Question 1

Programs by definition are relatively short-term, limited endeavors with specific measurable goals and objectives.

Accepted Answer

A) True 
 B)False

Question 2

Questions one might ask to assess an organization's cultural competence include:

Accepted Answer

A)  In what ways can a culturally competent staff, regardless of the individual worker's cultural background, assist the agency in actualizing its mission of cultural competence? 
B)  What is the vision of services to the culturally diverse community? 
C)  How might you determine that the goal of cultural competence has been achieved? 
D)  All of the above 
E)  a and b only 
A)  In what ways can a culturally competent staff, regardless of the individual worker's cultural background, assist the agency in actualizing its mission of cultural competence? 
B)  What is the vision of services to the culturally diverse community? 
C)  How might you determine that the goal of cultural competence has been achieved? 
D)  All of the above 
E)  a and b only

Question 3

Which of the following is (are) true about organizational goals?

Accepted Answer

A)  Sometimes formal goals reflect an agency's real goals and sometimes they do not. 
B)  Informal agency goals can replace formally stated goals. 
C)  Agency goals never become too complex or numerous to be accomplished realistically. 
D)  All of the above 
E)  a and b only 
A)  Sometimes formal goals reflect an agency's real goals and sometimes they do not. 
B)  Informal agency goals can replace formally stated goals. 
C)  Agency goals never become too complex or numerous to be accomplished realistically. 
D)  All of the above 
E)  a and b only

Question 4

PERT charts:

Accepted Answer

A)  Always use the time unit of individual days 
B)  Establish time frames 
C)  Avoid establishing deadlines for evaluating progress 
D)  Are less efficient in a vertical format 
A)  Always use the time unit of individual days 
B)  Establish time frames 
C)  Avoid establishing deadlines for evaluating progress 
D)  Are less efficient in a vertical format

Question 5

Evaluating program effectiveness involves monitoring daily activities and assessing the program's impact.

Accepted Answer

A) True 
 B)False

Question 6

Macro generalist practice requires mustering support from colleagues and influencing decision-makers to effect change at the macro level.

Accepted Answer

A) True 
 B)False

Question 7

The Nuevo Puente project results found all of the following except:

Accepted Answer

A)  Participants' school attendance marginally dropped. 
B)  Youths learned the importance of group solidarity. 
C)  Youths learned the importance of addressing all forms of substance abuse in the community. 
D)  Participants developed greater pride in their heritage. 
A)  Participants' school attendance marginally dropped. 
B)  Youths learned the importance of group solidarity. 
C)  Youths learned the importance of addressing all forms of substance abuse in the community. 
D)  Participants developed greater pride in their heritage.

Question 8

When composing action systems, the group should ideally consist of no more than ten persons.

Accepted Answer

A) True 
 B)False

Question 9

The initial composer of an action system is always the best choice for leader.

Accepted Answer

A) True 
 B)False

Question 10

Mustering support can be considered a form of engagement.

Accepted Answer

A) True 
 B)False

Question 11

A "honeymoon period" often occurs when a new program starts out.

Accepted Answer

A) True 
 B)False

Question 12

In the context of considering how to present your proposed macro change plan to your target system, role determination concerns deciding in advance who will attend the meeting and who will say what.

Accepted Answer

A) True 
 B)False

Question 13

Adversarial strategies to pursue when initiating a macro change are those used when you do not anticipate profound resistance on the part of decision-makers.

Accepted Answer

A) True 
 B)False

Question 14

Pressuring, as opposed to persuasion, involves using force and even coercion to achieve your goals.

Accepted Answer

A) True 
 B)False

Question 15

Evaluating the effectiveness of a proposed intervention approach in your agency is an example of a project in macro practice.

Accepted Answer

A) True 
 B)False

Question 16

The third step in the process for initiating and implementing macro change is to:

Accepted Answer

A)  Assess macro variables 
B)  Identify assets 
C)  Assimilate support 
D)  Assist administrators in implementation 
A)  Assess macro variables 
B)  Identify assets 
C)  Assimilate support 
D)  Assist administrators in implementation

Question 17

is the cementing of the change into the structure of the overall service provision system.

Accepted Answer

A)  E ffort 
B)  I mplement phase 
C)  S tabilization of change 
D)  S tart-up 
A)  E ffort 
B)  I mplement phase 
C)  S tabilization of change 
D)  S tart-up

Question 18

PERT charts always have a horizontal format.

Accepted Answer

A) True 
 B)False

Question 19

measures the energy or money spent by the organization to accomplish its goals.

Accepted Answer

A)  O utcome 
B)  E ffort 
C)  E asement 
D)  I mpact 
A)  O utcome 
B)  E ffort 
C)  E asement 
D)  I mpact

Question 20

The case example involving Spiro and Farica focused on:

Accepted Answer

A)  Changing agency goals 
B)  Changing how clients' problems were assessed 
C)  Changing agency record-keeping procedures 
D)  Increasing or reallocating agency personnel 
A)  Changing agency goals 
B)  Changing how clients' problems were assessed 
C)  Changing agency record-keeping procedures 
D)  Increasing or reallocating agency personnel

Programs by definition are relatively short-term, limited endeavors with specific measurable goals and objectives.

Questions one might ask to assess an organization's cultural competence include:

Which of the following is (are) true about organizational goals?

PERT charts:

Evaluating program effectiveness involves monitoring daily activities and assessing the program's impact.

Macro generalist practice requires mustering support from colleagues and influencing decision-makers to effect change at the macro level.

The Nuevo Puente project results found all of the following except:

When composing action systems, the group should ideally consist of no more than ten persons.

The initial composer of an action system is always the best choice for leader.

Mustering support can be considered a form of engagement.

A "honeymoon period" often occurs when a new program starts out.

In the context of considering how to present your proposed macro change plan to your target system, role determination concerns deciding in advance who will attend the meeting and who will say what.

Adversarial strategies to pursue when initiating a macro change are those used when you do not anticipate profound resistance on the part of decision-makers.

Pressuring, as opposed to persuasion, involves using force and even coercion to achieve your goals.

Evaluating the effectiveness of a proposed intervention approach in your agency is an example of a project in macro practice.

The third step in the process for initiating and implementing macro change is to:

is the cementing of the change into the structure of the overall service provision system.

PERT charts always have a horizontal format.

measures the energy or money spent by the organization to accomplish its goals.

The case example involving Spiro and Farica focused on:

Introduction to Generalist Practice With Organizations and Communities

Stress and Time Management

Using Micro Skills With Organizations and Communities

Group Skills for Organizational and Community Change

Understanding Organizations

Decision Making for Organizational Change

Understanding Neighborhoods and Communities

Macro Practice in Communities

Evaluating Macro Practice

Advocacy and Social Action With Populations-At-Risk

Ethics and Ethical Dilemmas in Practice With Organizations and Communities

Using Supervision

Developing and Managing Agency Resources

Filters

Exam 7: Implementing Organizational Change: Agency Policy, Projects, and Programs

Programs by definition are relatively short-term, limited endeavors with specific measurable goals and objectives.

Questions one might ask to assess an organization's cultural competence include:

Which of the following is (are) true about organizational goals?

PERT charts:

Evaluating program effectiveness involves monitoring daily activities and assessing the program's impact.

Macro generalist practice requires mustering support from colleagues and influencing decision-makers to effect change at the macro level.

The Nuevo Puente project results found all of the following except:

When composing action systems, the group should ideally consist of no more than ten persons.

The initial composer of an action system is always the best choice for leader.

Mustering support can be considered a form of engagement.

A "honeymoon period" often occurs when a new program starts out.

In the context of considering how to present your proposed macro change plan to your target system, role determination concerns deciding in advance who will attend the meeting and who will say what.

Adversarial strategies to pursue when initiating a macro change are those used when you do not anticipate profound resistance on the part of decision-makers.

Pressuring, as opposed to persuasion, involves using force and even coercion to achieve your goals.

Evaluating the effectiveness of a proposed intervention approach in your agency is an example of a project in macro practice.

The third step in the process for initiating and implementing macro change is to:

is the cementing of the change into the structure of the overall service provision system.

PERT charts always have a horizontal format.

measures the energy or money spent by the organization to accomplish its goals.

The case example involving Spiro and Farica focused on:

Introduction to Generalist Practice With Organizations and Communities

Stress and Time Management

Using Micro Skills With Organizations and Communities

Group Skills for Organizational and Community Change

Understanding Organizations

Decision Making for Organizational Change

Understanding Neighborhoods and Communities

Macro Practice in Communities

Evaluating Macro Practice

Advocacy and Social Action With Populations-At-Risk

Ethics and Ethical Dilemmas in Practice With Organizations and Communities

Using Supervision

Developing and Managing Agency Resources

Filters