Public and Nonprofit Organizational Development
Final Test Solutions
Course Introduction
This course examines the theories, practices, and challenges of organizational development within public and nonprofit sectors. Students will explore strategies for enhancing effectiveness, adaptability, and accountability in organizations dedicated to public service and social impact. Key topics include organizational culture, change management, leadership, strategic planning, stakeholder engagement, and performance measurement. Through case studies and applied projects, learners will analyze real-world organizational issues and develop practical solutions to foster innovation, sustainability, and ethical governance in diverse public and nonprofit settings.
Recommended Textbook
Managing Human Behavior in Public and Nonprofit Organizations 5th Edition by Robert
14 Chapters
546 Verified Questions
546 Flashcards
Source URL: https://quizplus.com/study-set/1108 Page 2
B. Denhardt
Chapter 1: Organizational Behavior As a Way of Thinking and Acting
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40 Verified Questions
40 Flashcards
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Sample Questions
Q1) Organizational behavior is concerned with how people act, their motivations, and how they interact with others.
A)True
B)False
Answer: True
Q2) Which of the following management functions involves presenting, explaining, selling, and defending the work unit's activities to the supervisor in the agency and to persons and groups outside of the agency?
A) coordination
B) representation
C) leadership
D) monitoring
Answer: B
Q3) The psychological theories of Sigmund Freud are useful when looking at adults in organizational settings.
A)True
B)False
Answer: False
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Chapter 2: Knowing and Managing Yourself
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35 Verified Questions
35 Flashcards
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Sample Questions
Q1) Compare and contrast the tools used to measure the components of self-awareness. What do each of the tools measure? Do they contribute to better hiring practices? Why, or why not?
Answer: Answers may vary. A strong answer will discuss the following tools: personal values, personality style, interpersonal orientation, locus of control, career orientation, and self-disclosure.
Q2) All of the following were identified as self-imposed barriers to rising to leadership positions EXCEPT for ______.
A) overemphasis of personal goals
B) turning competitors into enemies
C) gaps in training
D) needing to lead alone
Answer: C
Q3) Describe the different types of value orientations. How do these fit in with personal values? How might people's behavior change based on their value orientation? Discuss using relevant examples.
Answer: Answers may vary. A strong answer will discuss any (or all) of the following value orientations: theoretical, power, achievement, human, industry, and financial orientations.
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Page 4
Chapter 3: Fostering Creativity and Innovation
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42 Verified Questions
42 Flashcards
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Sample Questions
Q1) Which of the following is an accurate statement?
A) Skills can be learned, whereas characteristics cannot.
B) Skills can be learned, whereas characteristics develop over time.
C) Skills develop over time automatically, while characteristics need effort.
D) Skills and characteristics are both pre-set intrinsic qualities, which may develop over time with concentrated effort.
Answer: A
Q2) It is relatively easy to kill creativity in an organization.
A)True
B)False
Answer: True
Q3) Which of the following is a method used in organizations to kill creativity?
A) postponing action
B) establishing clear and reliable cost estimates
C) enlisting troublemakers
D) being open about change
Answer: A
Q4) Why do we need creativity in public organizations?
Answer: Answers may vary depending on the student's comprehension of the material.
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Chapter 4: Managing Stress
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38 Verified Questions
38 Flashcards
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Sample Questions
Q1) Which of the following is an effective time-management technique?
A) establishing and reaffirming priorities
B) taking stock of how you spend your time
C) reflecting on your goals, plans, and commitments
D) all of these
Q2) Mangers can rarely have a positive influence on their employees.
A)True
B)False
Q3) Later in life, employees may be focused on the search for meaning and ego integrity.
A)True
B)False
Q4) Which of the following jobs can cause high levels of stress?
A) jobs with great responsibility and little autonomy
B) jobs with little responsibility and little autonomy
C) jobs with great responsibility and great autonomy
D) jobs with little responsibility and great autonomy
Q5) Role conflict and role ambiguity also can be work-related stressors.
A)True B)False
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Chapter 5: Decision-Making
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42 Verified Questions
42 Flashcards
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Sample Questions
Q1) Nonprogrammed decisions are those that are ______.
A) programmed by authority
B) not programmed by authority
C) repetitive and routine
D) infrequent
Q2) The organization chart should determine the decision roles.
A)True
B)False
Q3) Which of the following is a phase in the rational model of decision-making?
A) data collection phase
B) data analysis phase
C) design phase
D) pre-implementation phase
Q4) All of the following were identified as common elements found in failed decisions EXCEPT for ______.
A) faulty decision practices
B) misallocation of resources
C) encouraging innovation
D) premature commitments
Q5) Explain the RAPID technique of decision-making.
Page 7
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Chapter 6: Motivation and Engagement
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43 Flashcards
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Sample Questions
Q1) The satisfaction of lower-level needs, called hygiene or extrinsic factors, leads to motivation.
A)True
B)False
Q2) There is no need to differentiate between job satisfaction and motivation.
A)True
B)False
Q3) Job satisfaction and overall motivation for employees are only influenced by factors directly related to the work.
A)True
B)False
Q4) Theory Y assumptions require ______ to accept responsibility for arranging organizational conditions and methods of operation so that people can achieve their own goals best by directing their own efforts toward organizational objectives.
A) management
B) manager
C) staff
D) worker
Q5) Discuss Marcum's arguments on the flaws in motivational theories.
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Chapter 7: Leadership in Public Organizations
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38 Verified Questions
38 Flashcards
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Sample Questions
Q1) Charismatic leadership in whatever its form constitutes a moral "slippery slope."
A)True
B)False
Q2) Leaders must have which of the following traits or competencies?
A) self-understanding
B) high energy
C) integrity
D) all of these
Q3) A(n) ______ leadership style will be most effective in situations where subordinates are engaged in work that is stressful, frustrating, or unsatisfying.
A) supportive
B) directive
C) participative
D) achievement-oriented
Q4) Leadership is always provided by those in formal positions of authority.
A)True
B)False
Q5) What makes a good leader?
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Chapter 8: Power and Organizational Politics
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39 Verified Questions
39 Flashcards
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Sample Questions
Q1) People who have and exercise power have a number of personal qualities, including ______.
A) ambition
B) self-knowledge
C) confidence
D) all of these
Q2) ______ requires the ability to read and respond to changing situations and also communicate this ability to others as sincere and genuine.
A) networking ability
B) interpersonal influence
C) social astuteness
D) apparent or perceived sincerity
Q3) Discuss how the views about power, workers, and organizations have changed and evolved over time.
Q4) Power can be a double-edged sword.
A)True
B)False
Q5) Is power a positive or destructive force? Does it vary based on the situation? Discuss, bringing in relevant examples where appropriate.
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Chapter 9: Communicating Effectively With Others
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39 Verified Questions
39 Flashcards
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Sample Questions
Q1) Discuss the components of supportive communication. Provide examples to support your discussion.
Q2) Supportive communication involves listening carefully and receiving feedback from the other person.
A)True
B)False
Q3) Body language is also known as ______.
A) paralinguistics
B) occulesics
C) linguistics
D) kinesics
Q4) Compare and contrast the different forms of specialized communication. How should each be used? Discuss, providing relevant examples where appropriate.
Q5) Identify some of the barriers to effective communication.
Q6) ______ behavior occurs when a person feels or anticipates some sort of threat.
A) Stereotyping
B) Offensive
C) Threatening
D) Defensive
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Chapter 10: Working in Groups and Teams
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37 Verified Questions
37 Flashcards
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Sample Questions
Q1) All of the following are stages in the development of teams EXCEPT for ______.
A) forming
B) storming
C) performing
D) reforming
Q2) ______ are people who openly question the goals and methods of the team and are willing to disagree with the leader.
A) Contributors
B) Collaborators
C) Communicators
D) Challengers
Q3) According to Parker (1990), there are four primary styles of team players. Define each of the styles and discuss the different ways each style contributes to the team.
Q4) It is crucial to the success of teams that team members respect and trust each other.
A)True
B)False
Q5) Compare and contrast groups and teams. How are they similar? How do they differ?
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Chapter 11: Managing Conflict
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42 Verified Questions
42 Flashcards
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Sample Questions
Q1) Social service organizations with workers with heavy caseloads have unusually high turnover rates. This is an example of which of the following sources of conflict?
A) personal differences
B) information deficiencies
C) role incompatibility
D) environmental stress
Q2) The avoidance approach to conflict is ____ on assertiveness and ____ on cooperation.
A) low; low
B) high; low
C) low; high
D) high; high
Q3) Until the 1940s, the role of the manager was to eliminate conflict in the workplace, usually by punishing the perceived initiators.
A)True
B)False
Q4) Many managers feel too secure to stir up conflict among their subordinates.
A)True
B)False
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Chapter 12: Organizational Culture and Change
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38 Verified Questions
38 Flashcards
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Sample Questions
Q1) Action research models the importance of not involving organizational members in the change process.
A)True
B)False
Q2) Work can be divided on the basis of all of the following EXCEPT for ______.
A) purpose
B) process
C) place
D) price
Q3) Force field analysis is a useful tool for evaluating a large number of interrelated forces and tracking their likely effects in the future.
A)True
B)False
Q4) OD represents a particular philosophy. According to Golemniewski (1972), what values are included in this philosophy?
Q5) The systems approach is seen as a way of ensuring attention to the "big picture."
A)True
B)False
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Chapter
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Sample Questions
Q1) When a service is rated high in terms of importance but low in terms of performance, this indicates that ______.
A) there is an opportunity for reallocating resources
B) service improvements are required
C) customers' expectations should be lowered
D) resources are allocated appropriately
Q2) Which of the following levels of organization mediates between the technical group and top management?
A) technical
B) organizational
C) managerial
D) institutional
Q3) The purpose of a(n) ______ network is to fund the delivery of services to clients.
A) service implementation
B) information diffusion
C) problem solving
D) community capacity building
Q4) What are networks? Why are they important in the delivery of services?
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Chapter 14: Managing Behavior in the Public Interest
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35 Verified Questions
35 Flashcards
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Sample Questions
Q1) The increasing "marketization" of the sector calls for all of the following EXCEPT for ______.
A) increased revenue
B) accountability
C) competition
D) increasing charitable contributions
Q2) What is the importance of valuing citizenship and public service above entrepreneurship?
Q3) Citizens, unlike business customers, are committed to matters that go beyond their short-term interests and are willing to assume ______ for what happens in their neighborhoods and communities.
A) drawbacks
B) costs
C) personal responsibility
D) jurisdictional challenges
Q4) Discuss the importance of being culturally competent.
Q5) If productivity is the key that propels an organization into profitability, why is it that in the new public service, we should value people and not just productivity?
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