In organization development a practitioner must consider

Question

Question 1: Which of the following is (are) one of the major sets forces in organization environment over the years?

• customers
• competitors
• government
• international unions
• all of the above

Question 2:  The reason OD has emerged is because the external environment for most organizations is becoming more________.

• simple and predictable
• complex and dynamic
• bureaucratic and rigid
• subject to manipulation by the firm
• none of the above

Question 3: In organization development, a practitioner must consider not only organizational goals and resources, but also______.

• market share
• cash flows
• the external environment
• the individual needs of personnel
• answers c and d

Question 4: Some ideas in systems theory have had substantial impact on management thinking. Which of the following refers to a system' s tendency to break down?

• feedback
• entropy
• dynamic equilibrium
• process observation
• future shock

Question 5: A hyper turbulent environment is characterized by_____.

• rapidly changing product lines
• continual technological innovation
• stable market growth
• all of the above
• answer a and b

Question 6: Managers can no longer function within the traditional organization chart, but must learn to____.

• manipulate government regulations for organizational gain
• integrate a department with the whole organization
• control workers to complete production goals
• cope with demographics
• none of the above

Question 7: Long-term attainment of change cannot be obtained without______.

• conflict management
• cultural change
• differentiation
• entropy
• none of the above

Question 8: Following corporate mergers, cultures often clash because____.

• of different management styles
• groups may have different goals
• of language differences
• all of the above
• answers b and c

Question 9: Three criteria to indicate an organization's effectiveness or health are_____.

• motivational climate, morale, and a horizontal organization
• adaptability, sense of identity, and capacity to test reality
• efficiency, effectiveness, and egalitarian
• degree of profitability, motivational climate, and adaptability
• none of the above

Question 10: Advantages of external change agents include the following:

• greater objectivity
• positive role
• more technical knowledge and skill
• more experience in dealing with diverse problems
• all of the above

Question 11: The practitioner style that gives primary emphasis to employee relationships and morale is the ____style.

• stabilizer
• analyzer
• persuader
• cheerleader
• pathfinder

Question 12: Before starting an OD project, the practitioner should obtain answers to which of the following?

• Are the key people involved?
• Are the learning goals of OD appropriate?
• is the cultural state of the client system ready for OD?
• all of the above
• none of the above

Question 13: The problem most likely to arise in implementing an OD program is______.

• inadequate support by top management
• overestimating the resistance to change
• communicating information to all levels of the organization
• inability to apply appropriate coercive pressure
• human resistance to change

Question 14: Changing an organization involves modifying the_______.

• Work flow
• culture, organization system, and structure
• technology and engineering processes
• culture and management
• people and machinery

Question 15: The major force (s) innate change process include________.

• the degree of change to be made
• the time frame required to implement the change
• those advocating the change such as a manager or practitioner
• an evaluation of the change and its impact on organization effectiveness
• all of the above

Question 16: The strategy which places emphasis on the use of human resources is a _____.

• behavioral strategy
• technical strategy
• structural strategy
• answers a and c
• none of the above

Question 17: The "iceberg" analogy of change proposes that_____.

• intervention strategies should address both visible and hidden aspects of an organization
• some members have ideas that are frozen or unchangeable
• the observable elements of an organization can be changed
• the hidden elements of an organization cannot be changed as they are too deeply rooted inn the organization's culture
• answers c and d

Question 18: Often the most effective approach in selecting an appropriate strategy is_______.

• choosing the one that will optimize profits
• the educational level of employees
• the integrative use of several strategies
• disregarding second-order consequences
• select one specific strategy and stay with it until the change has been accomplished.

Question 19: Intervention strategies can best be described as_________.

• implementing techniques that have been shown to best bring about change
• implementing methods that organization questionnaires have shown to be requested by members
• formulating surveys and questionnaires to determine the extent of problems
• planned and directed means to improve the functioning of the client system
• successful when they have considered behavioral consequences

Question 20: In selecting an appropriate intervention, the practitioner and client should consider if______.

• the cost outweigh the benefits
• the techniques will be acceptable to the client system
• there are any potentially negative consequences
• all of the above
• answers b and c