Deck 13: Whole Organization and Multiple Organization Interventions: Part 2

Question 1

Successful application of which intervention is noted by the annual Malcolm Baldrige Quality Award?

A) TQM
B) reengineering
C) Six Sigma
D) transorganization development

Answer 1

A

Question 2

TQM and Six Sigma are examples of which of the following?

A) Quality and productivity interventions
B) Interventions in mergers and acquisitions
C) Transorganization or interorganization development
D) Dialogic OD interventions

Answer 2

A

Question 3

Much research and simulation has demonstrated that ______ result in reasons why mergers do not live up to their expectations.

A) management styles
B) leadership factors
C) cultural factors
D) knowledge factors

Answer 3

C

Question 4

Which intervention was made known by success at Motorola?

A) TQM
B) Reengineering
C) Six Sigma
D) Transorganization development

Question 5

Team start-up meetings and management development are appropriate interventions for which of the following levels?

A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide

Question 6

Of the four acculturation scenarios introduced, which one discusses the acquired company and acquiring company both retaining and relinquishing aspects of their cultural identities, perhaps sharing cultural elements between them?

A) Assimilation
B) Integration
C) Separation
D) Deculturation

Question 7

Which level often sees problems with employees not accepting or understanding new roles, long decision-making cycles as well as unproductive meetings and communication patterns, and acquired employees lack understanding of team goals, purpose, and process in the postcombination phase of the merger and acquisition interventions?

A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide

Question 8

Rather than small incremental changes to existing process, ______ could save more time and money by rethinking and restructuring entire operations.

A) TQM
B) reengineering
C) Six Sigma
D) transorganization development

Question 9

______ involves many different practices, such as benchmarking, microprocess control, cross-function networking, and lean production.

A) Total quality management
B) Reengingeering
C) Six Sigma
D) Transorganization development

Question 10

From research, nearly half (49 percent) of respondents reported their organization was in need of "______"-meaning there were issues that resulted from poorly conducted merger and acquisition efforts.

A) merger repair
B) intervention assistance
C) leadership
D) cultural review

Question 11

Research suggests that leadership ______ will increase threefold after an acquisition, complicating the continuity often needed in a turbulent circumstance.

A) assertiveness
B) commitment
C) turnover
D) demands

Question 12

Which level often sees problems with employees spending too much time in finding information to get set up and employee lack of motivation and engagement in the postcombination phase of the merger and acquisition interventions?

A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide

Question 13

Of the four acculturation scenarios introduced, which one is when the acquired company retains most of its original cultural attributes, frequently remaining as a division or stand-alone part of the acquiring company?

A) Assimilation
B) Integration
C) Separation
D) Deculturation

Question 14

Onboarding and two-way communication sessions are appropriate interventions for which of the following levels?

A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide

Question 15

______ is known as a statistical measure and as a business process improvement initiative that uses statistical methods.

A) TQM
B) Reengineering
C) Six Sigma
D) Transorganization development

Question 16

Which level often sees problems of confusion regarding which team performs which tasks during the postcombination phase of the merger and acquisition interventions?

A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide

Question 17

Of the four acculturation scenarios introduced, which is when the acquired company gives up its cultural attributes but is unwilling to adopt those of the acquiring company, usually leading to a dissolution of the old organization?

A) Assimilation
B) Integration
C) Separation
D) Deculturation

Question 18

Which level often sees problems of gridlock, or failure to make change over time during the postcombination phase of the merger and acquisition interventions?

A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide

Question 19

In ______, processes are systematically measured using statistical techniques.

A) total quality management
B) reengineering
C) Six Sigma
D) transorganization development

Question 20

Of the four acculturation scenarios introduced, which one occurs when the acquired company relinquishes its cultural practices and adopts those of the acquiring company?

A) Assimilation
B) Integration
C) Separation
D) Deculturation

Question 21

Targeting ______ during M&A, specific interventions to clarify changes in membership, goals, purpose, roles, and expectations can help start them off quickly and can increased acquired employees' identification within their new roles.

A) individual integration
B) team integration
C) cross-team/department integration
D) organizationwide integration

Question 22

At which level is the goal of M&A interventions to support employees?

A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide

Question 23

In ______ OD, interaction and conversation are the priority, and participants are given ownership and responsibility to bring up the issues and topics that matter most to them.

A) interorganization
B) dialogic
C) intraorganization
D) diagnostic

Question 24

Strategic planning and goal setting to develop superordinate goals and leadership development are appropriate interventions for which level?

A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide

Question 25

Targeting ______ during M&A, collective socialization tactics have been shown to increase embeddedness and reduce turnover among newcomers.

A) individual integration
B) team integration
C) cross-team/department integration
D) organizationwide integration

Question 26

Interorganization networks are led by what is referred to as "network choreographers"; which of their identified roles requires them to bridge silos that exist in traditional organizations and create links between organizations?

A) entrepreneurs
B) passionate advocates
C) coaches and mentors
D) indefatigable communicators

Question 27

Targeting ______ during M&A, leaders may ask themselves "What untapped potential remains?", allowing future benefits of participative, large-group interventions that can engage employees from both the acquiring and acquired organizations.

A) individual integration
B) team integration
C) cross-team/department integration
D) organizationwide integration

Question 28

At which level is the goal of M&A interventions to form productive teams?

A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide

Question 29

Which activity within TQM relates to flowchart techniques being utilized?

A) Identify customers and what they value at all levels
B) Identify products and services provided
C) Define processes
D) Simplify the process

Question 30

Interorganization networks are led by what is referred to as "network choreographers"; which of their identified roles requires them to hold the vision and be comfortable with the ambiguity inherent in creating and growing something new?

A) entrepreneurs
B) passionate advocates
C) coaches and mentors
D) indefatigable communicators

Question 31

Targeting ______ during M&A, leaders of groups can demonstrate their agreement on combined strategies, allowing opportunties for increased networking and contact.

A) individual integration
B) team integration
C) cross-team/department integration
D) organizationwide integration

Question 32

Which of the following is NOT a key principles of Open Space Technology?

A) Whoever comes is the right people.
B) Whenever it starts is the right time.
C) Whatever happens is not the only thing that could have happened.
D) When it's over, it's over.

Question 33

______ are situations in which multiple organizations join together in networks or collaborative relationships with a shared purpose.

A) Intraorganizational systems
B) M&A systems
C) Transorganizational systems
D) Dialogic systems

Question 34

Which of the following is NOT an identified characteristic that makes the application of traditional OD interventions challenging in transorganizational systems?

A) Hierarchy and structure
B) Membership relationships
C) Trust and collaboration
D) Identification

Question 35

Relying on data to make decisions rather than making decisions on a hunch is central to which activity of TQM?

A) Identify products and services provided
B) Define processes
C) Simplify the process
D) Continuously improve

Question 36

At which level is the goal of M&A interventions to develop cooperative interactions between leaders and teams?

A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide

Question 37

Which of the following is NOT one of the steps involved in implementing and sustaining a Six Sigma program?

A) An honest assessment of the organization's readiness to implement Six Sigma
B) Gathering qualitative data from participants
C) Willingness to expend the needed resources
D) Reflection on the objectives, scope, and timeframe of the program

Question 38

At which level is the goal of M&A interventions to remove gridlock and promote future potential?

A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide

Question 39

______ is an intervention that makes use of the principle that in everday organizations, we self-organize as we bring new colleagues into conversations, debating ideas, sharing knowledge, challenging thinking, asking questions, and persuading others.

A) World Cafe
B) Open Space Technology
C) Appreciative Inquiry
D) Workout

Question 40

Organization design and large group interventions are appropriate for which level?

A) Individual
B) Team
C) Cross-team/Department
D) Organizationwide

Question 41

TQM is known for its high success rate.

Question 42

Discuss the three-step process that transorganizational systems go through to develop.

Question 43

Provide details of the three phases within the merger and acquisition process.

Question 44

Some view diagnostic and dialogic OD as more of a continuum rather than a choice of two practices.

Question 45

Discuss the basic activities of TQM.

Question 46

The hierarchy and structure in transorganizational systems make the application of traditional OD interventions particularly challenging, often requiring a slightly different approach.

Question 47

Joint research and development consortia would be an example of interorganizational relationships.

Question 48

Differentiate the role of the practitioner in dialogic OD and diagnostic OD.

Question 49

Open Space Technology is appropriate for situations in which a decision has already been made.

Question 50

Six Sigma stresses application of tools and diligently questions existing work processes to result in a dramatic, measurable impact to the bottom line.

Question 51

In World Café interventions, there are table hosts that lead rounds of conversations as themes begin to emerge from the various rounds of conversations.

Question 52

One principles of Open Space Technology is that "when it's over, it's over."

Question 53

What are some key conditions to ensure dialogic OD interventions can be successful?

Question 54

Reengineering is the same as automation, downsizing, and reorganizing.

Question 55

In acquisition of stronger cultures, integration and separation are more effective strategies.