Chapter 3&4- Organizational Development

When gathering information within an organization , _______

A decision will be made as to how much data is needed and from whom

In the model of planned change discussed in the text, _____

A diagnostic step to define the problem is important

The diagnostic process is ______

A systematic approach to understand the organization

The performance gap is the difference between _____

Actual and desired performance

Three criteria to indicate an organization's effectiveness or health are _____.

Adaptability, sense of identity, and capacity to test reality

Which of the following is NOT part of a sociogram?

Agent

A preliminary diagnosis of possible problem areas _____

Allows the practitioner to gather relevant data

Rewarding change is a concept of motivation. Which of the following statements is NOT true?

Because culture is so ingrained into the fabric of a person, offering financial rewards to an employee will have little or no effectiveness in bringing about cultural change

The data-collection process involves _____

Beginning with an initial meeting with the client and continuing throughout the OD program

Joan's department has a low scrap rate, uses little overtime, and produces high-quality products. This information shows her department to be _____.

Both efficient and effective

Long-term attainment of change cannot be obtained without _____.

Cultural Change

Which of the following best typifies the OD practitioner's attitude about change in an organization's culture?

Culture is the key to an organization's success

A systematic approach to understanding and describing the present state of the organization is

Diagnosis

Forces that act on the organization into change it are called

Driving forces

The ratio of outputs to inputs is a measure of _____.

Efficiency

A secondary source of data would NOT include ______

Employee survey and questionnaires

A general-purpose diagnostic technique that views organization behavior not as a static pattern but as a dynamic balance of forces working in opposite directions is the

Force Field Analysis

The change technique that views a problem as a product of forces working in different, often opposite, directions is

Force Field Analysis

The diagnostic model that considers factors that include degrees of cooperation and collaboration is _____

Force Field Analysis

Individual and group performance that is influenced by the presence of an investigator is termed the _____

Hawthorne effect

The data-collecting phase is most useful in _____

Identifying the current state of the organization

One of the most widely used data-gathering techniques in OD programs is ____

Interviewing

For an organization to be effective, the corporate culture needs to achieve goals as well as satisfy the needs of_____.

Members

Which type of interview is given little guidance or direction by the interviewer?

Nondirected

The success of an OD program, to a large extent, is dependent on the fit between _____.

OD values and organization values

Considerations for evaluation is force-field analysis are the

People, processes, and systems of the business

Which of the following is NOT an OD value?

Promoting People

Ineffective change programs are usually the result of _____

Resistance to change

In the force-field analysis model, the forces acting on the organization to put pressure on it not to change are called ______

Restraining forces

Highly chosen individuals in a sociogram are called ____

Stars

A method to gather a large number of quantitative responses is ______

Surveys and questionnaires

The term "open-book management" refers to _____.

Teaching employees to understand accounting and financial statements and getting key financial information to employees

Highly differentiated organizational groups require _____

Techniques and practices to achieve integration

OD practitioners must consider the following ethical or value implications when initiating a change program:

The compatibility of the practitioners values with the organization

The single greatest influence on shaping a firm's culture is _____.

The values of top management such as the founder

Sociogram techniques may be useful because the techniques _____

They provide insights into the informal structure, give some indications of group cohesiveness, and aim in pointing out possible operating problems

The goal of changing an organization's culture to improve customer service in a large highly structured firm is often thwarted because _____.

Top management fails to provide commitment to change

The technology and value system of OD is _____.

Undergoing change and revitalization

The sociogram approach is useful in ________

Understanding communication patterns

The key set of _____ shared by the members of an organization defines the organization's culture.

Values, beliefs, understandings, and norms

Over time, organizations develop certain _____ that are collectively referred to as the culture of the organization.

Ways of doing business

The differentiation-and-integration model was developed to study and understand _______

Why they have differences and develop ways to work better together

A systematic and explicit approach to the data-collection process _____

Will give a higher probability for success

Questionnaires and surveys _____

Will sometimes be answered falsely or not answer at all

Following corporate mergers, cultures often clash because _____. a. Of different management styles b. Groups may have different goals c. Of language differences d. All of the above e. Answer b and C

d. All of the above

Criteria for consideration in the data-collecting phase include ______ a. constraints of the organizational culture b. timeliness in collecting c. costs d. all of the above e. answers b & c

d. all of the above

In addition to "hard" data, the OD practitioner wishes to examine ______ a. communication links between departments b. distribution of power and status c. common understanding of organizational goals and objectives d. all of the above e. none of the above

d. all of the above

Key factors relevant to the diagnosis are ______ a. separating fact from fiction b. separating causes from symptoms c. searching for underlying casual forces d. all of the above e. answers a & c

d. all of the above

The purpose of the diagnostic phase is ______ a. to provide a basis for selecting change strategies b. to specify the nature of the exact problem c. to identify underlying casual forces d. all of the above e. none of the above

d. all of the above

Factors in the Corporate Culture Index include what characteristics? a. member identity and team emphasis b. the ratio of outputs to inputs c. control and risk tolerance d. all of the above e. A and C

e. A & C

The key to altering organizational strategy is _____. a. management style b. system analysis c. corporate culture d. all the above e. A and C

e. A & C

Which of the following is an indicator of an underlying cultural value? a. a company dress code b.verbal and written history such as "The H-P Way" c. quarterly award ceremonies d. stories about Walt Disney and Sam Walton when they were at Disney and Wal-Mart respectively e. all of the above

e. All of the above

Which of the following statements is true of what we know about organizational culture? a. Culture is related to organizational accomplishments. b. Culture can shape the firm's overall effectiveness. c. Different cultures may exist in different parts of the same organization. d. The culture is seldom determined by one person. e. all of the above

e. All of the above

Organization culture is likely to be concerned with _____. a. shared assumptions b. socialization of new members c. shared history d. managerial philosophy e. all the above

e. All the above

Managerial effectiveness is _____. a. facilitated by anticipative management b. measured by the ratio of outputs to inputs c. the accomplishment of specific organization goals and objectives d. all of the above e. answers b and c

e. Answers B & C

The data-collected can include _____ a. hard qualitative data b. personal interpretations of observations c. signals and clues d. secondary sources and direct observation e. all of the above

e. all of the above

The organization often benefits indirectly from the data gathering phase in that ______ a. members begin observing how things are currently being done b. it promotes self-examination and assessment c. members often decide that OD intervention is not needed d. all of the above e. answers a & b

e. answers a & b

In a non-directed interview _____ a. specific questions are asked b. specific questions are avoided c. the interviewer gives little guidance d. answers a & c e. answers b & c

e. answers b & c

The purpose of the data-collection stage is _______ a. taking a specific action b. gaining more complete understanding so that corrective actions may be undertaken with greater confidence c. to collect data that will lead to the right diagnosis and specific actions to be taken d. none of the above e. answers b & c

e. answers b & c