you don't belong to
B) Believing that other people have the same beliefs and behaviours that you have
C) Determining whether a person's behaviour is due either to his or her motivation or factors beyond his or her control
D) Assigning the cluster of traits from a social category to a person identified with that social category
Answer: D
Q3) Selective attention is influenced by our assumptions and:
A) Conscious anticipation of future events
B) Expectations and assumptions
C) Perceptions
D) None of the options listed here is correct
Answer: A
Page 5
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Chapter 4: Workplace Emotions, Attitudes and Stress
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87 Verified Questions
87 Flashcards
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Sample Questions
Q1) Emotions represent the cluster of beliefs,assessed feelings and behavioural intentions towards something or someone.
A)True
B)False
Q2) Attitudes are fleeting physiological experiences we have in response to an attitude object.
A)True
B)False
Q3) Feelings represent our:
A) Cognitive perspective
B) Intentional evaluations
C) Positive or negative evaluations
D) All of the options listed here are correct
Q4) Compared to people with low job satisfaction,employees with high job satisfaction usually have which of the following?
A) Lower employee turnover
B) Better job performance
C) Lower absenteeism
D) All of the options listed here are correct
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Chapter 5: Foundations of Employee Motivation
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74 Verified Questions
74 Flashcards
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Sample Questions
Q1) Research has found that entrepreneurs are more likely to succeed if they have:
A) A low need for socialised power
B) A high need for personalised power
C) A high need for affiliation
D) A high need for achievement
Q2) Two drives identified in four-drive theory are the drive to acquire and the drive to bond.
A)True
B)False
Q3) Expectancy theory of motivation states that people naturally direct their effort towards desired outcomes.
A)True
B)False
Q4) Maslow's needs hierarchy explicitly names the following needs EXCEPT:
A) Power
B) Self-actualisation
C) Safety
D) Esteem
Q5) How do drives and needs differ and how do they translate into felt needs and behaviour?
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Chapter 6: Applied Performance Practices
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97 Verified Questions
97 Flashcards
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Sample Questions
Q1) Employees are less likely to engage in self-monitoring in companies that emphasise continuous measurement of performance.
A)True
B)False
Q2) Most employee benefits are based on which type of reward system?
A) Membership of the organisation
B) Job status
C) Individual job performance
D) Competency
Q3) Which of the following job design strategies tends to increase work efficiency?
A) Job enlargement
B) Job rotation
C) Job enrichment
D) Job specialisation
Q4) Job enlargement increases an employee's growth need strength.
A)True
B)False
Q5) Job specialisation usually reduces the employee's work efficiency.
A)True
B)False
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Chapter 7: Decision Making and Creativity
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97 Verified Questions
97 Flashcards
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Sample Questions
Q1) Studies have found that people like to have choices,but when exposed to many alternatives they become:
A) Ineffective in understanding the choices
B) Efficient decision makers
C) Cognitive misers by engaging in less optional decision making
D) None of the options listed here is correct
Q2) Decision making is an unconscious process of moving toward a desirable state of affairs.
A)True
B)False
Q3) One reason why the rational choice model doesn't fit reality is that it focuses on logical thinking and completely ignores:
A) Emotions
B) Alternatives
C) Evaluation of solutions
D) Subjective expected utility
Q4) Employee involvement mainly refers to controlling resources for one's own job.
A)True
B)False
Q5) What is perceptual defence?
Page 9
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Chapter 8: Team Dynamics
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) According to social identity theory:
A) Teams are never as productive as individuals working alone
B) The most effective teams have as many members as the organisation can afford
C) The team development process occurs more rapidly for heterogeneous teams than for homogeneous teams
D) People are motivated to become members of groups that are similar to themselves
Q2) Self-directed work teams operate best when they are highly interdependent with other work teams.
A)True
B)False
Q3) Furniture construction seems to be suited to teams because it is:
A) Complex and well structured
B) Unstructured
C) Coordinated and requires knowledge
D) Practical
Q4) Teams are groups with some degree of task interdependence and a common objective.
A)True
B)False
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Chapter 9: Communicating in Teams and Organisations
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94 Verified Questions
94 Flashcards
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Sample Questions
Q1) One limitation of email is that both sender and receiver need to coordinate the communication session.
A)True
B)False
Q2) What are the limitations of communicating through email?
Q3) Explain why communication is an important instrument for organisational learning and decision making.
Q4) Which of the following reduces information overload by increasing the person's information-processing capacity?
A) Using a filtering algorithm to screen out incoming email
B) Speed-reading and scanning to read more pages per hour
C) Reading summaries of long documents
D) Using an assistant to screen out unwanted mail
Q5) Language differences represent one of the most obvious cross-cultural communications challenges.
A)True
B)False
Q6) What is emotional contagion? Provide three purposes of emotional contagion.
Q7) How does communication flow through channels between the sender and receiver?
Page 11
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Chapter 10: Power and Influence in the Workplace
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93 Verified Questions
93 Flashcards
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Sample Questions
Q1) The capacity to influence others in organisational settings is known as:
A) Organisational politics
B) Impression management
C) Machiavellianism
D) Organisational power
Q2) In any relationship,both parties have some degree of power over the other.
A)True
B)False
Q3) Explain the important contingencies of power.
Q4) Which of the following is one of the five main sources of power?
A) Discretion
B) Visibility
C) Substitutability
D) None of the options listed here is correct
Q5) Employees have LESS power in the organisation when:
A) Their work has an immediate impact on organisational effectiveness
B) Their work can be outsourced
C) Their work reduces organisational uncertainty
D) Their work is central to the organisation's goals
Q6) What is power? Explain the important features of power.
Page 12
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Chapter 11: Conflict and Negotiation in the Workplace
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96 Verified Questions
96 Flashcards
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Sample Questions
Q1) People who experience conflict are:
A) More energised
B) Confident
C) Less communicative
D) None of the options listed here is correct
Q2) How can third-party intervention help to resolve a conflict?
Q3) Resolving differences with the opposing party through direct communication is not as comfortably applied in collectivist cultures.
A)True
B)False
Q4) Conflicts could reduce the significance of organisational politics.
A)True
B)False
Q5) Sara Jones walked out in anger from a negotiation meeting with an important supplier for her company claiming that,if no agreement was reached within 24 hours,then an alternative supplier would be contracted.Do you consider this is an ethical strategy? Explain your reasoning.
Q6) How can communication problems within a team create conflict?
Q7) How does conflict start in an organisational environment?
Page 13
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Chapter 12: Leadership in Organisational Settings
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) What is leadership motivation?
Q2) The meaning of leadership is so different across cultures that there are no universal leadership characteristics.
A)True
B)False
Q3) How do women differ from men in their use of leadership styles?
A) Women tend to use more of the people-oriented leadership style than do men
B) Women tend to use more of the participative leadership style than do men
C) Women tend to use more of the task-oriented leadership style than do men
D) Women and men use all leadership styles to about the same extent
Q4) Which of the following statements about path-goal theory is TRUE?
A) Path-goal theory considers seven different leadership competencies
B) Path-goal theory is based on the idea that leadership is a stable personality trait,so it is easier to change the situation to match the person's leadership style
C) Path-goal theory considers the subordinate's ability and experience when determining the best leadership style for the situation
D) Path-goal theory assumes that managers can apply only one leadership style in a given situation
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Page 14
Chapter 13: Organisational Structure
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106 Verified Questions
106 Flashcards
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Sample Questions
Q1) Integrator roles do which of the following?
A) They increase formalisation and centralisation
B) They support informal communication as a coordinating mechanism
C) They reduce the need for virtual corporations
D) They increase the amount of formal hierarchy
Q2) A widely accepted scholarly view of an organisation's structure and its environment is that organisational decision makers can choose the environments in which they want to operate.
A)True
B)False
Q3) A team-based organisational structure has:
A) Inter-organisational networks configured in a tall hierarchy with high formalisation
B) Self-directed work teams in a flat hierarchy with little formalisation
C) Functional departments in a tall hierarchy with little formalisation
D) Divisional units in a flat hierarchy with high formalisation
Q4) Integrator roles increase informal communication as a coordinating mechanism.
A)True
B)False
Q5) What is liability of newness? How can it be minimised?
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Chapter 14: Organisational Culture
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) What is the integration perspective in an organisation culture?
Q2) Reality shock among new employees typically occurs when:
A) Newcomers experience information overload as they enter the workplace
B) Employers are unable or unwilling to live up to their promises
C) Newcomers develop exaggerated expectations about the job
D) All of the options listed here are correct
Q3) Whenever an advertising firm lands a new contract,the successful team rings a loud bell and breaks out a bottle of champagne.In organisational culture,this practice would be considered:
A) Unethical
B) A ceremony
C) A mental model
D) A symptom of a culture that is out of touch with its external environment
Q4) An organisation's dominant culture is:
A) The values dictated by an organisation's new owners
B) The assumptions,values and beliefs shared most widely by the organisation's members
C) The values held by the most vocal countercultural group in the organisation
D) The assumptions,values and beliefs that the company's top executives are trying to spread throughout the organisation
Page 16
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Chapter 15: Organisational Change
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99 Verified Questions
99 Flashcards
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Sample Questions
Q1) Which model of organisational change explicitly refers to unfreezing the current situation and refreezing the desired state?
A) Parallel learning structures
B) Future search
C) Force field analysis
D) Quantum change
Q2) Which of these conditions LIMITS the diffusion of change to other parts of the organisation?
A) The pilot project is successful within the first couple of years
B) Top management is committed to the change
C) Every employee involved in the pilot project stays with the pilot project rather than being moved to other areas of the organisation
D) The union leadership supports the change effort
Q3) Outline the organisational change process based on the action research approach.
Q4) The unfreezing of beliefs which may be required of some employees in the change process,needs to be conducted in an ethical,i.e.respectful,way.
A)True
B)False
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