Organizational Development
Final Test Solutions
Course Introduction
Organizational Development explores the theories, strategies, and practices used to enhance organizational effectiveness and facilitate change within businesses and institutions. Students learn how to diagnose organizational challenges, design interventions, and evaluate outcomes, drawing upon concepts from behavioral science, management, and leadership. The course covers topics such as organizational culture, group dynamics, communication, innovation, and resistance to change, equipping students with practical tools for leading transformative initiatives and fostering a positive, productive work environment.
Recommended Textbook
Organizational Behavior 7th Edition by Steven McShane
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15 Chapters
1994 Verified Questions
1994 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organizational Behavior
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133 Verified Questions
133 Flashcards
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Sample Questions
Q1) Organizational behavior encompasses the study of how organizations interact with their external environments.
A)True
B)False Answer: True
Q2) Organizational behavior knowledge is strictly for managers, not for working level employees.
A)True
B)False Answer: False
Q3) Employees who are born between 1946 and 1964 are referred to as Generation X employees.
A)True
B)False Answer: False
Q4) Surface-level diversity is evident in a person's decisions, statements, and actions.
A)True
B)False
Answer: False
Page 3
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Chapter 2: Individual Behavior, Personality, and Values
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142 Verified Questions
142 Flashcards
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Sample Questions
Q1) The textbook states, " there is often a 'disconnect' between personal values and individual behavior.What does this mean? What influences this disconnect?
Answer: This means that people may think that they act consistently with their hierarchy of values, but they don't always do so.One influence on the values-behavior link is the situation.Work environments influence our behavior, at least in the short term, so they necessarily encourage or discourage values-consistent behavior.This sometimes occurs without our awareness, but more often we blame the situation for preventing us from applying our values.Another factor is that we are more likely to apply values when we actively think about them and understand their relevance to the situation.Some situations easily trigger awareness of our values.However, values are abstract concepts, so their relevance to specific situations is not obvious much of the time.We literally need to be reminded of our dominant personal values in these situations to ensure that we apply those values.
Q2) Intensity refers to the fact that motivation is goal-directed, not random.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Perceiving Ourselves and Others in Organizations
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129 Verified Questions
129 Flashcards
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Sample Questions
Q1) People who believe that their successful completion of a project is due to their skill and hard work are making an internal attribution.
A)True
B)False
Answer: True
Q2) Social identity theory says that:
A)we define ourselves in terms of our membership in certain groups and our differences with people who belong to other groups.
B)we tend to believe our own actions are caused by motivation or ability rather than the situation.
C)our expectations about another person cause that person to act in a way that is consistent with those expectations.
D)we quickly form an opinion of people based on the first information we receive about them.
E)our emotions screen out large blocks of information that threaten our beliefs and values.
Answer: A
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Chapter 4: Workplace Emotions, Attitudes, and Stress
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159 Verified Questions
159 Flashcards
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Sample Questions
Q1) Describe the four dimensions of emotional intelligence.Explain how they stand in a hierarchy and why.
Q2) Job burnout is a particular stress consequence process, which typically consists of three stages.
A)True
B)False
Q3) After working weeks on a difficult proposal for a client, Jack learns that the client has accepted the proposal and will award the contract to Jack's firm.When Jack hears this from his boss, he yelps 'Yahoo!' and automatically thrusts his fisted hand in the air.This action is an example of:
A)perceptions directly influencing beliefs.
B)behavioral intentions directly influencing behavior.
C)emotions directly influencing feelings.
D)beliefs directly influencing feelings.
E)emotions directly influencing behavior.
Q4) The influence of both cognitive reasoning and emotions on attitudes is most apparent when they agree with each other.
A)True
B)False
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Chapter 5: Foundations of Employee Motivation
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142 Verified Questions
142 Flashcards
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Sample Questions
Q1) Goal setting is more effective when employees can easily complete the goals assigned to them.
A)True
B)False
Q2) The outcome/input ratio is the value of the inputs you provide divided by the value of the outcomes you receive in the exchange relationship.
A)True
B)False
Q3) When people are assigned to jobs for which they are qualified and they receive coaching to improve their self-confidence, employee motivation improves by:
A)reducing feelings of inequity
B)increasing outcome valences
C)satisfying existence needs
D)increasing P-to-O expectancies
E)increasing E-to-P expectancies
Q4) Expectancy theory identifies emotions as a key component of employee motivation.
A)True
B)False
Q5) Why is it difficult to maintain feelings of equity among employees?
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Chapter 6: Applied Performance Practices
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138 Verified Questions
138 Flashcards
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Sample Questions
Q1) Employee stock ownership plans and stock options are two types of organizational-level performance-based rewards.
A)True
B)False
Q2) Steelweld, a car parts manufacturer, pays employees a higher hourly rate as they learn to master more parts of the work process.Employees earn $10 per hour when they are hired and they can earn up to $20 per hour if they master all 12 work units in the production process.Which of the following is most likely a benefit Steelweld is trying to achieve with this reward system?
A)The attraction of applicants.
B)The minimization of pay discrimination.
C)The motivation of task performance.
D)The creation of an ownership culture.
E)The improvement of workforce flexibility.
Q3) Explain the three critical psychological states that affect employee motivation and satisfaction in the context of the job characteristics model.
Q4) Describe a reward system that would best motivate employees to learn several jobs.Identify potential disadvantages of this reward system.
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Page 8
Chapter 7: Decision Making and Creativity
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127 Verified Questions
127 Flashcards
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Sample Questions
Q1) When in a positive mood, people pay more attention to details and follow a nonprogrammed decision routine.
A)True
B)False
Q2) The Director of Nursing is looking throughout the hospital for a new format of a work schedule for nurses.She evaluates each schedule system as soon as she learns about it.Eventually, she finds a schedule that is "good enough" for her needs and ends her search even though there may be better schedules available that she hasn't yet learned about.The Director of Nursing is engaging in:
A)escalation of commitment.
B)satisficing.
C)perceptual defense.
D)post-decisional justification.
E)open rationalization.
Q3) Scenario planning is a systematic process of thinking about alternative futures and what the organization should do to anticipate and react to those environments.
A)True
B)False
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9
Chapter 8: Team Dynamics
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129 Verified Questions
129 Flashcards
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Sample Questions
Q1) Synergie Inc.formed a team to improve revenues for its service stations along major highways in Malaysia.This team, which included a service station manager, a truck driver, and four or five marketing executives, disbanded after it had reviewed the Malaysian service stations and submitted a business plan.This team is called a(n):
A)skunkworks.
B)bootleg group.
C)informal group.
D)community of practice.
E)task force.
Q2) Diversity among team members often makes it more difficult for teams to become cohesive.
A)True
B)False
Q3) Social loafing occurs:
A)more in smaller rather than larger teams.
B)more when the task is boring than when it is interesting.
C)more in tasks with high interdependence.
D)more when employees believe the team's objective is important.
E)more among employees with collectivist rather than individualistic values.
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Page 10
Chapter 9: Communicating in Teams and Organizations
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123 Verified Questions
123 Flashcards
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Sample Questions
Q1) The sensing stage of active listening includes empathizing and organizing information.
A)True
B)False
Q2) Management by walking around minimizes the problem of filtering in the communication process.
A)True
B)False
Q3) People experienced with a particular communication medium can increase the amount of media richness normally possible through that information channel by "pushing".
A)True
B)False
Q4) Briefly explain the problem of information overload.
Q5) Ambiguous language is sometimes necessary to describe situations or concepts that are ill-defined or lack agreement between sender and receiver.
A)True
B)False
Q6) Should companies try to eliminate grapevine communication? Explain your answer. To view all questions and flashcards with answers, click on the resource link above.
Page 11
Chapter 10: Power and Influence in the Workplace
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146 Verified Questions
146 Flashcards
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Sample Questions
Q1) The number or percentage of connections you have in a network is called:
A)degree centrality.
B)discretion.
C)closeness.
D)betweenness.
E)availability.
Q2) Countervailing power is the capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship.
A)True
B)False
Q3) The (perceived) ability to manage uncertainties in the business environment is a form of _____ power.
A)reward
B)legitimate
C)referent
D)expert
E)coercive
Q4) What is power? Explain the important features of power.
Q5) Describe the sources of power in organizations.
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Chapter 11: Conflict and Negotiation in the Workplace
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123 Verified Questions
123 Flashcards
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Sample Questions
Q1) A BATNA:
A)Represents the estimated cost of walking away from the relationship.
B)Is a form of "exploding offer."
C)Is a term representing one party's target point.
D)Is the difference between your resistance point and your opponent's resistance point.
E)Is an abbreviation for the steps in effective negotiation.
Q2) The yielding conflict management style can produce more conflict than it resolves. A)True
B)False
Q3) Integrators have direct authority over the departments they integrate and they rely on legitimate power to manage conflict and accomplish the work.
A)True
B)False
Q4) The five interpersonal conflict management styles are distinguished by the level of interdependence between the conflicting parties.
A)True
B)False
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Chapter 12: Leadership in Organizational Settings
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132 Verified Questions
132 Flashcards
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Sample Questions
Q1) _____ leadership includes showing mutual trust and respect for subordinates and having a desire to look out for their welfare.
A)Task-oriented
B)People-oriented
C)Achievement-oriented
D)Transaction-oriented
E)Participation-oriented
Q2) A strategic vision is necessarily abstract.
A)True
B)False
Q3) A strategic vision should unify management and external stakeholders but does not need to involve non-managerial employees.
A)True
B)False
Q4) Shared leadership is the view that anyone in the organization may be a leader in various ways and at various times.
A)True
B)False
Q5) Briefly describe the implicit leadership theory.
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Chapter 13: Designing Organizational Structures
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121 Verified Questions
121 Flashcards
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Sample Questions
Q1) A consumer products firm with a functional structure is expanding from a single product line into several diverse product groups, with most sales within one country.Which of the following should it eventually adopt to manage the new conditions most effectively?
A)Geographic divisional structure
B)Client divisional structure
C)Matrix structure
D)Product divisional structure
E)Simple structure
Q2) Most organizations begin with centralized structures and become more decentralized as they grow larger and divide work into more specialized functions.
A)True
B)False
Q3) The two fundamental requirements of all organizational structures are divisionalization and decentralization.
A)True
B)False
Q4) Explain the statement, "Structure follows strategy."
Q5) Explain the two fundamental requirements of organizational structures.
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Chapter 14: Organizational Culture
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126 Verified Questions
126 Flashcards
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Sample Questions
Q1) Resolving conflicts between work and nonwork activities mainly occurs during the _____ stage of socialization.
A)role management
B)encounter
C)pre-employment
D)reality shock
E)disillusionment
Q2) The organizational culture dimension of attention to detail is characterized by _____.
A)tolerance
B)fairness
C)precision
D)collaboration
E)security
Q3) In corporate cults, the culture is so strong that it focuses employees on one mental model so much that they may fail to see issues from different perspectives.
A)True
B)False
Q4) Explain the important contingencies of organizational culture and effectiveness.
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Chapter 15: Organizational Change
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124 Verified Questions
124 Flashcards
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Sample Questions
Q1) By creating ________, employee involvement reduces the fear of the unknown and the not-invented-here syndrome.
A)stress
B)a sense of entitlement
C)a sense of ownership
D)a goal
E)transformation
Q2) Which of these forces pushes organizations toward a new state of affairs?
A)Process forces
B)Driving forces
C)Equilibrium forces
D)Restraining forces
E)Freezing forces
Q3) Briefly describe any two appreciative inquiry principles.
Q4) Which of these forces are commonly called resistance to change?
A)Process forces
B)Driving forces
C)Parallel learning structures
D)Restraining forces
E)Unfreezing forces
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