Public Administration Exam Questions
Course Introduction
Public Administration is the study of the principles, processes, and practices involved in managing public sector organizations and implementing government policies. This course explores the roles and responsibilities of public administrators, the structure of government institutions, and the challenges of promoting efficiency, accountability, and ethical conduct in the public sector. Students will analyze administrative theories, human resource management, budgeting, policy analysis, and the relationship between government and citizens. Emphasis is placed on real-world case studies, contemporary issues in governance, and the development of practical skills necessary for effective public service leadership.
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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) OD practitioners would not do which of the following to make recommendations about how an organization carries out an activity for future change?
A) assist in implementation of recommended changes
B) use consultation as a form of process advice
C) use one content area of expertise
D) offer relevant processes and techniques to make changes
Answer: C
Q2) Several examples of case studies of OD in action were provided in the chapter. Discuss components/variables of these cases that indicate these are appropriate examples of OD.
Answer: Responses may vary. The answer should point out components of OD and how they were addressed within the various case studies that were shared.
Q3) ______ can be benefical to learn another's role in an effort to see how others view them.
A) Interviews
B) OD interventions
C) Role play or dramatic exercises
D) Surveys
Answer: C
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Page 3
Chapter 2: History of Organization Development
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Q1) As firms realized that the ______ of a product strongly impacted the profitability and competitiveness of the organization, they began to pay attention to management styles that would increase workers' ability and motivation.
A) ROI
B) quality
C) defects
D) capabilities
Answer: B
Q2) Which process of learning refers to correcting mistakes as they occur?
A) single-loop learning
B) double-loop learning
C) deutero-learning
D) triple-loop learning
Answer: A
Q3) In the earlier recognized laboratory/T-group training/workshops, organization members were not invited to participate in discussion and to share their own interpretations.
A)True
B)False
Answer: False
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Chapter 3: Core Values and Ethics of Organization Development
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Q1) One's skills, beliefs, and attitudes are likely to be ______ as time (5-10 years) has passed.
A) different
B) the same
C) stagnant
D) identical
Answer: A
Q2) Individual employees can often make contributions to an organization beyond those for which they were originally hired.
A)True
B)False
Answer: True
Q3) Briefly explain the six current values in organization development. Answer: Responses may vary. The six values that should be discussed include (1) Participation, involvement, and empowerment; (2) The importance of groups and teams; (3) Growth, development, and learning; (4) Valuing the whole person; (5) Dialogue and collaboration; and (6) Authenticity, openness, and trust
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Page 5
Chapter 4: Foundations of Organizational Change
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Sample Questions
Q1) Which systems theory model explains that to embrace something new, something else must be left behind?
A) Lewin's three-phase model
B) Nadler-Tushman congruence model
C) Burke-Litwin model
D) Wiesbord Six-Box Model
Q2) In a highly structured hierarchical environment or in a stable organization not experiencing rapid change, clients may be more drawn to systems theory approaches.
A)True
B)False
Q3) Which of the following components within the Nadler-Tushman Congruence Model includes performance, job satisfaction, and stress?
A) inputs
B) transformation processes
C) outputs
D) feedback
Q4) As OD has evolved, it is now focused on larger scale and strategic change.
A)True
B)False
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Chapter 5: The Organization Development Practitioner and the OD Process
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Q1) Discuss the ethical implications of a OD consultant seeing perpetuation of a client's ignorance as advantageous.
Q2) Compare and contrast the OD consulting model with the three other approaches discussed in the chapter.
Q3) 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
Q4) Which stage of the consulting process is when details are sought about the situation, the client, the organization, and other relevant aspects of the problem utilizing a variety of methods or sources?
A) Data gathering
B) Diagnosis and feedback
C) Intervention
D) Evaluation and exit
Q5) What are some ethical issues for internal and external consultants?
Page 7
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Chapter 6: Entry and Contracting
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Q1) What type of instances constitute recontracting?
Q2) 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
Q3) The ______ contract consists of topics that one develop as part of an official professional agreement.
A) formal
B) informal
C) psycholocial
D) dialogic
Q4) Which of the following is NOT an indication of a successful contracting meeting?
A) consultant and client have come to an agreement on the process for moving forward
B) consultant and client have appropriately negotiated needs and roles
C) consultant and client have inconsistencies in expectations
D) consultant and client are each satisfied with the relationship
Q5) Discuss the various purposes of contracting.
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Chapter 7: Data Gathering
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Q1) ______ is an intervention in itself, because it completes the picture of the organization and expands the knowledge for both the client and practitioner.
A) Contracting
B) Data gathering
C) Diagnosis
D) Feedback
Q2) The benefit to ______ is you can collect data from a large group of participants at one time.
A) interviews
B) unobtrusive measures
C) observations
D) surveys/questionnaires
Q3) According to Argyris, ______ information is necessary for the client to learn and for the interventionist to help.
A) Useful
B) Specific
C) Valid
D) Detailed
Q4) Identify ethical issues that are present with data gathering.
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Chapter 8: Diagnosis and Feedback
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Q1) Even if the client willingly invites feedback, it can still be a sensitive process.
A)True
B)False
Q2) For surveys, statistical analysis would not be an appropriate tool for data analysis.
A)True
B)False
Q3) Which benefit of resistance is described as an opportunity to hear resistance messages from history which can reveal a great deal more about the general state of the employee population?
A) Resistance can keep the change alive in the organization's conversations.
B) Resistance can enhance the quality of the change and its implementation.
C) Resistance can provide additional data about how employees feel about past change attempts and the organization itself.
D) Resistance can reflect, and potentially build, involvement in and commitment to the organization.
Q4) Discuss items to take into consideration when structuring the feedback meeting.
Q5) What are some ethical issues with diagnosis and giving feedback?
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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) What are some effects of failed interventions on change agents?
Q3) If participants are not well informed of an intervention's purpose or if they are not given genuine choice to participate, this could be an example of which ethical issue?
A) misrepresentation of the intervention
B) misrepresentation of the consultant's skill level
C) collusion with the client
D) coercion and manipulation of the client or organizational members
Q4) When considering the sequence of activities, what considerations should be addressed?
Q5) The deeper the intervention, the more personal risk and uncertainty is involved.
A)True
B)False
Q6) Discuss the three important principles on which OD interventions are structured.
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Chapter 10: Individual Interventions
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Q1) Which preference category within the Myers-Briggs reflects how people gain energy?
A) Extraversion or Introversion
B) Sensing or Intuition
C) Thinking or Feeling
D) Judging or Perceiving
Q2) ______ 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
Q3) The 5-year resume activity encourages individuals to proactively manage their own career changes.
A)True
B)False
Q4) Schein's career life cycle is well known; discuss each of the 9 stages of the classic view of a career.
Q5) Discuss the skills and qualities that good coaches typically possess.
Q6) Review the contemporary review of a career and discuss the boundaryless concept.
Page 12
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Chapter 11: Team Interventions
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Q1) Which of the following is NOT an overarching objective to OD interventions addressing intergroup conflict?
A) demonstrate dissatisfaction among teams affected
B) encourage the development of a shared identity and purpose
C) improve cooperative processes
D) breaking down barriers between teams
Q2) If it is continually stressed that all members are part of the same organization, this is an example of which method to reduce intergroup conflict?
A) Increasing intergroup contact
B) Recategorizing
C) Finding a common enemy
D) Exchanging team members
Q3) Which step of appreciative inquiry consists of engaging the team and relevant stakeholders in a dialogue about strengths, best practices, accomplishments, and rewarding experiences?
A) Discovery
B) Dream
C) Design
D) Destiny
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Page 13
Chapter 12: Whole Organization and Multiple Organization
Interventions: Part 1
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Q1) The terms structure and design are used synonymously because they are the same.
A)True
B)False
Q2) Which step in the integrated strategic change process involves the organization's vision and strategic choices about the amount of change that will be proposed in the new strategy?
A) Strategic analysis
B) Strategy making
C) Strategic change plan design
D) Strategic change plan implementation
Q3) The purpose of an OD intervention in a large system is to make lasting change in the character and performance of an organization.
A)True
B)False
Q4) Whole organization interventions typically require a condensed timeframe.
A)True
B)False
Q5) Discuss the characteristics of contemporary large-scale interventions.
Q7) What type of situations are best for real-time strategic change? Page 14
Q6) Discuss the five-phase process for an organizational design change.
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Page 15
Chapter 13: Whole Organization and Multiple Organization
Interventions: Part 2
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Q1) The hierarchy and structure in transorganizational systems make the application of traditional OD interventions particularly challenging, often requiring a slightly different approach.
A)True
B)False
Q2) Much research and simulation has demonstrated that ______ result in reasons why mergers do not live up to their expectations.
A) management styles
B) leadership factors
C) cultural factors
D) knowledge factors
Q3) Provide details of the three phases within the merger and acquisition process.
Q4) Open Space Technology is appropriate for situations in which a decision has already been made.
A)True
B)False
Q5) One principles of Open Space Technology is that "when it's over, it's over."
A)True B)False
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Chapter 14: Sustaining Change, Evaluating, and Ending an Engagement
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Q1) Which reason to evaluate describes prompting the client and change agent to return to the original objectives of the engagement, to be specific about what outcomes were desired, and to document whether those objectives were achieved?
A) Evaluation provides focus
B) Evaluation results may facilitate support
C) Results provide feedback for change
D) Client and change agent growth
Q2) Too much stability can be harmful, as can too much change.
A)True
B)False
Q3) Sometimes the evaluation portion of OD is seen as "nice to have" but not necessarily a requirement.
A)True
B)False
Q4) How is the OD engagement itself a topic for evaluation?
Q5) Evaluation does not always need to be viewed as an ending of an engagement but rather as a transition to a new beginning.
A)True
B)False
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Chapter 15: Global Issues in Organization Development
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Q1) In cultures with a more feminine bias, process-oriented interventions are more accepted.
A)True
B)False
Q2) ______ is defined as the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.
A) Power distance
B) Uncertainty avoidance
C) Individualism-Collectivism
D) Masculinity-Femininity
Q3) ______ describes the degree to which a culture emphasizes the future or the past and present.
A) Short-term-Long-term
B) Uncertainty avoidance
C) Individualism-Collectivism
D) Indulgence-Restraint
Q4) Discuss the challenges of understanding the applicability of OD and practicing OD are especially challenging in a global environment.
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Chapter 16: The Future of Organization Development
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Sample Questions
Q1) Redefining work can be seen in many ways; which of the following relates to individuals serving as contract workers, for example?
A) Increased self-employment
B) Choosing flexible work/alternative work arrangements
C) Obsolete fixed job descriptions
D) Virtual/global work
Q2) Despite strengths of OD practice, business leaders often do not select an OD practitioner when faced with implementing a major change.
A)True
B)False
Q3) Which of the following major challenges that organizations face today relates to the majority of large-scale change initiatives failing to achieve their results?
A) Increasing complexity of change
B) Changing workforce demographics
C) Changing nature of work
D) Current state of OD work
Q4) What additional ways can OD practitioners enhance their practice and add more value?
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