Question 1

Group effectiveness is

Accepted Answer

A)  an output at the group level 
B)  a design component at the job level 
C)  is an output at any level in the open systems model 
D)  none of the above 
A)  an output at the group level 
B)  a design component at the job level 
C)  is an output at any level in the open systems model 
D)  none of the above A

Question 2

To diagnose a group, the OD practitioner carefully examines the environment of the organization.

Accepted Answer

A) True 
 B)False  False

Question 3

Human resources at the organization-level is a design component, but an input at the group and job levels.

Accepted Answer

A) True 
 B)False  True

Question 4

Fit at the individual job level represents the alignment between

Accepted Answer

A)  the inputs and design components of groups 
B)  the organization design and the group design 
C)  job design and personal characteristics 
D)  group design and the environment 
E)  A and D 
A)  the inputs and design components of groups 
B)  the organization design and the group design 
C)  job design and personal characteristics 
D)  group design and the environment 
E)  A and D

Question 5

Analysis of inputs at the group level includes

Accepted Answer

A)  evaluating personal characteristics of job holders 
B)  examining the job design 
C)  looking at design components 
D)  determining what larger organization the group is embedded in 
E)  none of the above 
A)  evaluating personal characteristics of job holders 
B)  examining the job design 
C)  looking at design components 
D)  determining what larger organization the group is embedded in 
E)  none of the above

Question 6

Discuss the similarities and differences among the organization, group, and job levels in open systems theory.

Accepted Answer

Open systems theory is a framework for u

Question 7

Group functioning involves task-related activities such as giving and seeking information and group-maintenance functions.

Accepted Answer

A) True 
 B)False

Question 8

Work groups are prevalent in all sizes and types of organizations.

Accepted Answer

A) True 
 B)False

Question 9

An output at the job level is

Accepted Answer

A)  task identification and autonomy 
B)  evaluation of the organization and group designs 
C)  job satisfaction 
D)  none of the above 
E)  all of the above 
A)  task identification and autonomy 
B)  evaluation of the organization and group designs 
C)  job satisfaction 
D)  none of the above 
E)  all of the above

Question 10

What are the key components of group level diagnosis? Discuss how the absence of any one of these components can impact outputs.

Accepted Answer

Group level diagnosis involves assessing

Question 11

One of the objectives for diagnostic models is

Accepted Answer

A)  to provide a structured mechanism for feedback 
B)  to properly analyze an open system 
C)  to explore group dynamics or job design 
D)  to identify areas in the system that may be inadequate to produce a desired outcome 
E)  all of the above 
A)  to provide a structured mechanism for feedback 
B)  to properly analyze an open system 
C)  to explore group dynamics or job design 
D)  to identify areas in the system that may be inadequate to produce a desired outcome 
E)  all of the above

Question 12

Discuss team effectiveness as an output at the group level.

Accepted Answer

Team effectiveness at the group level re

Question 13

An individual job is constructed to perform functions that will indirectly impact group functioning.

Accepted Answer

A) True 
 B)False

Question 14

Quality of work life at the group level is an

Accepted Answer

A)  input 
B)  design component 
C)  output 
D)  all of the above. 
A)  input 
B)  design component 
C)  output 
D)  all of the above.

Question 15

Job design should be congruent with the larger organization.

Accepted Answer

A) True 
 B)False

Question 16

The major inputs at group level diagnosis consists of

Accepted Answer

A)  organization design 
B)  task structure 
C)  performance norms 
D)  none of the above 
A)  organization design 
B)  task structure 
C)  performance norms 
D)  none of the above

Question 17

Compare and contrast the "fits" for group and job level inputs and job design dimensions.

Accepted Answer

When comparing and contrasting the "fits

Question 18

Quality of work life is a result of team effectiveness.

Accepted Answer

A) True 
 B)False

Question 19

Goal clarity is a job design component.

Accepted Answer

A) True 
 B)False

Question 20

Group effectiveness has two components: quality of work life and performance.

Accepted Answer

A) True 
 B)False

Exam 6: Multiple Choice Questions

Group effectiveness is

To diagnose a group, the OD practitioner carefully examines the environment of the organization.

Human resources at the organization-level is a design component, but an input at the group and job levels.

Fit at the individual job level represents the alignment between

Analysis of inputs at the group level includes

Discuss the similarities and differences among the organization, group, and job levels in open systems theory.

Group functioning involves task-related activities such as giving and seeking information and group-maintenance functions.

Work groups are prevalent in all sizes and types of organizations.

An output at the job level is

What are the key components of group level diagnosis? Discuss how the absence of any one of these components can impact outputs.

One of the objectives for diagnostic models is

Discuss team effectiveness as an output at the group level.

An individual job is constructed to perform functions that will indirectly impact group functioning.

Quality of work life at the group level is an

Job design should be congruent with the larger organization.

The major inputs at group level diagnosis consists of

Compare and contrast the "fits" for group and job level inputs and job design dimensions.

Quality of work life is a result of team effectiveness.

Goal clarity is a job design component.

Group effectiveness has two components: quality of work life and performance.

General Introduction to Organization Development

The Nature of Planned Change

The Organization Development Practitioner

Entering and Contracting

Diagnosing Organizations

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

Filters