Organizational Learning and Development
Exam Materials
Course Introduction
Organizational Learning and Development explores the theories, strategies, and practices that enable organizations to acquire, share, and effectively use knowledge to enhance performance, adapt to changing environments, and achieve long-term success. The course examines how individual, team, and organizational learning processes contribute to innovation and continuous improvement. Students will analyze the role of learning and development professionals, assess training needs, design learning interventions, measure outcomes, and understand the impact of organizational culture on learning. Through case studies and practical applications, participants gain skills to foster a learning culture and support talent development within diverse organizational contexts.
Recommended Textbook
Organization Development The Process of Leading Organizational Change 4th Edition by Donald
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Page 2
Chapter 1: What Is Organization Development
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Sample Questions
Q1) What did survey results at ABA indicate was a common area of improvement across the management team?
A) communication and technology skills
B) personal leadership and communication skills
C) communication and time management skills
D) technology and personal leadership skills
Answer: B
Q2) How does OD differ from Management Consulting?
Answer: Truehere is differentiation between the two in specific functional areas. Consulting where the practitioner offers content advice falls under the heading of management consulting, whereas OD offers consultation on the process used to reach a desired goal.
Q3) It is proposed that an outcome of organization development is organizational effectiveness.
A)True
B)False
Answer: True
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Page 3
Chapter 2: History of Organization Development
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Sample Questions
Q1) Which of the following phrases did Lewin invent?
A) group dynamics
B) group leadership
C) group behavior
D) group patterns
Answer: A
Q2) Which of the following was not reported by the employees in the experimental accounting departments at Detroit Edison?
A) How well the supervisors in their department got along together
B) How often their supervisors held meetings and how effective the meetings were
C) How much their supervisor understood the way employees look at and felt about things
D) How well supervisors linked pay for performance with employees
Answer: D
Q3) Deming's quality control method is often referred to now as total quality management.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Core Values and Ethics of Organization Development
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Sample Questions
Q1) The practitioner's charge, with respect to change, is to ______.
A) help the organization develop and manage the change that it seeks to create, giving the opportunity for participation and thereby transitioning ownership to organization members.
B) to impose the change on the group or demand it of the individuals.
C) contribute to organizational decision-making processes in an effort ensure organizational members are involved.
D) essentially mandate change whether there is enthusiastic members within the organization or not.
Answer: A
Q2) Being authentic means
A) being competitive while seeking status and authority.
B) withholding information in an effort to succeed.
C) telling followers what they want to hear.
D) being straightforward, genuine, honest, truthful.
Answer: D
Q3) Ethical conflicts do not occur for OD professionals.
A)True
B)False
Answer: False
Page 5
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Chapter 4: Foundations of Organizational Change
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Q1) Changes can occur at the ______ level as new ways of working with one another and ways of addressing conflict are learned.
A) individual
B) suprasystem
C) team
D) organization
Q2) When organizational members are consious and intentional about the changes to be made, this is considered _____ change.
A) planned
B) unplanned
C) first-order
D) second-order
Q3) Which of the following components within the Nadler-Tushman Congruence Model includes task, individual, and formal and informal organizational arrangements?
A) inputs
B) transformation processes
C) outputs
D) feedback
Q4) Discuss the various ways in which organizational changes differ.
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Chapter 5: The Organization Development Practitioner and the OD Process
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Q1) One major disadvantage of external consulting is that organizational members may be reluctant to share sensitive information for fear that it may leak internally to colleagues.
A)True
B)False
Q2) Within the ______ approach to consulting, the consultant has the responsibility to invite the client to share expectations about roles and working expectations.
A) expert
B) doctor-patient
C) mechanic
D) organization development
Q3) Which stage of the consulting process describes when the consultant and client come to an agreement on what work will be accomplished?
A) Entry
B) Contracting
C) Diagnosis and feedback
D) Evaluation and exit
Q4) What are some ethical issues for internal and external consultants?
Q5) Outline the stages of the consulting process.
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Chapter 6: Entry and Contracting
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Q1) The ______ contract is an explicit agreement about the consulting relationship.
A) formal
B) informal
C) psychological
D) dialogic
Q2) For ______, gaining entry is often as the result of marketing and selling one's expertise or success to a potential client.
A) internal consultants
B) external consultants
C) practical consultants
D) dialogic consultants
Q3) Which of the following should the consultant and client NOT do when going through the recontracting process?
A) allow obstacles to prevent engagement from progressing
B) review the original agreement
C) discuss the engagement
D) discuss the new situation
Q4) Contracting requires a written legal form.
A)True
B)False
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Chapter 7: Data Gathering
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Q1) In data gathering, despite various warnings, unfortunately, ______ often trumps accurate data and careful diagnosis.
A) speed
B) consistency
C) bias
D) diligence
Q2) When scheduling interviews regarding interpersonally sensitive topics, contact is best done via ______.
A) in person or phone.
B) e-mail.
C) electronic poll.
D) text message.
Q3) ______ are described as the root cause or core, fundamental issues that are producing symptoms within the organization.
A) Presenting problems
B) Underlying problems
C) Interventions
D) Data gathering methods
Q4) What are three reasons that data gathering should be taken seriously?
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Chapter 8: Diagnosis and Feedback
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Q1) Which of the following is an example of a personal problem within an organization?
A) strategy confusion among functions
B) employees lack motivation
C) process delays cause quality problems
D) infrastructure lacking to meet needs
Q2) The inductive approach may require more knowledge of the organization, the data, or organizational theory in general than the deductive approach.
A)True
B)False
Q3) Beginning with positive data is not a recommendation for practitioners to utilize during the feedback meeting.
A)True
B)False
Q4) Discuss the general steps that practitioners utilize when performing inductive coding.
Q5) Discuss items to take into consideration when structuring the feedback meeting.
Q6) What are some ethical issues with diagnosis and giving feedback?
Q7) Discuss the three commonly viewed phases within the diagnostic process.
Page 10
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Chapter 9: An Introduction to Interventions
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Q1) Giving up too quickly or expecting too much too soon are both examples of which reason why interventions fail?
A) not enough time devoted
B) wrong problem
C) unskilled change agent
D) lack of readiness for change
Q2) Based on the definition of an intervention, which of the following is NOT a key component?
A) the system is ongoing
B) standard approaches
C) a deliberate interruption
D) to help or to improve the effectiveness
Q3) If participants are cynical to start, this reason for why interventions fail is likely to occur:
A) Not enough time devoted
B) Lack of readiness for change
C) Resistance to change
D) Unskilled change agent
Q4) Discuss at least five reasons why interventions fail.
Q5) Discuss the three important principles on which OD interventions are structured.
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Chapter 10: Individual Interventions
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Sample Questions
Q1) ______ are the familiar cognitive concepts and beliefs that govern how we approach our lives and work environments.
A) Values
B) Views
C) Schemas
D) Perceptions
Q2) Within a company, the concept of a boundaryless career implies that upward mobility is the only option for growth and development.
A)True
B)False
Q3) Which positive outcome of 360-degree feedback systems is related to providing an avenue to open topics up for discussion that may not have ordinarily been addressed openly?
A) An increased awareness of appraisers' expectations
B) Improvements in work behaviors and performance
C) Reduction of "undiscussables"
D) Increase in periodic informal 360-degree performance reviews
Q4) What are ethical implications in the use of instruments?
Q5) Discuss the skills and qualities that good coaches typically possess.
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Chapter 11: Team Interventions
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Sample Questions
Q1) Discuss the ways in which intergroup conflict can be reduced.
Q2) Which type of role problem occurs when one team member holds two mutually incompatible roles?
A) Role conflict (one team member)
B) Role conflict (multiple team members)
C) Role incompatibility
D) Role overload
Q3) Which characteristic of successful teams relates to having trust in one another?
A) A results-driven structure.
B) Unified commitment.
C) A collaborative climate.
D) External support and recognition.
Q4) Which of the following is NOT a criteria to look for in an effective work group?
A) Level of effort brought to bear on the group task.
B) Amount of knowledge and skill applied to ask work.
C) Design role analysis to provide members with responsibility.
D) Appropriateness of group norms about performance processes.
Q5) Teams are becoming increasingly diverse and geographically distributed.
A)True
B)False
13
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Chapter 12: Whole Organization and Multiple Organization
Interventions: Part 1
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Sample Questions
Q1) Of the four major activities in scenario planning, which involves analyzing and comparing the predicability and influence on the organization?
A) Getting started
B) Laying the environmental-analysis foundation
C) Creating the scenarios
D) Moving from scenarios to a decision
Q2) Which component within the star model of an organization's design is the organization's direction and long-term strategy?
A) Strategy
B) Structure
C) Processes and lateral capability
D) Reward systems
Q3) Creating good scenarios is critical. What are some characteristics of good scenarios?
Q4) Most structural designs will achieve all criteria related to the 9 tests.
A)True
B)False
Q5) Discuss the five-phase process for an organizational design change.
Q6) What type of situations are best for real-time strategic change?
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Chapter 13:
Whole Organization and Multiple Organization
Interventions: Part 2
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Q1) ______ is an intervention that makes use of the principle that in everday organizations, we self-organize as we bring new colleagues into conversations, debating ideas, sharing knowledge, challenging thinking, asking questions, and persuading others.
A) World Cafe
B) Open Space Technology
C) Appreciative Inquiry
D) Workout
Q2) Targeting ______ during M&A, collective socialization tactics have been shown to increase embeddedness and reduce turnover among newcomers.
A) individual integration
B) team integration
C) cross-team/department integration
D) organizationwide integration
Q3) At which level is the goal of M&A interventions to form productive teams?
A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide
Q4) Discuss the basic activities of TQM.
Page 15
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Chapter 14: Sustaining Change, Evaluating, and Ending an Engagement
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Q1) Which recommended practice that can encourage regular maintenance and renewal of change is when top leaders hear directly from organizational members about how the change is working?
A) Periodic team meetings
B) Organization sensing meetings
C) Periodic intergroup meetings
D) Renewal conferences
Q2) ______ are when changes are piloted in one area of the organization and then implemented in another.
A) HRM practices
B) Diffusion practices
C) Management practices
D) Formalization practices
Q3) Which reason for a relapse after a change has occurred relates to the fact that energy levels are difficult to maintain?
A) motivation to maintain change while change agent is present
B) new state is often more difficult
C) organizational members may be unskilled initially
D) systemic organizational forces may be too powerful to overcome
Page 16
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Chapter 15: Global Issues in Organization Development
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Q1) Organization development is less compatible with cultures high in ______ because of more centralized, more hierarchical, and control-oriented organizations.
A) power distance
B) uncertainty avoidance
C) indulgence
D) restraint
Q2) In countries with a low power distance, there will be more hierarchy in organizations.
A)True
B)False
Q3) Which country is known to place more value on long-term orientation?
A) South Korea
B) Denmark
C) Mexico
D) United States
Q4) The African culture embodies the proverb, "Ubuntu ungamutu mgabunye abuantu: You do not live for yourself; you live for others."
A)True
B)False
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Chapter 16: The Future of Organization Development
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Q1) Which of the following major challenges that organizations face today relates to population growth, older workers, and diversity?
A) Increasing complexity of change
B) Changing workforce demographics
C) Changing nature of work
D) Current state of OD work
Q2) Many Millenials indicate they use their smartphones to stay connected to the world.
A)True
B)False
Q3) Which theme related to Gen Xers relates to the notion of making a contribution to a team?
A) Belonging
B) Learning
C) Entrepreneurship
D) Security
Q4) What are implications of the similarities of Gen X and Millennials in the workplace?
Q5) What additional ways can OD practitioners enhance their practice and add more value?
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