Question 1

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

Accepted Answer

A) unique patterns of external communications with competitors 
B) mission statements 
C) ways of doing business 
D) constraints in the form of rules 
E) all of the above 
A) unique patterns of external communications with competitors 
B) mission statements 
C) ways of doing business 
D) constraints in the form of rules 
E) all of the above C

Question 2

Only large businesses have corporate cultures.

Accepted Answer

A) True 
 B)False  False

Question 3

An OD professional retains the right of autonomy,has a commitment to the discipline of OD,has a responsibility to society,and has knowledge and skill of OD.

Accepted Answer

A) True 
 B)False  True

Question 4

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

Accepted Answer

A) OD values and organization values 
B) managerial efficiency and managerial effectiveness 
C) organization vision and rewards for change 
D) motivational climate and organizational effectiveness 
E) top management and the organization's founders 
A) OD values and organization values 
B) managerial efficiency and managerial effectiveness 
C) organization vision and rewards for change 
D) motivational climate and organizational effectiveness 
E) top management and the organization's founders

Question 5

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

Accepted Answer

A) efficient 
B) effective 
C) both efficient and effective 
D) neither efficient nor effective,Joan's department is motivated 
E) either efficient or effective-the terms mean the same thing 
A) efficient 
B) effective 
C) both efficient and effective 
D) neither efficient nor effective,Joan's department is motivated 
E) either efficient or effective-the terms mean the same thing

Question 6

Managerial effectiveness is measured by the ratio of outputs to inputs.

Accepted Answer

A) True 
 B)False

Question 7

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

Accepted Answer

A) efficiency 
B) effectiveness 
C) motivational climate 
D) all of the above 
E) none of the above 
A) efficiency 
B) effectiveness 
C) motivational climate 
D) all of the above 
E) none of the above

Question 8

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

Accepted Answer

A) allowing board members and stockholders to freely observe management techniques in the workplace 
B) teaching employees to understand accounting and financial statements and getting key financial information to employees 
C) removing the fear of failure from the work environment 
D) providing funds,staff,equipment,and materials to carry out a project 
E) none of the above 
A) allowing board members and stockholders to freely observe management techniques in the workplace 
B) teaching employees to understand accounting and financial statements and getting key financial information to employees 
C) removing the fear of failure from the work environment 
D) providing funds,staff,equipment,and materials to carry out a project 
E) none of the above

Question 9

Top management shows support for cultural change primarily in its written letters,memos,and directives.

Accepted Answer

A) True 
 B)False

Question 10

A strong,widely internalized corporate culture is frequently cited as the reason for the success of such companies as Google and 3M.

Accepted Answer

A) True 
 B)False

Question 11

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

Accepted Answer

A) People behave in ways that provide rewards for them. 
B) 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. 
C) If an organization implements rewards for the new culture,people will be motivated to change. 
D) Rewarding old cultural behaviors will reinforce the status quo. 
E) A management-identified reward may not be considered a reward by the employee. 
A) People behave in ways that provide rewards for them. 
B) 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. 
C) If an organization implements rewards for the new culture,people will be motivated to change. 
D) Rewarding old cultural behaviors will reinforce the status quo. 
E) A management-identified reward may not be considered a reward by the employee.

Question 12

Open-book management teaches employees to adapt to new cultures by reading and studying books on management including organization development.

Accepted Answer

A) True 
 B)False

Question 13

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

Accepted Answer

A) motivational climate,morale,and a horizontal organization 
B) adaptability,sense of identity,and capacity to test reality 
C) efficiency,effectiveness,and egalitarian 
D) degree of profitability,motivational climate,and adaptability 
E) none of the above 
A) motivational climate,morale,and a horizontal organization 
B) adaptability,sense of identity,and capacity to test reality 
C) efficiency,effectiveness,and egalitarian 
D) degree of profitability,motivational climate,and adaptability 
E) none of the above

Question 14

Which of the following statements is true of what we know about organizational culture?

Accepted Answer

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 
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

Question 15

The three tools to change a corporate culture are information,capital,and people.

Accepted Answer

A) True 
 B)False

Question 16

A culture can also work against a company as it may prevent it from remaining competitive in a changing environment.

Accepted Answer

A) True 
 B)False

Question 17

Culture is derived from the organization and the management.

Accepted Answer

A) True 
 B)False

Question 18

Managerial effectiveness and managerial efficiency are two terms that both refer to the manager "doing the right thing."

Accepted Answer

A) True 
 B)False

Question 19

"Venture capital" and "innovation banks" are examples of outdated and rarely used methods of encouraging innovation and change.

Accepted Answer

A) True 
 B)False

Question 20

The technology and value system of OD is _____.

Accepted Answer

A) contained in the "Ten Tenants of OD" 
B) well documented in professional journals 
C) defined by the Society of OD Practitioners,a professional organization 
D) well established over 50 years that OD has been practiced 
E) undergoing change and revitalization 
A) contained in the "Ten Tenants of OD" 
B) well documented in professional journals 
C) defined by the Society of OD Practitioners,a professional organization 
D) well established over 50 years that OD has been practiced 
E) undergoing change and revitalization

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

Only large businesses have corporate cultures.

An OD professional retains the right of autonomy,has a commitment to the discipline of OD,has a responsibility to society,and has knowledge and skill of OD.

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

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

Managerial effectiveness is measured by the ratio of outputs to inputs.

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

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

Top management shows support for cultural change primarily in its written letters,memos,and directives.

A strong,widely internalized corporate culture is frequently cited as the reason for the success of such companies as Google and 3M.

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

Open-book management teaches employees to adapt to new cultures by reading and studying books on management including organization development.

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

Which of the following statements is true of what we know about organizational culture?

The three tools to change a corporate culture are information,capital,and people.

A culture can also work against a company as it may prevent it from remaining competitive in a changing environment.

Culture is derived from the organization and the management.

Managerial effectiveness and managerial efficiency are two terms that both refer to the manager "doing the right thing."

"Venture capital" and "innovation banks" are examples of outdated and rarely used methods of encouraging innovation and change.

The technology and value system of OD is _____.

Organization Development and Reinventing the Organization

Organization Renewal: the Challenge of Change

Role and Style of the Od Practitioner

The Diagnostic Process

Overcoming Resistance to Change

Od Intervention Strategies

Process Intervention Skills

Employee Empowerment and Interpersonal Interventions

Team Development Interventions

Intergroup Development

Goal Setting for Effective Organizations

Work Team Development

High-Performing Systems and the Learning Organization

Organization Transformation and Strategic Change

The Challenge and the Future for Organizations

Filters

Exam 3: Changing the Culture

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

Only large businesses have corporate cultures.

An OD professional retains the right of autonomy,has a commitment to the discipline of OD,has a responsibility to society,and has knowledge and skill of OD.

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

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

Managerial effectiveness is measured by the ratio of outputs to inputs.

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

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

Top management shows support for cultural change primarily in its written letters,memos,and directives.

A strong,widely internalized corporate culture is frequently cited as the reason for the success of such companies as Google and 3M.

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

Open-book management teaches employees to adapt to new cultures by reading and studying books on management including organization development.

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

Which of the following statements is true of what we know about organizational culture?

The three tools to change a corporate culture are information,capital,and people.

A culture can also work against a company as it may prevent it from remaining competitive in a changing environment.

Culture is derived from the organization and the management.

Managerial effectiveness and managerial efficiency are two terms that both refer to the manager "doing the right thing."

"Venture capital" and "innovation banks" are examples of outdated and rarely used methods of encouraging innovation and change.

The technology and value system of OD is _____.

Organization Development and Reinventing the Organization

Organization Renewal: the Challenge of Change

Role and Style of the Od Practitioner

The Diagnostic Process

Overcoming Resistance to Change

Od Intervention Strategies

Process Intervention Skills

Employee Empowerment and Interpersonal Interventions

Team Development Interventions

Intergroup Development

Goal Setting for Effective Organizations

Work Team Development

High-Performing Systems and the Learning Organization

Organization Transformation and Strategic Change

The Challenge and the Future for Organizations

Filters