Organizational Development Exam Practice Tests
Course Introduction
Organizational Development is a course that explores the theories, strategies, and practices used to enhance organizational effectiveness and facilitate positive change. Students will examine key concepts such as organizational culture, change management, intervention techniques, and the role of leadership in driving transformation. Through case studies, practical exercises, and collaborative projects, the course provides learners with tools to assess organizational needs, design development plans, and implement strategies that foster a healthy, adaptive, and performance-oriented work environment.
Recommended Textbook
Organizational Behavior Improving Performance and Commitment in the Workplace 6th Edition
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16 Chapters
1931 Verified Questions
1931 Flashcards
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Page 2
Chapter 1: What Is Organizational Behavior?
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105 Verified Questions
105 Flashcards
Source URL: https://quizplus.com/quiz/3903
Sample Questions
Q1) The resource-based view of organizations suggests that a resource is more valuable when it is
A) simple.
B) complex.
C) inimitable.
D) expensive.
E) substitutable.
Answer: C
Q2) Which of the following shows employees' psychological responses to job demands that tax or exceed their capabilities?
A) job performance
B) leadership style
C) job satisfaction
D) ability
E) stress
Answer: E
Q3) A correlation describes the statistical relationship between three variables.
A)True
B)False
Answer: False
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Chapter 2: Job Performance
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Describe some of the trends that affect job performance in the contemporary workplace.
Answer: Most notable among these trends are the decline of physical, industrial jobs and the rise of cognitive, service jobs.
Today, statistics from the U.S. Department of Labor confirm that knowledge work is becoming more prevalent than jobs involving physical activity. It requires employees to engage in cognitive work, applying theoretical and analytical knowledge acquired through formal education and continuous learning. In addition to being more cognitive, knowledge work tends to be more fluid and dynamic in nature.
One of the largest and fastest growing sectors in the economy is not in industries that produce goods, but rather in industries that provide services. Service work, or work that provides nontangible goods to customers through direct electronic, verbal, or physical interaction, accounts for a large part of the economic activity in the United States. Examples of service work include retail jobs, customer service representatives, and food service workers.
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Chapter 3: Organizational Commitment
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) At first, Caihong loved her job as an assistant editor at Bradbury Publishers. It was her dream job, made even better by the fact that her boss, Forrest, had a warm, inspiring personality and placed a lot of trust in his employees. He also had a goofy, witty personality that made everyone laugh. Caihong looked forward to work and felt personally committed to helping Forrest achieve his goals for the department. However, Forrest retired a few months ago, and his replacement, Bryan, is his complete opposite-a bottom-line-focused, unpleasant, demanding boss who is always questioning Caihong's and her team's abilities and decisions. Caihong never misses a day and still likes the actual work she does, but she has begun to find ways to avoid having to interact with Bryan. Which of the following has Caihong most likely started engaging in?
A) checking her friends' Instagram pages and chatting with friends on Facebook
B) updating her CV and combing through online job sites during her work breaks
C) going over to the marketing department to chat with her friends Ellie and Salman
D) fantasizing about quitting her job and going off to teach English in a foreign country
E) taking longer than usual breaks and making excuses for missing department meetings
Answer: E
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Chapter 4: Job Satisfaction
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Although Ella works as a waitress in a supper club, she wants to eventually open her own restaurant that combines traditional supper club dishes with more innovative cuisine. According to job characteristics theory, Ella has a high degree of A) the need for power.
B) altruism.
C) agreeableness.
D) growth need strength.
E) status.
Q2) Shari works at a fast-food restaurant, which requires her always to be cheerful even when customers are rude or impatient. Shari's job involves a large amount of A) emotional labor.
B) deactivated moods.
C) emotional contagion.
D) mood swings.
E) flow immersion.
Q3) Describe the effects of job satisfaction on performance and commitment.
Q4) How is job satisfaction affected by day-to-day events? Explain and give two examples.
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Chapter 5: Stress
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Hindrance stressors have a ________ relationship with organizational commitment.
A) weak positive
B) strong negative
C) strong positive
D) moderate negative
E) moderate positive
Q2) Veronica is feeling stressed and has asked her manager if there are any supportive practices available to help her. Her manager suggests that since Veronica is interested in environmental issues, she should take advantage of a program that would enable her to take six months away from the company to work on the local "reclaim the bay" initiative. Veronica's manager is offering her
A) a sabbatical.
B) a vacation.
C) flextime.
D) a compressed workweek.
E) a stress challenge.
Q3) Distinguish between a stressor and a strain, and give one example of each.
Q4) Describe the practices that organizations use to reduce employee strains.
Q5) Explain the transactional theory of stress.
Q6) Explain the four broad categories of coping, and give an example of each.
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Chapter 6: Motivation
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) ________ is a subjective probability ranging from 0 to 1 that describes how a specific amount of effort will lead to a specific level of performance.
A) Expectancy
B) Meaning
C) Efficacy
D) Valence
E) Need
Q2) In equity theory, ________ is rethinking your inputs to restore balance mentally without altering your behavior in any way.
A) equity distress
B) instrumentality
C) cognitive distortion
D) internal comparisons
E) external comparisons
Q3) The belief that a person has the capabilities needed to execute the behaviors required for task success is known as self-actualization.
A)True
B)False
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Chapter 7: Trust, Justice, and Ethics
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) When employees perceive high levels of ________, they believe that decision outcomes are fair and that decision-making processes are designed and implemented in a fair manner.
A) risk
B) profit-centered motives
C) social responsibility
D) justice
E) economic exchange
Q2) What is trustworthiness? Explain how employees can gauge the "track record" of their supervisors.
Q3) ________ is defined as the degree to which people see themselves as moral.
A) Moral judgment
B) Moral identity
C) Trust propensity
D) Moral awareness
E) Moral intensity
Q4) How do employees evaluate the fairness of an authority's decision making?
Q5) Discuss how relationships based on the social exchange play an important role in employee-authority relationships.
Page 9
Q6) What is moral intensity? Briefly explain the factors that drive moral intensity.
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Chapter 8: Learning and Decision Making
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Learning has a weak positive effect on commitment.
A)True
B)False
Q2) Jamarcus, a manager at the corporate headquarters of Shurway Shipping & Packing Supply, has just received a complaint about Wanda, a receptionist, having been rude a customer who called the office. After apologizing to the caller, Jamarcus asks Wanda to report to his office. Confronted with the situation, she says that she has been having a bad day and the caller was extremely rude to her. She apologizes and says she will not do it again. Jamarcus, knowing that Wanda has never had any negative interactions with clients in her ten years with the company, is inclined to believe that this particular caller was indeed rude, and he therefore takes no further action. This is an example of ________ attribution by Jamarcus.
A) high distinctiveness resulting in an internal
B) high consistency resulting in an internal
C) low consistency resulting in an external
D) low consistency resulting in an internal
E) low consensus resulting in an internal
Q3) Discuss the steps an organization can take to foster learning. Provide an example of each.
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Page 10
Chapter 9: Personality and Cultural Values
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Conscientious people prioritize
A) status striving.
B) communion striving.
C) accomplishment striving.
D) curiosity.
E) power striving.
Q2) In the Big Five taxonomy, the personality dimension ________ is more likely to be valuable in jobs that involve rapid changes in job demands.
A) neuroticism
B) extraversion
C) agreeableness
D) conscientiousness
E) openness to experience
Q3) According to longitudinal studies, the two Big Five dimensions most dependent on genes are
A) conscientiousness and extraversion.
B) extraversion and openness.
C) agreeableness and openness.
D) openness and conscientiousness.
E) neuroticism and agreeableness.
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Chapter 10: Ability
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) Cognitive ability tests are ideal for helping managers decide which candidate to hire.
A)True
B)False
Q2) Which of the following is True with regard to testing of general cognitive ability?
A) The EQ-i is a widely used test of general cognitive ability.
B) The testing of general cognitive ability is unaffected by variables such as poor socio-economic status.
C) The use of tests of general cognitive ability, such as the SAT and GMAT, is valid for predicting success.
D) Assessment of general cognitive ability also reveals levels of organizational commitment and citizenship behavior.
E) The results of testing general mental ability are not influenced by a deficit in learning opportunities.
Q3) Adena is a national-level ballet dancer. Physical fitness and innovating new sequences are very crucial for her career. Discuss the physical abilities you consider relevant in her profession.
Q4) What is quantitative ability? Describe its component abilities.
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Chapter 11: Teams: Characteristics and Diversity
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) Which of the following roles refers to behaviors that influence the quality of the team's social climate rather than work?
A) team task roles
B) team building roles
C) inferential roles
D) individualistic roles
E) thematic roles
Q2) Members tend to be more productive in high task interdependence situations when there is low outcome interdependence.
A)True
B)False
Q3) On a highly self-managed team, there are strict rules regarding goals, procedures, and roles.
A)True
B)False
Q4) High-performing employees often feel the low-performing employees are rewarded more than they deserve in teams with high outcome interdependence. What could be a possible solution for designing a reward system that will keep all employees happy?
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Chapter 12: Teams: Processes and Communication
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138 Verified Questions
138 Flashcards
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Sample Questions
Q1) Conflict management is an action process.
A)True
B)False
Q2) Systems monitoring and helping behaviors are examples of ________ processes.
A) action
B) cohesive
C) groupthink
D) managerial
E) organizational
Q3) While performing the boundary-spanning process, members who engage in ambassador activities typically communicate with
A) people who are in high positions in the organization.
B) vendors and distributors of competitors.
C) front-line production supervisors in the industry.
D) their subordinates in the organization.
E) the customers of the organization.
Q4) Explain what is meant by the terms production blocking and motivational loss.
Q5) Define boundary spanning, and describe the types of activities involved in this taskwork process. Provide an example of each activity.
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Chapter 13: Leadership: Power and Negotiation
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) Identify and discuss the types of influence tactics that are either moderately effective or least effective, and explain when and how each are used.
Q2) Organizational factors that are the most likely to increase politics are those that raise the level of ________ in the environment.
A) self-awareness
B) participation
C) uncertainty
D) energy
E) strife
Q3) Because it tends to result in negative feelings toward those that wield it, ________ power is generally regarded as a poor form of power to use regularly.
A) expert
B) reward
C) referent
D) coercive
E) legitimate
Q4) Name the four contingencies of power, and explain how they affect a leader's ability to influence others.
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Chapter 14: Leadership: Styles and Behaviors
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) Research tends to support many of the time-driven model's propositions, particularly when it uses practicing managers as participants.
A)True
B)False
Q2) Researchers found two particular limitations to trait theory and therefore started looking more at "what leaders do" rather than "who leaders are." The two limitations were that (a) traits had less practical relevance than leader actions and (b)
A) correlations between leader traits and leader effectiveness were weak.
B) researchers had identified all the relevant traits, so more research would be unnecessary.
C) the government stopped funding the research.
D) transformational leaders had different traits than other leaders.
E) leader traits had no relationship to dyadic leadership.
Q3) Describe the R3 and R4 stages of the life cycle theory of leadership, and identify the appropriate behaviors that should accompany each stage.
Q4) Discuss the substitutes for leadership model. Define substitutes and neutralizers, and provide examples of each.
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Chapter 15: Organizational Structure
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) Differentiate between mechanistic and organic structures.
Q2) The chain of command helps the organization to attain order, control, and predictable performance.
A)True
B)False
Q3) Dana is the CEO of a large technology company. She has some very talented employees, but the company keeps falling behind its competitors. When Dana observes what is going on, she finds some cases where managers are micromanaging good employees, while other managers cannot address all the needs of their employees. Dana needs to address how her talent is
A) recruited.
B) identified.
C) organized.
D) disciplined.
E) compensated.
Q4) The most common kind of restructuring in recent years has been a "flattening" of the organization.
A)True B)False
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Chapter 16: Organizational Culture
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127 Verified Questions
127 Flashcards
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Sample Questions
Q1) Ingrid is a department manager at Workboots, Inc. Ingrid starts every Monday morning with a 60-minute department meeting where each member in the department gets five minutes to report progress; share stories of success and failure; and seek general input, advice, and information. What Ingrid does every Monday morning can be described as a(n)
A) ritual.
B) story.
C) espoused value.
D) ceremony.
E) symbol.
Q2) ________ cultures are those where all employees are friendly to one another, but everyone thinks differently and does his or her own thing.
A) Communal
B) Mercenary
C) Networked
D) Fragmented
E) Complex
Q3) Define and discuss the mentoring process, along with its benefits for companies.
Q4) What is meant by person-organization fit? What are its advantages?
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