Strategic Management
Chapter Exam Questions
Course Introduction
Strategic Management is a comprehensive course that introduces students to the key concepts, frameworks, and processes involved in formulating, implementing, and evaluating organizational strategy. Emphasizing both theoretical and practical perspectives, the course guides students through the analysis of internal and external environments, development of competitive advantages, and alignment of resources to achieve organizational objectives. Through the examination of real-world case studies and interactive projects, students learn how to make informed strategic decisions in complex and dynamic business contexts, preparing them for leadership roles in diverse industries.
Recommended Textbook
Organization Development and Change 10th Edition by Thomas G. Cummings
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Page 2
Chapter 1: General Introduction to Organization Development
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Q1) Which of the following is one of the major trends shaping change in organizations?
A) globalization
B) social media
C) downsizing
D) localization
Answer: A
Q2) Strategic change interventions involve improving
A) the alignment among an organization's environment, strategy, and organization design
B) the organization's relationship to its environment
C) the fit between the organization's technical, political and cultural systems
D) all of the above
Answer: D
Q3) All OD involves change management, but change management may not involve OD.
A)True
B)False
Answer: True
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Chapter 2: The Nature of Planned Change
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Q1) The three sequential steps in Lewin's change model are
A) freezing, movement, changing
B) unfreezing, movement, refreezing
C) unfreezing, refraining, refreezing
D) changing, movement, freezing
Answer: B
Q2) In Lewin's model of change, change is brought about by:
A) ensuring equilibrium
B) increasing forces for change
C) providing laboratory training
D) Reinforcing organizational culture
Answer: B
Q3) The identification phase of action research is designed to identify people who should assist in setting the direction of the organization.
A)True
B)False
Answer: False
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Chapter 3: The Organization Development Practitioner
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Q1) Ethical dilemmas of the OD practitioner concern
A) misrepresentation
B) misuse of data
C) value and goal conflict
D) all of the above
Answer: D
Q2) One of the major limitations of the internal consultant is
A) their lack of understanding of the organization
B) their access to information
C) their potential loss of objectivity
D) their lack of training
Answer: C
Q3) Following entry and contracting, an OD practitioner starts diagnosing an organization or department.
A)True
B)False
Answer: True
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Chapter 4: Entering and Contracting
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Q1) Contracting is typically a very formal, written process when internal OD practitioners are involved.
A)True
B)False
Q2) The initial activities of the OD process involve .
A) evaluating OD interventions
B) implementing change
C) diagnosing
D) entering and contracting activities
Q3) How might entering into an OD relationship differ for an internal OD practitioner compared to an external OD practitioner?
Q4) Which of the following is not a step in the contracting process?
A) determining what each party wants from the OD process
B) estimating the time and resources that will be devoted to the OD process
C) determining the change project
D) determining the ground rules for working together
Q5) What are some of the factors which could affect the dynamics of the relationship between client and practitioner?
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Chapter 5: Diagnosing
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Q1) An organization-level diagnosis is appropriate when
A) the desired effectiveness of the firm has not yet been obtained
B) problems regarding employee effectiveness on an individual level exist
C) groups are struggling with goal clarity
D) tasks are being redesigned to enhance task significance
Q2) Which of the following is a design component relevant for group level systems?
A) human resource systems
B) technology and structural systems
C) strategy and organizational culture
D) all of the above
Q3) An organization's strategic competitive advantage is aided when its strategies are difficult to imitate.
A)True
B)False
Q4) Collaborating with management is essential for a successful diagnosis.
A)True
B)False
Q5) Compare and contrast the key dimensions of the general environment, the task environment and the enacted environment of an organization.
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Chapter 6: Collecting, Analyzing, and Feeding Back Diagnostic Information
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Q1) Force field analysis is a quantitative technique for analyzing data.
A)True
B)False
Q2) Which question does the OD practitioner ask when developing a diagnostic relationship?
A) Who are you?
B) Why am I here?
C) How much am I paid?
D) Who has political clout?
Q3) Data analysis is usually guided by
A) the client system
B) the organization
C) the conceptual model underlying diagnosis
D) the type of data collected
Q4) Unobtrusive measures provide a highly subjective view of how the organization functions.
A)True
B)False
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Q5) Describe the advantages and disadvantages of the various methods of data collection.
Chapter 7: Designing Interventions
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Q1) Discuss the four major types of interventions including descriptions of specific interventions within each main category.
Q2) Which of the following is not a type of OD intervention outlined in this text?
A) human process interventions
B) human resources management
C) strategic
D) financial
Q3) Key questions to ask when deciding the appropriate intervention method are
A) Have the issues been accurately diagnosed?
B) Are change methods appropriate to the organizational issues identified in diagnosis?
C) Can skills to implement the intervention be transferred to organizational members?
D) all of the above
Q4) Quality of work life encompasses more than just the work environment.
A)True
B)False
Q5) Describe how OD interventions need to be adapted to fit different cultural contexts.
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Chapter 8: Managing Change
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Q1) Describe the key elements of an effective change management program.
Q2) A vision is driven by people's values and preferences.
A)True
B)False
Q3) Individual motivation and commitment are relatively unimportant when managing change.
A)True
B)False
Q4) What political activities might be engaged in to successfully implement change?
Q5) Activity planning and commitment planning are key activities in
A) managing a transition
B) creating a vision
C) entry and contracting
D) diagnosis
Q6) OD consultants can use power constructively in organizations.
A)True
B)False
Q7) Why do most change efforts fail?
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Q8) If you were developing a change program, how would you create readiness for change?
Chapter 9: Evaluating and Institutionalizing Organization
Development Interventions
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Q1) Which data collection method accurately measures all the variables important to OD?
A) questionnaires
B) interviews
C) observations
D) none of the above
Q2) What are the issues involved in measurement?
Q3) Discuss setting up valid research designs.
Q4) External validity is irrelevant without internal validity.
A)True
B)False
Q5) Define institutionalization and discuss specific institutionalization processes.
Q6) When should you identify the measurement variables to be used for evaluation and feedback?
A) diagnosis stage
B) intervention stage
C) implementation stage
D) evaluation stage
11
Q7) What are the two kinds of feedback involved in evaluation and what do they tell us?
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Chapter 10: Interpersonal and Group Process Approaches
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Q1) An issue with performance measurement is that most research is based on hard facts rather than considering people's perceptions.
A)True
B)False
Q2) Group "process" interventions help groups
A) increase the individual's awareness of their behavior
B) generate interest in analyzing relationships within the group
C) increase the skills and knowledge of group members
D) all of the above
Q3) The episodic model of conflict identifies strategies for conflict resolution that are focused on avoiding situations that introduce conflict and emphasizing accommodation.
A)True
B)False
Q4) Team building involves helping work groups improve the way they accomplish tasks as well as improving interpersonal and problem-solving skills.
A)True
B)False
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Chapter 11: Organization Process Approaches
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Q1) Open-space methods for large-group interventions are not characterized by
A) the "law of two feet"
B) the "Four Principles"
C) a formal agenda and structure
D) regular summaries of information for all members to review
Q2) When the interdependence between conflicting groups is low and predictable, behavioral interventions work best.
A)True
B)False
Q3) From the choices below, which best describes the focus of a confrontation meeting?
A) a place to complain
B) a place to mobilize organizational problem-solving
C) a place to negotiate employee contracts
D) a place to reward individual contributors
Q4) Which of the following should be avoided in a confrontation meeting?
A) working on relevant problems
B) members from different departments in same group
C) top management separated from other groups
D) superiors and subordinates in the same group
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Chapter 12: Restructuring Organizations
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Q1) Two organization structures that are more integrative and flexible are
A) process-based and functional
B) self-contained and functional
C) network-based and process-based
D) matrix and hybrid
Q2) Interventions aimed at structural design include
A) traditional ways of dividing the organization's overall work
B) integrative and flexible ways of dividing work
C) structural changes like downsizing
D) all of the above
Q3) Downsizing is generally a response to at least two major conditions: organization decline due to implementation of a new structure or opposition to growth and expansion issues.
A)True
B)False
Q4) Compare the two primary technostructural interventions (downsizing and reengineering) discussed in this chapter and note their general differences and similarities.
Q5) Under what conditions are customer-centric structures appropriate? What challenges does this type of organization structure face and why?
Page 14
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Chapter 13: Employee Involvement
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Q1) Quality circle applications usually involve group problem solving training but no group facilitators.
A)True
B)False
Q2) Tying rewards to accomplishments is the final stage of TQM implementation.
A)True
B)False
Q3) Describe the four elements associated with employee involvement interventions.
Q4) What is the TQM approach to EI and how does it differ from other approaches? Discuss Deming's influence on this approach.
Q5) Compare and contrast the TQM and High Involvement applications of employee involvement.
Q6) The key factors driving interest in Employee Involvement were competitive demands for lower costs, higher performance, and greater flexibility in organizations.
A)True
B)False
Q7) Discuss parallel structures and the type of organization that would benefit most from this approach.
Page 15
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Chapter 14: Work Design
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Q1) Which of the following best describes work designs that incorporate sociotechnical systems?
A) self-managed teams
B) cross divisional teams
C) motivational theories
D) formal structure
Q2) Discuss sociotechnical systems theory and contrast it with the open systems theories of organization development?
Q3) Describe the motivational approach to job design. What are the key dimensions that lead to high work quality and internal motivation?
Q4) Job enrichment always increases employee satisfaction.
A)True
B)False
Q5) Successful work designs reward seniority and "company loyalty."
A)True
B)False
Q6) The degree of autonomy affects the employee performance and satisfaction.
A)True
B)False
Page 16
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Chapter 15: Performance Management
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Q1) Most decisions about promotions in organizations are made in a top-down, open manner.
A)True
B)False
Q2) The goal setting process involves
A) establishing challenging goals
B) setting of goals
C) clarifying goal measurement
D) all of the above
Q3) Contrast the effects of various reward systems. Which are most effective?
Q4) Which of the following is not a design criterion for performance appraisal?
A) acceptance by organizational members
B) must be available to top performing employees
C) focuses on critical control points
D) meets a cost/benefit test
Q5) Various departments within an organization initiate performance management.
A)True
B)False
Q6) What can be done to improve performance appraisal systems?
Q7) What is the rationale for goal setting? Do you agree or disagree and why?
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Chapter 16: Talent Management
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Q1) Which of the following skills are built through management and leadership development programs?
A) problem diagnosis
B) employee recruitment
C) strategic thinking
D) career planning
Q2) People at the "advancement stage" are concerned with helping newer employees get established and grow in their career.
A)True
B)False
Q3) How do coaching and mentoring contribute to leadership development?
Q4) Which of the following is <u>not</u> part of a management and leadership development program?
A) build leadership skills
B) socialize managers and leadership in organization values
C) help execute strategic change agendas
D) develop an organization's strategic plan
Q5) Coaching is a skill that any manager can develop.
A)True
B)False
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Chapter 17: Workforce Diversity and Wellness
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Q1) Which of the following is not a trend indicative of increasing workforce diversity?
A) negative attitudes toward authority
B) gender
C) physically challenged workers
D) age
Q2) Employee stress and wellness interventions acknowledge the connection between
A) worker productivity and training programs
B) organization effectiveness and role clarification
C) worker health and organization productivity
D) quality of work life and dual income families
Q3) Stress has been linked to hypertension, heart disease, and depression.
A)True
B)False
Q4) Stress is an illness covered by employee health insurance.
A)True
B)False
Q5) Discuss methods to diagnose employee stress and the specific OD interventions aimed at alleviating it in the workplace.
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Chapter 18: Transformational Change
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Q1) An organization culture that values inquiry and discovery is better suited to implement organization learning interventions.
A)True
B)False
Q2) Transformational change is always developmental in nature.
A)True
B)False
Q3) How does integrated strategic change differ from traditional strategic planning and traditional planned organization change?
Q4) Cultural change is usually a short term process implemented by top management.
A)True
B)False
Q5) How would an OD practitioner attempt to change an organization's culture?
Q6) Organization design interventions aimed at transformational change are focused on A) work design
B) human resources practices
C) organization structure
D) all of the above
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Chapter 19: Continuous Change
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Q1) Organization learning is an iterative process of
A) understanding, integration, and application
B) discovery, innovation, application, and generalization
C) curiosity, understanding, production, and generalization
D) discovery, invention, production, and generalization
Q2) Organization learning is similar to individual learning.
A)True
B)False
Q3) Self-designing organizations focus on
A) strategy
B) structure
C) technology
D) all of the above
Q4) The learning organization is not characterized by _____________.
A) culture that supports openness, creativity among members
B) acquisition and sharing of new skills and knowledge among members
C) structures that emphasize individual unit performance
D) leaders that exhibit openness and risk taking required for learning
Q5) Compare and contrast the organization learning interventions with knowledge management interventions. Discuss the benefits of each.
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Chapter 20: Transorganizational Change
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Q1) Which is not associated with transorganizational systems?
A) they are loosely coupled
B) organizations in them face a common problem
C) organizations in them always act in a coordinated fashion
D) leadership is dispersed
Q2) How can OD practitioners help two organizations build trust between them?
Q3) When a message is relevant to network members, it is said to .
A) fit the law of the few
B) have stickiness
C) have the power of context
D) be actionable
Q4) Operational combination activities should proceed slowly and carefully following the announcement of the merger or acquisition.
A)True
B)False
Q5) Team building and other human process interventions can play important roles in merger and acquisition integration.
A)True
B)False
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Chapter 21: Organization Development for Economic, Ecological, and Social Outcomes
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Q1) Because GSCOs have such an honorable mission, it is rare for their stakeholders to be in conflict.
A)True
B)False
Q2) Explain the three activities with which GSCOs enact planned change.
Q3) GSCOs create horizontal linkages that include channels of communication and influence upward to governmental and policy-level decision-making processes.
A)True
B)False
Q4) GSCOs are part of a social innovation movement to foster the emergence of a global civilization.
A)True
B)False
Q5) Which of the following is an example of a sustainability initiative?
A) using web-conferencing more than travel
B) printing on two-sides of the paper
C) encouraging recycling
D) all of the above
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Chapter 22: Organization Development in Nonindustrial
Settings: Health Care, and School Systems
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Q1) OD efforts can help public schools build sustainable leadership capacity.
A)True
B)False
Q2) When OD practitioners work with the public-sector organization, it may be difficult to get various stakeholders to agree on a common goal.
A)True
B)False
Q3) Which of the following is not one of the dimensions along which public and private sector organizations differ?
A) values
B) multiplicity of decision makers
C) desire for innovation
D) stakeholder diversity
Q4) Describe how OD interventions could facilitate integration among the various stakeholders (physicians, pharmacies, hospitals, insurance companies) within the health care system.
Q5) Discuss the initial meetings with the family business client. Include key questions and strategies for the OD consultant to prepare for a successful intervention.
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Chapter 23: Future Directions in Organization Development
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Q1) The pragmatic trend is distinguished by an emphasis on change technologies and change management.
A)True
B)False
Q2) A single minded pursuit of economic progress can undermine local culture.
A)True
B)False
Q3) What term is used to refer to the idea that organization change and globalization should be guided by the economic, social, and ecological value that is added or destroyed?
A) sustainable advantage
B) cause strategy
C) triple bottom line
D) process improvement
Q4) The academic trend in OD searches for variables that explain change and effectiveness.
A)True
B)False
Q5) How can OD support ecological sustainability in the future?
Q6) Compare and contrast the traditional, pragmatic, and scholarly trends within OD.
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