Exam 1
What are ethical issues in contracting? Discuss.
(1) Misrepresentation and collusion; (2) Value and goal conflict; (3) Technical ineptness
A ______ is defined as "an enduring belief that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence." a. value b. value statement c. value system d. value framework
A
A consultant leading a client to believe they have extensive experience with related problems or overstating certifications is an example of which ethical dilemma? a. misrepresentation and collusion b. misuse of data c. value and goal conflict d. technical ineptness
A
A popular adaptation of which systems theory model refers to an organization's current state, a transition state, and a desired state? a. Lewin's three-phrase model b. Nadler-Tushman congruence model c. Burke-Litwin model d. Wiesbord Six-Box Model
A
Client resistance can be expressed in a variety of ways; which of the following ways is detailed as the client expressing frustration at any additional explanation about the problem, where it came from, who is involved, and so on? a. Pressing for solutions. b. Time. c. Compliance. d. Give me more detail.
A
During a contracting meeting, consultants should ensure they ______ because it is important to allow the clients to have the opportunity to express themselves. a. listen b. speak c. dispute d. neglect
A
Earning a regular salary is an example of which of the following? a. advantage of internal consulting b. advantage of external consulting c. disadvantage of internal consulting d. disadvantage of external consulting
A
Having more knowledge of organizational culture, history, and practices is an example of which of the following? a. advantage of internal consulting b. advantage of external consulting c. disadvantage of internal consulting d. disadvantage of external consulting
A
In an ideal form, action research is a ______ in which the researcher is actively engaged with those experiencing the problem versus conducting research on them. a. scientific process b. observation technique c. data-gathering method d. consulting term
A
In the contracting process, the practitioner and client explore both the formal and______ contractual elements of their relationship. a. psychological b. biological c. social d. fiscal
A
OD values have transitioned over time and have, for example, moved away from «seeing individuals as fixed » toward a view of ______. a. seeing them as being in process b. accepting and utilizing them c. making appropriate confrontation d. trusting them
A
One benefit of using the ______ approach is that the label for the categories can more closely align with the language of organizational members. a. inductive b. deductive c. academic d. practitioner
A
One reason why the doctor-patient model of consulting is flawed is that: a. It puts the consultant in the role of making the diagnosis without client buy in. b. Responsibility for implementation rests with the consultant. c. Clients have the responsibility of doing all data gathering. d. Few consultants have medical degrees.
A
The ______ contract consists of topics that one develop as part of an official professional agreement. a. formal b. informal c. psycholocial d. dialogic
A
The action research model is more ______ rather than linear. a. interactive b. structured c. sequential d. undeviating
A
The potential expense, time and data intensive, only provides one perspective, and time-consuming analysis are all disadvantages of which of the following data gathering methods? a. interviews b. focus groups c. surveys/questionnaires d. unobtrusive measures
A
Using the ______ process for analyzing data, the analyst reasons from the observations or the data to elicit general principles or a theory. a. inductive b. deductive c. academic d. practitioner
A
Using the ______ process for analyzing data, the analyst reasons from the observations or the data to elicit general principles or a theory. a. inductive b. deductive c. academic d. practitioner
A
When using the ______ approach to consulting, the client has typically framed the problem already as a gap in knowledge that the consultant can fulfill. a. expert b. doctor-patient c. mechanic d. organization development
A
Which approach or new paradigm resonates with observers because it highlights how changes can adapt and spread throughout a system to illustrate how even small changes made to a single project team can have expansive effects across the organization? a. complex adaptive systems perspective b. dialogic approach c. systems theory d. social construction approach
A
Which benefit of resistance is described as prompting leaders to more clearly articulate the rationale for the change? a. Resistance can clarify purpose. b. Resistance can keep the change active in the organization's conversations. c. Resistance can enhance the quality of the change and its implementation. d. Resistance can reflect, and potentially build, involvement in and commitment to the organization.
A
Which criteria of energizing the client toward action relates to ensuring issues presenting to the client are among influential causes of the problem? a. Relevant b. Influenceable or manageable c. Descriptive d. Selective
A
Which model of organizational change characterizes the organization as a set of inputs, processes and outputs? a. Systems theory b. Social construction c. Complex adaptive systems theory d. Feedback theory
A
Which of the boxes within Weisbord's model includes formal goal clarity and informal goal agreement? a. Purposes b. Structure c. Rewards d. Relationships
A
Which of the following components within the Nadler-Tushman Congruence Model includes environment, resources, market demands, human resources, and prior patterns? a. inputs b. transformation processes c. outputs d. feedback
A
Which of the following considerations in selecting the right intervention strategy relates to the "principle of congruence"? a. Matching the intervention to the data and diagnosis b. Considering client readiness for change c. Deciding where to intervene first d. Considering depth of intervention
A
Which of the following criteria when selecting a data gathering method relates to potential cost in terms of money and time? a. investment required b. access c. relevance to problem d. accuracy
A
Which of the following is NOT a reason a practitioner may have regarding which model to emphasize? a. If the model is right b. If the model facilitates additional understanding c. If the model is consistent with the practitioner's approach d. If the model meets the client's needs
A
Which of the following is NOT an accurate description of OD? a. *OD deals primarily with urgent, rapid, short-term changes. b. OD is a different kind of consulting than management consulting. c. OD involves multiple targets of change such as those involving individuals, teams, and whole organizations. d. OD is more than learning a set of generic tools that we can apply to every situation.
A
Which of the following is not a hygiene factor, which can cause job dissatisfaction? a. Recognition for achievement b. Supervision c. Physical working conditions d. Job security
A
Which of the following purposes of contracting is described as an opportunity for practitioners to ask questions about the problem and the client's suggested approach, which then means the consultant can validate the likelihood of being able to carry out an intervention? a. To understand the organization's commitment to change b. To create an environment in which consultation can succeed by agreeing on mutual roles and needs c. To clarify time pressures and expectations d. To clarify how the client and consultant will interact
A
Which of the following purposes of contracting is described as an oppportunity for practitioners to ask questions about the problem and the client's suggested approach, which then means the consultant can validate the likelihood of being able to carry out an intervention? a. To understand the organization's commitment to change b. To create an environment in which consultation can succeed by agreeing on mutual roles and needs c. To clarify time pressures and expectations d. To clarify how the client and consultant will interact
A
Which of the following purposes of contracting is rationale for a practitioner to conduct an initial set of diagnostic activities as a starting point? a. To further explore the problem b. To clarify the client's goals and objectives for the request c. To allow the client to get to know the consultant, the consultant to get to know the client and the organization, and for both parties to validate that the project is one that the consultant has the knowledge and skills to accept d. To understand the organization's committment to change
A
Which of the following purposes of contracting is rationale for a practitioner to conduct an initial set of diagnostic activities as a starting point? a. To further explore the problem b. To clarify the client's goals and objectives for the request c. To allow the client to get to know the consultant, the consultant to get to know the client and the organization, and for both parties to validate that the project is one that the consultant has the knowledge and skills to accept d. To understand the organization's committment to change
A
Which of the following reasons identifies that values are important to OD practitioners due to values giving direction and specifying guiding principles rather than exact behavior? a. Values guide choices about how to proceed. b. Values provide a larger vision that extends beyond any individual intervention. c. Values distinguish OD from other methods of consulting and change. d. Values can help prompt dialogue and clarify positions.
A
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
A
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
A
Which systems theory model of organizational behavior and change discusses the concepts of unfreezing, moving, and refreezing? a. Lewin's three-phase model b. Nadler-Tushman congruence model c. Burke-Litwin model d. Weisbord Six-Box Model
A
Which type of consulting approach is commonly utilized in the IT field or financial industry? a. Expert b. Doctor-Patient c. Mechanic d. Organization Development
A
Why do we say that it is not resistance when a client replies, "I understand the data; however, I am choosing not to move forward with this project"? a) It is a direct and authentic reply. b) The client does not really understand the data, and this is confusion, not resistance. c) It does not directly fit with the 14 kinds of resistance that exist. d) It is not resistance, but it is the first step in negotiating interventions with the consultant.
A
______ are those initial explanations of the situation that highlight symptoms of which the client is most painfully aware. a. Presenting problems b. Underlying problems c. Interventions d. Data gathering methods
A
"People support what they help create" is a good summary of the OD value of: a. Groups and teams b. Participation and Involvement c. Authenticity and trust d. Growth, development and learning
B
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
B
Client resistance can be expressed in a variety of ways; which of the following ways is detailed as the client clearly expressing anger, frustration, and irritation? a. Time. b. Attack. c. Compliance. d. Flight into health.
B
Contracting is a ______ process. a. one-time b. continual c. temporary d. permanent
B
For example, a survey cannot be altered in design once it has been administered, which relates to which criteria when selecting data gathering methods? a. access b. flexibility c. investment required d. relevance to the problem
B
Having less political involvement, resulting in being more truthful with less consequence is an example of which of the following? a. advantage of internal consulting b. advantage of external consulting c. disadvantage of internal consulting d. disadvantage of external consulting
B
Herzberg's research suspected that ______ was not the opposite of ______ . a. motivation; job satisfaction b. job satisfaction; job dissatisfaction c. job dissatisfaction; motivation d. job satisfaction; hygiene factors
B
If categories appear "saturated" during the inductive coding process, ______. a. add more comments to the category b. determine if the category should be broken down further c. the themes were not set up appropriately d. combine some categories together
B
In becoming an OD consultant, many observers note a background in ______ is a good starting point to expose beginners to introductory OD concepts. a. history b. social and behavioral sciences c. biological sciences d. information technology
B
Interdependent teams, such as marketing, human resources, finance, and so forth, are organized by their respective ______. a. small business unit b. function c. level d. leader
B
It is critical a consultant take time to organize and ______ to ensure information is learned about the situation and the potential for a successful engagement. a. listen b. ask questions c. propose solutions d. deny further opportunities for engagement
B
Lewin referred to ______ as a model to capture the idea that the research projects at their core always had both pragmatic and theoretical components, and that rigorous scientific methods could be used to gather data about groups and to intervene in their processes. a. laboratory training b. action research c. survey feedback d. management practices
B
OD consulting has also been referred to as ______ consulting, in an effort to set it apart from consulting in which the practitioner offers content expertise. a. expert b. process c. responsible d. accountable
B
OD values have transitioned over time and have, for example, moved away from the idea of « game-playing" to a view of ______. a. people are essentially good. b. authentic behavior. c. willingness toward risk. d. greater emphasis on collaboration.
B
Organizational members feeling more comfortable sharing confidential information without fear of leaks is an example of which of the following? a. advantage of internal consulting b. advantage of external consulting c. disadvatnage of internal consulting d. disadvantage of external consulting
B
Social construction approaches to change assume that change happens when: a. The environmental factors promoting change are greater than the organization can resist. b. *There is a change in meaning, interpretation, and language use in the organization. c.The organization has a change in vision or mission. d. Systems, policies, and procedures also change.
B
The National Training Laboratory (NTL) in Group Development was founded by Kenneth Benne, Leland Bradford, and Ronald Lippitt, who were inspired by which scholar? a. Douglas Beckhard b. Kurt Lewin c. Herbert Shepard d. Wendell French
B
The ______ approach to consulting frequently results in low success after implementation. a. expert b. doctor-patient c. mechanic d. organization development
B
The question that is the objective of the diagnostic and feedback phases of the OD process is: a. What do we do next? b. What is going on here? c. What is the plan? d. Who is involved?
B
Using the ______ process for analyzing data, the analyst applies general principles or a theory to a particular circumstance or (set of) observations. a. inductive b. deductive c. academic d. practitioner
B
What is defined as "a participatory democratic process concerned with developing practical knowledge in the pursuit of worthwhile human purposes... "? a. Organization development b. Action research c. Training and development d. Career development
B
What is referred to now as a commonly used form of scale for measurement? a. Rensis Scale b. Likert Scale c. Survey Scale d. Research Scale
B
When using the ______ approach to consulting, even if the problem is successfully solved, clients will likely not know how to solve the problem themselves in the the future and will be forced to contact the consultant again. a. expert b. doctor-patient c. mechanic d. organization development
B
Which benefit of resistance is described as an opportunity for recipients to share their feedback, whether positive or negative, to be taken into account to create a better solution? 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.
B
Which benefit of resistance is described as offering the opportunity to keep information flowing? a. Resistance can clarify purpose. b. Resistance can keep the change active in the organization's conversations. c. Resistance can enhance the quality of the change and its implementation. d. Resistance can provide additional data about how employees feel about past change attempts and the organization itself.
B
Which criteria of energizing the client toward action relates to ensuring the consultant presents issues that the client can change? a. Relevant b. Influenceable or manageable c. Descriptive d. Sufficient and specific
B
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
B
Which of the following considerations in selecting the right intervention strategy allows a consultant to utilize influence strategies, such as persuasive communication? a. Matching the intervention to the data and diagnosis b. Considering client readiness for change c. Deciding where to intervene first d. Considering depth of intervention
B
Which of the following considerations in selecting the right intervention strategy begins with asking systematic questions to come up with improved judgements and choices? a. Considering client readiness for change b. Deciding where to intervene first c. Considering depth of intervention d. Considering sequence of activities
B
Which of the following current values in organization development centers around the concept of working within a function or level, for example? a. Participation, involvement, and empowerment b. The importance of groups and teams c. Growth, development, and learning d. Valuing the whole person
B
Which of the following is NOT a drawback to using models as a means to deductive analysis? a. often oversimplifying a complex process b. highlighting attention to certain areas c. being dependent on a model d. potentially overlooking some aspects
B
Which of the following is NOT commonly seen as an activity within the diagnostic phase? a. Analyze the data, including sorting them into key themes. b. Gather additional data if something appears missing. c. Interpret the data. d. Select and prioritize the right issues that will "energize" the client.
B
Which of the following is an accurate assumption of Theory Y? a. The average human being prefers to be directed and has little ambition. b. In contemporary organizations, most people's capabilities are only partially utilized. c. Most people dislike and will avoid hard work. d. Maximum productivity comes when employees fear getting fired if they do not perform.
B
Which of the following purposes of contracting is described as an opportunity for a practitioner to validate that a project is able to be accepted, and often the practitioner should do more listening than talking? a. To clarify the client's goals and objectives for the request b. To allow the client to get to know the consultant, the consultant to get to know the client and the organization, and for both parties to validate that the project is one that the consultant has the knowledge and skills to accept c. To understand the organization's commitment to change d. To create an environment in which consultation can success by agreeing on mutual roles and needs
B
Which of the following purposes of contracting is described as an opportunity for a practitioner to validate that a project is able to be accepted, and often the practitioner should do more listening than talking? a. To clarify the client's goals and objectives for the request b. To allow the client to get to know the consultant, the consultant to get to know the client and the organization, and for both parties to validate that the project is one that the consultant has the knowledge and skills to accept c. To understand the organization's commitment to change d. To create an environment in which consultation can success by agreeing on mutual roles and needs
B
Which of the following purposes of contracting outlines the appropriate time to elucidate what the client expects to see when the engagement is finished, as well as how the engagement will be evaluated? a. To further explore the problem b. To clarify the client's goals and objectives for the request c. To allow the client to get to know the consultant, the consultant to get to know the client and the organization, and for both parties to validate that the project is one that the consultant has the knowledge and skills to accept d. To understand the organization's commitment to change Ans: B
B
Which of the following purposes of contracting outlines the appropriate time to elucidate what the client expects to see when the engagement is finished, as well as how the engagement will be evaluated? a. To further explore the problem b. To clarify the client's goals and objectives for the request c. To allow the client to get to know the consultant, the consultant to get to know the client and the organization, and for both parties to validate that the project is one that the consultant has the knowledge and skills to accept d. To understand the organization's commitment to change
B
Which of the following terms is related to the social construction perspective and is defined as «the placement of items into frameworks, comprehending, redressing surprise, constructing meaning, interacting in pursuit of mutual understanding, and patterning? a. environment b. sensemaking c. information d. boundary
B
Which purpose of contracting discusses the understanding of what the both consultant and client should to next? a. To clarify confidentiality needs b. To plan next steps c. To clarify time pressures and expectations d. To clarify how the client and consultant will interact
B
Which step in the data gathering process discusses the client or another representative explaining to organizational members what data are being gathered, by whom, using what methods, and for what purposes? a. Determine approach to be used b. Announce project c. Prepare for data collection d. Collect data
B
Which systems theory model of organizational behavior and change discusses the concepts of inputs, transformation processes, outputs, and feedback? a. Lewin's three-phase model b. Nadler-Tushman congruence model c. Burke-Litwin model d. Weisbord Six-Box Model
B
______ 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
B
______ can occur when a consultant and client agree to "exclude outside parties for personal gain or protection." a. Misrepresentation b. Collusion c. Role conflict d. Recontracting
B
Brent has hired an OD consultant to understand why the company's process for paying invoices is so slow. He wants the consultant to manage the project from start to finish, and does not have any time for data gathering or participating in diagnosis himself. According to the different models of consulting we discussed, Brent is operating with which inaccurate model of OD in mind? a. Expert model of consulting b. Doctor-Patient model of consulting c. Mechanic model of consulting d. Process model of consulting
C
Client resistance can be expressed in a variety of ways; which of the following ways is detailed as the client expressing their concern that the solutions are not feasible? a. Give me more detail. b. Time. c. Impracticality. d. Attack.
C
Finance and accounting, HRM, and legal issues are examples of which of the following OD consultant competencies? a. Organizational Behavior b. Training and Development c. Business and Management Knowledge Areas d. General Professional Skills
C
Having less variety in clients, industries, and issues is an example of which of the following? a. advantage of internal consulting b. advantage of external consulting c. disadvantage of internal consulting d. disadvantage of external consulting
C
If a client seeks to use the consultant in a spy role, this is an example of which ethical dilemma? a. misrepresentation and collusion b. misuse of data c. value and goal conflict d. technical ineptness
C
In dialogic OD, there is no real "______" in the organization. a. concern b. issue c. truth d. problem
C
OD consultants view ______ as the experts. a. themselves b. their colleagues c. clients d. members of society
C
OD values have transitioned over time and have, for example, moved away from «use of status for maintaining power and personal prestige » toward a view of ______. a. confirming them as human beings b. making appropriate confrontation c. use of status for organizationally relevant purposes d. greater emphasis on collaboration
C
Organizational members being reluctant to share sensitive information for fear that it may leak internally to colleagues is an example of which of the following? a. advantage of internal consulting b. advantage of external consulting c. disadvantage of internal consulting d. disadvantage of external consulting
C
The Managerial Grid mapped scores related to concern for production and concern for people; the scores ranged from ______ to ______. a. 1; 5 b. 1; 7 c. 1; 9 d. 1;11
C
The ______ approach to consulting essentially gives the consultant responsibilty over virtually every aspect of the problem and the solution, and the client relinquishes both accountability and responsibility of the problem. a. expert b. doctor-patient c. mechanic d. organization development
C
The ______ contract is an explicit agreement about the consulting relationship. a. formal b. informal c. psychological d. dialogic
C
To manage an interview well, the consultant should: a) Build the confidence of the interviewee with statements such as "I agree" and "Very nice point." b) Never stray from the prepared list of questions. c) Establish rapport and begin with a personal introduction to put the interviewee at ease. d) Avoid eye contact and write down as many exact quotes as possible.
C
Typically takes a short amount of time and allows a broad range of topics to be addressed are two advantages of which of the following data gathering methods? a. interviews b. focus groups c. surveys/questionnaires d. unobtrusive measures
C
Weisbord is known for indicating that a. a consultant can turn down an engagement if it is unlikely to succeed. b. a consultant does not need to rely on the contracting phase. c. a consultant is never finished with contracting. d. a consultant must find an ending with contracting.
C
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. Ans: C
C
Which criteria of energizing the client toward action relates to ensuring the data describes current facts? a. Relevant b. Influenceable or manageable c. Descriptive d. Selective
C
Which of the boxes within Weisbord's model includes the degree to which people can work interdependently and manage conflict successfully? a. Structure b. Rewards c. Relationships d. Helpful mechanisms
C
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
C
Which of the following considerations in selecting the right intervention strategy considers the surface-level versus deep-level issues within groups? a. Considering client readiness for change b. Deciding where to intervene first c. Considering depth of intervention d. Considering sequence of activities
C
Which of the following criteria when selecting a data gathering method discusses prone to bias? a. access b. relevance to the problem c. accuracy d. flexibility
C
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
C
Which of the following is NOT mentioned as a negative implication of OD having a business results emphasis? a. moves OD away from humanistic values b. OD would not be holding true to its origin c. allows OD practitioners to help clients achieve the outcomes they seek d. OD could near an end as a distinct field of study
C
Which of the following is an INACCURATE statement of OD values? a. Encouraging participation in organizational decisions. b. Seeing people as "in process." c. Suppressing negativity, anger, and conflict. d. Seeking authenticity and openness.
C
Which of the following is one way a practitioner can help to not overwhelm a client with various questions? a. ask questions that appear to wander away from the immediate problem b. use a critical tone to demonstrate the severity of the impeding issue c. narrow an exhaustive list of questions to ones that a client can address immediately d. ask a barrage of questions to ensure all information is obtained at the onset
C
Which of the following purposes of contracting discusses the need for the client and consultant both to explore checkpoints and deadlines for the project and various stages along the way? a. To undertsand the organization's commitment to change b. To create an environment in which consultation can succeed by agreeing on mutual roles and needs c. To clarify time pressures and expectations d. To clarify how the client and consultant will interact
C
Which of the following purposes of contracting discusses the need for the client and consultant both to explore checkpoints and deadlines for the project and various stages along the way? a. To undertsand the organization's commitment to change b. To create an environment in which consultation can succeed by agreeing on mutual roles and needs c. To clarify time pressures and expectations d. To clarify how the client and consultant will interact
C
Which of the following reasons identifies that values are important to OD practitioners as consultants learn to work with the client to develop programs that meet the client's needs and maintain the objectives and underlying values ? a. Values provide a larger vision that extends beyond any individual intervention. b. Values distinguish OD from other methods of consulting and change. c. Values can help prompt dialogue and clarify positions. d. Values help evaluate how well something went.
C
Which of the following theories was influenced by studies and observations of Japanese management styles, which began to be adopted in the U.S. in the 1970s and 1980s? a. Theory X b. Theory Y c. Theory Z d. Managerial Grid
C
Which systems theory model of organizational behavior and change takes into account both first-order and second-order change? a. Lewin's three-phase model b. Nadler-Tushman congruence model c. Burke-Litwin model d. Weisbord Six-Box Model
C
Which systems theory model was developed as a causal model that could be empirically tested, that would specify the variables that would be affected by a given change, and that would take into account transactional and transformational change? a. Lewin's three-phrase model b. Nadler-Tushman congruence model c. Burke-Litwin model d. Weisbord's Six-Box Model
C
Within the ______ approach to consulting, the underlying notion is that clients do not have time or patience to deal with problems. a. expert b. doctor-patient c. mechanic d. organization development
C
Being perceived as short-term is an example of which of the following? a. advantage of internal consulting b. advantage of external consulting c. disadvantage of internal consulting d. disadvantage of external consulting
D
Difficulty in following up in depth on a single issue and the potential for a low response rate are two disadvantages to which data gathering method? a. interviews b. unobtrusive measures c. focus groups d. surveys/questionnaires
D
Group members, if they were confronted more or less objectively with data concerning their own behavior...might achieve highly meaningful learnings about themselves" is the lesson from which of the following historical OD practices? a. Organizational learning theory b. Employee engagement studies c. Quality circles d. T-groups
D
High validity and can provide triangulation are two advantages of which of the following data gathering methods? a. focus groups b. surveys/questionnaires c. observations d. unobtrusive measures
D
If "single-instance" items are noted during the inductive coding process, ______. a. add more comments to the category b. determine if the category should be broken down further c. the themes were not set up appropriately d. combine some categories together
D
If a consultant does not appropriately follow the OD consulting process, this is an example of which of the following ethical dilemmas? a. misrepresentation and collusion b. misuse of data c. value and goal conflict d. technical ineptness
D
If an intervention consists of a number of activities, which consideration in selecting the right intervention strategy would be critical? a. Considering client readiness for change b. Deciding where to intervene first c. Considering depth of intervention d. Considering sequence of activities
D
Not being able to follow through beyond interventions to see long-term results is potentially an example of which of the following? a. advantage of internal consulting b. advantage of external consulting c. disadvantage of internal consulting d. disadvantage of external consulting
D
Potential for little preparation and the opportunity to be "in the moment" are advantages to which data gathering method? a. interviews b. focus groups c. surveys/questionnaires d. observations
D
Rethinking how the entire organization uses a computer system, redefining roles, processes, values, and implicit meanings would be considered a _____ change. a. planned b. unplanned c. first-order d. second-order
D
Strategic planning and goal setting are examples of which of the following OD consultant competencies? a. Data Collection and Analysis b. Business and Management Knowledge Areas c. Consulting Skills d. Interventions
D
Survey preparation and participant observation are examples of which of the following OD consultant competencies? a. Interpersonal Skills and Personal Characteristics b. Organizational Behavior c. Data Collection and Analysis d. Consulting Skills
D
Using coding, which of the following themes does NOT relate to the others? a. Project managers b. Department supervisors c. Team members d. Tools
D
Which benefit of resistance is described as serving an organizationally protective purpose? 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.
D
Which component within the Burke-Litwin model is defined as standardized policies and mechanisms that are designed to facilitate work? a. External environment b. Culture c. Structure d. Systems
D
Which consulting approach most focuses on a shared view of all responsibilities? a. Expert b. Doctor-Patient c. Mechanic d. Organization Development
D
Which criteria of energizing the client toward action is a tradeoff to selectivity? a. Relevant b. Influenceable or manageable c. Descriptive d. Sufficient and specific
D
Which criteria of energizing the client toward action relates to the practitioner not sharing all themes from the data, in order to not overwhelm the client? a. Relevant b. Influenceable or manageable c. Sufficient and specific d. Selective
D
Which of the following purposes of contracting discusses the notion of handling sensitive information and the necessity to understand and clarify these concerns? a. To create an environment in which consultation can succeed by agreeing on mutual roles and needs b. To clarify how the client and consultant will interact c. To plan next steps d. To clarify confidentiality needs
D
Which of the following purposes of contracting discusses the practicalities of meeting schedules and expectations for an equal relationship in which authenticity and honesty are necessities. a. To create an environment in which consultation can succeed by agreeing on mutual roles and needs b. To allow the client to get to know the consultant, the consultant to get to know the client and the organization, and for both parties to validate that the project is one that the consultant has the knowledge and skills to accept c. To clarify time pressures and expectations d. To clarify how the client and consultant will interact
D
Which of the following was identified as a notable research program within management practices? a. MacGregor's Theory X and Y b. Blake and Mouton's managerial grid c. Herzberg's studies of worker motivation d. all the above
D
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
D
Which stage of the consulting process is when the consultant and client review the outcomes of the intervention(s) and determining whether they resulted in the desired change? a. Data gathering b. Diagnosis and feedback c. Intervention d. Evaluation and exit
D
Which systems theory model of organizational behavior and change discusses six common problem areas: purposes, structure, rewards, relationships, helpful mechanisms, and leadership? a. Lewin's three-phase model b. Nadler-Tushman congruence model c. Burke-Litwin model d. Weisbord Six-Box Model
D
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
D
TRUE/FALSE: Internal OD consultants work independently.
FALSE
TRUE/FALSE: OD consulting does not differ from the expert, doctor-patient, nor mechanic models.
FALSE
T/F: A commitment to OD values means that practitioners direct attention toward humanistic values that respect people and as a result, do not focus on business goals of efficiency and effectiveness.
False
True/False: In the earlier recognized laboratory/T-group training/workshops, organization members were not invited to participate in discussion and to share their own interpretations.
False
True/False: In the further research conducted at Detroit Edison, specifically with the eight accounting departments, there was no reported difference among the groups that had taken action compared to the groups that had taken no action.
False
True/False: Questions should not be asked by the consultant during the contracting meeting.
False
True/False: The practice of OD is just in its second decade.
False
True/False: To illustrate why organizations often succeed at learning, Argyris developed two models of managerial thinking: Model I and Model II.
False
How would you define and describe action research?
Information should include mention of using research findings and translate them into practical, actionable knowledge that could be used by practitioners to improve groups and solve their problems. Presently, action research is the foundation and underlying philosophy of the majority of OD work, particularly survey feedback methodologies.
Distinguish between Theory X and Theory Y.
Responses should include characteristics of each Theory, specifically regarding Theory X having more negative assumptions of people and their work, whereas Theory Y articulates a more optimistic view of people and their work.
TRUE/FALSE: During the diagnosis and feedback stage of consulting, the data is analyzed and interpreted.
TRUE
TRUE/FALSE: One negative aspect of OD being an internal function within an organization is that it gets buried within HR.
TRUE
TRUE/FALSE: Resistance, in fact, can be a useful resource in change efforts.
TRUE
TRUE/FALSE: The OD consulting model implies more of a shared role among all involved.
TRUE
TRUE/FALSE: The mechanic model gives the consultant responsibility over virtually every aspect of the problem and the solution, and it permits the client to relinquish both accountability and responsibility for the problem.
TRUE
TRUE/FALSE: Typically, there is a diagnostic set of questions followed by a result and solution in the doctor-patient model.
TRUE
T/F: "Improving organizational life for all members" is part of the humanistic orientation.
True
T/F: Today, the widespread use of employee surveys can be traced back to work in the 1940s and 1950s at Detroit Edison.
True
True/False: MacGregor, Likert, Blake and Mouton, and Herzberg sought to persuade the practitioner community that there was a more optimistic and humanistic alternative to management.
True
True/False: The ability to effectively adopt change became the difference between successful and mediocre organizations.
True
Thoroughly detail the components within Herzberg's motivation-hygiene theory.
Various responses will be submitted. Key components should include hygiene factors, motivating factors, and how they relate to job satisfaction and/or job dissatisfaction.
Organization development is based on
a set of values, largely humanistic and open systems theory.
Organization development is an effort that is WHAT?
planned, organization-wide, managed from the top, to increase organization effectiveness and health through, planned interventions in the organization's "processes," and using behavioral-science knowledge
Organizational development (OD)
the process of increasing organizational effectiveness and facilitating personal and organizational change through the use of interventions driven by social and behavioral science knowledge.
T/F: Without greater detail and multiple perspectives regarding the nature and extent of the problem, the chosen interventions may target the wrong areas.
true