IOP3705 Organizational Development & Change Exam Package 2021.

IOP3705_ Development And Change. Describe the concept of organisation development. (5) 2. Distinguish between OD, change management and organisation change. (10) 3. Describe the five major backgrounds from which OD emerged and their influence on current practice. (10) 4. Identify and describe the different steps in a general model of planned change. (15) 5. Critique the concept of planned change. (10) 6. Compare and contrast Lewin's change model, the Action Research Model and the Positive Model. Describe their strengths and weaknesses. (25) 7. Of which problems associated with planned change should the OD practitioner be aware? How might these problems be overcome? (10) Multiple-choice questions 1. Which of the following is NOT included in the definition of OD? (1) OD applies to the entire system. (2) OD is based on behavioural science knowledge. (3) OD is concerned with planned change. (4) OD narrowly focuses on cost, quality and schedule. 2. Organisation development distinguishes itself from organisation change and change management by ... (1) addressing the effective sequence of leadership issues that produces organisation improvements. (2) focusing narrowly on cost, quality and schedule. (3) focusing on the transfer of knowledge and skills to help the system manage future change. (4) taking a broadly focused approach that can apply to any kind of change. 3. Which of the following is NOT one of the ``stems'' of OD? (1) laboratory training (2) environmental analysis (3) action research survey feedback (4) participative management 4. Which theory of planned change serves as the foundation for appreciative inquiry (AI)? (1) Lewin's change model (2) the Action Research Model (3) the Positive Model (4) the Open Systems Model 5. In Lewin's model of change, change is brought about by ... (1) modifying forces maintaining the status quo. (2) increasing forces for change. (3) providing laboratory training. (4) 1 and 2. 2 lOMoARcPSD| 9817 6. The three sequential steps in Lewin's change model are ... (1) freezing, movement, changing. (2) unfreezing, movement, refreezing. (3) unfreezing, refraining, refreezing. (4) changing, movement, freezing. 7. The Action Research Model focuses on ... (1) planned change as a cyclical process. (2) heavy diagnosis prior to acting, planning and implementation. (3) reporting new data from previous research. (4) 1 and 2. 8. Contemporary applications of action research emphasise ... (1) data gathering and analysis. (2) consultation with a behavioural scientist. (3) an increased degree of member involvement. (4) problem(s) identification. STUDY UNIT 2 1. Give a description of the competent OD practitioner. Determine the basic skills and knowledge that all OD practitioners should have to be effective. (15) 2. Outline the role of OD professionals. (10) 3. Distinguish between the traditional and more recent values relevant to OD.(10) 4. Describe the role episodic model of ethical dilemmas. (10) 5. Identify and elaborate on the different types of ethical dilemmas. (10) Multiple-choice questions 1. Which of the statements below is generally correct concerning OD practitioners? (1) They are people utilising OD principles in their profession. (2) They may share a common set of humanistic values. (3) They have similar training, skills and knowledge. (4) All of the above. 2. Which of the following is NOT a ``core'' skill of an OD practitioner? (1) Intrapersonal skills (2) Interpersonal skills (3) General consultation skills (4) Financial management skills 3. The consultant-centred OD practitioner may have to ... (1) take on a modified role of ``expert''. (2) always adopt the role of the ``expert''. (3) never adopt the role of the ``expert''. (4) take on a fixed role of ``expert''. 4. Ethical dilemmas of the OD practitioner concern ... 3 lOMoARcPSD| 9817 (1) misrepresentation. (2) misuse of data. (3) coercion. (4) All of the above. STUDY UNIT 3 1. Describe the different steps associated with entering into an OD relationship. (9) 2. Explain three key areas to be addressed in the contracting phase. (9) 3. Discuss interpersonal process issues associated with successfully entering into an agreement. (10) 4. Give an illustration of a practical application of this phase in an organisational context. (10) 5. Describe how an organisation might select an OD practitioner, noting the criteria that are important to evaluate. (15) Multiple-choice questions 1. The process of entering a client system consists of ... (1) clarifying the issue, determining the relevant client and selecting a practitioner. (2) agreeing that the client has a problem and determining the appropriate action plan. (3) walking around and getting a sense of the culture. (4) clarifying the issue, mapping political processes and negotiating with the client. 2. The presenting problem is ... (1) always the most important problem facing the organisation. (2) never the ``real'' problem. (3) usually very specific. (4) often a symptom of an underlying problem. 3. Which answer below best describes the ``relevant'' client? (1) everyone in the organisation (2) individuals who are included in a survey (3) everyone who contributes to the problem (4) generally those who can directly impact change issues 4. The goal of the contracting process is to ... (1) help the organisation to change. (2) make a good decision about how to proceed with the OD process. (3) create a positive situation for the OD practitioner. (4) make the organisation dependent on the OD practitioner. 5. Which of the following is NOT a step in the contracting process? (1) determining what each party wants from the OD process (2) estimating the time and resources that will be devoted to the OD process (3) determining the change project (4) determining the ground rules for working together 4 lOMoARcPSD| 9817 STUDY UNIT 4 1. Describe the concept of diagnosis. (5) 2. Explain the need for diagnostic models in guiding the OD process. (10) 3. Discuss the characteristics of the systems theory that underlies organisation diagnosis. (10) 4. Determine the characteristics of open systems. (10) 5. Give an outline of a comprehensive model for diagnosing organisational systems at organisational, group and individual levels. (25) 6. Describe a comprehensive model for diagnosing organisational systems. (10) 7. Explain the group diagnostic model. (10) 8. Describe individual job level diagnosis. (10) Multiple-choice questions 1. Which of the following definitions does NOT describe diagnosis? (1) the process of discovering specific problems or assessing overall functioning of the organisation (2) the process whereby groups are confronted with their problems and deal with them (3) a road map of how organisations function (4) concerned with identifying specific organisational problems 2. Which general diagnostic model most underlies OD? (1) general systems model (2) closed systems model (3) open systems model (4) variable systems model 3. Group-level diagnosis examines ... (1) inputs, task variety and outputs. (2) job design of a larger organisation. (3) goal clarity, task structure, group composition, group functioning and performance norms. (4) human resource, structure, culture and measurement systems. 4. Fit at individual job level represents the alignment between ... (1) the inputs and design components of groups. (2) the organisation design and the group design. (3) job design and personal characteristics. (4) group design and the environment. 5. Group effectiveness is ... (1) an output at group level. (2) a design component at individual level. (3) an output at any level in the Open Systems Model. (4) a design component at group level. 6. An output at individual level is ... (1) task identification and autonomy. (2) evaluation of the organisation and group designs. (3) job satisfaction. 5 lOMoARcPSD| 9817 (4) quality of work life. STUDY UNIT 5 To prepare yourself for possible examination questions, answer the following: 1. Describe the establishment of a diagnostic relationship. (10) 2. Compare the four different methods of data collection. (20) 3. Describe the advantages and disadvantages of the various methods of data collection. (20) 4. Describe sampling and its importance in gathering valid diagnostic data. (10) 5. Explain the concept of data analysis. (5) 6. Under what conditions are quantitative and/or qualitative tools useful in analysing data? (5) 7. Differentiate between the different techniques for analysing data. (10) 8. Discuss the issue of sampling in OD. (5) Multiple-choice questions 1. Establishing a ``diagnostic relationship'' refers to ... (1) getting to know the client one-on-one. (2) meeting organisational members regularly. (3) clarifying expectations between relevant organisational members and the consultant. (4) gathering data with organisational members. 2. Which question does the OD practitioner ask when developing a diagnostic relationship? (1) Who are you? (2) Why am I here? (3) How much am I paid? (4) Who has political clout? 3. Questionnaires are often used because ... (1) they can collect data from many people. (2) data can be analysed quickly. (3) their meaning is clear. (4) 1 and 2 4. Data analysis is usually guided by ... (1) the client system. (2) the organisation. (3) the conceptual model underlying diagnosis. (4) the type of data collected. 5. Which method of gathering data is the most ``objective''? (1) questionnaires (2) interviews (3) unobtrusive measures (4) observation 6 lOMoARcPSD| 9817 STUDY UNIT 6 1. Identify and explain the characteristics of effective feedback data. (9) 2. Identify and explain the characteristics of successful feedback processes.(10) 3. Describe the survey feedback process. (10) 4. Summarise the research results of survey feedback. (5) 5. The content of the data to be fed back and the designing of the feedback process should adhere to specific criteria. Discuss this statement. (15) 6. Discuss the use of survey feedback as a specialised process of feeding back data to a client. (15) 7. Discuss the usefulness and limitations of survey feedback. (10) 8. What are the key issues/problems the OD practitioner has to be aware of while feeding back data? (15) Multiple-choice questions 1. Which of the following is most likely to produce change after feedback of diagnostic data? (1) The feedback process creates resistance and anxiety in organisation members. (2) The feedback creates no energy for change among members. (3) Organisational processes support turning energy into action. (4) Formal organisational structures exist. 2. Which answer below describes the ``bottom-up'' approach to data feedback? (1) Group members address problems within their control. (2) Group members note issues beyond their authority. (3) Group members provide data for specific work groups. (4) All of the above. 3. A key objective of the feedback process is to be sure that the client has ... (1) heard all of the data presented together. (2) been given a wide range of information. (3) ownership of the data. (4) no time to resist the information. 4. Successful use of data feedback includes ... (1) relevant and understandable data. (2) data that is subjective. (3) data that is open ended. (4) data about specific people. 5. Which item is NOT one of the features of a successful feedback meeting? (1) People are motivated to work with the data. (2) The meeting should be unstructured. (3) The power of the feedback group is clarified. (4) People with common problems are included in the meeting. STUDY UNIT 7 1. What is an intervention and what is meant by effective OD interventions? (10) 2. Discuss the two major sets of contingencies related to the design of effective OD interventions. (15) 7 lOMoARcPSD| 9817 3. Explain the contingencies related to the target of change. (10) 4. Explain three levels of organisation that OD interventions primarily affect. (10) 5. Give an overview of the various types of intervention, providing examples of each type. (20) Multiple-choice questions 1. Intervention means ... (1) valid information only. (2) unplanned management manipulations. (3) planned actions or events intended to increase effectiveness. (4) change activities outside the organisation. 2. Interventions mainly strive to change ... an organisation. (1) the cultural context of (2) specific features of (3) the external environment of (4) the number of people in 3. Human resources issues refer to ... (1) the personnel practices of the organisation. (2) the number of organisation members in conflict. (3) the chain of command. (4) job design and labour. 4. Which of the following is a strategic issue that might affect an intervention? (1) an impending acquisition (2) an antiquated performance management system (3) a work group's decision-making process (4) an organisation's information systems 5. Which of the following best describes technostructural interventions? (1) changing the high-tech areas within the organisation (2) helping organisations decide on markets, products or services (3) changing job design and division of labour (4) changing approaches to pay and promotion STUDY UNIT 8 1. Describe activities that contribute to effective change management. (20) 2. Explain how leadership is linked to change activities. (10) 3. If you were developing a change programme, how would you create readiness for change and overcome resistance to change? (15) 4. What political activities might be engaged in to successfully implement change? (10) Multiple-choice questions 1. Which of the following is NOT one of the five activities of change management? (1) motivating change (2) creating a vision 8 lOMoARcPSD| 9817 (3) developing political support (4) diagnosis 2. Which of the following is NOT considered a strategy for dealing with resistance to change? (1) Make change information available and salient. (2) Include members directly in planning and implementing change. (3) Practise active listening. (4) Avoid conflict. 3. Developing political support ... (1) is the same as addressing power issues. (2) is unrelated to the goals of the change. (3) involves identifying key stakeholders. (4) 1 and 2 4. Which power strategy is most closely aligned with OD's traditional humanistic values? (1) playing it straight (2) avoiding confrontation (3) using social networks (4) circumventing the formal system 5. Activity planning involves ... (1) making a road map of key activities. (2) identifying key people. (3) creating special structures. (4) creating new change strategies. STUDY UNIT 9 1. Briefly discuss the evaluation of OD interventions. (10) 2. Discuss the five institutionalisation processes that can directly affect the degree to which OD interventions are institutionalised (10) 3. Discuss five indicators of the extent of an intervention's persistence. (10) Multiple-choice questions 1. Evaluation provides information to ... (1) assess the long-term results of OD interventions. (2) implement change programmes. (3) assess an organisation's normal functioning. (4) a and b. 2. Understanding how an intervention is progressing is an example of feedback. (1) intervention (2) implementation (3) evaluation 9 lOMoARcPSD| 9817 (4) personal 3. When should you identify the measurement variables to be used for evaluation and feedback? (1) diagnosis stage (2) intervention stage (3) implementation stage (4) evaluation stage 4. Which of the following is NOT an intervention characteristic that affects institutionalisation? (1) goal specificity (2) internal support (3) programmability (4) worker satisfaction 5. Which indicator represents the highest degree of institutionalisation? (1) knowledge (2) values consensus (3) norms (4) performance STUDY UNIT 10 1. What is meant by process consultation? (5) 2. What are the ten principles to guide the process consultant's actions? (10) 3. Differentiate between the different group processes that describe how group members interact with one another. (10) 4. Explain the use of the Johari Window as an example of an individual process intervention. (5) 5. Differentiate between group interventions that are aimed at the process, the content and the structure of the group. (6) 6. What are the problems related to determining the results of process consultation? (5) 7. What is meant by team building? (5) 8. Why is team building important? (5) 9. What is the difference between process consultation and team building? (10) 10. How can you determine when team building is needed and whether the organisation is ready to start such a programme? (5) 11. Which factors can affect the outcomes of any specific team-building activity? (5) 12. Provide a classification with examples of team-building activities. (10) 13. What are the activities affecting the group's relationship with the rest of the organisation? (5) 14. What is the manager's role in team building? (5) 15. What are the results of team building? (10) Multiple-choice questions 1. Coaching focuses on ... (1) working with large groups to teach new skills. (2) using behavioural science to help individuals. (3) solving an executive's past problems. (4) All of the above. 10 lOMoARcPSD| 9817 2. Group communications, roles and functions and group norms are the focus of ... (1) survey feedback. (2) diagnostic activities. (3) process consultation. (4) training/coaching. 3. Group process interventions help groups ... (1) increase individuals' awareness of their behaviour. (2) generate interest in analysing relationships within the group. (3) increase the skills and knowledge of group members. (4) All of the above. 4. Which of the following is NOT a process consultation intervention? (1) agenda setting (2) feedback of observations (3) group norms and growth (4) coaching 5. The results of team building can be classified into three main areas. Which of the following is NOT one of these areas? (1) the results specific to only one individual (2) the results specific to the group's operation and behaviour (3) the results affecting the group's relationships (4) the results specific to one or more individuals STUDY UNIT 11 1. ``The development of techniques to improve systems larger than single teams has marked a significant step toward being able to improve total systems.'' Discuss the confrontation meeting as one of the earliest organisation-wide process interventions. (15) 2. Discuss the use of microcosm groups and the intergroup conflict intervention as two examples of intergroup relations interventions. (25) 3. Discuss the use of large-group interventions. (25) Multiple-choice questions 1. Which of the following should be avoided in a confrontation meeting? (1) working on relevant problems (2) members from different departments in the same group (3) top management separated from other groups (4) superiors and subordinates in the same group 2. Successful large-group interventions require ... (1) a compelling conference theme. (2) appropriate participants. (3) relevant tasks. 11 lOMoARcPSD| 9817 (4) All of the above. 3. From the choices below, which best describes the focus of a confrontation meeting? (1) a place to complain (2) a place to mobilise organisational problem-solving (3) a place to negotiate employee contracts (4) a place to reward individual contributors 4. Open-space methods for large-group interventions are NOT characterised by ... (1) the "law of two feet". (2) the "Four Principles". (3) a formal agenda and structure. (4) regular summaries of information for all members to review. 5. When resolving intergroup conflict, attitudinal solutions require ... than behavioural solutions. (1) more skill and more time (2) more time and less skill (3) less time and more skill (4) less time and less skill STUDY UNIT 12 1. Explain the characteristics of transformational change. (20) 2. Explain the concept of organisation culture. (10) 3. Determine how organisation culture affects organisation effectiveness. (10) 4. Distinguish between the different approaches of diagnosing organisation culture. (10) 5. Provide practical guidelines for culture change. (15) 6. How would you inform and advise top management, after a merger, on the implementation of a new culture for its company. Your discussion should include all the relevant aspects. (25) Multiple-choice questions 1. Organisations undertake transformational change when ... (1) there are sharp changes in economic conditions that change competition within an industry. (2) there are changes in executive leadership. (3) there are changes in products that require new strategies. (4) the organisation's survival is threatened. 2. Organisation culture does NOT include ... (1) basic assumptions on how organisational problems should be solved. (2) norms guiding how members behave. (3) values that identify what is important in the organisation. (4) products and services supplied to customers. 3. Which of the three approaches to diagnosing culture is the most difficult to interpret? (1) the competing values approach (2) the deep assumptions approach 12 lOMoARcPSD| 9817 (3) the behavioural approach (4) the normative approach. 4. The competing values approach views culture as a ... (1) resolution of value dilemmas. (2) search for the right set of values. (3) fight among functional groups for the best culture. (4) simple clarification of what is most important. 5. According to the text, which of the following is NOT an effective guideline for changing corporate culture? (1) Formulate a clear strategic vision. (2) Model culture change at the highest levels. (3) Change organisational membership by socialising newcomers and terminating deviants. (4) Keep top management from being part of the process. 13 lOMoARcPSD|9817 IOP370.