Question 1

Integrated strategic change attempts to balance organization change and human resource issues with strategic and marketplace issues.

Accepted Answer

A) True 
 B)False  True

Question 2

Transformational change is always developmental in nature.

Accepted Answer

A) True 
 B)False  False

Question 3

An organization culture that values inquiry and discovery is better suited to implement organization learning interventions.

Accepted Answer

A) True 
 B)False  True

Question 4

What assumption(s) underlie(s) the integrated strategic change process?

Accepted Answer

A)  external and internal analyses should be carried out independently 
B)  strategic and organizational change issues should be considered equal 
C)  senior management is in the best position to plan and implement strategic change 
D)  organizational issues should be treated separately from strategic issues 
E)  B and C 
A)  external and internal analyses should be carried out independently 
B)  strategic and organizational change issues should be considered equal 
C)  senior management is in the best position to plan and implement strategic change 
D)  organizational issues should be treated separately from strategic issues 
E)  B and C

Question 5

Which of the three approaches to diagnosing culture is the most difficult to interpret?

Accepted Answer

A)  the competing values approach 
B)  the deep assumptions approach 
C)  the behavioral approach 
D)  none of the above 
E)  A and C 
A)  the competing values approach 
B)  the deep assumptions approach 
C)  the behavioral approach 
D)  none of the above 
E)  A and C

Question 6

The competing values approach views culture as

Accepted Answer

A)  a resolution of value dilemmas 
B)  a search for the right set of values 
C)  a fight among functional groups for the best culture 
D)  a simple clarification of what's most important 
A)  a resolution of value dilemmas 
B)  a search for the right set of values 
C)  a fight among functional groups for the best culture 
D)  a simple clarification of what's most important

Question 7

According to the text, which of the following is not an effective guideline for changing corporate culture?

Accepted Answer

A)  formulate a clear strategic vision 
B)  model culture change at the highest levels 
C)  makes changes in structure and processes to support the change 
D)  change organizational membership by socializing newcomers and terminating deviants 
E)  keep top management from being part of the process 
A)  formulate a clear strategic vision 
B)  model culture change at the highest levels 
C)  makes changes in structure and processes to support the change 
D)  change organizational membership by socializing newcomers and terminating deviants 
E)  keep top management from being part of the process

Question 8

How would an OD practitioner attempt to change an organization's culture?

Accepted Answer

An OD practitioner would attempt to chan

Question 9

Organization culture does not include which of the following?

Accepted Answer

A)  basic assumptions on how organizational problems should be solved 
B)  norms guiding how members behave 
C)  values that identify what is important in the organization 
D)  products and services supplied to customers 
E)  visible symbols or artifacts 
A)  basic assumptions on how organizational problems should be solved 
B)  norms guiding how members behave 
C)  values that identify what is important in the organization 
D)  products and services supplied to customers 
E)  visible symbols or artifacts

Question 10

Which of the following is not a characteristic of organization design interventions?

Accepted Answer

A)  deliberate and sequential 
B)  highly interactive 
C)  continually revised 
D)  highly participative 
A)  deliberate and sequential 
B)  highly interactive 
C)  continually revised 
D)  highly participative

Question 11

Organizations undertake transformational change when

Accepted Answer

A)  there are sharp changes in economic conditions that change competition within an industry 
B)  there are changes in executive leadership 
C)  there are changes in products that require new strategies 
D)  the organization faces a threat to survival 
E)  all of the above 
A)  there are sharp changes in economic conditions that change competition within an industry 
B)  there are changes in executive leadership 
C)  there are changes in products that require new strategies 
D)  the organization faces a threat to survival 
E)  all of the above

Question 12

Research supports the idea that organization designs with "alignment" between strategy and design are more effective.

Accepted Answer

A) True 
 B)False

Question 13

Cultural change is usually a short term process implemented by top management.

Accepted Answer

A) True 
 B)False

Question 14

Under what conditions are transformational changes necessary?

Accepted Answer

Transformational changes are necessary u

Question 15

Transformational changes are often driven by key senior executives.

Accepted Answer

A) True 
 B)False

Question 16

Which of the following is not a step in integrated strategic change?

Accepted Answer

A)  analyzing the current strategy and organization 
B)  designing and implementing the strategic change plan 
C)  mapping the demand system 
D)  choosing a desired strategy and organization 
E)  none of the above 
A)  analyzing the current strategy and organization 
B)  designing and implementing the strategic change plan 
C)  mapping the demand system 
D)  choosing a desired strategy and organization 
E)  none of the above

Question 17

How does integrated strategic change differ from traditional strategic planning and traditional planned organization change?

Accepted Answer

Integrated Strategic Change (ISC) is a c

Question 18

The key roles of leadership in transformational change are

Accepted Answer

A)  envisioning, energizing, and enabling 
B)  diagnosis, change, and enabling 
C)  envisioning, change, and refreezing 
D)  enabling, creating, and energizing 
E)  energizing, change, and enabling 
A)  envisioning, energizing, and enabling 
B)  diagnosis, change, and enabling 
C)  envisioning, change, and refreezing 
D)  enabling, creating, and energizing 
E)  energizing, change, and enabling

Question 19

The "group culture" is an "ideal" organization culture.

Accepted Answer

A) True 
 B)False

Question 20

Transformations in organizations are often generated by significant environmental shocks.

Accepted Answer

A) True 
 B)False

Exam 20: Transformational Change

Integrated strategic change attempts to balance organization change and human resource issues with strategic and marketplace issues.

Transformational change is always developmental in nature.

An organization culture that values inquiry and discovery is better suited to implement organization learning interventions.

What assumption(s) underlie(s) the integrated strategic change process?

Which of the three approaches to diagnosing culture is the most difficult to interpret?

The competing values approach views culture as

According to the text, which of the following is not an effective guideline for changing corporate culture?

How would an OD practitioner attempt to change an organization's culture?

Organization culture does not include which of the following?

Which of the following is not a characteristic of organization design interventions?

Organizations undertake transformational change when

Research supports the idea that organization designs with "alignment" between strategy and design are more effective.

Cultural change is usually a short term process implemented by top management.

Under what conditions are transformational changes necessary?

Transformational changes are often driven by key senior executives.

Which of the following is not a step in integrated strategic change?

How does integrated strategic change differ from traditional strategic planning and traditional planned organization change?

The key roles of leadership in transformational change are

The "group culture" is an "ideal" organization culture.

Transformations in organizations are often generated by significant environmental shocks.

General Introduction to Organization Development

The Nature of Planned Change

The Organization Development Practitioner

Entering and Contracting

Diagnosing Organizations

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

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