16-20

19. ___________________involves the purchase of one organization by another for integration into the purchasing organization. a. Acquisition b. Merger c. Transaction d. Transformation

a. Acquisition

18. _________________________is the most prevalent learning process in organizations and enables members to reduce errors or gaps between desired and existing conditions. a. Adaptive learning b. Deutero learning c. Structural learning d. Generative learning

a. Adaptive learning

16. OD Interventions for this workforce issue could include the implementation of wellness programs, career planning and development, and the development of employee resource groups. a. Age b. Sexual Orientation c. Gender d. Disability

a. Age

19. The following is true about transorganizational strategies. a. They provide additional resources for large-scale research and development. b. They position the organization to achieve economies of scale or scope. c. They apply diverse expertise to complex problems and tasks through more collaborative relationshios. d. All of the above

a. All of the above

19. Dana is an expert OD practitioner working with mergers and acquisitions. She has most of her experience in the Precombination phase of the M&A Process. That tells us she is best at: a. Designing screening criteria to assess and narrow the field of candidate organizations. b. Designing programs to match the organizations involved. c. Finding organizations with the most flexible work environments. d. Developing new ideas for increasing the field of candidate organizations.

a. Designing screening criteria to assess and narrow the field of candidate organizations.

18. ____________________ is a new type of OD intervention that combines OD's traditional human process focus on relationships among organization members with strategic management's customary emphasis on strategy and organization design to help organizations manage strategic change. a. Dynamic strategy making b. Flexibility strategy making c. Strategic strategy making d. Progressive strategy making

a. Dynamic strategy making

18. Which criteria for Dynamic Strategy focuses on the need to discover new solutions, adjust priorities, and reallocate resources constantly to remain strategic in this turbulent environment. a. Flexibility over rigidity b. Simplicity over complexity c. Unity over fragmentation d. Speed over delay

a. Flexibility over rigidity

19. In this stage of the managing network change intervention, the OD practitioners can facilitate instability in a network by changing the pattern of communication among members. a. Manage the tipping point. b. Rely on self-organization. c. Create instability in the network. d. None of the above.

a. Manage the tipping point

19. In this stage of the managing network change intervention, the OD practitioners can help the Network members seek to reduce uncertainty in their environment, while the network as a whole drives to establish more order in how it functions. a. Manage the tipping point. b. Rely on self-organization. c. Create instability in the network. d. None of the above.

a. Manage the tipping point

19. ____________________ refers to the integration of two previously independent organizations into a completely new organization. a. Merger b. Acquisition c. Transformation d. Transaction

a. Merger

16. Jose is an OD practitioner and focuses on the cognitive reasons behind workplace stress. He is most comfortable providing interventions for the teams within the organization. The stressor he focuses most on for his group intervention is _________. a. Poor relationships b. Role conflict c. Lack of control d. Work overload

a. Poor relationships

16. This OD intervention is aimed at increasing diversity awareness by focusing on increasing flexibility in the workplace. a. Reward Systems b. ERG's c. Career Planning d. Training development

a. Reward systems

16. Anne, our OD Practitioner who works with individuals to identify their workplace stressors, is considering an OD intervention to improve workplace effectiveness. Which OD intervention is she most likely to implement to help individuals understand their expectations and place within the organization? a. Role Clarification b. Work Leave c. Health facilities d. Supportive relationships

a. Role Clarification

20. _________________are designed to achieve sustainable effectiveness. They can perform in three areas—people, planet, and profit—and are agile enough to remain effective over time. a. SMO's b. SKO's c. SGO's d. STO's

a. SMO's

21. Experts agree that the use of OD interventions allow for the development of agile organizations. We will see an increase in agile organizations and an increase in ____________, dedicated to building more sustainable practices.

a. SMO's

16. Jose, our OD practitioner who is working with teams faced with the stressor of working in poor relationships, will be implementing which OD intervention? a. Supportive relationships b. Work Leave c. Health facilities d. Role Clarification

a. Supportive relationships

17. _________________ changes are concerned with fundamentally altering the prevailing assumptions about how the organization functions and relates to its environment. a. Transformational b. Task-Oriented c. Transactional d. Situational

a. Transformational

17. Learning how to manage change continuously can help the organization ______________________. a. keep pace within a dynamic environment. b. stay on top of all change processes. c. stay relevant and in business. d. keep on track with other organizations who are in flux.

a. keep pace with a dynamic environment

16. A ______________ can be defined as the sum of expectations that the individual and significant others have about how the person should perform a specific job.

a. role & d. skill

20. OD practitioners focus on three activities in helping GSCOs build themselves into viable Organizations. Which activity suggests that the broad purposes of the GSCO be clear and closely aligned with the ideologies of its members? a. using values to create the vision b. recognizing conflict c. understanding the problems of success d. None of the above.

a. using values to create the vision

20. Becoming an SMO involves identifying which existing organization capabilities support sustainable effectiveness and determining which new abilities need to be built. How can an OD Practitioner help bridge the gap between "the way we have always done things", to implementing a new frame of mind moving toward the development of sound environment practices? a. Developing new collaborations b. A Work Systems Redesign c. Building board buy-in d. A Clarification of the Strategy

b. A work Systems redesign

20. An important planned change activity in GSCOs is creating strong _______________ linkages to organizations in the community or society where the development project is taking place. a. Transformational b. Horizontal c. Transitional d. Vertical

b. Horizontal

20. Sustainable management design principles are being implemented in a growing number of organizations. What is the first step in the OD Intervention Process that can help OD practitioners gain an understanding of what the future holds for implementing sustainable practices in organizations? a. Identifying and Redefining Organization Clarity b. Identifying and Redefining Organization Identity c. Identifying and Redefining Organization Structure d. Identifying and Redefining Organization Purpose

b. Identifying and Redefining Organization Identity

21. Current economic, technological, and organizational trends suggest significant implications for organizations' future and OD's corresponding evolution. What is the impact of technology as it relates to the current evolution of OD? a. Technology continues to grow. b. Information technology is a significant and increasingly pervasive fact of life and drives our organizations. c. Technology is not going away. d. Almost 50 percent of the world's population is connected to the Internet.

b. Information technology is a significant and increasingly pervasive fact of life and drives our organizations.

People may draw invalid conclusions from limited experience; their cultural and personal biases may distort meaning attributed to selected data. The ________________ can help members understand why their theories in use may be invalid and why their behaviors and organizing efforts are ineffective. a. Dialogue of change approach b. Ladder of influence approach c. Top design, low design approach d. Right-hand, left hand approach

b. Ladder of influence approach

19. These typically involve several organizations, have broader purposes, and are more loosely structured and controlled than strategic alliances. a. Dialogue Interventions b. Network Interventions c. Strategic Interventions d. Allocation Interventions

b. Network Interventions

17. ________________ is the configuration of structures, work processes, human resources practices, and management processes that guide members' behaviors in a strategic direction. a. Strategic design b. Organization design c. Analysis design d. Process design

b. Organization design

In turbulent environments, the direction of change is unclear. Organizations need to learn how to translate general prescriptions of change, such as "be more nimble" and "go global," into specific structures, processes, and behaviors appropriate to their situations. How can the self-design OD intervention help organizations in these turbulent times? a. Self-design can speed up the strategy process. b. Self-design provides organizations with the built-in capacity to change and redesign themselves continually as the circumstances demand. c. Self-design offers technical factors to speed up production processes. d. Self-design is aimed at finding problems and developing goals to meet the demand of the turbulent times.

b. Self-design provides organizations with the built-in capacity to change and redesign themselves continually as the circumstances demand.

20. ____________ initiatives focus on the environmental impact of business operations, including travel reductions, energy management, more environmentally sensitive product packaging, and recycling programs. a. Corporate b. Sustainability c. Environmental d. Organizational

b. Sustainability

21. One of the disadvantages we see for the future of OD in relation to change management include: a. The fact that the OD approach is costly and can limit organization growth. b. The fact that the OD approach is time consuming and limits the ability of the organization to keep pace with changes. c. The fact that OD practitioners are unwilling to adopt change management techniques. d. All of the above.

b. The fact that the OD approach is time consuming and limits the ability of the organization to keep pace with changes

19. What does the phrase "stickiness" have to do with network interventions? a. The lasting impression you get after you have a conversation. b. The message communicated to all stakeholders must be memorable. c. The degree to which something stays in your mind after you learn an idea. d. The practice of communication.

b. The message communicated to all stakeholders must be memorable

21. Current economic, technological, and organizational trends suggest significant implications for organizations' future and OD's corresponding evolution. What does this say about the future of the organization itself as it relates to the current evolution of OD? a. Technology will make it impossible for the organization to measure growth. b. The organization will face new structural design in the future environment. c. Economic conditions will make it impossible for organizations to compete. d. The organization will no longer have a place in the future environment.

b. The organization will face new structural design in the future environment.

20. Janie is coming on as an expert OD practitioner who performs sustainability audits for large corporations interested in adopting more sustainable practices. What is one of the benefits of repurposing the Board of Directors in this process? a. The repurposing of the board allows for the redesigning of social impact teams. b. The repurposing of the board allows for the redesigning of committees so the board can establish new committees for human capital, social responsibility, and environmental impact. c. The repurposing of the board allows for the redesigning of impact groups from outside of the organization. d. The repurposing of the board allows for the redesigning of new management positions.

b. The repurposing of the board allows for the redesigning of committees so the board can establish new committees for human capital, social responsibility, and environmental impact.

19. In the case of the Alaska Health Workforce Coalition (AHWC), what kind of program did they engage in to communicate their message to their stakeholders of the coming changes? a. They designed a new method of communicating. b. They held a workforce summit. c. They had secret meetings with each team involved and then met as a whole team. d. They instituted changes based on what upper management recommended.

b. They held a workforce summit

20. In the case of the Interchurch Organisation for Development Cooperation (ICCO), they increased the quality of its ____________linkages by deliberately changing its organization design. a. Transitional b. Vertical c. Transformational d. Horizontal

b. Vertical

21. In the debate over the future use of change management as opposed to OD, change management ______________. a. will be the preferred method of implementing change. b. could hinder the development of dynamic organizations. c. could help organizations become agile. d. None of the above.

b. could hinder the development of dynamic organizations

16. The ________________________ is the extent to which employees view their work environment as fair and socially inclusive of all personnel. a. business culture b. diversity climate c. corporate culture d. none of the above

b. diversity climate

17. In this organizational structure, all or most of the resources and functions necessary to support a product or region are placed together and headed by a product or territorial manager. a. functional b. divisional c. technical d. structural

b. divisional

17. Aldon has been hired as an OD Practitioner responsible for helping executive leadership navigate through the transformation process. His first goal is to help executive leadership ___________ their goals with the development of a clear message throughout the process on how the future will look for the organization after the transformation. a. adapt b. envision c. imagine d. develop

b. envision

17. The most widely used organizational structure in the world is the ________________ structure. a. structural b. functional c. technical d. divisional

b. functional

20. OD practitioners focus on three activities in helping GSCOs build themselves into viable Organizations. Which activity suggests that the merging of diverse personalities within the organization could lead to undo stress? a. using values to create the vision b. recognizing conflict c. understanding the problems of success d. None of the above.

b. recognizing conflict

16. In the case of L'Oréal, what did they put in place to ensure they were addressing the diversity issues within their corporation? a. A new rule that everyone must hire diverse workers. b. A new system for identifying diverse workers. c. A new diversity training program for all managers integrated into their leadership training. d. A new bonus and incentive program specifically designed around hiring the most diverse workers.

c. A new diversity training program for all managers integrated into their leadership training.

20. Sustainable effectiveness—being effective along financial, social, and environmental dimensions over a long period of time—requires an appropriately defined strategic intent. Which dimension addresses the strategic intent for a large corporation like Starbucks? a. Scope of influence b. Differentiation c. Breadth d. Aggressiveness

c. Breadth

17. __________________ is accomplished by decreasing the number of employees through layoffs, attrition, redeployment, or early retirement or by reducing the number of organizational units or managerial levels through divestiture, outsourcing, reorganization, or delayering. a. Rightsizing b. Job sizing c. Downsizing d. Reallocation

c. Downsizing

20. _____________ address complex social problems, including overpopulation, ecological degradation, the increasing concentration of wealth and power, the lack of management infrastructures to facilitate growth, and the lack of fundamental human rights. a. GGCO's b. NGCO's c. GSCO's d. SCCO's

c. GSCO's

19. Which stage in the transorganizational intervention requires the OD practitioner to begin the creation of the network? a. Evaluation Stage. b. Convention Stage. c. Identification Stage. d. Learning Stage.

c. Identification Stage

17. In this stage of the Integrated Strategic Change (ISC) process, leaders must hold people accountable to the change objectives, reinforce the changes that occur, and be prepared to solve problems as they arise. a. Performing the strategic analysis. b. Designing the strategic change plan. c. Implementing the plan. d. Exercising strategic choice.

c. Implementing the plan

21. How can the future of OD achieve responsible progress with regards to creating diversity in their organizations? a. It can help them address all diversity issues. b. It can stress the need for diversity training OD interventions. c. It can help them treat diversity more broadly as a strategy. d. It can help them include diversity in the transformation process.

c. It can help them treat diversity more broadly as a strategy

Barry is an OD practitioner interested in the tools and techniques that enable organizations to collect, organize, and translate information. Which strategic OD intervention would he be highly interested in? a. Strategic goal-setting b. Organization Learning c. Knowledge Management d. Human Resource Management

c. Knowledge Management

18. Travis is a strong believer in implementing team-building and employee development in his OD interventions. Which strategic OD intervention would he be highly interested in? a. Human Resource Management b. Knowledge Management c. Organization Learning d. Strategic goal-setting

c. Organization Learning

21. ___________________ proposes that organizations need to attend to a wide range of economic, social, and ecological objectives that together contribute to organization success. a. using values to create the vision b. recognizing conflict c. Responsible progress d. None of the above.

c. Responsible progress

18. _________________ organizations have a built-in capacity to transform continually and to achieve high levels of performance in today's competitive and changing environments. a. Innovative b. Future-forward c. Self-designing d. Self-serving

c. Self-designing

19. A ____________________ is a formal agreement between two or more organizations to pursue a set of private and common goals through the sharing, exchange, or co-development of resources, including intellectual property, people, capital, technology, capabilities, or physical assets. a. Partnership contract b. Acquisition contract c. Strategic alliance d. Organizational contract

c. Strategic Alliance

21. The following is true about the similarities between organization development and change management except: a. They are both concerned with the sequence of activities, the processes, and the leadership that produce organization improvements. b. They both address the effective implementation of planned change. c. They both view value orientation and goals in the same manner. d. They both care about the efficiency of the organization.

c. They both view value orientation & goals in the same manner

16. Research demonstrates that the greatest benefit of implementing an Employee Assistance Program or (EAP), is ___________. a. They are the best fit for all employees. b. They create less conflict. c. They save organizations money. d. They benefit all employees.

c. They save organizations money

17. Sara, an OD practitioner, is most comfortable helping the executive management team communicate to those in the organization how management will lay out new expectations and incentives that will come with the transformation. Which stage in the transformational process will she be able to establish these goals? a. energizing b. adapting c. engaging d. enabling

c. engaging

18. Learning how to manage change continuously can help the organization ______________________. a. stay on top of all change processes. b. keep on track with other organizations who are in flux. c. keep pace within a dynamic environment. d. stay relevant and in business.

c. keep pace within a dynamic environment

20. OD practitioners focus on three activities in helping GSCOs build themselves into viable Organizations. Which activity suggests the very accomplishment of its mission can take away its reason for existence, thus causing an identity crisis? a. using values to create the vision b. recognizing conflict c. understanding the problems of success d. None of the above.

c. understanding the problems of success

21. Moving forward, OD's continued relevance to organizations is likely to rest on how well its _________ guide organizations in addressing the economic, technological, and other organizational trends. a. goals b. traditions c. values d. ideas

c. values

20. _______________ organization designs have a "maximum surface area" to support an external focus, strong collaboration capabilities, flexible resource allocation systems, and transparent decision-making processes, providing a suitable environment for the development of SMO's. a. Transformational b. Technical c. Transitional d. Agile

d. Agile

18. These OD interventions suggest that traditional organization design components and managerial practices can become enamored with short-term efficiency and reliability outcomes that lock the organization into a way of operating that is very difficult to change. a. Systematic design. b. Learning design. c. Knowledge design. d. Agile design.

d. Agile design

16. Anne is an OD practitioner and focuses on the cognitive reasons behind workplace stress. She is most comfortable working with individuals within the organization. The stressor she focuses most on for her intervention is _________. a. Role conflict b. Work overload c. Lack of control d. All of the above

d. All of the above

20. GSCOs have the following characteristics: a. They have discovered and mobilized innovative social-organizational architectures that make possible human cooperation across previously polarizing or arbitrarily constraining boundaries. b. They hold values of empowerment, or people-centered forms of action, in the accomplishment of their global change mission, emphasizing the central role of people as both means and ends in any development process. c. They are multiorganizational and often cross-sectorial. d. All of the above.

d. All of the above

21. Technology is a blessing but has also raised many new questions. What are some of the issues that have surfaced as a result of our expanding technological advances? a. Privacy protection b. Cyberattacks c. Changes in our quality of life d. All of the above.

d. All of the above

21. What could be the future benefit of combing change management with OD Practices? a. Could create a more strategic relationship. b. Could create a more robust relationship. c. Could create a more relevant approach. d. All of the above

d. All of the above.

19. In what phase of the strategic alliance are organizations most concerned with helping each partner in the alliance clarify the capabilities contributed, the lessons learned, and the benefits received? a. Alliance structuring and start-up. b. Alliance strategy formulation. c. Alliance operation and adjustment. d. Partner Selection.

d. Alliance operation & adjustment

19. In what phase of the strategic alliance are organizations most concerned with the proportion of equity? a. Partner Selection. b. Alliance operation and adjustment. c. Alliance strategy formulation. d. Alliance structuring and start-up

d. Alliance structuring & start-up

18. What is the reason behind the rising popularity of Agile intervention? a. An agile organization is designed to make major changes in organizational design to support fast growth and innovation. b. An agile organization relies on self-managed teams and flexibility among employees to promote change. c. An agile organization requires little use of management teams. d. An agile organization is capable of making timely and effective changes that support sustained levels of high effectiveness.

d. An agile organization is capable of making timely and effective changes that support sustained levels of high effectiveness.

18. _________________________is the learning process in organizations in which we learn how to learn. a. Generative learning b. Structural learning c. Adaptive learning d. Deutero learning

d. Deutero learning

19. Steve is an expert OD practitioner working with mergers and acquisitions. He has most of her experience in developing teams. That tells us he is best at: a. Finding organizations with the most flexible work environments. b. Designing the strategy for implementation. c. Designing programs to match the organizations involved. d. Develop the leadership team for both organizations

d. Develop the leadership team for both organizations.

16. _________________ result(s) from people who bring different resources and perspectives to the workplace and who have distinctive needs, preferences, expectations, and lifestyles. a. Human behavior b. Social norms c. Cultural differences d. Diversity

d. Diversity

17. In this stage of the Integrated Strategic Change (ISC) process, executives can review market forecasts, employees' readiness and willingness to change, competitor analyses, and other projections to develop the alternative future scenarios. a. Performing the strategic analysis. b. Implementing the plan. c. Designing the strategic change plan. d. Exercising strategic choice.

d. Exercising the strategic choice

21. Current economic, technological, and organizational trends suggest significant implications for an organization's future and OD's corresponding evolution. What is driving the impact of the economic environment as it relates to the current evolution of OD? a. Corporate Changes b. Sustainability c. Organizational Diversity d. Globalization

d. Globalization

17. _________________________ involves designing and implementing a systemic and revolutionary change program that results in improvement in performance and effectiveness. a. Integrated resource allocation b. Training development action c. Systematic change program d. Integrated strategic change

d. Integrated strategic change

21. What will not be changing in the future of OD? a. OD practitioners will not change their roles. b. Strategy will always drive organizations. c. OD will always remain flexible. d. Leadership structure will always drive organization change.

d. Leadership structure will always drive organization

17. In which downsizing tactic is downsizing seen as a positive measure? a. Workforce reduction. b. Organization redesign. c. Systematic redesign. d. None of the above.

d. None of the above

21. What will be changing in the future of OD? a. Leadership teams will not be a factor in the OD intervention. b. OD will need to take less of a flexible approach. c. OD practitioners will change their roles. d. OD will need to align its practices with the current emergent forces.

d. OD will need to align its practices with the current emergent forces

17. In this stage of the Integrated Strategic Change (ISC) process, potential new strategies and objectives are examined to determine what organization capabilities are needed to achieve them. a. Designing the strategic change plan. b. Implementing the plan. c. Exercising strategic choice. d. Performing the strategic analysis.

d. Performing the strategic analysis

16. OD Interventions for this workforce issue could include the implementation of equal employment opportunities, fringe benefits education and training, and employee resource groups. a. Gender b. Disability c. Age d. Sexual Orientation

d. Sexual Orientation

18. Which criteria for Dynamic Strategy focuses on the need for strategy to be concrete and specific enough to be acted on but not so detailed that members cannot respond and improvise as situations change. a. Speed over delay b. Flexibility over rigidity c. Unity over fragmentation d. Simplicity over complexity

d. Simplicity over complexity

18. The Agile intervention is mainly for organizations having problems adapting to complex and rapidly changing environments. The four routines associated with agile intervention are: a. Strategizing, Perceiving, Analysis, Changing b. Strategizing, Perceiving, Testing, Changing c. Strategizing, Perceiving, Analysis, Implementing d. Strategizing, Perceiving, Testing, Implementing

d. Strategizing, Perceiving, Testing, Implementing

16. ________________ has been linked to hypertension, heart attacks, diabetes, asthma, chronic pain, allergies, headache, backache, various skin disorders, cancer, immune system weakness, and decreases in the number of white blood cells and changes in their function. a. Anxiety b. Workload c. Depression d. Stress

d. Stress

20. In the case of Illycafe', what changes did they implement to ensure that over time, their suppliers remain compliant with rules and awarded for the quality and sustainability of their business. a. The implementation of a new strategic plan to include new suppliers. b. The implementation of an alliance strategy with other similar organizations. c. The implementation of a new set of governance. d. The implementation of an integrated supply chain and the corresponding governance system.

d. The implementation of an integrated supply chain and the corresponding governance system.

21. Dave is an expert OD practitioner and is concerned with the future of OD and our reliance on change management. What is one of the disadvantages of focusing too much on change management? a. The organization no longer becomes the force behind the change. b. Leadership is muddled and the status of the organization is unclear. c. The organization cannot recover from the economic impact. d. This can impede organizations' long-term adaptability and success.

d. This can impede organizations' long-term adaptability and success.

17. ______________ designs combine the best of global and multinational designs and add a third capability—the ability to transfer resources both within the firm and across national and cultural boundaries. a. Global b. International c. Multinational d. Transnational

d. Transnational

19. The laying out of the conceptual boundaries of network development, is also known as _______________ Development. a. Transactional b. Transnational c. Transformational d. Transorganizational

d. Transorganizational

18. The following is true about organization and knowledge management. a. They can create a sense of entitlement among the executive management teams. b. They can be a source of strategic renewal. c. They can enable organizations to acquire and apply knowledge more quickly and effectively than competitors. d. Both b. and c.

d. both b & c

17. Once Aldon is done with the initial stage in the transformational process, he must encourage integrity, credibility, and "walking the talk" among executive management. Which stage in the transformational process will he reach these goals? a. enabling b. engaging c. adapting d. energizing

d. engergizing

16. Recent reviews of diversity and inclusion programs suggest that positive outcomes are more likely to occur when the diversity programs are _______________ in organizational practices. a. adopted early b. structurally embedded c. included randomly d. included exclusively

not a

16. OD Interventions for this workforce issue could include the implementation of extra health opportunities, creating more challenging work environments and the re-development of current skills. a. Sexual Orientation b. Age c. Disability d. Gender

not d