Organizational Development
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Course Introduction
Organizational Development explores the theories, principles, and practices that drive planned change within organizations to improve effectiveness, productivity, and overall health. The course examines diagnostic processes, intervention strategies, and the role of organizational culture, leadership, and communication in facilitating successful transformation. Students will learn about methods for assessing organizational needs, designing and implementing development initiatives, and evaluating outcomes. Emphasis is placed on real-world application, ethical considerations, and the impact of globalization and technology on organizational change.
Recommended Textbook
Organization Theory and Design 10th Edition by Richard L. Daft
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13 Chapters
1152 Verified Questions
1152 Flashcards
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Page 2
Chapter 1: Organizations and Organization Theory
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) In the learning organization, the vertical structure that creates distance between managers at the top and workers in the technical core is disbanded.
A)True
B)False
Answer: True
Q2) Contextual dimensions:
A) Represent only the external environment.
B) Are centralization and personnel ratios.
C) Represent only the organization characteristics.
D) Include size and environment.
Answer: D
Q3) Mintzberg's five basic parts of an organization include all except which of the following:
A) Administrative support.
B) Middle management.
C) Technical support.
D) Computer infrastructure.
Answer: D
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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) ____ pertain to internal flexibility and readiness to adapt to unexpected changes in the environment.
A) Market goals
B) Profitability goals
C) Innovation goals
D) Productivity goals
Answer: C
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) A plan for interacting with the competitive environment to achieve organizational goals is referred to as:
A) strategy.
B) design.
C) culture.
D) structure.
Answer: A
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Chapter 3: Fundamentals of Organization Structure
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90 Verified Questions
90 Flashcards
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Sample Questions
Q1) With a ____, the firm subcontracts most of its major functions or processes to separate companies and coordinates their activities from a small headquarters organization.
A) virtual network structure
B) matrix structure
C) divisional structure
D) functional structure
Answer: A
Q2) Rules and plans are lower on the ladder of mechanisms for vertical linkage than is adding positions to the hierarchy.
A)True
B)False
Answer: True
Q3) A full-time integrator such as a project manager has the various functional managers--finance, engineering, marketing--reporting to him or her.
A)True
B)False
Answer: False
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Chapter 4: The External Environment
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95 Verified Questions
95 Flashcards
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Sample Questions
Q1) Once an organization relies on their others for valued resources, those other organizations can influence managerial decision making.
A)True
B)False
Q2) Trend-setting toy companies or high-fashion clothing manufacturers have in common:
A) an environment that is stable but complex, therefore requiring a mechanistic structure.
B) an organic structure, from which we can reason that the environment is highly uncertain.
C) a large number of dissimilar external elements, which remain about the same over time.
D) an environment that is simple but unstable, creating relatively high uncertainty.
Q3) In the organic organization, tasks are broken down into specialized, separate parts.
A)True
B)False
Q4) List and describe three organizational adaptations to environmental uncertainty.
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Chapter 5: Interorganizational Relationships
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84 Verified Questions
84 Flashcards
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Sample Questions
Q1) Describe the different strategies when organizations are struggling for existence.
Q2) When organizations become aware of resource dependence and begin to develop strategies to reduce their dependence on the environment, what alternatives would be considered? Explain at least two different approaches.
Q3) Benchmarking is:
A) a mimetic process.
B) a coercive process.
C) inappropriate, because it results in copyright infringement.
D) required by law.
Q4) The ____ is composed of norms and values from stakeholders.
A) institutional environment
B) population ecology
C) organizational ecosystem
D) institutional isomorphism
Q5) Develop your own explanation/theory as to why organizations today find collaboration as important as competition, and why they have a tendency to take on similar characteristics. Would not collaboration be enhanced just as easily with organizations that had different characteristics?
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Chapter 6: Designing Organizations for the International Environment
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92 Verified Questions
92 Flashcards
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Sample Questions
Q1) When should a company begin using an international division? What problems are likely to be solved? As the company progresses in its international development, what problems will likely not be solved by this structure?
Q2) Building a global presence expands an organization's scale of operations, enabling it to realize:
A) economies of scale.
B) economies of scope.
C) factors of production.
D) its international development stage.
Q3) List and discuss the characteristics that distinguish the transnational organization from other global organization forms.
Q4) Under what conditions should an organization consider a global geographic structure as opposed to a global product structure?
Q5) Reference Case 6.0. In a general sense, what do you see as the primary differences between horizontal corporations and functionally organized corporations? Apply your observations to the Ford case and comment on any difficulties you might see in Ford being able to adopt the philosophy and behavior of a horizontal corporation as they made the structural change CEO Trotman outlined.
Page 8
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Chapter 7: Manufacturing and Service Technologies
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88 Verified Questions
88 Flashcards
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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) Using Woodward's findings, compare the structures that are appropriate for each of the technologies she identified. Use at least the following elements of structure: supervisor span of control, worker skill level, centralization, and number of management levels.
Q3) Using the sociotechnical systems model, explain the design for joint optimization both in terms of the model and in terms that describe the meaning.
Q4) The purpose of the sociotechnical systems approach is to:
A) apply the theory of job enlargement.
B) provide qualified management to an organization in a turbulent environment.
C) offer the most advanced information technology possible to maximize organizational competitiveness.
D) combines human needs with technical efficiency in job design.
Q5) Job simplification means that jobs are made less difficult and with fewer tasks.
A)True B)False
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Chapter 8: Using It for Coordination and Control
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84 Verified Questions
84 Flashcards
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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) Information reporting systems are designed for non-managerial and non-supervisory personnel to have access to basic information on the status of product orders.
A)True
B)False
Q3) Access to management information systems and executive information systems are typically controlled by placing them on the:
A) Internet.
B) individual PCs of authorized managers.
C) intranet.
D) extranet.
Q4) Realizing that managers spend about 80 percent of their time exchanging information, develop and defend your own theory or strategy for managing knowledge.
Q5) Describe the ERP systems.
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Chapter 9: Organization Size, Life Cycle, and Decline
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) 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
Q2) ____ authority is based on devotion to the exemplary character or to the heroism of an individual person and the order defined by him or her.
A) Rational-legal
B) Traditional
C) Charismatic
D) Informal
Q3) ____ is the use of social characteristics, such as shared values, commitment, traditions, and beliefs, to control behavior.
A) Market control
B) Clan control
C) Traditional control
D) Bureaucratic control
Q4) Describe the organizational characteristics associated with each stage of the life cycle.
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Chapter 10: Organizational Culture and Ethical Values
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Explain social capital and its benefits to an organization.
Q2) All of the following are visible artifacts of culture, except: A) feelings.
B) slogans.
C) behaviors.
D) ceremonies.
Q3) Which of the following influences personal ethics?
A) Individual beliefs and values
B) A person's ethical decision framework
C) Moral development
D) All of these
Q4) A relationship between a leader and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader is referred to as:
A) mission culture.
B) values-based leadership.
C) clan culture.
D) servant leadership.
Q5) What are the important functions of corporate culture in an organization?
Q6) What is values-based leadership? Give an example.
Page 12
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Chapter 11: Innovation and Change
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Sample Questions
Q1) The ambidextrous approach brings together participants from all parts pf the organization in an off-site setting to discuss problems or opportunities and plan for change.
A)True
B)False
Q2) When it comes to new product success rate, only ____ percent of all projects originally undertaken achieved economic success.
A) 60
B) 30
C) 14
D) 3
Q3) The recently elected (volunteer) president of a local charity came into office on a whirlwind of campaign promises to revitalize the organization. But after a month into his term, cooperation from the volunteer staff evaporated, and they seemed to turn on him, resisting every change he attempted to implement. They knew him well because he had been 1st VP for two years, but now they charged that every change proposed would result in poor press for the charity. What steps should the president take to overcome barriers to change?
Q4) Discuss what companies can do to achieve competitive advantage.
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Chapter 12: Decision Making Processes
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85 Flashcards
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Sample Questions
Q1) Only by making mistakes can managers and organizations go through the process of ____ and acquire sufficient experience and knowledge to perform more effectively in the future.
A) escalating commitment
B) nonprogrammed decision making
C) problem consensus
D) decision learning
Q2) The Carnegie model of organizational decision making says that organizational decisions:
A) involve few managers because of the simplicity with which decisions are made.
B) use coalitions for the final choice.
C) avoid the pitfall of problemistic search.
D) uses coalitions only at lower levels of management.
Q3) Which of the following is not recognized as a constraint and trade-off during nonprogrammed decision making?
A) Personal constraints
B) Environmental constraints
C) Bounded rationality
D) Organizational constraints
Q4) Discuss the four cells of the contingency framework.
Page 14
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Chapter 13: Conflict, Power, and Politics
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83 Flashcards
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Sample Questions
Q1) 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.
Q2) Assume that you are called to mediate a conflict between the players and the management of Major League Baseball. The players wanted different salary caps and were turned down. Now they are about to go out on strike and neither side is talking to the other. What might you do to try to resolve this conflict so that baseball will not reach the same fate it did on September 15, 1995 when the 1994 major-league season and the World Series were called off for the first time in 89 years?
Q3) Relative to power, the concept of formal authority is:
A) more narrow in scope.
B) the "umbrella term" that includes all power.
C) the same.
D) more dependent on personality.
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