Question 1

Which two key inputs listed below affect the way an organization designs its strategic orientation?

Accepted Answer

A)  employee effectiveness and morale 
B)  company culture and group interactions 
C)  general environment and industry structure 
D)  none of the above 
A)  employee effectiveness and morale 
B)  company culture and group interactions 
C)  general environment and industry structure 
D)  none of the above C

Question 2

In making a good diagnostic model, "hands on" knowledge and practical information are more important than organization theory.

Accepted Answer

A) True 
 B)False  False

Question 3

Describe an effective diagnostic model at the organization-level. Discuss its major inputs, outputs and strategic orientation.

Accepted Answer

An effective diagnostic model at the organization-level is one that allows for a comprehensive analysis of the organization's internal and external environment, and provides insights into its strengths, weaknesses, opportunities, and threats. One such model is the SWOT analysis, which stands for strengths, weaknesses, opportunities, and threats.

The major inputs of a SWOT analysis include gathering data on the organization's internal factors such as its resources, capabilities, and performance, as well as external factors such as market trends, competition, and regulatory environment. This data can be collected through various methods such as surveys, interviews, and market research.

The outputs of a SWOT analysis include a clear understanding of the organization's current position in the market, identification of areas for improvement, and the development of strategies to capitalize on its strengths and opportunities while mitigating its weaknesses and threats. This can help the organization make informed decisions about its future direction and allocate resources effectively.

Strategically, a SWOT analysis can help the organization align its resources and capabilities with the external environment, and develop a competitive advantage. It can also inform the development of strategic plans and initiatives that are tailored to the organization's unique strengths and opportunities, while addressing its weaknesses and threats.

Overall, a SWOT analysis provides a structured framework for organizations to assess their current situation, identify strategic priorities, and make informed decisions about their future direction. It is a valuable tool for organizations looking to improve their performance and achieve sustainable competitive advantage in the market.

Question 4

By nature of the "open systems" model, organizations are largely unaffected by external forces.

Accepted Answer

A) True 
 B)False

Question 5

An organization-level diagnosis is appropriate when

Accepted Answer

A)  the desired effectiveness of the firm has not yet been obtained 
B)  problems regarding employee morale exist 
C)  there is a need to discover future management development opportunities 
D)  all of the above 
E)  A and B 
A)  the desired effectiveness of the firm has not yet been obtained 
B)  problems regarding employee morale exist 
C)  there is a need to discover future management development opportunities 
D)  all of the above 
E)  A and B

Question 6

Compare and contrast the key dimensions of the general environment, the task environment and the enacted environment of an organization.

Accepted Answer

The general environment, task environmen

Question 7

Scanning units help organizations gather information from the environment.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following are outputs of an organization's strategic orientation?

Accepted Answer

A)  profits 
B)  productivity 
C)  customer satisfaction 
D)  employee morale 
E)  all of the above 
A)  profits 
B)  productivity 
C)  customer satisfaction 
D)  employee morale 
E)  all of the above

Question 9

Uncertain and changing industry structures demand rigid structural, measurement, and human resource systems.

Accepted Answer

A) True 
 B)False

Question 10

Outline the key issues involved in Open Systems Theory including the five key systems properties: inputs, transformations, and outputs; boundaries; feedback; equifinality; and alignment.

Accepted Answer

Open Systems Theory is a theoretical fra

Question 11

Diagnostic models incorporate

Accepted Answer

A)  scientific models of how organizations function 
B)  conceptual frameworks of how organizations function 
C)  intuitive "hunches" of how organizations function 
D)  A and B 
E)  A, B and C 
A)  scientific models of how organizations function 
B)  conceptual frameworks of how organizations function 
C)  intuitive "hunches" of how organizations function 
D)  A and B 
E)  A, B and C

Question 12

Competitive responses to the environment should meet what criteria?

Accepted Answer

A)  valuable, clever, and unique 
B)  valuable, unique and difficult to imitate 
C)  timely, focused, and valuable 
D)  rare, difficult to imitate, and difficult to create 
E)  aggressive, timely, and swift 
A)  valuable, clever, and unique 
B)  valuable, unique and difficult to imitate 
C)  timely, focused, and valuable 
D)  rare, difficult to imitate, and difficult to create 
E)  aggressive, timely, and swift

Question 13

The organization's general environment consists of

Accepted Answer

A)  employee satisfaction 
B)  external forces that can indirectly affect the organization 
C)  external forces that can directly affect the organization 
D)  B and C 
E)  A and C 
A)  employee satisfaction 
B)  external forces that can indirectly affect the organization 
C)  external forces that can directly affect the organization 
D)  B and C 
E)  A and C

Question 14

Which of the following are design components of a strategic orientation?

Accepted Answer

A)  human resource and measurement systems 
B)  technology and structural systems 
C)  general environment and industry structure 
D)  strategy and organizational culture 
E)  A, B and D 
A)  human resource and measurement systems 
B)  technology and structural systems 
C)  general environment and industry structure 
D)  strategy and organizational culture 
E)  A, B and D

Question 15

An organization's strategic competitive advantage is aided when its strategies are difficult to imitate.

Accepted Answer

A) True 
 B)False

Question 16

Collaborating with management is essential for a successful diagnosis.

Accepted Answer

A) True 
 B)False

Question 17

Diagnosis helps OD practitioners

Accepted Answer

A)  understand how the organization is functioning 
B)  evaluate effective interventions 
C)  gather information necessary to design change interventions 
D)  none of the above 
E)  A and C 
A)  understand how the organization is functioning 
B)  evaluate effective interventions 
C)  gather information necessary to design change interventions 
D)  none of the above 
E)  A and C

Question 18

Which of the following statements does not describe diagnosis?

Accepted Answer

A)  the process of discovering specific problems or assessing overall functioning of the organization 
B)  the process whereby groups are confronted with their problems and deal with them 
C)  a road map of how organizations function 
D)  concerned with identifying specific organizational problems 
E)  the process of assessing the functioning of the organization at all levels. 
A)  the process of discovering specific problems or assessing overall functioning of the organization 
B)  the process whereby groups are confronted with their problems and deal with them 
C)  a road map of how organizations function 
D)  concerned with identifying specific organizational problems 
E)  the process of assessing the functioning of the organization at all levels.

Question 19

The task environment consists of individuals and organizations that interact directly with the organization.

Accepted Answer

A) True 
 B)False

Question 20

Which of the following is not one of Porter's five forces that define the task environment?

Accepted Answer

A)  supplier and buyer power 
B)  organization member perceptions 
C)  rivalry among competitors 
D)  threats of substitutes 
E)  threats of entry 
A)  supplier and buyer power 
B)  organization member perceptions 
C)  rivalry among competitors 
D)  threats of substitutes 
E)  threats of entry

Exam 5: Diagnosing Organizations

Which two key inputs listed below affect the way an organization designs its strategic orientation?

In making a good diagnostic model, "hands on" knowledge and practical information are more important than organization theory.

Describe an effective diagnostic model at the organization-level. Discuss its major inputs, outputs and strategic orientation.

By nature of the "open systems" model, organizations are largely unaffected by external forces.

An organization-level diagnosis is appropriate when

Compare and contrast the key dimensions of the general environment, the task environment and the enacted environment of an organization.

Scanning units help organizations gather information from the environment.

Which of the following are outputs of an organization's strategic orientation?

Uncertain and changing industry structures demand rigid structural, measurement, and human resource systems.

Outline the key issues involved in Open Systems Theory including the five key systems properties: inputs, transformations, and outputs; boundaries; feedback; equifinality; and alignment.

Diagnostic models incorporate

Competitive responses to the environment should meet what criteria?

The organization's general environment consists of

Which of the following are design components of a strategic orientation?

An organization's strategic competitive advantage is aided when its strategies are difficult to imitate.

Collaborating with management is essential for a successful diagnosis.

Diagnosis helps OD practitioners

Which of the following statements does not describe diagnosis?

The task environment consists of individuals and organizations that interact directly with the organization.

Which of the following is not one of Porter's five forces that define the task environment?

General Introduction to Organization Development

The Nature of Planned Change

The Organization Development Practitioner

Entering and Contracting

Multiple Choice Questions

Collecting and Analyzing Diagnostic Information

Feeding Back Diagnostic Information

Designing Interventions

Leading and Managing Change

Evaluating and Institutionalizing Organizational Development Interventions

Interpersonal and Group Process Approaches

Organization Process Approaches

Restructuring Organizations

Employee Involvement

Multiple Choice Questions

Performance Management

Developing Talent

Managing Workforce Diversity and Wellness

Transformational Change

Continuous Change

Transorganizational Change

Organization Development in Global Settings

Organization in Nonindustrial Settings: Health Care, School Systems, the Public Sector, and Family-Owned Businesses

Future Directions in Organization Development

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