Organizational Development Test Preparation
Course Introduction
Organizational Development is a course that explores the theories, strategies, and practical approaches used to improve organizational effectiveness and facilitate positive change within institutions. Students will examine the dynamics of organizational culture, structure, and processes, learning how to assess needs, design interventions, and implement solutions that align with organizational goals. The course emphasizes the roles of leadership, communication, and group dynamics in the development process and provides an overview of tools such as diagnostics, change management models, and evaluation techniques. Through case studies and applied projects, students will gain the skills to manage change initiatives and support sustainable organizational growth.
Recommended Textbook
Organizational Behavior A Practical Problem Solving Approach 1st Edition by
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2094 Verified Questions
2094 Flashcards
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Angelo Kinicki
Chapter 1: Making Ob Work for Me
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126 Verified Questions
126 Flashcards
Source URL: https://quizplus.com/quiz/60736
Sample Questions
Q1) Pascal is a customer service representative who handles phone inquiries. He has a goal of handling 12 calls per hour. When he gets a customer with a complex situation, he tends to become short with that person to keep the call short. This is an example of:
A) Ill-conceived goals
B) Motivated blindness
C) Indirect blindness
D) The slippery slope
E) Overvaluing outcomes
Answer: A
Q2) Joe, a hard and productive worker, quit because he couldn't get along with his coworkers. This would be diagnosed as a(n) ________ level problem.
A) Individual
B) Group
C) Organizational
D) Interactional
E) Environmental
Answer: B
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Page 3
Chapter 2: Values and Attitudes
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) Hedonism shares elements of both ______ and _________.
A) Achievement; stimulation
B) Self-enhancement; openness to change
C) Self-transcendence; openness to change
D) Stimulation; self-direction
E) Stimulation; power
Answer: B
Q2) Job satisfaction has a positive association with both OCB and CWB.
A)True
B)False
Answer: False
Q3) Describe the need fulfillment models of job satisfaction. Discuss research support for these models.
Answer: Need fulfillment models propose that satisfaction is determined by the extent to which the characteristics of a job allow an individual to fulfill her or his needs. Needs are physiological or psychological deficiencies that arouse behavior. All of us have different needs, which means that managers need to learn about employees' needs if they want to increase job satisfaction. Research generally supports the conclusion that need fulfillment is correlated with job satisfaction.
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Chapter 3: Individual Differences and Emotions
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Sample Questions
Q1) Jonathan speaks four languages fluently. He is likely to have a high level of _______ intelligence.
A) Naturalist
B) Linguistic
C) Multiple
D) Emotional
E) Interpersonal
Answer: B
Q2) Together, social awareness and relationship management constitute:
A) Emotional intelligence
B) Social competence
C) Personal competence
D) Emotional stability
E) Relationship competence
Answer: B
Q3) Emotional intelligence has been demonstrated by research to be strongly correlated with leadership and job performance.
A)True
B)False
Answer: False
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Chapter 4: Social Perception and Managing Diversity
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Sample Questions
Q1) A recent study reported in The Wall Street Journal suggested that men with shaved heads are perceived to have greater leadership potential than those with longer or thinning hair.
A)True
B)False
Q2) The term "invisible wall" is used to describe an unseeable but real roadblock to women's advancement in organizations.
A)True
B)False
Q3) Kelley hypothesized that people make causal attributions by observing:
A) External and internal factors
B) Consensus, distinctiveness, and consistency
C) Effort and ability
D) Implicit and explicit factors
E) Stereotypes
Q4) The access-and-legitimacy perspective on diversity is based on the recognition that the organization's employee population is culturally diverse.
A)True
B)False
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Chapter 5: Foundations of Employee Motivation
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Sample Questions
Q1) How do content and process theories of motivation differ? Name at least two of each type of motivation theory and use these to illustrate your points.
Q2) In Herzberg's motivator-hygiene theory,
A) Hygiene factors come from the job itself.
B) Motivators come from the work context.
C) Satisfaction comes from motivating factors, and dissatisfaction comes from hygiene factors.
D) Satisfaction comes from hygiene factors, and dissatisfaction comes from motivating factors.
E) Job satisfaction and job dissatisfaction are opposites.
Q3) Intensity refers to how long an activity is the focus of a person's attention.
A)True
B)False
Q4) Expectancy theory contains three elements; they are:
A) Expectancy, instrumentality, values
B) Expectancy, institution, values
C) Expectancy, instrumentality, valence
D) Expectancy, institution, variance
E) Expectancy, instrumentality, variance
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Chapter 6: Performance Management
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125 Flashcards
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Sample Questions
Q1) Spot rewards, which are extremely effective, are a form of variable reinforcement.
A)True
B)False
Q2) What is coaching, and why is it important for managers to be effective coaches?
Q3) The functions of performance management processes include guiding employee development and making employee-related decisions.
A)True
B)False
Q4) Which of the following is not something a manager should do when giving feedback?
A) Provide feedback as soon as possible
B) Provide feedback about an aspect of a job that is beyond the individual's control
C) Be honest
D) Keep feedback relevant by relating it to existing goals
E) Provide specific, descriptive feedback
Q5) What is "pay for performance"? Do pay for performance plans make organizations more effective? How should organizations make pay for performance work for them?
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Chapter 7: Positive Organizational Behavior
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128 Verified Questions
128 Flashcards
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Sample Questions
Q1) Prosocial behaviors are positive acts performed without expecting anything in return.
A)True
B)False
Q2) What is true about research on the relationship of virtuous leadership to organizational and individual employee performance?
A) A long-standing tradition of research in this area has demonstrated a strong, positive relationship between these variables.
B) Recent research in this area has shown a positive relationship between these variables.
C) Recent research in this area has shown a positive relationship between virtuous leadership and organizational performance, but a negative relationship between virtuous leadership and individual outcomes.
D) Recent research in this area has shown a positive relationship between virtuous leadership and individual performance, but a negative relationship between virtuous leadership and organizational outcomes.
E) No research has been conducted in this area.
Q3) How can a person increase his or her level of mindfulness?
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Chapter 8: Groups and Teams
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Sample Questions
Q1) Identify and define the major types of group roles, and give examples of each. Why is each type of role important for managers to understand? What can a manager do to help a group that is missing some roles?
Q2) Recent research shows that in early stages of team development, teams perform better when members have a high:
A) Level of extraversion
B) Tolerance for uncertainty
C) Internal locus of control
D) Level of agreeableness
E) Level of introversion
Q3) In which stage of the group development process do group members resolve their power struggles so that something can be accomplished?
A) Forming
B) Storming
C) Norming
D) Conforming
E) Performing
Q4) What is trust? How should a manager develop trust?
Q5) How can a manager rebuild trust, once it is lost?
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Chapter 9: Communication in the Digital Age
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129 Verified Questions
129 Flashcards
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Sample Questions
Q1) Face-to-face meetings dominate most CEOs' days because such personal interactions are critical to learning the information needed to run a company effectively.
A)True
B)False
Q2) The perceptual model of communication depicts communication as a process in which:
A) Communication is 100% accurate
B) Communication needs are minimized
C) Receivers create meaning in their own minds
D) There is no need to encode or decode messages
E) Feedback is not important
Q3) Face-to-face conversations are useful for communicating when having a formal record is important.
A)True
B)False
Q4) What is a "social media policy"? What purpose does it serve? Identify the elements it should contain, briefly explaining each.
Q5) Discuss differences in communication between women and men.
Q6) Identify the styles of listening and describe each.
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Chapter 10: Managing Conflict and Negotiation
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121 Flashcards
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Sample Questions
Q1) Which of the following statements about incivility at work is false?
A) Incivility can arise from both individual and organizational sources
B) Stress is a potential outcome of incivility
C) Abusive supervision is a form of incivility
D) Incivility can damage an organization's reputation
E) Personality is highly unlikely to be a source of incivility
Q2) What is the contact hypothesis? What has research shown about this idea?
Q3) The best thing a manager can do to create functional conflict is to urge coworkers to hunker down and slog through-simply persist.
A)True
B)False
Q4) Functional conflict:
A) Should be minimized
B) Is more likely to make people defensive and competitive
C) Serves the interests of the organization
D) Is a method of alternative dispute resolution
E) Should always be resolved by using an integrative conflict handling style
Q5) What is added-value negotiation (AVN)? Describe the five steps involved in AVN.
Q6) Describe what tends to happen when conflict escalates.
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Q7) Describe the relationship between conflict intensity and performance outcomes.
Chapter 11: Decision Making and Creativity
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128 Flashcards
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Sample Questions
Q1) Individuals who are analytical in decision-making style:
A) Are action oriented and decisive
B) Take longer to make decisions
C) Rely on intuition and discussions with others to acquire information
D) Are good at finding creative solutions to problems
E) Have a tendency to avoid conflict
Q2) A(n) ________ is a graphical representation of the process underlying decisions.
A) PERT chart
B) GANNT chart
C) Decision tree
D) Flowchart
E) Organizational chart
Q3) Describe the escalation of commitment bias, and give an example. What can managers do to reduce this bias?
Q4) Individuals who are directive in decision-making style:
A) Risk being autocratic and focusing on the short term
B) Sometimes overanalyze situations
C) Rely on intuition and discussions with others to acquire information
D) Are good at finding creative solutions to problems
E) Have a tendency to avoid conflict
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Chapter 12: Power, Influence, and Politics
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Sample Questions
Q1) Jeff has been a project assistant for XYZ Corporation for five years. Recently he was asked to train Harriet, a new employee. He suggests to her that she use an Excel worksheet to lay out the projects she is currently working on, and she complies. He is using _______ power.
A) Reward
B) Coercion
C) Referent
D) Legitimate
E) Expert
Q2) Of the following, the strongest predictor(s) of organizational politics is(are):
A) Personality
B) Organizational structure
C) Trust in coworkers and negative affect
D) Counterproductive work behaviors
E) High turnover and absenteeism
Q3) Uncertainty triggers political actions.
A)True
B)False
Q4) Describe at least six of the common influence tactics and describe them. Give examples of each from your own experience.
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Chapter 13: Leadership Effectiveness
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Sample Questions
Q1) Narcissism is characterized as a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one's actions harm others.
A)True
B)False
Q2) Identify the general strategies for practical application of situational theories of leadership. Give an example illustrating how this should be done.
Q3) A situation with poor leader-member relations, low task structure, and weak position power would be considered to be a low-control situation.
A)True
B)False
Q4) Effective leader behaviors can be identified, but cannot be developed after childhood and adolescence.
A)True
B)False
Q5) What is psychological empowerment? How can a manager increase psychological empowerment in subordinates?
Q6) What should a manager learn from behavioral styles theory?
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Chapter 14: Organizational Culture, Socialization, and Mentoring
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) The levels of organizational culture are:
A) Strategy, mission, and values
B) External environment and internal environment
C) Observable artifacts, espoused values, and basic underlying assumptions
D) Espoused values and enacted values
E) Identity, commitment, and stability
Q2) According to research, subjective innovation is highest in market cultures, of all the culture types.
A)True
B)False
Q3) Companies with adhocracy-type cultures are decreasing in the U.S. as many companies are becoming risk averse.
A)True
B)False
Q4) Organizations that have a strong external focus and value stability and control have a market culture.
A)True
B)False
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Q5) What is organizational socialization? Why is this topic important for managers?
Chapter 15: Organizational Design, Effectiveness, and Innovation
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139 Verified Questions
139 Flashcards
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Sample Questions
Q1) One of the "pros" of _________ organizations is a lower cost of entry and overhead.
A) Matrix
B) Functional
C) Hollow
D) Learning
E) Divisional
Q2) Research indicates that organic organizations are always superior to mechanistic ones.
A)True
B)False
Q3) Matrix structures are preferred by many organizations because of their ease of application.
A)True
B)False
Q4) Managers should use the internal processes approach when organizational performance is strongly influenced by specific processes.
A)True
B)False
Q5) Define decentralized and centralized decision making.
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Chapter 16: Managing Change and Stress
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137 Verified Questions
137 Flashcards
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Sample Questions
Q1) Vision statements represent the reason that organizations exist.
A)True
B)False
Q2) Luckily for managers, a disposition to resist change is not a real personality characteristic.
A)True
B)False
Q3) People are more likely to resist change when the change agent adopts a transformational leadership style.
A)True
B)False
Q4) _________ imply nothing about change; _________ outline how organizations will get to the desired state.
A) Missions; visions
B) Visions; strategic plans
C) Strategic plans; SWOT analyses
D) SWOT analyses; visions
E) Visions; missions
Q5) Describe how managers should act to overcome resistance to change.
Q6) Describe the eight steps of Kotter's model for leading organizational change.
Page 18
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